This document discusses Kaizen, a philosophy of continuous improvement, and its implementation in an Indian petrochemical plant. [1] It provides background on total quality management (TQM) and defines Kaizen as continuous, gradual improvements involving everyone. [2] The principles of Kaizen emphasize that employees are a company's most important asset and that success comes from consistent, incremental changes rather than occasional radical changes. [3] Kaizen aims to improve all aspects of operations through activities like quality circles, process management, and eliminating waste.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization. It is based on the premise that processes can always be improved. The document discusses the key principles and tools of Kaizen, including the three pillars of housekeeping, waste elimination, and standardization. Housekeeping involves organizing and cleaning the workplace using the 5S methodology. Waste elimination aims to remove non-value adding activities. Standardization helps sustain improvements through visual controls and ongoing training. Kaizen promotes problem-solving through cross-functional teams and aims for continuous, incremental improvements through disciplined use of tools like process mapping and statistical analysis.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes on a regular basis. The philosophy is based on identifying problems, solving them at their source, and changing standards to prevent recurrence. Using kaizen, employees are encouraged to submit improvement suggestions, with over 90% typically being implemented. This leads to benefits like improved productivity, quality, safety, and customer satisfaction through the elimination of waste. Key principles of kaizen include a focus on customers, continuous improvement, self-discipline, acknowledging problems openly, and involving cross-functional teams.
This document discusses the concept of continuous improvement (Kaizen) through Kaizen philosophy and strategies. It provides an overview of Kaizen, emphasizing that it is a never-ending journey of incremental improvement involving everyone in the organization. Key aspects covered include the roles and responsibilities of different levels of management in implementing Kaizen, how it relates to quality management, and strategies like setting stretch goals and benchmarking to drive breakthrough performance improvements. The document also identifies common barriers to improvement efforts through a "Wet Blanket List" of excuses managers may use to reject change proposals.
This document discusses various concepts related to quality management leadership and strategic planning. It covers executive leadership roles and responsibilities, Deming's 14 points, Peters model for TQM leadership, the seven habits of highly effective people, leadership styles and frameworks, and tools for strategic quality management planning including the 7S model. Key topics include visionary leadership, empowering employees, building effective teams, continuous improvement, and integrating quality goals into strategic and operational plans.
This document provides a literature review on the Kaizen philosophy. It begins with an introduction that defines Kaizen as a Japanese term meaning continuous improvement. The document then reviews literature on the Kaizen concept, including its origins in 1950s Japan and application by Toyota. It categorizes the literature into reviews on the Kaizen concept, case studies, and surveys. Several key aspects of Kaizen are discussed, such as how it involves all employees, focuses on incremental improvements, and aims to eliminate waste. The review covers over 50 sources and provides insights into how Kaizen has been defined, applied in case studies, and measured in surveys.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
This two-volume handbook provides guidance on implementing Total Quality Management (TQM) and Quality Control Circles (QCC). Volume I is intended for managers and explains the concepts and benefits of TQM and QCC. It also provides guidance on installing and implementing TQM and QCC programs in organizations. Volume II is a practical guide for starting QCC programs. It provides guidance for facilitators and circle leaders on carrying out daily QCC activities and solving common problems. The handbook aims to explain TQM and QCC at a level appropriate for different readers, from top managers to frontline employees.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization. It is based on the premise that processes can always be improved. The document discusses the key principles and tools of Kaizen, including the three pillars of housekeeping, waste elimination, and standardization. Housekeeping involves organizing and cleaning the workplace using the 5S methodology. Waste elimination aims to remove non-value adding activities. Standardization helps sustain improvements through visual controls and ongoing training. Kaizen promotes problem-solving through cross-functional teams and aims for continuous, incremental improvements through disciplined use of tools like process mapping and statistical analysis.
This document discusses quality circles, which are small voluntary groups of employees that meet regularly to identify and solve work-related problems. It describes how quality circles originated in Japan after World War II to improve quality and productivity. The key aspects of quality circles discussed include their definition, characteristics, objectives, basic problem-solving techniques used, and the process of operation. Charts and diagrams are also included to illustrate factors that can lead to waste and how causes are determined.
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes on a regular basis. The philosophy is based on identifying problems, solving them at their source, and changing standards to prevent recurrence. Using kaizen, employees are encouraged to submit improvement suggestions, with over 90% typically being implemented. This leads to benefits like improved productivity, quality, safety, and customer satisfaction through the elimination of waste. Key principles of kaizen include a focus on customers, continuous improvement, self-discipline, acknowledging problems openly, and involving cross-functional teams.
This document discusses the concept of continuous improvement (Kaizen) through Kaizen philosophy and strategies. It provides an overview of Kaizen, emphasizing that it is a never-ending journey of incremental improvement involving everyone in the organization. Key aspects covered include the roles and responsibilities of different levels of management in implementing Kaizen, how it relates to quality management, and strategies like setting stretch goals and benchmarking to drive breakthrough performance improvements. The document also identifies common barriers to improvement efforts through a "Wet Blanket List" of excuses managers may use to reject change proposals.
This document discusses various concepts related to quality management leadership and strategic planning. It covers executive leadership roles and responsibilities, Deming's 14 points, Peters model for TQM leadership, the seven habits of highly effective people, leadership styles and frameworks, and tools for strategic quality management planning including the 7S model. Key topics include visionary leadership, empowering employees, building effective teams, continuous improvement, and integrating quality goals into strategic and operational plans.
This document provides a literature review on the Kaizen philosophy. It begins with an introduction that defines Kaizen as a Japanese term meaning continuous improvement. The document then reviews literature on the Kaizen concept, including its origins in 1950s Japan and application by Toyota. It categorizes the literature into reviews on the Kaizen concept, case studies, and surveys. Several key aspects of Kaizen are discussed, such as how it involves all employees, focuses on incremental improvements, and aims to eliminate waste. The review covers over 50 sources and provides insights into how Kaizen has been defined, applied in case studies, and measured in surveys.
The document discusses concepts related to continuous improvement methods Kaizen and Six Sigma. It defines Kaizen as ongoing improvement involving everyone, and describes its focus on productivity, quality culture and process-oriented approaches. Six Sigma aims for 3.4 defects per million opportunities through reducing variation and defects in processes. The methodology involves defining problems, measuring current performance, analyzing causes of variation, improving processes and controlling performance.
This two-volume handbook provides guidance on implementing Total Quality Management (TQM) and Quality Control Circles (QCC). Volume I is intended for managers and explains the concepts and benefits of TQM and QCC. It also provides guidance on installing and implementing TQM and QCC programs in organizations. Volume II is a practical guide for starting QCC programs. It provides guidance for facilitators and circle leaders on carrying out daily QCC activities and solving common problems. The handbook aims to explain TQM and QCC at a level appropriate for different readers, from top managers to frontline employees.
The document describes the implementation of quality circles at a manufacturing facility. It introduces quality circles as small groups of frontline workers who meet regularly to identify work improvements. Thirteen quality circle teams were formed across different production areas in the coil shop. Each team selected a project to work on related to their work area, such as reducing leak rates, scrap amounts, or increasing productivity. The teams used problem-solving tools and methods like DMAIC to define issues, measure baseline data, analyze causes, improve processes, and ensure sustained results. Several teams achieved improvements like lowering return bend leak rates from 2.1% to 1.1% and brazing leak rates from 3.0% to 1.0%. Overall the quality circles
This document provides an overview of quality circles and their implementation. Some key points:
1. Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems and recommend solutions to management.
2. They originated in Japan after World War II to improve productivity and quality standards. Their use spread globally as an effective participative management technique.
3. Examples of quality circle implementations are provided for organizations like the Public Works Department of Maharashtra government, Tata Memorial Hospital, Toyota, and Vodafone.
The document summarizes a presentation given by Group 5 on the topic of Kaizen. It defines Kaizen as the Japanese philosophy of continuous improvement and outlines its key elements and methodology. It provides examples of how Toyota implemented Kaizen techniques to improve processes, reduce waste, and increase productivity, quality, and customer satisfaction. The main benefits realized from Kaizen include reduced waste, improved space utilization, quality, capital usage, and production capacity.
This document discusses Dr. W.E. Deming and his contributions to quality principles and philosophies. It provides background on Deming, describing how he introduced total quality management concepts to Japan after WWII. It outlines Deming's philosophy that quality is about people, not products, and that management is responsible for most production faults. The document also summarizes Deming's famous 14-point management philosophy for continuous quality improvement.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
Quality circles originated in Japan in the 1960s and involve voluntary groups of employees who meet regularly to identify, analyze, and solve work-related problems. By the 1970s, quality circles had spread widely in Japan with over 1 million circles and 10 million participating employees. While also gaining popularity in other East Asian countries, quality circles were not as successfully implemented in the United States. Quality circles can help improve quality, productivity, motivation and develop employee skills through participation and problem solving. They utilize various tools like fishbone diagrams and involve members, leaders, facilitators and steering committees.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
Effect of TQM Practices on Quality Performance through Operating Performance ...IRJET Journal
This study examines the relationship between Total Quality Management (TQM) practices and quality performance through operating performance in Indian manufacturing organizations. The study identified 13 key TQM practices based on literature and measured their impact on operating performance and quality performance. Survey data was collected from Indian manufacturing firms and analyzed using structural equation modeling. The results showed that TQM practices have a positive and significant effect on quality performance through their impact on operating performance. Specifically, practices like knowledge management, continuous improvement, and customer focus were found to contribute more to quality performance by improving operating performance in these organizations.
1. Quality circles are voluntary groups of 8-10 employees and supervisors that work on continuous process improvement in an organization.
