This 1 day training program on the “Soft” TQM Concepts focus on Manufacturing Staff and Operators to equip Participants with a better understanding TQM and its practices and to understand why being responsible for Quality is so important as a mechanism to safe guard to Customer for receiving a Defect as well as to comply to Quality procedures..
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
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
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
This says about the basic concepts pertaining to Process Mapping and Value Stream Mapping , as an initiative towards Lean implemntation in Industrial environment.
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
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Testing at the Speed of Mobile: Adopting Continuous Integration with AgileKeynote Mobile Testing
Developers, testers, and managers are moving away from traditional testing late in development and toward early, agile testing practices, with this shift being immensely more evident in the mobile sphere. Many teams are adopting continuous integration (CI) to speed up and streamline their development and testing processes in order to meet the demands of this condensed, mobile-centric timeframe.
Keynote’s Joe Lewis and Josh Galde explore how developers and testers can become more closely aligned than ever before with easily deployable and configurable tools such as Jenkins CI. Testing on real mobile devices through this integration tool gives you the most accurate view into how your mobile app or website will perform in the real world, all in a pre-production environment.
Integrating Six Sigma Thinking Into Scrum Based Development Environmentsdrashid
One of the most important parts of a ScrumMaster’s role is to remove barriers. Lean Six Sigma’s DMAIC methodology, used to solve difficult problems with unknown root causes, should be a powerful tool in the Scrum Master’s arsenal. Unfortunately, with all the blogs, articles, books, lectures and tweets on Scrum best practices, there are very few on utilizing Lean Six Sigma methods for solving barriers within a Scrum deployment and even fewer practitioners. This may be due to several factors, including misunderstandings in both worlds, resentment from legacy “process” improvement methods, bad historical application of Six Sigma within software development, no cross-realm expertise, and more.
This presentation will focus on debunking the myths and misconceptions and present intuitive ways on using Lean Six Sigma methods as a powerful barrier-busting tool in the ScrumMaster’s, management’s and the team’s arsenal.
A case studies from industry will be presented as empirical evidence on the methods discussed.
DOES14 - Stephen Elliot - IDC - Delivering DevOps Business Metrics that MatterGene Kim
Stephen Elliot, VP of IDC
DevOps is the modern way to deploy new IT capabilities that drive and deliver business results. This session will dive into the key metrics that large companies are using to gauge the success and measure results utilizing the DevOps discipline. The session will answer the following questions:
What are some of the key technology and business metrics that large organizations are using to measure and manage DevOps projects?
What are the critical success factors required when communicating with the business on Devops delivered projects?
What role do the security and compliance teams play in DevOps, and related metrics?
Soft Concepts of TQM in Total Quality Management Timothy Wooi
This 1 day training program focus on the on the “Soft” TQM Concepts to provide and equip Participants with a better understanding TQM and its practices and to understand why TQM is so important as a mechanism to ensure Quality to Customer, as well as to comply to Quality procedures to ensure Quality being delivered to Customer.
The “Soft” Side of TQM resulted in the identification of nine (9) key principles most commonly found in Quality management.
1) Total Employee Involvement
2) Continuous Improvement
3) Continuous Training
4) Teamwork
5) Empowerment
6) Top-management Commitment
and Support
7) Democratic Management Style
8) Customer/Citizen Satisfaction
9) Culture Change
Dell Healthcare Services Grievance and Appeals ManagementDell Services
A POV on Grievance & Appeals Management from Dell Healthcare Services. Dive in to discover what's possible through BPO services and learn more at Dell.com/healthplans
How can firms improve performances through retribution and HR practices? How can they solve the principal - agent problem? How can management by objectives (MBO), job rotation, job enrichment, team incentives and peer review enhance human resources? How can Dell's employees retain high motivation and deliver first-class value for Dell's customers?
What is Lean Manufacturing? Lean Manufacturing is nothing but all about build a product in the most efficient and effective manner. This technique focuses on reducing waste and improving manufacturing processes.
A brief introduction to Lean Management and how it can increase your competitive advantage and why Lean Management is one of the hot topics of the CEO Agenda
Project Report
On
PRODUCTIVITY IMPROVEMENT THROUGH TOTAL QUALITY MANAGEMENT
Submitted in partial fulfilment of requirements
For the award of the Degree of
BACHELOR OF ENGINEERING
IN
PRODUCTION ENGINEERING
By
ABHINANDAN KUMAR
Under the guidance of
Prof. KAPIL DEV PRASAD
Department of Production Engineering
DEPARTMENT OF PRODUCTION ENGINEERING
BIRLA INSTITUTE OF TECHNOLOGY, MESRA, RACHI
2014
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
Sustainable Lean / World class manufacturing, business / operational excellence
Industrial Management Consultancy, coaching & hand holding
Institute to Industry program
Lean Manufacturing knowledge & products
Module - 1
Principles and Practice: Definition, basic approach, gurus of TQM, TQM Framework, awareness, defining quality, historical review, obstacles, benefits of TQM.
Quality Management Systems: Introduction, benefits of ISO registration, ISO 9000 series of standards, ISO 9001 requirements.
Student will be able to
Explain the various approaches of TQM
Infer the customer perception of quality
Analyze customer needs and perceptions to design feedback systems.
