The document presents an extensive overview of quality management and productivity improvements, highlighting concepts such as lean manufacturing, Total Productive Maintenance (TPM), Just-in-Time (JIT) production, and the philosophy of continuous improvement through Kaizen. It discusses the significance of frameworks like Six Sigma, ISO standards, and benchmarking in promoting effective quality management practices. Furthermore, it outlines various awards for excellence in quality management, including the Malcolm Baldrige National Quality Award and the Deming Prize, emphasizing their criteria and implications for organizations.

1. Quality Guru’s
Presentation on
Productivity & Quality
Management (unit 4)

2. Anushree Nair-46
Sameer Omles-47
Kiran Panchal-48
Chetan Pardesi-49
Pratik Parte-50
Ikhlaque Pathan-51
Aishwarya patil-52
Kiran Patil- 53
Zuber Shaikh-69

3. Holistic quality management can be defined as
“a movement helping organizations to address quality management as a
business strategy, to enhance quality of management, resulting in
empowered employees, committed customers, supporting suppliers and
breakthrough business results.”

4. LEAN MANUFACTURING IS A PART OF
TPS(TOYOTA PRODUCTION SYSTEM.
TPS is an operations management system to
achieve goals of highest quality, lowest cost,
and shortest lead time via engineering people
towards goal
The espoused goals of lean manufacturing systems
differ between various authors. While some maintain an
internal focus, e.g. to increase profit for the organization,
others claim that improvements should be done for the
sake of the customer

5. Define
customer
value
Defining
the value
stream
Make it
flow
Pull from
the
customer
Strive for
excellence

6. Lean Manufacturing focuses on the identification and elimination of the 7
forms of waste:
Overproduction
Inventory
Unnecessary Motion
Transportation
Waiting
Over processing
Defects/Repair/Rework

7. Components of Lean Manufacturing
Total Productive Maintenance (TPM)
Learn how to improve equipment reliability by applying TPM methods.
Visual Workplace (Displays & Controls):
See how visual controls and visual displays reinforce and enhance a lean effort.
Lean Support Processes (Purchasing, Scheduling, Warehousing & Shipping)
Recognize how important lean scheduling, lean purchasing, lean accounting, and lean
warehousing practices are to supporting and sustaining a lean manufacturing effort.
Continuous Improvement (PDCA):
Explore the options for keeping a lean effort viable and vital.

8. Streamline the Value Stream (Workflows & Layouts):
Learn how to use value stream maps to create macro-facility workflows and micro-process workflows.
Workplace Organization (The 5S's):
 Understand how the 5S's establish a structured approach for storing materials, supplies, and equipment
in work areas.
Predictability & Consistency (Quality):
 Discover how quality improvement techniques such as GR&Rs, SPC, DOE, DFA/DFM, and
(especially) mistake-proofing help prevent problems and lead to robust processes.
Set-Up Reduction (SMED):
 Investigate how to slash set-up and change-over times and understand how important fast set-ups are
to lean efforts.

9. focus on waste elimination called 3 ms
Muda waste
Muri
Overburden
Mura
Unevenness
Muda – any non value added activity
Mura- any activity which is result in
operational unevenness
Muri-any irrational activity like over
straining men & machine

10. JIT manufacturing is a philosophy of manufacturing based on
planned elimination of waste & continuous improvement of
productivity.
Just in time is a ‘pull’ system of production, so actual orders
provide a signal for when a product should be manufactured.
Demand-pull enables a firm to produce only what is required, in
the correct quantity and at the correct time.

11. Jidoka means automation with a human touch. It means building in quality as you
produce
Jidoka stops any machine producing low quality automatically.
Autonomation describes a feature of machine design to effect the principle of
jidoka used in the Toyota Production System (TPS) and Lean manufacturing.
It may be described as "intelligent automation" or "automation with a human
touch.”
This type of automation implements some supervisory functions rather than
production functions.
At Toyota this usually means that if an abnormal situation arises the machine
stops and the worker will stop the production line.

12.  The Japanese word kanban, which translates as ‘‘signboard or Card,’’ has
become synonymous with demand scheduling.1 Kanban traces its
roots to the early days of the Toyota production system. In the late
1940s and early 1950s, Taiichi Onho developed kanbans to control
production between processes and to implement Just in Time (JIT)
manufacturing at Toyota manufacturing plants in Japan.
 These ideas did not gain worldwide acceptance until the global recession in
theKANBAN MADE SIMPLE
1970s.