2. Quality circles were first developed in Japan in the 1960s and have since spread to over 50 countries.
3. Advantages of quality circles include improving organization morale, promoting effective teamwork, personal development, cost reduction, and increasing employee motivation.
Kaizen refers to continuous improvement practices focused on processes. It originated from Japanese meanings of "change" and "good". Areas of focus for Kaizen include the "5 S's": sorting, simplifying, sweeping, standardizing, and sustaining. Quality circles involve voluntary employee groups that meet regularly to discuss and solve work-related problems. They are intended to improve quality through employee participation. While some companies have successfully implemented quality circles, challenges can include inadequate training, resistance to change, and lack of empowerment for circles to make decisions. Tata Steels in India has grown its quality circle program significantly over the years with over 7500 circles now involving 96% of employees.
Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related problems. The goal is to improve quality, productivity, and employee morale. Quality circles originated in Japan and were successful in improving productivity. They involve employees analyzing problems and developing solutions to aid self-development, increase quality awareness, develop leadership skills, and improve processes. Examples show quality circles being implemented across various organizations in India with benefits like improved quality, cooperation and participative management.
Quality Circles are small groups of employees who voluntarily meet regularly to identify, analyze, and provide solutions to work-related problems. The goals of Quality Circles include improving quality, productivity, and morale. They utilize techniques like brainstorming, control charts, flowcharts and checksheets to solve problems. Quality Circles require management support, appropriate training, and well-defined roles for leaders, facilitators, coordinators and members. Organizations that have implemented Quality Circles successfully include Xerox, United Airlines, and BHEL in India. Quality Circles provide both tangible benefits like cost savings and quality improvements as well as intangible benefits such as increased motivation, skills development and better communication.
Total quality management (TQM) is defined as the enhancement of traditional business methods with a focus on meeting customer expectations, continuous process improvement, and defect prevention. TQM involves managing the whole organization to achieve excellence by focusing on quality in all aspects. It requires integrating quality management into daily operations and overcoming outdated organizational cultures. Key elements of a successful TQM system include integrity, training, teamwork, leadership, communication, and recognition. Common quality management tools used in TQM include check sheets, histograms, control charts, scatter diagrams, Ishikawa diagrams, Pareto diagrams, and run charts.
TQM is a holistic and comprehensive approach to achieving excellence in quality management. It is based on a philosophy of win-win, founded on a fundamental understanding of customer supllier relatinship, i.e that people and management are viewed in the context of serving customers. If people cannot buy-into this profound wisdom, then TQM will never become more than a fad.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
The document provides an overview of quality management concepts including:
- Definitions of quality from different perspectives including consumers and producers
- Dimensions of quality for manufactured products and services
- Total quality management principles including customer focus, leadership, and continuous improvement
- Contributions of quality gurus like Deming, Juran, and Crosby
- Tools for quality improvement like quality circles, Deming's PDCA cycle, and Six Sigma
- Implications of quality management for strategy, employees, information technology, and costs
This document discusses various concepts and techniques for continuous process improvement, including:
- Juran's Trilogy of quality planning, control, and improvement
- Kaizen, which aims for small, incremental improvements through eliminating waste and standardizing processes
- The 5S practices of sorting, straightening, scrubbing, systematizing, and standardizing the workplace
- Identifying and reducing the seven deadly wastes of overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transporting, and processing itself
The document provides details on how to implement these concepts to gradually and continuously improve processes.
Study of model predictive control using ni lab viewIAEME Publication
This document discusses the implementation of model predictive control (MPC) using National Instruments LabVIEW software. It begins with introductions to MPC and LabVIEW. It then covers constructing state space and transfer function models in LabVIEW. Simulation results are presented for MPC applied to first order systems with and without time delay. MPC performance is compared to PID control, showing MPC can handle constraints and optimize process operation while PID cannot. The document concludes MPC simulation using LabVIEW is successful and simulation results are useful for control system design.
Electromagnetic studies on nano sized magnesium ferriteIAEME Publication
The document summarizes research on the electromagnetic properties of nano-sized magnesium ferrite synthesized using microwave techniques. Key findings include:
1) Magnetic properties were measured using VSM which showed the material has a high coercivity of 785.12 Oe, classifying it as a hard magnetic material.
2) Dielectric measurements found the ac conductivity and dielectric constant decreased with increasing frequency. Both increased with temperature initially before decreasing.
3) The dielectric loss showed expected dispersion behavior, decreasing with frequency and generally increasing with temperature.
4) A high quality factor of 150 was obtained, higher than for bulk ferrites, indicating potential applications in microwave devices.
This document summarizes a study that analyzed Indian scientific literature in veterinary sciences from 1999-2011. Some key findings include:
- A total of 5,468 publications were analyzed, with the majority (99.09%) being journal articles.
- Research output grew steadily from 1999-2008 but declined in 2009-2010.
- The most common authorship patterns were papers with 3 or 4 authors, indicating collaborative work is prevalent.
- The author with the most publications was Kumar, A. from Punjab Agricultural University with 94 papers.
The document describes the implementation of quality circles at a manufacturing facility. It introduces quality circles as small groups of frontline workers who meet regularly to identify work improvements. Thirteen quality circle teams were formed across different production areas in the coil shop. Each team selected a project to work on related to their work area, such as reducing leak rates, scrap amounts, or increasing productivity. The teams used problem-solving tools and methods like DMAIC to define issues, measure baseline data, analyze causes, improve processes, and ensure sustained results. Several teams achieved improvements like lowering return bend leak rates from 2.1% to 1.1% and brazing leak rates from 3.0% to 1.0%. Overall the quality circles
This document provides an overview of quality circles and their implementation. Some key points:
1. Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and solve work-related problems and recommend solutions to management.
2. They originated in Japan after World War II to improve productivity and quality standards. Their use spread globally as an effective participative management technique.
3. Examples of quality circle implementations are provided for organizations like the Public Works Department of Maharashtra government, Tata Memorial Hospital, Toyota, and Vodafone.
The document summarizes a presentation given by Group 5 on the topic of Kaizen. It defines Kaizen as the Japanese philosophy of continuous improvement and outlines its key elements and methodology. It provides examples of how Toyota implemented Kaizen techniques to improve processes, reduce waste, and increase productivity, quality, and customer satisfaction. The main benefits realized from Kaizen include reduced waste, improved space utilization, quality, capital usage, and production capacity.
This document discusses Dr. W.E. Deming and his contributions to quality principles and philosophies. It provides background on Deming, describing how he introduced total quality management concepts to Japan after WWII. It outlines Deming's philosophy that quality is about people, not products, and that management is responsible for most production faults. The document also summarizes Deming's famous 14-point management philosophy for continuous quality improvement.
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
Quality circles originated in Japan in the 1960s and involve voluntary groups of employees who meet regularly to identify, analyze, and solve work-related problems. By the 1970s, quality circles had spread widely in Japan with over 1 million circles and 10 million participating employees. While also gaining popularity in other East Asian countries, quality circles were not as successfully implemented in the United States. Quality circles can help improve quality, productivity, motivation and develop employee skills through participation and problem solving. They utilize various tools like fishbone diagrams and involve members, leaders, facilitators and steering committees.
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
8 relationship and comparison between in jit tqm and tpm a reviewprjpublications
This document reviews the relationships and comparisons between Just-in-Time (JIT), Total Quality Management (TQM), and Total Productive Maintenance (TPM). It finds that while the concepts have similarities in their goals of continuous improvement and waste reduction, they differ in their origins, key practices, and criticisms. JIT focuses on waste reduction and inventory control, TQM emphasizes customer satisfaction through quality, and TPM highlights increasing machine efficiency through maintenance. The concepts also use similar tools but focus on different areas, like Kanban for JIT and quality control tools for TQM. Combining the concepts can help organizations improve performance, as each addresses a different aspect of manufacturing improvement.
Effect of TQM Practices on Quality Performance through Operating Performance ...IRJET Journal
This study examines the relationship between Total Quality Management (TQM) practices and quality performance through operating performance in Indian manufacturing organizations. The study identified 13 key TQM practices based on literature and measured their impact on operating performance and quality performance. Survey data was collected from Indian manufacturing firms and analyzed using structural equation modeling. The results showed that TQM practices have a positive and significant effect on quality performance through their impact on operating performance. Specifically, practices like knowledge management, continuous improvement, and customer focus were found to contribute more to quality performance by improving operating performance in these organizations.
1. Quality circles are voluntary groups of 8-10 employees and supervisors that work on continuous process improvement in an organization.
2. Quality circles were first developed in Japan in the 1960s and have since spread to over 50 countries.
3. Advantages of quality circles include improving organization morale, promoting effective teamwork, personal development, cost reduction, and increasing employee motivation.
Kaizen refers to continuous improvement practices focused on processes. It originated from Japanese meanings of "change" and "good". Areas of focus for Kaizen include the "5 S's": sorting, simplifying, sweeping, standardizing, and sustaining. Quality circles involve voluntary employee groups that meet regularly to discuss and solve work-related problems. They are intended to improve quality through employee participation. While some companies have successfully implemented quality circles, challenges can include inadequate training, resistance to change, and lack of empowerment for circles to make decisions. Tata Steels in India has grown its quality circle program significantly over the years with over 7500 circles now involving 96% of employees.
Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related problems. The goal is to improve quality, productivity, and employee morale. Quality circles originated in Japan and were successful in improving productivity. They involve employees analyzing problems and developing solutions to aid self-development, increase quality awareness, develop leadership skills, and improve processes. Examples show quality circles being implemented across various organizations in India with benefits like improved quality, cooperation and participative management.