Apply statistical tools for continuous improvement of systems
Apply the tools and technique for effective implementation of TQM.
TEXT BOOKS:
Total Quality Management: Dale H. Besterfield, Publisher -Pearson Education India, ISBN: 8129702606, Edition 03.
Introduction - Need for quality - Evolution of quality - Definitions of quality - Dimensions of product and service quality - Basic concepts of TQM - TQM Framework - Contributions of Deming, Juran and Crosby - Barriers to TQM - Quality statements - Customer focus - Customer orientation, Customer satisfaction, Customer complaints, Customer retention - Costs of quality.
Story of The Soldier Son Portrait who died to save othersTimothy Wooi
This is a great story of the Soldier Son Portrait.
A wealthy man and his son loved to collect rare works of art. They had everything in their collection, from Picasso to Raphael. They would often sit together and admire the great works of art. When the Vietnam conflict broke out, the son went to war. He was very courageous and died in battle while rescuing another soldier.
The father was notified and grieved deeply for his only son. About a month later, just before Christmas, There was a knock at the door.,,,,,,,,,,,......
MV Thailand Leadership Training 2023.pptTimothy Wooi
Servant Leadership Training, preparing Leaders to lead and serve God with a heart anchored on 12 key principles of Servant Leadership starting with the 12th key principles of Calling & Nurturing the Spirit.
Introduction to 21st Century Leadership & Change Management, Features of Innovative, Traits & Styles of Leadership
Servant Leadership Styles-The best way to Lead.
- How to become a Servant Leader
- 10 Principles of Servant Leadership
3. Faith Walk Leadership ‘Heart of a Leader’ (Ken Blanchard) building Relationship, Collaboration and Trust.
SEAIETI Online Educational Administration Practices with TQMTimothy Wooi
THEME:
Turning Great Teachers to Great Administrators with ‘TQM’
Course Content
Session1. Soft TQM
Quality Assurance and managing
Organizational Change
TQM and its Application in
School settings
Session2. Hard TQM
Tools and Techniques for Total
Quality Management
Steps in TQM Implementation
building the Dream School
Advanced Standards for Quality School Systems
Introducing ISO 9001 International Quality Assurance and Lean Six Sigma
Profesionalism in efficient customer serviceTimothy Wooi
Course Objectives:
To be exposed to the importance of Professionalism for excellent customer service in the digital era.
To benchmark excellent professional customer service attitude as the foundation of an excellent customer service strategy making lasting first impression to significantly impact business success.
To understand the definition and the importance of customer service quality, strategies and skills and to apply them in providing an excellent customer service with professionalism.
To understand the Principles of an efficient customer service skills with 21 examples to develop from.
Innovative Leadership in Education for the New Normal Timothy Wooi
Objective
To introduce Educators to the Concepts and Features of Innovative Leadership, preparation and effective practices.
Preparing Educators with Innovative Leadership characteristic and features applicable to practice, making a difference in School Improvement.
Developing successful Principals and Leaders to lead school with Innovative Leadership styles, building Relationship, Collaboration and Trust.
Leadership and the teaching and learning culture in the new normalTimothy Wooi
Session 1
Leadership for non Teaching Personnel to support Education in the Teaching and Learning culture in the New Normal.
Leadership Styles in the New Normal
1. Servant Leadership,
2. Transactional Leadership,
3. Emotional Leadership &
4. Transformational Leadership
Session 2
Introduction to Innovation & Innovation Leadership.
Innovation Leadership & Skills in the New Normal
Leading innovation practice in the New Normal
Introduction
Leadership of non Teaching staff in the School System and the Teaching and Learning culture in the New Normal are crucial and plays an important role to support the Educational Organization.
It explores organizational theories, models of theories, models of leadership & management, and personal & organizational change.
It bridges the theories to practical applications to support the Educational settings.
Communication & Interpersonal Skills at Multi Cultural WorkplaceTimothy Wooi
Course Objective
To set clear guidelines for effective communication and to consider the role of good interpersonal skills in the multicultural workplace by understanding:
different behavioral styles and learn to modify your behavior to achieve best results
how to stay present 'in the moment', 'listen for intent', and influence your listener positively
how to give and receive constructive feedback as a way to build better relationships
To demonstrate assertive behavior
how to communicate effectively when the stakes are high and you need to neutralize arguments effectively
To create individual action plans for ongoing personal development by making use of all of the above skills to ensure effective teamwork
Course Content
Interpersonal Skills
Introduction (Interaction & Person)
Importance of Interpersonal Skills
Communication in Interpersonal Skills
Tools in Interpersonal Skills
Verbal communication
Non-verbal communication
Listening skills
Negotiation
Problem-solving
Decision-making
Assertiveness
Emotional Quotion (EQ) with Interpersonal Skills
Integrating EQ to Interpersonal Skills to perform better at your workplace.
How can you develop your EQ skills to perform better at your workplace position?
Interpersonal Skills Workshop
Applying EQ to Address Your Workplace Challenges
The Seven Habits of Highly Effective People by Steven CoveyTimothy Wooi
Course Objective
Today more than ever we need to improve life and work
effectiveness. They represent a proven process of personal and interpersonal growth that can have an immediate and lasting impact.