13. We define kanban scheduling as demand scheduling. In processes
controlled by kanbans, the operators produce products based
on actual usage rather than forecasted usage. Therefore, for a scheduling
process to be considered a true kanban, the production process
it controls must:
Only produce product to replace the product consumed by its
customer(s)
 Only produce product based on signals sent by its customer(s)
 It is an interesting aside that the Toyota Company started the Toyota Motor
Company with the money received from selling the rights to produce a weaving
loom that had been designed by Sakichi Toyoda.

14. Work cell
Raw Material
Supplier
Kanban
Purchased
Parts Supplier
Sub-assembly
Finished goods Customer order
Ship
Kanban
Kanban
Kanban
Kanban
Final assembly
Kanban

15. 1. Reduces inventory
2. Improves flow
3. Prevents overproduction
4. Places control at the operations level (with the operator)
5. Creates visual scheduling and management of the process
6. Improves responsiveness to changes in demand
7. Minimizes risk of inventory obsolescence
8. Increases ability to manage the supply chain

16. Single
Minute
Exchange
of
Dies Developed by Shigeo Shingo
Set-up and changeover reductions for
equipment, tooling and machines.
( in the late 1950’s and early
1960’s) chief engineer of Toyota
QUICK CHANGE OVER
A strategy for performance
Excellence

17. Single
Minute
Exchange of
Dies
Ideas for Improvement
QUICK
CHANGE
OVER

18.  Reduce inventory
 Reduce batch sizes
 Reduce changeover time
 Reduce impact on equipment utilization
 Improve quality after changeover
 Improve repeatability
 Improve throughput
 Improve flexibility
Observe and
record
Separate internal
and external
activities.
Convert internal
activities to
external activities
Streamline all
activities
Document
internal and
external
procedures
L
e
a
d
e
r
s
h
i
p
Improvement
Measurement
SMED
Template
Identify waste
Goals
Goals

19. SMED:
Single Minute Exchange of Die
Concept that says all setups should and can
take less than 10 minutes
OTED:
One Touch Exchange of Die
Concept that says all setups should and can
take less than 100 seconds!
What is “World-Class”
in Quick Changeovers?

20. Getting Ideas Before You Write

21. The most commonly used group activity is brain storming. It is always
done under the guidance of a faciliator.
the objective is to take benefit of synergy, by involving all the
participants and obtain the benefits of collective thinking though a
brainstorming session.

22. Genechi Taguchi was born in Japan in 1924.
Worked with Electronic Communication
Laboratory (ECL) of Nippon Telephone and
Telegraph Co.(1949-61).
Major contribution has been to standardize and
simplify the use of the DESIGN OF
EXPERIMENTS techniques.
Published many books and papers on the
subject

23.  System Design - create prototype product and process to
produce it.
 Parameter Design - find settings of process and product
parameters which minimize variability.
 Tolerance Design - tradeoff between loss to consumer and
manufacturing costs

24. Benchmarking is a systematic method by which organization can
measures themselves against the best industry practices. It promotes the
best in class performance.
It also define as a measurement of our performance against the best class
companies.

25. Benchmarking Process are as followed in the diagram:
Planning
Analysis
Integration
Action

26. PLANNING
EVALUTION
MEASUREMENT IMPROVEMENT

27. Traditional
Time
Quality

28. This four step
methodology provides an
excellence road map to
the for managing
improvements on
continuous basis .
This four step known as
Deming’s improvements
steps

29.  Kaizen was first implemented in several Japanese businesses during
the country's recovery after world war II.
 Carrying out small improvements in large numbers with total
employee involvement, on a continuous basis.
 It must be achieved with 100% participation.
 It is better implemented by a person himself / herself who
has created the improvement idea and carried out in his /her own
workplace.

30. Kaizen is the Japanese term for continuous
improvement . KAI means change and ZEN means
good.
Kaizen, therefore means making changes for better on
a continuous , never ending basis.
Kaizen is dedicated to continuous improvement , in
small increments at all levels

31. Customer
Satisfaction
Elements
of kaizen
Teamwork
JIT
Quality
Circles
Automation
TPM
Labor/Manage
ment
Cooperation

33. Check sheet
5 ‘S’approach
Five M Check sheet
The five W’s and one H
eiri
eiso
hitsuke
eiketsu eiton

34.  Born December 24, 1904
 Graduated from Minneapolis South High
School (1920)
 Bachelor's degree in electrical engineering
from the University of Minnesota (1924)
 Contribution in the field of management,
particularly quality management
 Founder of the consulting firm of Juran
Institute, Inc.
Joseph M. Juran

35. Quality planning-the process of preparing
To meet quality goals
Quality control-the process for meeting quality
Goal during operations
Quality improvement-the process for breakthrough
To reach superior and level of performance

