The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.

1. Contemporary trends in quality
engineering and management
Presented by
Shah kushal sanjaybhai(130670119596)

3. index
1. Just in time
2. Lean manufacturing
3. Agile manufacturing
4. World class manufacturing
5. Total productive maintenance
6. Benchmarking
7. Business process re-engineering
8. Six sigma

4. Just in time(jit)
Just-in-time (JIT) manufacturing, also known as just-in-time
production or the Toyota Production System (TPS), is a methodology
aimed primarily at reducing flow times within production system as
well as response times from suppliers and to customers. Following its
origin and development at the British Motor Corporation (Australia)
plant in Sydney in the mid-1950s (though the term JIT was not used at
that time), it was also adopted in Japan, largely in the 1960s and 1970s
and particularly at Toyota.

5. Just in time(jit)
The philosophy of just in time is based on concept of ideal production.it
focuses on the elimination of waste in the whole manufacturing
environment ,from raw materials till the shipping of the products.
JIT defined as “the production of the minimum number of different
units,in the smallest possible quantities,at the latest possible
time,thereby eliminating the need for inventory”
JIT focuses on adoption of value addition activities and removal of
non-additional activities.

7. Lean manufacturing
Henry Ford was one of the first people to develop the
ideas behind Lean Manufacturing. He used the idea of
"continuous flow" on the assembly line for his Model T
automobile, where he kept production standards
extremely tight, so each stage of the process fitted
together with each other stage, perfectly. This resulted in
little waste.

8. Lean manufacturing
The Lean approach is based on finding efficiencies and
removing wasteful steps that don't add value to the end
product. There's no need to reduce quality with lean
manufacturing – the cuts are a result of finding better,
more efficient ways of accomplishing the same tasks.
Waste is anything that doesn't add value to the end product.
There are eight categories* of waste that you should
monitor:

9. Lean manufacturing
Waste is anything that doesn't add value to the end
product. There are eight categories* of waste that you
should monitor:
1. Overproduction – Are you producing more than consumers demand?
2. Waiting – How much lag time is there between production steps?
3. Inventory (work in progress) – Are your supply levels and work in progress inventories too high?
4. Transportation – Do you move materials efficiently?
5. Over-processing – Do you work on the product too many times, or otherwise work inefficiently?
6. Motion – Do people and equipment move between tasks efficiently?
7. Defects – How much time do you spend finding and fixing production mistakes?
8. Workforce – Do you use workers efficiently?

10. Lean manufacturing
But Ford's process wasn't flexible. His assembly lines
produced the same thing, again and again, and the process
didn't easily allow for any modifications or changes to the
end product – a Model T assembly line produced only the
Model T. It was also a "push" process, where Ford set the
level of production, instead of a "pull" process led by
consumer demand. This led to large inventories of unsold
automobiles, ultimately resulting in lots of wasted money.

12. Agile manufacturing
Agile manufacturing is a term applied to an organization that has created the
processes, tools, and training to enable it to respond quickly to customer needs
and market changes while still controlling costs and quality.
An enabling factor in becoming an agile manufacturer has been the development
of manufacturing support technology that allows the marketers, the designers
and the production personnel to share a common database of parts and products,
to share data on production capacities and problems — particularly where small
initial problems may have larger downstream effects. It is a general proposition of
manufacturing that the cost of correcting quality issues increases as the problem
moves downstream, so that it is cheaper to correct quality problems at the
earliest possible point in the process.

14. Agile manufacturing
Agile manufacturing is seen as the next step after Lean manufacturing in the
evolution of production methodology.[citation needed]
The key difference between the
two is like between a thin and an athletic person, agile being the latter. One can
be neither, one or both. In manufacturing theory, being both is often referred to
as leagile. According to Martin Christopher, when companies have to decide what
to be, they have to look at the Customer Order Cycle (COC) (the time the
customers are willing to wait) and the leadtime for getting supplies. If the
supplier has a short lead time, lean production is possible. If the COC is short,
agile production is beneficial.

15. World class manufacturing
Becoming a World class manufacturing (WCM) company serves
also now a days as a suitable goal for manufacturing
companies. For some of them, this term could mean being the
best in the world in its particular manufacturing sector,
or for others it could mean to gain a level of
performance that.provides the company with the ability to
succeed and survive into the future.