The purpose of The 7 Habits of Highly Effective People ® is to help you lead your life in a truly effective way and thus, your organization to achieve greater productivity, improved communication, strengthened relationships, increased influence, and laser-like focus on critical priorities.
Contents
The 7 Habits
Independence
1- Be proactive
2- Begin with the end in mind
3- First things first
4- Think win-win
5- Seek first to understand, then
to be understood
6- Synergize
Continual improvement
7- Sharpen the Saw; Growth
Digital Workplace Leadership 3 sessionsTimothy Wooi
This is 3 Session course of Digital Leadership At Workplace with topics and sub topics as below.
Session 1
Digital Workplace Leadership
1. Introduction to Leadership in the Digital Age
2. Digital Workplace and its definition
3. Common misconceptions about Digital Workplace platform
4. Why do Organizations need a Digital Workplace
5. Improve employee experience by Digitally Transforming Your Workplace
6. The Future of Work Is the Digital Workplace
7. The 5 Pillars of a Digital Workplace Strategy
Session 2
5 Key Characteristics of Digital Leaders
1. Inspires others
2. Leverages technology
3. Encourages collaboration
4. Drives innovation
5. Manages risk
Session 3
Today's Top 8 Digital Leadership Skills
1. Digital Literacy
2. Digital Vision
3. Advocacy
4. Presence
5. Communication
6. Adaptability
7. Self-Awareness
8. Cultural Awareness
Kaizen in Education
In Education, the purpose of Kaizen should be very clearly stated and aligned with the strategic direction of the Educational Institution. Strategy must be a reflection of ‘customer value’ (value to student) as monitored through simplicity, quality, speed, cost, motivation, and growth measurements.
Introduction to Kaizen
Concept & Origin of Lean & Kaizen from Toyota Production System (TPS) and purpose of Kaizen.
The creation of a Kaizen Culture.
The Five Principles of Kaizen. (The Seven Steps Improvement Process)
4. Kaizen in Education.
5. Purpose of Kaizen & the strategic application in the Educational
Institution.
6. How to introduce Kaizen Principles in Education.
7. Kaizen in Teaching & Learning
Touraride Penang Downing Street to London Downing StreetTimothy Wooi
An Ultimate journey to ride to London started when Mr BK Lim who wanted to full fill his dream of a lifetime ie 'To ride to London Downing Street from Downing Street, Penang on just a small cc Bike. A couple heard of this and was interested to tag along. Mr BK Lim then invited 1 Biker and myself for a planning meeting at Touratech. Later another Biker called 2 more of his close friend to join and tag along with Mr BK Lim too. The group grew from 8 to 9 with a very elderly Biker joining to support Mr BK Lim.
During the ride, three Bikers (the Biker and his 2 close friend) would normally move on together on their own and would only join the team as when necessary.
At New Delhi before leaving AJANTA Hotel, Mr Lim briefed every on his engagement of a local Biker to guide everyone safely out of New Delhi till NH1 highway. Mr Lim asked a firm question of 'Are you all still with the team?', no one replied however after all of us reached the NH1 highway safely. Upon reaching the NH1 Highway,the couple and the 3 Bikers separate from the team riding off on their own ahead of us. The 4 member Team that is with Mr BK Lim as the Capt then continue the ride till Down Street London in full support of One for all and all for One.
Disruptive Pandemic School Leadership Management ShiftTimothy Wooi
COURSE CONTENT
Session 1.
1.Three ways the Covid19 Pandemic could reshape Education
Three trends that could hint future transformations:
i. Education - nudged and pushed to change leading to surprising innovations. The coronavirus pandemic has changed how millions around the globe are educated.
ii. Public-private educational partnerships could grow in importance New solutions for education bringing much needed innovation.
iii. Widening the Digital Divide The digital divide with new shifts in education approaches to widen equality gaps.
Session 2.
3. Transforming teaching-learning process from a teaching culture to a leaning culture i. What is school culture and how does it impact on learning?
Activity 1: Identifying examples of positive school culture
ii Styles of school leadership (Case Study 1: Four school leaders with different styles)
Activity 2: Leadership Styles
Activity 3: The role of leadership in determining school culture
iii Identifying and analyzing the culture in your school
Activity 4: Gathering evidence of the current school culture
Activity 5: Working with the team to identify areas for team improvement
iv. Developing a positive shared culture
Activity 6: Engaging with Stake Holders
Activity 7:Team review of your finding so far
Activity 8: Plan of action
Waste Management & Recycle based on the 3R'sTimothy Wooi
Contents
1. Introduction of Waste Management (WM)
2. Integrated solid waste management (SWM) – Problems and issues
3. Government initiatives and milestones
4. Management strategies
5.Waste minimization in Malaysia
6. Barriers to 3R implementation
7. Tips for effective practice of 3R’s
8. Conclusion
INTERNATIONAL TRAINNG on Innovation in EducationTimothy Wooi
Course Content:
Innovation in Education
Concepts & Impact of Innovation in Education,
Why Innovation in Education
Innovation in various Educational System & Era.