Quality Circles are small groups of employees who voluntarily meet regularly to identify, analyze, and provide solutions to work-related problems. The goals of Quality Circles include improving quality, productivity, and morale. They utilize techniques like brainstorming, control charts, flowcharts and checksheets to solve problems. Quality Circles require management support, appropriate training, and well-defined roles for leaders, facilitators, coordinators and members. Organizations that have implemented Quality Circles successfully include Xerox, United Airlines, and BHEL in India. Quality Circles provide both tangible benefits like cost savings and quality improvements as well as intangible benefits such as increased motivation, skills development and better communication.
Total quality management (TQM) is defined as the enhancement of traditional business methods with a focus on meeting customer expectations, continuous process improvement, and defect prevention. TQM involves managing the whole organization to achieve excellence by focusing on quality in all aspects. It requires integrating quality management into daily operations and overcoming outdated organizational cultures. Key elements of a successful TQM system include integrity, training, teamwork, leadership, communication, and recognition. Common quality management tools used in TQM include check sheets, histograms, control charts, scatter diagrams, Ishikawa diagrams, Pareto diagrams, and run charts.
TQM is a holistic and comprehensive approach to achieving excellence in quality management. It is based on a philosophy of win-win, founded on a fundamental understanding of customer supllier relatinship, i.e that people and management are viewed in the context of serving customers. If people cannot buy-into this profound wisdom, then TQM will never become more than a fad.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
The document provides an overview of quality management concepts including:
- Definitions of quality from different perspectives including consumers and producers
- Dimensions of quality for manufactured products and services
- Total quality management principles including customer focus, leadership, and continuous improvement
- Contributions of quality gurus like Deming, Juran, and Crosby
- Tools for quality improvement like quality circles, Deming's PDCA cycle, and Six Sigma
- Implications of quality management for strategy, employees, information technology, and costs
This document discusses various concepts and techniques for continuous process improvement, including:
- Juran's Trilogy of quality planning, control, and improvement
- Kaizen, which aims for small, incremental improvements through eliminating waste and standardizing processes
- The 5S practices of sorting, straightening, scrubbing, systematizing, and standardizing the workplace
- Identifying and reducing the seven deadly wastes of overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transporting, and processing itself
The document provides details on how to implement these concepts to gradually and continuously improve processes.
Study of model predictive control using ni lab viewIAEME Publication
This document discusses the implementation of model predictive control (MPC) using National Instruments LabVIEW software. It begins with introductions to MPC and LabVIEW. It then covers constructing state space and transfer function models in LabVIEW. Simulation results are presented for MPC applied to first order systems with and without time delay. MPC performance is compared to PID control, showing MPC can handle constraints and optimize process operation while PID cannot. The document concludes MPC simulation using LabVIEW is successful and simulation results are useful for control system design.
Electromagnetic studies on nano sized magnesium ferriteIAEME Publication
The document summarizes research on the electromagnetic properties of nano-sized magnesium ferrite synthesized using microwave techniques. Key findings include:
1) Magnetic properties were measured using VSM which showed the material has a high coercivity of 785.12 Oe, classifying it as a hard magnetic material.
2) Dielectric measurements found the ac conductivity and dielectric constant decreased with increasing frequency. Both increased with temperature initially before decreasing.
3) The dielectric loss showed expected dispersion behavior, decreasing with frequency and generally increasing with temperature.
4) A high quality factor of 150 was obtained, higher than for bulk ferrites, indicating potential applications in microwave devices.
This document summarizes a study that analyzed Indian scientific literature in veterinary sciences from 1999-2011. Some key findings include:
- A total of 5,468 publications were analyzed, with the majority (99.09%) being journal articles.
- Research output grew steadily from 1999-2008 but declined in 2009-2010.
- The most common authorship patterns were papers with 3 or 4 authors, indicating collaborative work is prevalent.
- The author with the most publications was Kumar, A. from Punjab Agricultural University with 94 papers.
Estimation of bitlength of transformed quantized residueIAEME Publication
This document proposes a method to estimate the bitlength of transformed and quantized residue coefficients and syntax elements for mode decision in H.264 baseline encoding. It aims to reduce the computational complexity of calculating rate-distortion cost (RD-Cost) by estimating bitlengths without fully encoding bitstreams. The key aspects are:
1) It classifies residue coefficients and estimates bitlength for coefficient types like Luma_4x4, Luma DC, Luma AC, Chroma DC, and Chroma AC based on coding tables and context like neighboring coefficients.
2) It estimates bitlengths for syntax elements like macroblock type, prediction modes, and motion vectors based on Exp-Golomb coding tables
Numerical computation of eigenenergy and transmission coefficient of symmetri...IAEME Publication
This document summarizes a study on numerically computing the eigenenergy and transmission coefficient of a symmetric quantum double barrier structure with variable effective mass under an applied electric field. The study uses the transfer matrix method to solve Schrodinger's equation for a GaAs/AlxGa1-xAs material system. It finds that eigenenergy decreases nonlinearly with increasing electric field. Transmission coefficient decreases with increasing barrier thickness or height but can occur at lower energies with increasing well thickness. The existence of higher quasi-bound states is also observed.
Spatial and temporal study of a mechanical and harmonic vibration by high spe...IAEME Publication
The document summarizes a study that uses high-speed optical interferometry to analyze the spatial and temporal evolution of vibrations in a mechanically excited rectangular metal plate. A high-speed CMOS camera captures 4000 frames per second of the plate's free vibration. An algorithm is used to extract phase maps from the interferograms, showing the plate's deformation over time and allowing reconstruction of the vibration cycle. Simulated results demonstrate the technique's ability to measure an unknown vibration using 12 sample interferograms without synchronization requirements.
This document summarizes a study comparing different classification models for identifying liver disease types using patient data. It describes applying four classification algorithms - First Order Inductive Learner (FOIL), Classification Based on Association (CBA), Classification based on Multiple Association Rules (CMAR), and Classification based on Predictive Association Rules (CPAR) - to data on liver function tests, other health factors, and diagnosed disease for each patient. Dimensionality reduction was used as a preprocessing step to remove ambiguous attributes. The models were trained on full patient data and tested on replicated data, with results showing accuracy and training time for each classifier. Analysis focused on using the algorithms to identify viral, alcoholic, and non-alcoholic liver diseases.
A new approach for design of cmos based cascode current mirror for asp applic...IAEME Publication
This document discusses a new approach for designing a CMOS-based cascode current mirror circuit for analog signal processing applications. It begins by introducing current mirrors and their importance as core structures in analog, digital, and mixed-signal circuits. It then reviews different configurations of basic current mirror circuits and discusses how cascode configurations can improve performance by maintaining constant voltages. The document proposes an innovative cascode current mirror circuit and evaluates its performance through simulation using a 0.13 micron CMOS technology.
Instruction level parallelism using ppm branch predictionIAEME Publication
This document summarizes an approach to instruction level parallelism using prediction by partial matching (PPM) branch prediction. It proposes a hybrid PPM-based branch predictor that uses both local and global branch histories. The two predictors are combined using a neural network. Key aspects of the implementation include:
1. Using local and global history PPM predictors and combining their predictions with a neural network.
2. Enhancements to the basic PPM approach like program counter tagging, efficient history encoding using run-length encoding, tracking pattern bias, and dynamic pattern length selection.
3. Details of the global history PPM predictor including the use of tables and linked lists to store patterns of different lengths and handle collisions
Comparison and analysis of combining techniques for spatial multiplexing spac...IAEME Publication
This document compares different combining techniques for space-time block coded systems in Rayleigh fading channels. It finds that maximum ratio combining outperforms other techniques like equal gain combining and selection combining for any space-time block code configuration, providing the best bit error rate. The document provides background on space-time block codes, describes the Alamouti space-time code, and discusses various receive diversity combining techniques.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization. It is based on the principles of eliminating waste, improving efficiency and quality, and standardizing processes. The document provides details on the key aspects of Kaizen, including its focus on small, incremental changes through techniques like 5S and PDCA cycles. It also discusses the three pillars of Kaizen - housekeeping, waste elimination, and standardization - and explains how successful implementation requires a permanent commitment to Kaizen principles at all levels of an organization.
Kaizen refers to the Japanese philosophy of continuous improvement involving everyone in an organization. The goal is to eliminate waste and inefficiencies through small, incremental changes. Common kaizen methodologies include Lean, Six Sigma, and PDCA cycles. Successful implementation requires participation from all levels of employees as well as stakeholders. Benefits include reduced costs, improved quality and productivity.
This document provides an overview of Kaizen and Six Sigma approaches to continuous improvement. Kaizen focuses on ongoing, incremental improvements involving everyone through methods like quality circles and suggestion systems. It aims for process-oriented and people-oriented approaches. Six Sigma uses statistical methods and a DMAIC framework to significantly improve processes and reduce defects. Both aim to meet customer needs, but Six Sigma focuses more on breaking through to achieve major improvements.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization. It is based on the idea that all processes can always be improved. Key aspects of Kaizen include focusing on processes, not individuals, using tools like visual controls and charts to identify problems and track improvements, and emphasizing small, incremental changes. Kaizen was influential in Japan's manufacturing success and aims to continuously challenge the status quo through team-based problem solving.
Quality and continual improvement in gammon india Shri Shakti
This document discusses quality and continual improvement in Gammon India. It begins with an introduction that defines continual improvement as an ongoing effort to iteratively improve processes through small incremental changes or large breakthrough changes. It notes the distinction between "continuous" and "continual", with continual referring to discrete improvements over time rather than continuous mathematical improvement. The document then provides background on Gammon India as an infrastructure company in India and the challenges facing the construction industry in India. It outlines the structure of the dissertation, which examines quality and continual improvement processes at Gammon India through a case study.