16. World class manufacturing
● deliver on the shortest lead time
● always on time
● a product with better features than those offered by
the competition
● made perfectly,to any design the customer wants
● in any volume he wants
● be the cheapest in the business

17. WHAT IS TPM?
TPM (Total Productive Maintenance) is a holistic approach to
equipment maintenance that strives to achieve perfect
production:
No Breakdowns
No Small Stops or Slow Running
No Defects
In addition it values a safe working environment:
No Accidents
TPM emphasizes proactive and preventative maintenance to
maximize the operational efficiency of equipment. It blurs
the distinction between the roles of production and

18. TPM
TPM emphasizes proactive and preventative maintenance to
maximize the operational efficiency of equipment. It blurs
the distinction between the roles of production and
maintenance by placing a strong emphasis on empowering
operators to help maintain their equipment.
The implementation of a TPM program creates a shared
responsibility for equipment that encourages greater
involvement by plant floor workers. In the right environment
this can be very effective in improving productivity
(increasing up time, reducing cycle times, and eliminating
defects).

19. BENCHMARKING
Benchmarking is a way of discovering what is the best performance being
achieved – whether in a particular company, by a competitor or by an entirely
different industry. This information can then be used to identify gaps in an
organization’s processes in order to achieve a competitive advantage. Thus it is
important for Six Sigma practitioners to:
Understand fully the purpose and use of benchmarking.
Understand the difference between benchmarking and competitor research.
Gain insight to ensure that benchmarking is in alignment with the company’s
management objectives.

20. Three Primary Classifications of Benchmarking
1. INTERNAL BENCHMARKING
2. COMPETITIVE BENCHMARKING
3. STRATEGIC BENCHMARKING

21. INTERNAL BENCHMARKING
Internal benchmarking is used when a company already has
established and proven best practices and they simply need to
share them. Again, depending on the size of the company, it may
be large enough to represent a broad range of performance (i.e.,
cycle time for opening new accounts in branches coast to coast).
Internal benchmarking also may be necessary if comparable
industries are not readily available

22. COMPETITIVE BENCHMARKING
Competitive benchmarking is used when a company wants to
evaluate its position within its industry. In addition, competitive
benchmarking is used when a company needs to identify
industry leadership performance targets.

23. STRATEGIC BENCHMARKING
Strategic benchmarking is used when identifying and analyzing
world-class performance. This form of benchmarking is used
most when a company needs to go outside of its own industry.
Six Sigma often uses Hoshin to ensure that all employees are
knowledgeable about the strategic direction for the company.
Within a company’s Hoshin plan, goals are established relative to
benchmarks set by world-class organizations. Often, these
benchmarks are obtained from outside industries.

24. Business process reengineering
Business process reengineering (BPR) is the analysis and redesign of
workflows within and between enterprises in order to optimize
end-to-end processes and automate non-value-added tasks.The
concept of BPR was first introduced in the late Michael Hammer's 1990
Harvard Business Review article and received increased attention a few
years later, when Hammer and James Champy published their
best-selling book, Reengineering the Corporation. The authors promoted
the idea that sometimes-radical redesign and reorganization of an
enterprise is necessary to lower costs and increase quality of service and
that information technology is the key enabler for that radical change.

25. Business process reengineering

26. Six sigma
Six Sigma at many organizations simply means a
measure of quality that strives for near perfection.
Six Sigma is a disciplined, data-driven approach and
methodology for eliminating defects (driving toward
six standard deviations between the mean and the
nearest specification limit) in any process – from
manufacturing to transactional and from product to
service.

27. Six sigma
The statistical representation of Six Sigma describes quantitatively how
a process is performing. To achieve Six Sigma, a process must not
produce more than 3.4 defects per million opportunities. A Six Sigma
defect is defined as anything outside of customer specifications. A Six
Sigma opportunity is then the total quantity of chances for a defect.
Process sigma can easily be calculated using a Six Sigma calculator.

28. Six sigma
The fundamental objective of the Six Sigma methodology is the implementation of a
measurement-based strategy that focuses on process improvement and variation reduction
through the application of Six Sigma improvement projects. This is accomplished through
the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma
DMAIC process (define, measure, analyze, improve, control) is an improvement system
for existing processes falling below specification and looking for incremental
improvement. The Six Sigma DMADV process (define, measure, analyze, design, verify)
is an improvement system used to develop new processes or products at Six Sigma quality
levels. It can also be employed if a current process requires more than just incremental
improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six
Sigma Black Belts, and are overseen by Six Sigma Master Black Belts.

29. Six sigma

30. “ Six Sigma is a quality program that, when all is said and done,
improves your customer’s experience, lowers your costs, and
builds better leaders. ”
- jack welch

31. If you want to know more about this then search on
A. http://www.slideshare.net/RABIASgh/six-sigma-the-best-ppt
B. http://www.slideshare.net/vivekvs370/agile-manufacturing1
C. http://www.slideshare.net/ravindra2109/just-in-time-manuf
acturing

32. Thank you
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