21st Century Shift in Education
Teaching and Learning for 21st Century Skills and Literacy
21st Century Skills (The 7 C’s)
Innovative Teaching Strategies In The Classroom (8 Strategies to Embrace)
Innovative Ideas in School
New Trends in Teaching Innovation - 10 Ways
Helping Students learn New Skills through Innovation
Making Skills as important as Knowledge
Forming Teams – Using Thinking & Creative Tools
Introduction
Implication of IR4.0 to Teaching covers the 4th Industrial Revolution (IR4.0), the Emerging Technologies, the types of Skills required for IR4.0 and…
…The role of the Education Sector in response & preparation to teach Students for future changes in skills and work.
Contents:
1. Industry 4.0, & the Emerging Technologies
2. Students Have Technology-
Driven Expectations
3. Type of Skills needed for IR4.0
4. Education Is Getting Personal
5. IoT Is Taking Over
6. Role of the Education Sector in
response & preparation for IR4.0
The eight-discipline (8D) Approach to Problem-Solving is a systematic approach to problem-solving & documenting of results, developed by Ford Motor Co. It is an essential step to process improvement.
The 8D method provides you with an in-depth understanding of analyzing problems to identify the root causes.
This workshop provides you with a working knowledge of 8D effective root cause analysis and tools to address non conformity.
It will strengthen your understanding on;
what is 8D,
why Apply 8D,
when to Apply 8D &
how to Apply 8D at work.
‘Service Excellence at Workplace and organizations’ is a management strategy for success towards excellence with total customer satisfaction.
Discover how these organizations achieved workplace excellence and put these strategies and best practices into action within your organization.
My Teacher Shamed me when I could not readTimothy Wooi
Anthony Hamilton, a writer who lives in Hayward, California.
He is the author of several books, including;
The Autobiography of ‘Strong Child and Shattered Lives’.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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Quality in Manufacturing for Production & Manufacturing
1. DELL, Penang 17 & 24 Jan 2016
The Importance of Quality in Manufacturing
Dell Asia Pacific Sdn. Bhd.
Plot 76, Kawasan Perusahaan Bukit
Tengah, 14000, Bukit Mertajam, Pulau
Pinang, Malaysia. Tel 04-508 7119
2. International Educational Leadership Speaker.
Provides consultation on Lean and leads Kaizen,
TPM, Cellular system & Moonshine set up.
A multi skill Innovator with Mechanical background
that adopts Green Living and rode 18,290km thru 24
Countries over 5 months from Penang to London on
a 125 CC Kapcai.
Founder of Tim’s Waterfuel, an alternative HHO gas
supplement using Water that adds power, millage &
reduce Co2 emission on automobiles.
An NGO Community worker for Prison, Drug
Rehabilitation and Crisis Relieve & Training (CREST)
Malaysia, an organization that respond to Crisis &
Flood.
Timothy Wooi
Add: 20C, Taman Bahagia,
06000, Jitra, Kedah
timothywooi2@gmail.com
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
TRAINER’S PROFILE
3. Quality plays a major role in today’s manufacturing
environment.
Understanding Customer
needs and monitoring
process behaviors and
variation to safe guard
Customer from receiving a
defect is key in assuring
Quality.
Superior Quality, reduce Cost
and on-time Delivery (QCD)
The Importance of Quality in Manufacturing
4. Course Objective
This 1 day training program focus on the on the “Soft”
TQM Concepts to provide and equip Participants with
a better understanding TQM and
its practices and to
understand why TQM is so
important as a mechanism to
ensure Quality to Customer,
as well as to comply to
Quality procedures to ensure
Quality being delivered to
Customer.
The Importance of Quality in Manufacturing
6. Class outlines:
The “Soft” Side of TQM resulted in the identification
of nine (9) key principles most commonly found in
Quality Management.
1) Total Employee Involvement
2) Continuous Improvement
3) Continuous Training
4) Teamwork
5) Empowerment
6) Top-management Commitment
and Support
7) Democratic Management Style
8) Customer/Citizen Satisfaction
9) Culture Change
The Importance of Quality in Manufacturing
7. 2. “Hard” TQM Practices in Quality Management
covers: Techniques,
tools and systems;
Statistical Process Control;
ISO 9000 series;
Pareto Analysis;
Matrix Diagram;
Histograms;
Tree Decision Diagram;
Critical Path Analysis;
Fishbone or Ishakawa
Diagram.
Both are philosophy and sets of management guiding
principles for managing an organization.
The Importance of Quality in Manufacturing
8. Class outlines:
TQM in Production Manufacturing focused on (5) key
principles 1,2,4,8 & 9 from the overall (9) Quality
management as below; .
1) Total Employee
Involvement
2) Continuous Improvement
4) Teamwork
8) Customer/Citizen
Satisfaction
9) Culture Change
The Importance of Quality in Manufacturing
9. 01/31/16 9
I build it,
You inspect
I inspect,
You build
Quality is Everyone’s responsibility
10. Benefits
Participants will gain the followings at the completion
of the program:
allows understanding of Customer needs and to be part
of the team in a total organizational approach responsible
for Quality and..
to equip Participants with
importance of delivering a
Quality Product in
Manufacturing improve
organization’s processes,
products and services.
The Importance of Quality in Manufacturing
12. What does the word ‘Quality’ means to you ?
Delighting .. 1st
meet, then exceed and 3rd
make you
happy!