Construct operations process charts, models and diagrams for manufacturing and operations planning.
Use flow process charts, time study and occurrence sampling for methods improvement and work
measurement applications.
Perform job evaluation and merit rating, Kaizen and SMED.
Students are expected to understand various concepts in Industrial Engineering
Kaizen is a continuous improvement process focused on incremental changes to processes in order to reduce waste and improve quality, productivity, safety, and morale. It involves employees identifying and implementing small, low-cost improvements on a daily basis. The goals of Kaizen include simplifying and streamlining processes, improving productivity and quality, reducing costs and waste, and creating a safer work environment through ongoing incremental changes.
Quality Management System A Much Needed Tool to Ensure Total Quality ManagementYogeshIJTSRD
The demand for quality products in the market has increased drastically in the past several decades. Thus, to survive in the competitive world it has become very important for every organization to have a well structured and planned management system. The system encompasses all aspects, it not only works outside the organization but also strengthens the core and delivers a top quality product to the end user. In order to deliver the top notch product total quality management has merged out of the quality management system and has enhanced the efficiency of the organization to produce a quality product to many folds. Quality management system along with the total quality management leads the organization to reach the zenith of zero percent defect and hundred percent customer satisfaction. This review article helps you to understand the intertwined concept of the quality management system and total quality system within the organization. They both share the same vision of customer satisfaction by producing the top quality product yet work on different levels to achieve it by using different techniques. Ms. Soumya Pathak | Ms. Swarnima Negi | Dr. Sachdev Yadav "Quality Management System: A Much-Needed Tool to Ensure Total Quality Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39975.pdf Paper URL: https://www.ijtsrd.com/management/management-development/39975/quality-management-system-a-muchneeded-tool-to-ensure-total-quality-management/ms-soumya-pathak
IRJET- Application of Continuous Improvement Process in Manufacturing IndustryIRJET Journal
This document discusses the application of continuous improvement processes in manufacturing industries. It defines continuous improvement as an ongoing effort to improve products, services, or processes through incremental improvements over time. Kaizen is introduced as a Japanese concept that calls for continuous improvement to increase productivity and quality. Some key continuous improvement techniques discussed include 5S, Poka-Yoke, PDCA cycles, value stream mapping, and eliminating types of waste. The implementation of continuous improvement processes involves techniques like total quality management, suggestion systems, JIT production, and empowering employees through small work groups.
Kaizen is a Japanese philosophy of continuous improvement involving all employees from the CEO down. It focuses on eliminating waste through small, incremental changes to processes. Some key aspects of Kaizen include teamwork, identifying types of waste like overproduction and delays, creating work standards, and documenting improvements. An example given is Toyota's production system where all employees are expected to stop assembly lines to suggest fixes. While effective for small processes, Kaizen can be difficult for large-scale operations where analyzing takes more time. The overall goal is to see waste, turn problems into profit, and constantly change for the better.
This document provides an introduction to key concepts in quality assurance and engineering design for quality. It discusses total quality management (TQM) and quality management systems. The principles of TQM include being customer-focused, having total employee involvement, taking a process-centered approach, integrating systems, using strategic and systematic approaches, continual improvement, fact-based decision making, and effective communications. It also discusses the writings and contributions of quality leaders like Deming, Crosby, Feigenbaum, Ishikawa and Juran. Finally, it covers engineering design for quality and safety, including human factors engineering and ergonomics.
The document discusses lean principles and methodologies including 5S, Kaizen, Poka Yoke, and Six Sigma.
Lean aims to eliminate waste and improve value for customers through continuous improvement. Key aspects mentioned are reducing lead times, work-in-progress inventory, and costs while improving productivity.
5S establishes visual order and standardization in the workplace. Kaizen involves small, incremental changes to improve processes. Poka Yoke prevents human errors through mistake-proofing. Six Sigma statistically measures processes to reduce defects.
Process improvement techniques and its applicability in pharma mfg an overviewVikalpNagori1
The document discusses various process improvement techniques and their applicability in pharmaceutical manufacturing. It describes techniques like Six Sigma, Lean Manufacturing, Lean Six Sigma, Total Quality Management, Toyota Production System/Just-in-Time, Theory of Constraints, and tools like FMEA and PDCA cycle. These techniques aim to reduce defects, waste, variation and improve efficiency in pharmaceutical operations throughout the product lifecycle from development to manufacturing to distribution. The document emphasizes applying these techniques and tools at various stages like development, manufacturing, and lifecycle management to ensure defect-free quality and efficient processes.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes in business. The goals of Kaizen are to improve quality, reduce costs, and improve delivery timelines (QCD), which aligns with Western business goals. Kaizen utilizes suggestion systems to involve employees in identifying and solving problems at various organizational levels. Suggestions are evaluated based on criteria like the number of meetings held, participation rates, and the use of improvement tools. While Western and Japanese idea management systems originally differed, Kaizen concepts have been successfully adopted by some American companies by blending Kaizen with techniques like just-in-time production and total quality management.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Business Excellence: A Comparative Study of Various Models, Criteria’s and Aw...IRJET Journal
This document summarizes and compares various models of business excellence, including criteria, frameworks, and certification bodies. It discusses Deming's Prize, the Baldrige Criteria for Performance Excellence, and the Tata Business Excellence Model. It distinguishes between these models based on factors like primary focus, purpose, types of organizations, and scoring approaches. The document also differentiates between operational excellence, process excellence, and business excellence. Finally, it provides examples of organizations that have won awards for business excellence.
Kaizen refers to the Japanese philosophy of continuous improvement through small, incremental changes involving all employees. The concept originated in post-World War II Japan and has since spread globally, focusing on continuously improving processes and functions through employee engagement and eliminating waste. The standard elements of a Kaizen include documenting the current process, identifying areas of waste, planning improvements, implementing changes, verifying results, and making successful changes the new standard to drive ongoing improvement.
Similar to Kaizen in the indian context a case study (20)
Submission Deadline: 30th September 2022
Acceptance Notification: Within Three Days’ time period
Online Publication: Within 24 Hrs. time Period
Expected Date of Dispatch of Printed Journal: 5th October 2022
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...IAEME Publication
White layer thickness (WLT) formed and surface roughness in wire electric discharge turning (WEDT) of tungsten carbide composite has been made to model through response surface methodology (RSM). A Taguchi’s standard Design of experiments involving five input variables with three levels has been employed to establish a mathematical model between input parameters and responses. Percentage of cobalt content, spindle speed, Pulse on-time, wire feed and pulse off-time were changed during the experimental tests based on the Taguchi’s orthogonal array L27 (3^13). Analysis of variance (ANOVA) revealed that the mathematical models obtained can adequately describe performance within the parameters of the factors considered. There was a good agreement between the experimental and predicted values in this study.
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURSIAEME Publication
The study explores the reasons for a transgender to become entrepreneurs. In this study transgender entrepreneur was taken as independent variable and reasons to become as dependent variable. Data were collected through a structured questionnaire containing a five point Likert Scale. The study examined the data of 30 transgender entrepreneurs in Salem Municipal Corporation of Tamil Nadu State, India. Simple Random sampling technique was used. Garrett Ranking Technique (Percentile Position, Mean Scores) was used as the analysis for the present study to identify the top 13 stimulus factors for establishment of trans entrepreneurial venture. Economic advancement of a nation is governed upon the upshot of a resolute entrepreneurial doings. The conception of entrepreneurship has stretched and materialized to the socially deflated uncharted sections of transgender community. Presently transgenders have smashed their stereotypes and are making recent headlines of achievements in various fields of our Indian society. The trans-community is gradually being observed in a new light and has been trying to achieve prospective growth in entrepreneurship. The findings of the research revealed that the optimistic changes are taking place to change affirmative societal outlook of the transgender for entrepreneurial ventureship. It also laid emphasis on other transgenders to renovate their traditional living. The paper also highlights that legislators, supervisory body should endorse an impartial canons and reforms in Tamil Nadu Transgender Welfare Board Association.
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURSIAEME Publication
Since ages gender difference is always a debatable theme whether caused by nature, evolution or environment. The birth of a transgender is dreadful not only for the child but also for their parents. The pain of living in the wrong physique and treated as second class victimized citizen is outrageous and fully harboured with vicious baseless negative scruples. For so long, social exclusion had perpetuated inequality and deprivation experiencing ingrained malign stigma and besieged victims of crime or violence across their life spans. They are pushed into the murky way of life with a source of eternal disgust, bereft sexual potency and perennial fear. Although they are highly visible but very little is known about them. The common public needs to comprehend the ravaged arrogance on these insensitive souls and assist in integrating them into the mainstream by offering equal opportunity, treat with humanity and respect their dignity. Entrepreneurship in the current age is endorsing the gender fairness movement. Unstable careers and economic inadequacy had inclined one of the gender variant people called Transgender to become entrepreneurs. These tiny budding entrepreneurs resulted in economic transition by means of employment, free from the clutches of stereotype jobs, raised standard of living and handful of financial empowerment. Besides all these inhibitions, they were able to witness a platform for skill set development that ignited them to enter into entrepreneurial domain. This paper epitomizes skill sets involved in trans-entrepreneurs of Thoothukudi Municipal Corporation of Tamil Nadu State and is a groundbreaking determination to sightsee various skills incorporated and the impact on entrepreneurship.