37. Six sigma is a business statistical Strategy.
Is to identifying defects and removing them from the process of
products to improve quality.
A defect is defined as any process output that does not meet
customer specifications.
Statistical measure to objectively evaluate processes.
A process simply means that between the target specification
and the process means, six standard deviations can be fitted in.
Most process are at 3 sigma level

38. DMAIC DMADV
• Define
•Measure
• Analyze
• Improve
• Control
• Define
• Measure
• Analyze
• Design
• Verify

39. Implemented Methodologies
Total Quality
Management
Zero defects Quality Control

43. International Organization
for Standardization

44.  ISO 9000 is a family of standards for quality management systems.
They were developed by International Organization for Standardization (ISO),
patterned from a British quality program and first published in 1987.
The American Society for Quality (ASQ) and the American National Standards
Institute (ANSI) also produce standards and work with ISO.
 ISO standards are:
based on need to meet customer’s requirements, regulations, and satisfaction.
adopted by organizations and then they must become accredited.
used worldwide—new edition is ISO 9001:2008.
applied broadly to all products; doesn’t differentiate between picture frames and
nuclear components.

45. The international standards, developed over the years , can be
broadly grouped under two heads
Generic standard Industry specific standard
ISO 9000 Standard
ISO 9001 Standard
ISO 14001 Standard
TS 16949
TL9000
ISO/IEC 90003

46. ISO 9000 directs that all management should be guided by the following
eight principles
 Customer Focus
 Leadership
 Involvement of people
 Process approach
 System approach
 Continual improvement
 Fact based approach
 Supplier relationships

48. ISO 14001 is the standard that gives the requirements for an
environmental management system.
ISO 14001:2004 is the latest, improved version.
It is the only standard in the ISO 14000 family that can be
used for certification.
The ISO 14000 family includes 21 other standards that can
help an organization specific aspects such as auditing,
environmental labelling, life cycle analysis…

49. Transfer of good practice to developing countries
Tools for new economic players
Regional integration
Facilitate rise of services
Transfer of good practice to developing countries
Tools for new economic players
Regional integration
Facilitate rise of services

50. 1. Deming Application
Prize
2. Malcom Baldrige Awards
3. European Quality
Awards
4. TPM Award

51. Dr. Deming was in Japan giving lectures
on statistical process control and was
recorded for distribution and profit.
Funds were donated to JUSE
Kenichi Koyanagi, the managing director of the
Japanese Union of Scientists and Engineers
(JUSE), used those funds to create the Deming
prize to individuals or organizations in 1951.
W. Edwards deming
Based ideas on continuous improvement

52. Concentrates on :
Policy
Organization and operations
Collection and use of
information
Analysis
Planning for future
Education and training
Quality assurance
Quality effects
Standardization
Control

53. Award available to individuals and organizations, whereas
others do not (such as Baldrige only for organizations)
Deming Prize for Individuals available every year.

54. Some companies
• Toyota Motor company
• Microcomputer system
• Shimizu construction company
• Kansai electric power company
U.S. winners:
• AT&T Power Systems
• Lucent Technology Power Systems

55. Malcolm Baldrige National Quality Award
The award is open to small (less than
500 employees) and large firms (more
than 500 employees) in the
manufacturing and service sectors.
It is not open to public-sector and
not-for-profit organizations.
There can be only two winners per
category each year, which limits the
number of yearly awards to six.

56. Key Characteristics of the MBNQA
• The criteria focus on business results.
• Companies must show outstanding results in a variety of areas to
win.
• The Baldrige criteria are non prescriptive and adaptive.
• Although the focus on the Baldrige is on results, the means for
obtaining these results are not prescribed.
• The criteria support company-wide alignment of goals and
processes.
• The criteria permit goal-based diagnosis. The criteria and scoring
guidelines provide assessment dimensions.

57. Baldrige Award Framework
Organizational Profile:
Environment, Relationships and Challenges
3 Customer and
market focus
6 Process
management
4 Information and analysis
1 Leadership
7 Business
results
2 Strategic
planning
5 HR develop. &
management

59. ISO 9000:2000
• Is the European standard for quality that has been
expanded worldwide.
European Quality Award (EQA)
• The highest level is the EQA for the most
accomplished applicant in a given year.
• The second level given is the European Quality
Prize for other firms that meet the award criteria.

60. European Quality Award Model
Leadership
People
management
Processes
Business
results
Policy and
strategy
Resources
People
satisfaction
Customer
satisfaction
Impact on
society
Enablers Results

61. TPM awards were instituted by the
Japan institution of plant
Maintenance(JIPM),
TPM excellence awards are conference
globally to those
Organization exhibiting outstanding
practices in directing
And implementing TPM

62. ANY QUESTIONS BEINGS
IN YOUR MIND?