The Importance of Quality in Manufacturing
13. Meeting the required standards of Satisfaction
In 21st
Century, Quality is everybody’s responsibility in
“ Delighting the Customer ” through continuous Innovation
improvement in meeting upon agreed specifications”
14. Craft Manufacturing
• Late 1800’s
• Car built on blocks in the barn as workers
walked around the car.
• Built by craftsmen with pride
• Components hand-crafted, hand-fitted
• Excellent quality
• Very expensive
• Few produced
The Wasteful FactoryThe Wasteful Factory
15. Mass Manufacturing
• Assembly line - Henry Ford 1920s
• Low skilled labor, simplistic jobs, no pride in work
• Interchangeable parts
• Lower quality
• Affordably priced for the average family
• Billions produced – all identical “ You can choose any
color as long as its Black ”
The Wasteful FactoryThe Wasteful Factory
16. • Cells or flexible assembly lines
• Broader jobs, highly skilled workers, proud of product
• Interchangeable parts,
even more variety
• Excellent quality mandatory
• Costs being decreased through process improvements.
• Global markets and competition.
The Lean FactoryThe Lean Factory
Lean Manufacturing
17. The Origin of Lean Manufacturing
Pioneered by Taichi Ohno and Toyota Company in the 70’s.
New paradigm to simultaneously improve quality reduce cost
and reduce delivery time (QCD) from start of order.
Coined “Lean Manufacturing ” in 1990 by James Womack and
Daniel T. Jones in the book “The Machine that Changed the
World”
Allowed Toyota to penetrate
the American market by
delivering superior quality
at an affordable price.
Toyota Production System
initiated a revolution in
manufacturing strategy
18. Just in Time
What is needed
When is needed
exactly right Amount
• Continuous Flow
• Pull System
• Level Production
(Heijunka)
Jidoka
“Built in Quality”
• Manual / Automatic
Line Stop
• Labor-Machine
Efficiency
• Error Proofing
• Visual Control
Flexible, Capable,
Highly Motivated
People
Standardized Work
Total Productive Maintenance
Robust Products & Processes
Supplier InvolvementOperational
Stability
Lean MethodologiesLean Methodologies
TOYOTA PRODUCTION
SYSTEM
Best Quality - Lowest Cost - Shortest Lead Time
Shortening Production Flow by Eliminating Waste
5S’ WASTE elimination as Foundation of Lean
19. Best Quality - Lowest Cost - Shortest Lead Time
Shortening Production Flow by Eliminating Waste
Just in Time
What is needed
When is needed
exactly right Amount
• Continuous Flow
• Pull System
• Level Production
(Heijunka)
Jidoka
“Built in Quality”
• Manual / Automatic
Line Stop
• Labor-Machine
Efficiency
• Error Proofing
• Visual Control
Flexible, Capable,
Highly Motivated
People
Standardized Work
Total Productive Maintenance
Robust Products & Processes
Supplier InvolvementOperational
Stability
Lean MethodologiesLean Methodologies
TOYOTA PRODUCTION
SYSTEM
20. 21st
Century: Global Competition
The globalization of trade has exposes local
industries to new Competitive pressures.
Old View: Cost + Profit = Price
New View: Price – Profit = Target Cost
Order Qualifiers in a Global Market:
Superior Quality, Competitively Priced, Quick Delivery
Order Winners in a Global Market:
Products and Services that are valued by the customer.
21. Characteristics of World Class
Manufacturers
Delivery
CostQuality
Customer-Value Focused
Lean Production System
L e v e l P r o d u c t i o n
JIT
JIDOKA
5S / V i s u a l M a n a g e m e n t
Relentless R e m o v a l o f W a s t e
LEAN PRODUCTION
SYSTEM
Mechanic
Material
Machine
Standard
Work Takt
Time
SWIP
Operational
Availability
1 piece
Flow
Pull
system
Kaizen Methodology
Cost + Profit = Price
Price – Profit = Target Cost
22. CONTINOUS IMPROVEMENTCONTINOUS IMPROVEMENT == KAIZENKAIZEN
IMPROVEMENTIMPROVEMENT
WITHOUTWITHOUT
ENDINGENDING
In Japanese,
KAI
Change
ZEN
Good
KAI ZEN=
Change for
better
The small, gradual, incremental changes
applied over a long period can be add up for a
major impact on business in the future.
Qualifiers of 21st Century & Skills
23. Why Kaizen
To continuously eliminate waste without removing the
value added activities in the process
Processing
Transportation
Waiting
Movement
MUDA
Take
all
FOUR
I need
ONE!
DefectsDefects
Over Production
InventoryInventory
Qualifiers of 21st Century & Skills
25. TQM is the mutual co-operation of everyone in an
organization and its associated business to produce
products and services, which meet and exceed the
needs and expectations of customers.
Two important aspects
that comprise TQM
management are:
1. Soft TQM Concepts and
2. Hard TQM Practices.
The Importance of Quality in Manufacturing
27. TQM is a long-term approach that views continuous
improvement in an Organization and not as a
short-term goal.
It aims to radically
transform the organization
through progressive
changes in the attitudes,
practices, structures and
systems.
Soft TQM Concepts
28. TQM transcends the product quality approach, involves
everyone in the organization, and encompasses its
every function:
administration,
communications,
distribution,
manufacturing,
marketing,
planning,
training,
etc.