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONSIAEME Publication
The banking and financial services industries are experiencing increased technology penetration. Among them, the banking industry has made technological advancements to better serve the general populace. The economy focused on transforming the banking sector's system into a cashless, paperless, and faceless one. The researcher wants to evaluate the user's intention for utilising a mobile banking application. The study also examines the variables affecting the user's behaviour intention when selecting specific applications for financial transactions. The researcher employed a well-structured questionnaire and a descriptive study methodology to gather the respondents' primary data utilising the snowball sampling technique. The study includes variables like performance expectations, effort expectations, social impact, enabling circumstances, and perceived risk. Each of the aforementioned variables has a major impact on how users utilise mobile banking applications. The outcome will assist the service provider in comprehending the user's history with mobile banking applications.
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONSIAEME Publication
Technology upgradation in banking sector took the economy to view that payment mode towards online transactions using mobile applications. This system enabled connectivity between banks, Merchant and user in a convenient mode. there are various applications used for online transactions such as Google pay, Paytm, freecharge, mobikiwi, oxygen, phonepe and so on and it also includes mobile banking applications. The study aimed at evaluating the predilection of the user in adopting digital transaction. The study is descriptive in nature. The researcher used random sample techniques to collect the data. The findings reveal that mobile applications differ with the quality of service rendered by Gpay and Phonepe. The researcher suggest the Phonepe application should focus on implementing the application should be user friendly interface and Gpay on motivating the users to feel the importance of request for money and modes of payments in the application.
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINOIAEME Publication
The prototype of a voice-based ATM for visually impaired using Arduino is to help people who are blind. This uses RFID cards which contain users fingerprint encrypted on it and interacts with the users through voice commands. ATM operates when sensor detects the presence of one person in the cabin. After scanning the RFID card, it will ask to select the mode like –normal or blind. User can select the respective mode through voice input, if blind mode is selected the balance check or cash withdraw can be done through voice input. Normal mode procedure is same as the existing ATM.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMYIAEME Publication
Our life journey, in general, is closely defined by the way we understand the meaning of why we coexist and deal with its challenges. As we develop the "inspiration economy", we could say that nearly all of the challenges we have faced are opportunities that help us to discover the rest of our journey. In this note paper, we explore how being faced with the opportunity of being a close carer for an aging parent with dementia brought intangible discoveries that changed our insight of the meaning of the rest of our life journey.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
Living in 21st century in itself reminds all of us the necessity of police and its administration. As more and more we are entering into the modern society and culture, the more we require the services of the so called ‘Khaki Worthy’ men i.e., the police personnel. Whether we talk of Indian police or the other nation’s police, they all have the same recognition as they have in India. But as already mentioned, their services and requirements are different after the like 26th November, 2008 incidents, where they without saving their own lives has sacrificed themselves without any hitch and without caring about their respective family members and wards. In other words, they are like our heroes and mentors who can guide us from the darkness of fear, militancy, corruption and other dark sides of life and so on. Now the question arises, if Gandhi would have been alive today, what would have been his reaction/opinion to the police and its functioning? Would he have some thing different in his mind now what he had been in his mind before the partition or would he be going to start some Satyagraha in the form of some improvement in the functioning of the police administration? Really these questions or rather night mares can come to any one’s mind, when there is too much confusion is prevailing in our minds, when there is too much corruption in the society and when the polices working is also in the questioning because of one or the other case throughout the India. It is matter of great concern that we have to thing over our administration and our practical approach because the police personals are also like us, they are part and parcel of our society and among one of us, so why we all are pin pointing towards them.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...IAEME Publication
Globally, Millions of dollars were spent by the organizations for employing skilled Information Technology (IT) professionals. It is costly to replace unskilled employees with IT professionals possessing technical skills and competencies that aid in interconnecting the business processes. The organization’s employment tactics were forced to alter by globalization along with technological innovations as they consistently diminish to remain lean, outsource to concentrate on core competencies along with restructuring/reallocate personnel to gather efficiency. As other jobs, organizations or professions have become reasonably more appropriate in a shifting employment landscape, the above alterations trigger both involuntary as well as voluntary turnover. The employee view on jobs is also afflicted by the COVID-19 pandemic along with the employee-driven labour market. So, having effective strategies is necessary to tackle the withdrawal rate of employees. By associating Emotional Intelligence (EI) along with Talent Management (TM) in the IT industry, the rise in attrition rate was analyzed in this study. Only 303 respondents were collected out of 350 participants to whom questionnaires were distributed. From the employees of IT organizations located in Bangalore (India), the data were congregated. A simple random sampling methodology was employed to congregate data as of the respondents. Generating the hypothesis along with testing is eventuated. The effect of EI and TM along with regression analysis between TM and EI was analyzed. The outcomes indicated that employee and Organizational Performance (OP) were elevated by effective EI along with TM.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...IAEME Publication
Banking regulations act of India, 1949 defines banking as “acceptance of deposits for the purpose of lending or investment from the public, repayment on demand or otherwise and withdrawable through cheques, drafts order or otherwise”, the major participants of the Indian financial system are commercial banks, the financial institution encompassing term lending institutions. Investments institutions, specialized financial institution and the state level development banks, non banking financial companies (NBFC) and other market intermediaries such has the stock brokers and money lenders are among the oldest of the certain variants of NBFC and the oldest market participants. The asset quality of banks is one of the most important indicators of their financial health. The Indian banking sector has been facing severe problems of increasing Non- Performing Assets (NPAs). The NPAs growth directly and indirectly affects the quality of assets and profitability of banks. It also shows the efficiency of banks credit risk management and the recovery effectiveness. NPA do not generate any income, whereas, the bank is required to make provisions for such as assets that why is a double edge weapon. This paper outlines the concept of quality of bank loans of different types like Housing, Agriculture and MSME loans in state Haryana of selected public and private sector banks. This study is highlighting problems associated with the role of commercial bank in financing Small and Medium Scale Enterprises (SME). The overall objective of the research was to assess the effect of the financing provisions existing for the setting up and operations of MSMEs in the country and to generate recommendations for more robust financing mechanisms for successful operation of the MSMEs, in turn understanding the impact of MSME loans on financial institutions due to NPA. There are many research conducted on the topic of Non- Performing Assets (NPA) Management, concerning particular bank, comparative study of public and private banks etc. In this paper the researcher is considering the aggregate data of selected public sector and private sector banks and attempts to compare the NPA of Housing, Agriculture and MSME loans in state Haryana of public and private sector banks. The tools used in the study are average and Anova test and variance. The findings reveal that NPA is common problem for both public and private sector banks and is associated with all types of loans either that is housing loans, agriculture loans and loans to SMES. NPAs of both public and private sector banks show the increasing trend. In 2010-11 GNPA of public and private sector were at same level it was 2% but after 2010-11 it increased in many fold and at present there is GNPA in some more than 15%. It shows the dark area of Indian banking sector.
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...IAEME Publication
An experiment conducted in this study found that BaSO4 changed Nylon 6's mechanical properties. By changing the weight ratios, BaSO4 was used to make Nylon 6. This Researcher looked into how hard Nylon-6/BaSO4 composites are and how well they wear. Experiments were done based on Taguchi design L9. Nylon-6/BaSO4 composites can be tested for their hardness number using a Rockwell hardness testing apparatus. On Nylon/BaSO4, the wear behavior was measured by a wear monitor, pinon-disc friction by varying reinforcement, sliding speed, and sliding distance, and the microstructure of the crack surfaces was observed by SEM. This study provides significant contributions to ultimate strength by increasing BaSO4 content up to 16% in the composites, and sliding speed contributes 72.45% to the wear rate
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...IAEME Publication
The majority of the population in India lives in villages. The village is the back bone of the country. Village or rural industries play an important role in the national economy, particularly in the rural development. Developing the rural economy is one of the key indicators towards a country’s success. Whether it be the need to look after the welfare of the farmers or invest in rural infrastructure, Governments have to ensure that rural development isn’t compromised. The economic development of our country largely depends on the progress of rural areas and the standard of living of rural masses. Village or rural industries play an important role in the national economy, particularly in the rural development. Rural entrepreneurship is based on stimulating local entrepreneurial talent and the subsequent growth of indigenous enterprises. It recognizes opportunity in the rural areas and accelerates a unique blend of resources either inside or outside of agriculture. Rural entrepreneurship brings an economic value to the rural sector by creating new methods of production, new markets, new products and generate employment opportunities thereby ensuring continuous rural development. Social Entrepreneurship has the direct and primary objective of serving the society along with the earning profits. So, social entrepreneurship is different from the economic entrepreneurship as its basic objective is not to earn profits but for providing innovative solutions to meet the society needs which are not taken care by majority of the entrepreneurs as they are in the business for profit making as a sole objective. So, the Social Entrepreneurs have the huge growth potential particularly in the developing countries like India where we have huge societal disparities in terms of the financial positions of the population. Still 22 percent of the Indian population is below the poverty line and also there is disparity among the rural & urban population in terms of families living under BPL. 25.7 percent of the rural population & 13.7 percent of the urban population is under BPL which clearly shows the disparity of the poor people in the rural and urban areas. The need to develop social entrepreneurship in agriculture is dictated by a large number of social problems. Such problems include low living standards, unemployment, and social tension. The reasons that led to the emergence of the practice of social entrepreneurship are the above factors. The research problem lays upon disclosing the importance of role of social entrepreneurship in rural development of India. The paper the tendencies of social entrepreneurship in India, to present successful examples of such business for providing recommendations how to improve situation in rural areas in terms of social entrepreneurship development. Indian government has made some steps towards development of social enterprises, social entrepreneurship, and social in- novation, but a lot remains to be improved.
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...IAEME Publication
Distribution system is a critical link between the electric power distributor and the consumers. Most of the distribution networks commonly used by the electric utility is the radial distribution network. However in this type of network, it has technical issues such as enormous power losses which affect the quality of the supply. Nowadays, the introduction of Distributed Generation (DG) units in the system help improve and support the voltage profile of the network as well as the performance of the system components through power loss mitigation. In this study network reconfiguration was done using two meta-heuristic algorithms Particle Swarm Optimization and Gravitational Search Algorithm (PSO-GSA) to enhance power quality and voltage profile in the system when simultaneously applied with the DG units. Backward/Forward Sweep Method was used in the load flow analysis and simulated using the MATLAB program. Five cases were considered in the Reconfiguration based on the contribution of DG units. The proposed method was tested using IEEE 33 bus system. Based on the results, there was a voltage profile improvement in the system from 0.9038 p.u. to 0.9594 p.u.. The integration of DG in the network also reduced power losses from 210.98 kW to 69.3963 kW. Simulated results are drawn to show the performance of each case.
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...IAEME Publication
Manufacturing industries have witnessed an outburst in productivity. For productivity improvement manufacturing industries are taking various initiatives by using lean tools and techniques. However, in different manufacturing industries, frugal approach is applied in product design and services as a tool for improvement. Frugal approach contributed to prove less is more and seems indirectly contributing to improve productivity. Hence, there is need to understand status of frugal approach application in manufacturing industries. All manufacturing industries are trying hard and putting continuous efforts for competitive existence. For productivity improvements, manufacturing industries are coming up with different effective and efficient solutions in manufacturing processes and operations. To overcome current challenges, manufacturing industries have started using frugal approach in product design and services. For this study, methodology adopted with both primary and secondary sources of data. For primary source interview and observation technique is used and for secondary source review has done based on available literatures in website, printed magazines, manual etc. An attempt has made for understanding application of frugal approach with the study of manufacturing industry project. Manufacturing industry selected for this project study is Mahindra and Mahindra Ltd. This paper will help researcher to find the connections between the two concepts productivity improvement and frugal approach. This paper will help to understand significance of frugal approach for productivity improvement in manufacturing industry. This will also help to understand current scenario of frugal approach in manufacturing industry. In manufacturing industries various process are involved to deliver the final product. In the process of converting input in to output through manufacturing process productivity plays very critical role. Hence this study will help to evolve status of frugal approach in productivity improvement programme. The notion of frugal can be viewed as an approach towards productivity improvement in manufacturing industries.
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENTIAEME Publication
In this paper, we investigated a queuing model of fuzzy environment-based a multiple channel queuing model (M/M/C) ( /FCFS) and study its performance under realistic conditions. It applies a nonagonal fuzzy number to analyse the relevant performance of a multiple channel queuing model (M/M/C) ( /FCFS). Based on the sub interval average ranking method for nonagonal fuzzy number, we convert fuzzy number to crisp one. Numerical results reveal that the efficiency of this method. Intuitively, the fuzzy environment adapts well to a multiple channel queuing models (M/M/C) ( /FCFS) are very well.
2. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online),
Volume 3, Issue 3, September- December (2012)
the organization towards meeting the business objectives. These activities are being managed
through various concepts with few aiming at major changes while others at small and continual
improvements. One such popular concept is kaizen . Kaizen is about making small
improvements. In a growing economy may companies grow looking at big quantum changes.
However, during lean market conditions many organizations look at small changes that can result
in eliminating unnecessary process, changes that can save cost, improve quality etc. whether
organizations look at big quantum or small changes, Kaizen, yields good results if implemented
properly. Apart from the small continual improvements, kaizen results into more employee
participation and motivation.
Japanese companies have benefited to a great extent from this concept. Looking at this success
many companies worldwide have adopted the same. Companies like Aarti Drugs Ltd., Andhra
Petrochemicals ltd, Assam Company India ltd., Bahansali Engineers Polymers ltd., Bonaigaon
refinery & Petrochemicals ltd., Cairn India Ltd., Castrol India Limited, Chemical Biotech Ltd.
Chemplast Sanmar ltd, Deepak fertilizers & Petrochemicals Corporation ltd., Duke offshore ltd.,
Essar Oil Limited , Hingir Rampur Coal Company Ltd, Indian Oil Corporation Limited, Indian
Petrochemicals Corpn. Ltd., Multibase India Ltd, Nu Tek India Ltd, Oil and Natural Gas
Corporation Limited, Oil India Limited, Rama Petrochemicals ltd, Refex Refrigerants ltd.,
Reliance industries Limited, Sen Pet ( India) ltd., shri Shakti LPG ltd. South Asian Petrochem
ltd., SPL Polymers ltd., Supreme petrochem ltd, SVC Superchem ltd, Tamilnadu petroproducts
ltd., tid water Oil Company ( India) ltd., Triveni glass ltd., UUnimers India Ltd, Wision organics
ltd. To name a few, in India have adopted this concept, employees are encouraged to participate.
TOTAL QUALITY MANAGEMENT
TQM is integration of all functions, process and personnel with an organization in order to
achieve continuous improvement of quality services to meet the needs and expectations of
customers. TQM is about efficiency, productivity, long term success and adopting an attitude
that all individuals can contribute to the pursuit of continuous improvement. It is about driving
out fear, breaking down barriers and encouraging people to educate or develop themselves to
work in teams, to think for themselves and believe that things can be continuously improved.
Everyone in the organization needs to believe in quality to contribute towards it by constantly
improving standards.
KAIZEN ( CONTINUOUS IMPROVEMENT)
Kaizen is a Japanese word. Kai means “ to change or modify” and Zen means “ to improve or
make better” and together they mean continuous improvement & it means continuous, gradual
and orderly improvements. Kaizen, the core concept of TQM, is a short term, cost effective and
result oriented technique, which helps to identify or cause of inefficient working and offer
systematic approach to change the attitude of people, to eliminate causes of problems in the
process, leading to improvement in quality of output and to miraculous organizational changes.
Kaizen signified step by step, gradual, large number of continuous improvements, to matter how
small, which should be taking place all the time. In every process involving everyone from
management to workers. In contrast to seeking improvement through radical technological
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change(i.e. break through improvement), kaizen focuses on small, gradual and frequent
improvements over the long run ( Seth and Rastogi, 2004).
Principles of kaizen: Kaizen implementation operates on the following principles”-
1. Human resources are company’s most important assets. In the core of the system lies
the fact that the best person to suggest improvement is the man on ground.
2. Success cannot be achieved by some occasional radical changes alone, but by
incremental yet consistently arriving improvements.
3. Improvements must be based on a statistical or quantitative study of the performance
of process.
Concept of Kaizen: Any activity directed towards improvements falls under the Kaizen
Umbrella. Activities to institute employee suggestion schemes, zero defects programme,
CWQC, JIT installing robotics and advanced technology-all leads to improvement &
serve to enhance the quality of the firm ( Fig. 1 ). Everybody deserves to and should be willing
to improve himself/ herself for the better continually.
*Customer Focus *Zero Defects Programme
*Total Quality Control *Process Management
*Quality Circles *Team work
*Small Group Activities *Comunication
*Suggestion System *PDCA Cycle
*Discipline in Workplace *Quality Function
*Quality Improvement *New product development
*Just in Time *Robotics
*Total Productive Maintainance *Productivity Improvement
*Automation *Co-operative Labour Management
*5s
*Wastes Elimination
Fig.1-A Kaizen Umbrella
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The Kaizen Process: Kaizen process provides a disciplined & analytical approach to problem
solving. Kaizen put its emphasis on process oriented way of thinking & management system that
supports & acknowledge peoples’ process – oriented efforts for improvement. The kaizen
process is built on PDCA cycle & consists of seven basic steps (Fig. 2) which allows any
individual or team to solve problems scientifically, rationally & effectively.
1.Define the problem
Plan What 2.Assess Current Status
Why 3.Analyze root cause
4.Plan counter Measure
How
Do 5.Implement counter measures
check 6..Verify Result
Initiate Corrective
Action ok
Further Improvement
Standardize via SDCA
End
Fig.2: Pictorial Form of Kaizen Process
Kaizen variables & organizational Performance:- The relationship of Kaizen variables
& its positive consequences on the organizational performance is presented in Fig. 3
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Kaizen Variable Consequences
K
.Management Leadership & .Incremental but Continuous
A
vision improvement in
.Integrating Continuous I Quality,Productivity,safety
improvement Activities and Housekeeping and workplace
learning Z Management
.PDCA Cycle .Improved and Consistent Product
.Process Management E and Service Quality
.Voice by Data .Reduction in waste, Rework,
.QCCs N Rejection
.5 Why Technique .Generation of Process oriented
.Organizational Support for Thinking
Innovation .Improvement in Employee Morale
.Human Resources Focus .Human Resources Satisfaction
.Integrated Communication .Role Satisfaction
.Mutual Respect and Trust .Work Environment
.Perormance Linked .Improvement with Zero
Feedback Investment hence Increase in
Fig.3. Kaizen Variables & its Consequences on Organisational Performance
Kaizen Track Record:- The organization can maintain kaizen track record as shown in Fig. 4.
The company can analyze their kaizen movement from number of Kaizens per man-year. The
kaizen rate per man year may go up & then fall. Every company concentrates on quality in the
first few years, so the number of Kaizens initially always shows an uptrend then the number of
Kaizens falls as a result, before it stabilizes. That is quite normal.