Soft TQM Concepts
29. Who wants what...
Customer Needs &
Expectation
Low Cost
High Quality
Availability
Company needs &
expectation
Profit
Repeat Business
Growth
Cash !!Cash !!$
Value !!Value !!
The Money Business Now!The Money Business Now!
30. 1. “Soft” TQM in Manufacturing focus on:
Total Employee Involvement;
Continuous Improvement;
Teamwork;
Customer/Citizen Satisfaction;
Culture Change.
The Importance of Quality in Manufacturing
31. Employee Involvement
Employee involvement can be defined as:
The direct participation of staff to help an
organization fulfill its mission and meet its
objectives by:
applying their own ideas
expertise, and efforts
towards
solving problems and
making decisions.
The Importance of Quality in Manufacturing
32. 1) Total Employee Involvement1) Total Employee Involvement
The “total” element of
TQM implies that every
organizational member is
involved in quality
improvement processes in
the “distribution of
intelligence” for resolving
problems.
TQM, involves everyone in an organization.
Increase employees’ participation in the overall quality
strategy brings an increased flow of information and
knowledge.
33. 2) Continuous Improvement2) Continuous Improvement
Continuous improvement is a method for
identifying opportunities for streamlining work and
reducing waste.
The practice by the
popularity of Lean / Kaizen
in manufacturing and
business.
It is now being used by
thousands of companies all
over the world to identify
savings opportunities.
36. Continuous Improvement using Kaizen Methodology
Shop Floor Kaizen
Equipment and
Facility Kaizen
System
Kaizen
ProgressionRadical Change – Kaikaku
Kaizen Workshops
Daily Improvements – Standard Work
People Based
System
2) Continuous Improvement2) Continuous Improvement
38. These practices prevent
defective items from
continuing and assures
Quality.
““Do it right the 1Do it right the 1stst
timetime””
Build Quality into ProcessesBuild Quality into Processes
2) Continuous Improvement2) Continuous Improvement
In a Lean factory. Production is responsible to
build Quality in its product.
Operators are required to
perform their work to the
Quality standards before
passing on next process..
39. Total Quality Approach
““Stop the Line” AuthorityStop the Line” Authority
2) Continuous Improvement
Operators are given ‘Stop line authority’ whenever
abnormalities are detected in Production.
They then feedback the
non conformance to the
Engineering & QA group
to come up with a
countermeasure.
40. 40
POKA-YOKEPOKA-YOKE Ways of Preventing Mistakes
1. Shutdown the process
2. Feedback to Engineering
dept for countermeasure
and to implement.
3. Ask for Mistake Proof
devices in process to prevent
Human error.
When an error is predicted or detected, Production
can stop Defects by:
2) Continuous Improvement
41. Total Quality Approach
TQM Quality CirclesTQM Quality Circles
2) Continuous Improvement
Quality Assurance work with Production in Quality
Circles to understand root cause of defect and assist
Production for countermeasures.
QA then use Quality tools
to improve the system
prevent the defect
repeating.
This assure that only
Quality products leaves the
Company.
42. Total Quality Approach
2) Continuous Improvement
QA with Production feedback to Engineering Dept.
(ED) cause of Defect for early detection.
Jidoka - AutonomationJidoka - Autonomation
ED then study ways of
incorporating ‘Human
Intelligence’ into equipment
to detect abnormalities and
stop automatically
whenever defects occur.
43. Total Quality Approach
Poke Yoke – Mistake ProofingPoke Yoke – Mistake Proofing
2) Continuous Improvement
ED then study and design Mistake proofing devices to
prevent Defects caused by ‘Human Error’ that requires
human skills and ‘remembering of process steps’
Example:
A cast part must
have a hole drilled in
it in order to be used
in assembly.
47. Elimination of Defect using PDCA approach starts
with Step iii) Check (use 4W +1H to assist)
1.What is the defect and What causes it?
2. Where does the
Defect occur ?
3. When the Defect
occur?
4. Who causes the
Defect
5.How does the Defect
Occur ?.
2) Continuous Improvement2) Continuous Improvement
49. Step iii) Plan
After defining the improvement points, Make a plan
to implement them.
Questions to consider:
What steps should be
done to achieve the
plan?
When to finish this
plan?
Once the plan is established, implement it with a
completion time frame.
2) Continuous Improvement2) Continuous Improvement
50. Step iii) Plan
This is again divided into 3 steps
1st
Identifying the problems
in the current process. Find
a countermeasure to
solving problems and not
just finding the solutions.
This avoids future recurrence - the primary goal of
Continuous Improvement.
2) Continuous Improvement2) Continuous Improvement
51. Step iv) Do
When the improvement actions are implemented
successfully as well as the target is met, do the
following-
Review the improvement
activities learn lessons.
Standardize the
improvement in the process
and follow.
Update the Quality as well
as the Standard Process
documents.
Determine when and where to make changes in the next
project.
2) Continuous Improvement2) Continuous Improvement
52. Definition: cooperative or coordinated effort on the
part of a group of persons acting together as a team
or in the interests of a common cause.
to increase performance,
employee unity and
company culture.
Companies that must frequently
develop new ideas or products
using a project-based approach
assemble teams in order to
diffuse responsibility.