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6
5
4
3
Kaizens
2
1
0
1 2 3 4
Fig: 4.Kaizen Track Record
Few aspects of kaizen system: Few aspects of Kaizen concepts/ practices are presented:
(a) Employee participation
The most important aim of Kaizen movement is employee participation. This is based on
the philosophy that employees working in a function know the problems associated with
their work and can solve their problems and generate creative proposals.
(b) Characteristics of a kaizen system
If a kaizen system has to bring positive results, it must have the following three
characteristics:
1. Must be a compelling force: the ultimate compelling force is the attitude of the
company’s senior managers. Any corporate activity depends on guidance and support
from senior management, for survival. Another compelling factor is associated with
the administrative structure. Managers are in-charge of departments, and they should
be responsible as well for any activity that improves the management of business.
2. Must create motivation and incentives: although creating a compelling to-down
appeal is the faster and ,ost immediately effective way to promote improvement
activity, a genuine Kaizen movement requires more than that. Mistake can be costly,
because each mistake takes away employee interest, if managers exert force on
employee, using quotas and other means for leverage, they may achieve in effect
opposite to the one intended. While compelling force is useful in the initial stages
before the improvement proposal movement picks up speed, educating the employees
why they are doing the activities will help them stay motivated. If the interior is to
create a system that looks good to company managers, employees may not take the
system seriously.
3. Must be educational and must be instrumental in developing skills: A movement
based only on willingness to participate has obvious limitations. With participation as
the only criterion, it would be easy to give high marks to superficial and temporary
measure that are
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(c ) Introducing and developing a suitable system
Reward schemes differ from organization to organization. Some companies request
ideas that can bring about big quantum changes, while other companies expect a
series of small personal and innovative ideas.
Some companies form evaluation committees consisting of people in key positions.
The Managers who are responsible for specific areas decide whether to accept a
proposal and determine the amount of reward.
Whatever the purpose of a system, success depends on whether the means to achieve
that purpose is suitable for the purpose. If a system is in place, but gets no results, it is
often because the purpose of the proposal system does not correspond with the system
that is used.
(d) Implementation of Kaizens
When company establishes a proposal system in which the problems of one
department are open territory to the people of another department, suggestions are
apt to pour in from every quarter. Soon the company is overwhelmed with
suggestions, finding it difficult to implement the suggestions, some projects would
cost a lot of money to carry out. If it is a major proposal, it often involves some risk
and a lengthy implementation process. Certainly, the implementation of such projects
is much more time- consuming and labour intensive than the act of making the
proposal.
That is why people who are busy trying to do their jobs postpone indefinitely the
implementation of suggestions from other departments. If this is the reaction to a
proposal that is sincerely meant, surely it is better for employees to concentrate on
their own work and stop wasting their time making unappreciated suggestions.
So it is important that an organization decide upon the area within which Kaizens can
be generated by Employees.
(e) Personnel for implementation of Kaizens
Many companies encourage the proposer actually implement the kaizen. It was
observed that the number of suggestions go up.
(f) Skills and abilities
The more experienced one is in the area relevant to the proposal; the better is the
chances for seeing that proposal realized. Improvements are usually proposed by
people who have mastered the area needing improvement. A good proposal presumes
the skills and experience of its author. Employees must cultivate their skills and
abilities If they want to be able to implement their own ideas. In this respect,
improvement activity can also be regarded as development of abilities.
(g) Trends and key points of the Kaizen cycle
Kaizen proposal activity represents a cycle with four major components .Fig.5
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Persuade people
to participate
Motivate
Award payments
people to write
and
proposals
commendations
Review Evaluate and
Guide
Fig.5: Kaizen Cycle
Smooth flow fo the cycle has to be ensured for effective implementation and running
of the system. Even if a system is already developed there can be problems. It is
essential to analyze the reasons for obstruction and initiate corrective actions.
(h) Influencing proposal activities
Push Strategy: the push strategy includes methods of influencing people from outside, nudging
them in the desired direction of proposal activity. Some of these methods are soft and subtle,
some are forceful and convincing. Methods that use compelling measures, quotas and targets will
get positive results quickly, at least in the short term. They are definitely necessary in the initial
period, until desired working habits have been established. Campaigns and events, on the other
hand, represent more subtle methods, a “ soft” push.
Pull Strategy: This typically involves encouragement or incentive offered by one person to
another or an employee getting a colleague involved in the activities. One tool that can be used in
this strategy is payment of bonus awards. Even if the awards are modest, it is better to have some
payments than none at all. Proposal activity based on continuous improvement uses bonus
awards as one component that makes the pull strategy more attractive. The award represents
recognition of a person’s ideas. The other important full components of the proposal activity are
review, evaluation, guidance, and most of all, assistance with implementation. This combination
of methods represents a powerful force that is instrumental in getting everybody involved.
(i) Review and guidance
The biggest stumbling blocks in the proposal cycle lie in the area of review, evaluation , and
guidance. When people submit their ideas for evaluation and never hear back from the
examiners,, they may feel dejected and frustrated. When the review, evaluation, and guidance
aspect of the system functions properly, it can be a great motivating force. This force is more
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effective than money awards or campaign appeals from management to come up with
proposals.
CASE STUDY OF KAIZEN IMPLEMENTATION
(a) Background
A large petrochemical firm, eager to implement quality improvement systems decided to
implement kaizen system. This was introduced along with few other Japanese quality
systems. This system has been in place for the past seven years. These systems were
brought into practice only after the organization operated without systems like these in
place for more than a decade.
This petrochemical firm typically consisted of departments like operations, services,
administration, technical, stores etc,. Hierachy of personnel, for a department, ranges
from senior managers, managers, executives and technicians Fig. 6. The role of senior
Management is typically administration, while that for managers is a combination of
administration and shop floor work. The role of executives and technicians is typically
shop floor work.
Senior Management
Managers
Executives
Technicians
Fig. 6: Hierarchy in Service Department
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(b) Highlights of kaizen system
In the initial years of implementation, the response to this system was Luke warm.
To encourage participation of all employees various training sessions were
conducted. However, the response didn’t get better. So the management issued a
guideline on the number of kaizens that an employee should generate in a year. A
computerized system was developed to enter a suggestion that is subsequently
evaluated. kaizens can either be given by an individual or by a team. A committee
consisting of top brass personnel, was put in place, to evaluate kaizens within a
given timeframe. A methodology to evaluate a Kaizen was developed with key
parameters for evaluation being:
a. The areas of focus – Reliability improvement, safety improvement, quality
improvement, process simplification
b. The cost of implementation
c. The returns upon implementation of Kazien – tangible, intangible, recurring
benefits, one-time benefit
d. The cadre of the personnel generating Kazien, with lower cadres being given a
higher weightage
e. The complexity of analysis needed to arrive at that kaizen.
f. The degree of innovativeness involved in the Kaizen.
g. Feasibility for implementation.
Kaizen received is evaluated in terms of the above and marks are assigned against
each criterion. Later on the net score is calculated for implementable Kaizens
necessary actions are initiated Kaizens that are not feasible for implementation are
rejected. For all those Kaizens that are accepted the employee is monetarily
awarded based on the score. This methodology is same for all employees
irrespective of departments.
( c) Data Collection and Compilation
The case study presented below is based on the Kaizens received from employees from
the service department. Total number of employees in this service department is one
hundred and fifty five.
• Technicians – 26
• Executives - 53
• Managers - 66
• Senior managers -10
The number of Kaizens generated in one year is 576.
Manpower distribution in service department is shown in fig. 7
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Manager
Executives
Technicians
Senior Mgr
Fig 7: Manpower distribution in service departments
Analysis of the trends associated with Kaizens indicated the following:
1. Number of Kaizens generated by contractor staff was
2. 56 Kaizens were generated by Technicians
3. 179 Kaizens were generated by Executives.
4. 335 kaizens were generated by Managers.
5. 6 kaizens were generated by Top managers.
6. 125 Kaizens were from areas other than individual’s area of work.
7. 451 kaizens were from areas within individual’s area of work.
8. 336 were ones with low cost for implementation ( cost of implementation<
Rs. 5000/-).
9. 213 were the ones with medium cost of implementation ( Rs. 5000/ to Rs.
5000/-
20,000/-)
10. 27 were the ones with high cost of implementation(>Rs. 20,000/
20,000/-)
11. 305 were the ones with low returns ( <Rs. 20,000/-)
12. 226 were the ones with medium returns ( Rs. 20,000 to Rs. 1,00,000/-)
1,00,000/
13. 45 were the ones with high returns ( >Rs. 1,00,000/
1,00,000/-)
14. 61 Kaizens were proactive in nature.
15. 515 Kaizens were reactive in nature.
16. 26 Kaizens were the ones received from personnel in Administration role.
17. 548 kaizens were the ones received from front line employees ( shop floor
ens
personnel).
18. 228 Kaizens were generated for the same discipline.
19. 348 Kaizens were generated for a different discipline.
20. Number of kaizens per employee is 5.0( as per guideline prevailing in the
organization), while the average is 3.72
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21. The contributions made are not from every employee, but the average is
due generation of more than 5 kaizens by certain employees.
22. Most of the kaizens arose out of the activity a person undertook during a
repair work. The activity is non repetitive, not standardized later on, nor in
pair non-repetitive,
any way do helps resolve a similar problem. These were basically a
documentation of an individual’s response to a breakdown.
23. The content of many kaizens simply reiterate an already well established
already
engineering principle or practice, but were cited through an example.
24. Most of the cross functional Kaizens ( i.e. kaizens for the target
cross-functional
department) were basically system related. System were developed by
departments without consulti the user departments.
consulting
25. 365 ( 63%) of the Kaizens await implementation, even though they can be
implemented.