4) Teamwork
The Importance of Quality in Manufacturing
53. 3) Teamwork3) Teamwork
Teamwork an important outcome and a condition
for continuous improvement are generally viewed
as more powerful and effective work entities than
individuals.
Teams should include
employees from all the
hierarchical levels, layers, and
from all the departments of the
enterprise to make work more
flexibly and to develop mutual
trust among members.
54. At Google, during a
‘Kaizen,’employees
typically work in small
teams of only three to six
people.
This gives productivity than
with larger groups.’
Work in many small, diverse teams for projects.
3) Teamwork3) Teamwork
The result is an empowered, flexible organization with
small teams pursuing hundreds of projects,
an approach that
55. …a frequently used marketing term is a measure of
how products and services supplied by a company
meet or exceeds Customer expectation.
….is defined as "the
number of customers, or
percentage of total
customers, whose reported
experience with a firm, its
products, or its services
(ratings) exceeds
specified satisfaction goals
4) Customer/Citizen Satisfaction
The Importance of Quality in Manufacturing
56. Customer satisfaction … the driving force to
improve performance to both Customers: external
(clients, government regulatory bodies, the public)
and internal (employees, different departments)
Both external and internal
Customers have needs.
TQM stresses the
importance of satisfying
those needs.
444) Customer/Citizen Satisfaction444) Customer/Citizen Satisfaction
57. 4) Customer/Citizen Satisfaction4) Customer/Citizen Satisfaction
A happy (or satisfied) customer
often doesn’t say anything or
tells just a few friends, but an
unhappy (or dissatisfied)
customer tells many more
people to warn them.
“A happy customer tells a friend; an unhappy
customer tells the world”
The exact words (and number of people told) vary, but the
adage became popular in the mid-1980s, when the
American Management Association conducted a business
study of the phenomenon.
58. Organizational culture affects and alters employees’
actions and perceptions of all aspects of their work
in order to include quality.
Culture acts as a
force for cohesion in
organizations and
therefore can support
or inhibit the process
of change towards
TQM application.
The Importance of Quality in Manufacturing
5) Culture Change
59. 5) Culture Change5) Culture Change
Change
… defined as making a
difference in something
compared to an earlier state,
transforming or converting
something, or simply
becoming different.
Culture
…. is a way of life of a group of people - the behaviors,
beliefs, values, and symbols that they accept,
generally without thinking that are passed along by
communication and imitation from generation.
60. Culture Change
…..modification of a society through innovation,
invention, discovery, or contact with other societies
5) Culture Change5) Culture Change
It is the transformation of
pass down older beliefs,
values, and symbols
without much thought to
those that work in current
environment ,time and
technological change.
61. Successful TQM implementation is dependent on the
existence of a total quality culture among everyone.
The Importance of Quality in Manufacturing
Research indicates that,
positive elements for
example:
common accepted vision,
accepted responsibilities,
customer focus and‐
group cohesiveness,
much still needs to be done to pave the way for a
total quality culture.
63. What to Expect in the Future
• Training
• Communication
• Elimination of Waste (NVA)
• Continuous Improvement
• Visual Factory
• More efficient layouts
• Roles & Responsibilities
• More involvement / ownership
• Long term GROWTH!!
The Importance of Quality in Manufacturing
64. & The Trainer
For further enquiries, please contact us:
Iverson Associates Sdn Bhd
No.52-1, First floor, Bayan Bay, Persiaran Bayan Indah, 11900
Bayan Lepas Penang.
T: 04 641 2760, 638 3179 | F: 04 641 2761
E: sales-pg@iverson.com.my | W: www.iverson.com.my
This training course is facilitated by IVERSON & conducted by its
Trainer Timothy Wooi, a LEAN Consultant and certified Kaizen
Leader with 30 over years of Hand-On exposure driving Lean &
Kaizen Improvement Projects.
We provide Technical Consulting services on TPM, Kaizen, Quick
Changeover, Cellular system set up, Production Line Balancing,
Factory Layout Planning and Small Group Activities.
We also conduct Team Building & Lean Production Training
Course Series.
Editor's Notes
The way things usually are today. This can apply to almost any department, take engineering and Maintenance for instance. Instead of I run it you fix it. It would be I design it, you fix and vise versa.
Time & Motion studies - Fredrick Taylor
Interchangeable parts - Eli Whitney
The term “Lean Manufacturing” originated at the Toyota Motor Company with Taaichi Ohno. It was popularized in American factories in large part by the Massachusetts Institute of Technology study of the movement from mass production to lean production as described in “The Machine that changed the World” by James Womack. The goal if this manufacturing philosophy is to eliminate waste in the production system, thus yielding greater throughput and reduced operating costs.
The Toyota company of Japan faced many obstacles following the end of World War II. In order to compete the company had to produce vehicles with limited resources in materials, manpower and machinery. The would also have to differentiate themselves from the stream of American auto products by providing superior quality in order to survive in the market place. The creators of the TPS discovered that if they concentrated on time, rather than directly on cost, they could defeat the trade-off between cost and quality. In other words, by focusing on “constantly reducing the time from order to delivery,” they could make a better (higher quality) product quicker and at lower cost.