26. There is no system in place to link up kaizens ( those that can be
implemented only during annual shutdown) to the actual shutdown
planning process. Many opportunities were missed.
Technician Executives Manager
No. of Kaizen 50 175 325
Low Cost of Implementation 40 110 165
Medium cost of 5 45 125
Implementation
High Cost of Implementation 1 3 5
Low Returns 20 80 160
Fig.8: Comparative data for various cadres of employees
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( d) Discussion
On kaizens received:
From the above the following are evident:
• 9.72% of kaizens were received from 16.7% of employees ( Technicians).
• 31.08% of kaizens were received from 34.2% of employees ( Executives).
• 58.16% of kaizens were received from 42.6% of employees ( Managers).
• 1.04% of kaizens were received from 6.5% of employees ( senior managers)
1. The number of kaizens per employee is the highest in the Manager group ( 5.08) and
the least in the senior manger group ( 0.6). this is probably due to the following
reasons:
• Effect of nature of work on the ability to generate a Kaizen
• Acquaintance with shop floor
• Understanding of kaizen system
• Work pressures
• Associated mind set
• Inadequate training programs
2. More number of kaizens was given in areas that were not within the line function of an
individual. Most of these were out of a casual observation I other areas or were about
systems developed by other departments. This probably is out of improper functional
knowledge of employees or due to a rush to meet the targets or due to any inhibitions
arising out of analyzing one’s own functional area.
3. Majority of the kaizens were of the low cost of implementation type. This was not the
outcome of a rigorous analysis to search for low cost solutions but were due to:
Improper concept of employees about kaizens
Incapacity to evaluate the actual cost.
Out of a reservation that the management would not appreciate kaizens associated with
reliability, debottlenecking.
4. 10.6% of the kaizens were generated in a proactive manner i.e. an improvement has been
visualized, and suggestion towards improvement had been thoroughly analyzed and the
solution derived. The rest of the kaizens were reactive in nature implying that the solution
had been developed after a failutre occurred. Most of such kaizens were based on repair
activity that an individual adopted during trouble shooting or repairing a component, and
these kaizens didn’t reflect the philosophy of kaizen in a true sense, and they never aimed
at any improvements. This is probably due to
Inadequate understanding of employees about kaizen
Compulsion to meet the target.
5. Many employees generated kaizens as a group, and of a low quality ( in terms of the
returns, content of kaizen) suggesting a very marginal level of involvement into this
scheme and is probably due to
• Inadequate knowledge of a function
• Compulsion to meet the targets
• ambitious in-charges eager to demonstrate their commitment by ensuring that
their team achieves target.
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• Ambitious in-charge eager to demonstrate their commitment by ensuring that
their team achieves target.
• Inadequate awards and commendations system in place
• Bilas in evaluation of kaizen thereby taking away the employee enthusiasm
• Inadequate level of motivation generated by the senior management
6. 63% of suggestions await implementation even after 365 days after acceptance of the
kaizen. Employees get greatly motivated when they see their kaizens get implemented. It
also speaks a lot on the commitment of management towards implementing and
conducting the system of Kaizen. At present there is no effective system in place, to
monitor the implementation of a kaizen. This can be very demotivating factor.
On kaizen system adopted by the organization:
The practice adopted by this organization in implementing and continuing the kaizen
system is identified here.
(e) Rewarding
The organization has a rewarding system that grades kaizens in terms of the efforts put in
and the results obtained. For higher and medium effectiveness kaizens, the amount paid
is of the order or Rs. 5,000/-, while the low effectiveness kaizens are rewarded by a
marginal amount of Rs. 100/- as an appreciation. However the kaizens that are rejected
by the evaluation committee are not monetarily rewarded nor reasons for rejection
provided.
Many of the accepted kaizens are a simple reiteration of an established engineering
principle or the course of action chosen by an employee in trouble shooting equipment.
Even these types of kaizens are rewarded. With many kaizens in this low effectiveness
type, there is a danger that high effectiveness kaizens may receive a blow. Owing to this
, many ideas, that could achieve high quantum results, are not floated at times, and
personnel are more inclined to provide small kaizens, ir order to meet the targets.
At present both operations and service personnel are gauged on the same scale. However,
this being a large scale production firm, there should be a difference between the criterion
of evaluation between operations and service sector personnel. Owing to even a very
small improvement in process parameters, the result will be quiet high. Achieving the
same level of return by service personnel is quiet difficult.
(f) Employee Participation
This company has systems developed by the senior management with little participation
by employees. So the employees are also not much enthused with participation. The
participation is basically to achieve the targets.
(g) Implementation of kaizens
Majority of kaizens await implementation after acceptance by the evaluation committee.
This can send negative signals within the organization. This says that there is no effective
way to implement the acceptable kaizens, no definite responsibility on implementation of
the same. This also reflects that the management is more interested in the figures
regarding the generated kaizens.
( h) Skills and Abilities
This organization is in existence for more than two decades, and personnel are very
experience. Even in spite of this, there seems to be a scope for greatly improving the
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quality of generated kaizens. So the issue seems to be with the seriousness of
implementation, commitment by
(i) Influencing proposal activities
Even after seven year of implementation, the only factor that seems to drive the
scheme is the quota decided by management. Though this method is suitable during initial
stages of the scheme, is not so good an indication of the health of the scheme.
(j)Review and guidance
There is no system in place for guidance though there is a system for reviewing the
kaizens. Guidance in the area of generating better kaizens would be beneficial. This would
provide lot of encouragement for the employees.
(k) Documentation
This organization has a good system for recording and storing kainezs. This is quit
a friendly system.
AREAS FOR IMPROVEMENT
Following areas for improvement are suggested for making the available system more
effective:
1. Kaizens are at present evaluated by a team of technical personnel, holding high
positions in their respective discipline. Evaluation by a dedicated team, instead
comprising of member belonging to various cadres may be considered prior to
evaluation by in -charges of individual departments.
2. Name of personnel should not be disclosed in order to eliminate subjectivity
associate with evaluation . Loss of motivation for some personnel can be eliminated
this way. Also, the practice of total transparency will help maintaining a healthy
environment .
3. For kaizens that are rejected, proposer should be given a opportunity to present
kaizen, so that clarity can be improved.
4. As a part of motivating people, eliminate the system with targets. instead other
method like public recognition may be improved.
5. Every accepted kaizen should be linked to daily job planning or to a shut down job
planning .There number of kaizens that await implementation can be brought down.
6. The committee should release the status of implementation every month, clearly
stating reason for pending, and the same should be projected to the senior
management.
7. Continuous training of employees in their life function can help them contribute
better o improvement front. Also, employee need to be guided in proposal writing of
kaizens.
8. To improve the level of motivation of the service discipline personnel, it is necessary
to have a different criterion for evaluation of there kaizens
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9. Contract manpower carryout most of the field work. It is really surprising.to see that
there is no system in place to tap the potential of this work force. To enable this, top
management should adopt a system, where a contractor can also contribute to the
company’s improvement. Methodology for evaluation should be the different.
10. Regular audits on the effectiveness of kaizen system should be conduct. Viewpoints
of employees can be obtained by a questionnaire/survey.
11. Senior managers can focus on improving system, i.e. in their own functional areas.
ADVANTAGES OF KAIZEN
Implementation of kaizen in the industry resulted into following benefits :
1. Ensured incremental but continuous improvement in quality productivity safety,
clearness and machine utilization.
2. Reduced process hassles.
3. Provided opportunity for innovation
4. Improved morale of employees and brings commitment to work.
5. Improved team building, better participation and involvement.
6. Improvement of performance skills of job.
7. Improvement sense of ownership.
8. Kaizen system works well in slow-growth economy.
CONCLUSION
From the cited example, companies can relook into their exiting kaizen system by periodic audits
to focus specially on the effectiveness of the system. Regular training and guidance of the
employees in the area will definitely help a lot. For companies with contract manpower, it is
definitely advisable to include them in the scope of Kaizen system. Obtaining feedback from
personnel can help a lot in maintaining the Kaizen system fit
Kaizen focuses on small gradual& frequent improvement over the long term with minimum
financial investment. Pursuit of small improvement keeps people thinking about the process & its
current operation. They identify potential improvements by analyzing the current situation & its
relative inefficiencies. It begins with the notion that an organization can assure its long term
survival and success only when everyone in the organization participates in the improvement to
identify & implement improvements every day. Kaizen is described by a saying, “Every day and
in every way, we are getting better and better.’’ Kaizen has been proved as an effective way to
identify small problems & eliminate them permanently by following the gradualist approach for
improvement. With Kaizen system effectively in operation, people productivity increases
through HRD, leading employees ‘ development with organization gain. There must to be
established wisdom of introducing “Continuous Improvement” as a means of raising
organizational standards. There is a need to give wide popularity to Kaizen strategy for
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improving companies, management world-over .Kaizen can be very helpful in implementing
TQM in Indian organizations.
ABBREVITON
• TQM-Total Quality Management
• PDCA-Plan Do Check Act
• JIT-Just In Time
• CWQC-Companywide Quality Control
REFERENCES
1. KaizenTeian1: Developing system for continuous improvement through employee
suggestion- edited by Japan Human Relation Association, Productivity Press, 1st
edition 1992
2. Global Management Solutions Demystified - by Dinesh Seth and Subhash C.
Rastogi, Thomas ,2004,pp.245-261
3. Conference proceedings of 49th annual convention of Indian institution of Industrial
Engineering organized at Bangalore during September,2006.
4. L.C. Jhamb, Production Operations Management, Everest Pub. House, Pune, 2005
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