Taiichii Ohno and the staff at Toyota Motor Company developed an entirely new production system that simultaneously reduced cost, improved quality and reduced delivery time. Their production system allowed Toyota to penetrate the US auto market by providing high quality, affordable cars that appealed to the American consumer. American Auto Industry was slow to adapt and Chrysler was pushed to the brink of bankruptcy as a result.
In 1990 two professor’s from MIT introduced American business to the Toyota Production System in their book “The Machine that Changed the World”. The authors coined the term “Lean Manufacturing” as the newest evolution in manufacturing. Since that time most of the US auto industry has adopted “Lean Manufacturing” as their manufacturing strategy. In many other industries including electronics, computers and now aerospace, Lean Manufacturing has become the proven method for competing in a global market.
Lean Manufacturing concepts as practiced in the Toyota Production System is the only method proven to simultaneously make major reductions in defects, cost and lead-time.
Until recently consumers in much of the world might be been fairly satisfied with their own country’s poor workmanship, long delays and high prices, but the elimination of global trade barriers have made products like Toyota Cars, Dell Computers, Nokia hand phones and Sony electronics available everywhere. More than ever customers have options and are demanding superior quality, competitive prices and quick delivery to qualify for their consideration. To win a customers goodwill businesses must not only meet those minimum criteria, they must also provide extra features and services that the customer values.
Today manufacturers are faced with a squeeze to reduce cost while simultaneously reducing defects and delivery time.
Prior to global competition most manufactures viewed costs as fixed. Sales Price was determined by adding a suitable profit margin to incurred costs. Cost increases were passed on to customers as higher prices.
To survive in a global market manufacturers must adopt a new view that focuses on reducing costs to make a profit. Companies can no longer pass on costs increases to the customer, they simply have too many other options. Prices are determined by market conditions and a company must focus on the variable it can control, its cost structure.
World Class manufacturers can be distinguished from more traditional competitors through three distinct characteristics:
World-Class manufacturers are customer-focused. They understand that value to the customer includes superior quality, competitive prices and shortening deliver times. In addition these companies distinguish themselves by constantly seeking to provide other products or services their customers find valuable. These companies look at the current market pricing and products being offered by competitors then ask how much cost they can take out by full application of lean methods. What is the waste-Free Cost of the Product?
All World-Class manufacturers apply a lean production system modeled after the Toyota Production System. There production systems strive to maximize efficient use of resources (manpower, materials, machines) by relentlessly eliminating waste.
Finally all World-Class manufacturers continuously improve by applying Kaizen Methodology. These companies develop a learning organization with workforce engaged in continuous improvement. For these companies the creativity of people’s minds is the real strategic advantage.
Kaizen event is as much as important as other activities because it is the builiding block of all LEAN Prod. Methology.
Lean production is founded on the idea of KAIZEN or Continous Improvement
Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Jidoka to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality.
Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated
Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment.
Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement.
Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them.
Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
What we have here is a pretty fundamental relationship. Each party wants something; the customer and Cascade.
The essential ingredients that make the whole thing go are:
Value to the Customer
Profit to Cascade
These are the two fundamentals that MUST be there for a company to grow and thrive. If only one side of this flow takes place, the company will soon be out of business;
if the customer does not receive adequate value
if the company doesn’t make sufficient profit
As for value to the customer, what determines if the customer is getting good value?
Answer: Desired product and features at low cost.
As for Cascade, what determines how much profit you make?
Answer: Sales Price - Cost to produce
Transition to next slide
Key Points:
In today’s competitive environment, price and lead time can no longer be dictated to the market.
The market demands shorter lead times AND lower prices.
The market demands ever improving quality.
AND the market DEMANDS higher variety!
These things are being done every day.
The question is HOW, not IF, it can be done.
Eliminating process wastes,such as defects, through implementation of Poka-yoke efforts, will result in more repeatable and reproducible processes.
Thus, processes will be more efficient and be more cost effective.
Lean Manufacturing relies on continuous improvement or “Kaizen” as the engine for cost reductions and quality improvements. All world class manufacturers apply some form of improvement methodology to their processes and equipment. These companies have developed a culture of learning and improvement. Problems are seen as an opportunity for improvement NOT to blame or punish people.
Kaizen involves the people who perform the work. Individuals are encouraged to take part in designing and managing their own jobs through application of standard work.
Improvement may be dramatic, over-night transformations of the work place, often called a Kaikaku.
Or more often as week-long kaizen workshops focused on rapid improvement in a smaller area.
Even daily improvements are kaizen. Standardization is the foundation for improvement. In a lean factory Standard Work are the tools used to define the efficient flow of people and materials and is the basis for continuous improvement.
Typically kaizen workshops are focused on the shop floor. Waste on the factory floor can often be quickly eliminated with simple solutions. As inventory is reduced equipment and facility reliability problems become problems to attack with Kaizen.
After the factory has become lean, it is time to focus on the system of suppliers and customers to lean out the total flow.
Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality.
Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated
Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment.
Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement.
Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them.
Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
Control examples : polarized electrical plug, gas pump nozzle, car transmission must be in park in order to start engine.
Warning examples : disc brake pad noise when pad becomes thin, alarm for car lights left on after engine is turned off.
Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality.
Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated
Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment.
Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement.
Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them.
Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality.
Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated
Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment.
Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement.
Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them.
Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
Defects, rework, and scrap add cost and represent waste that must be eliminated. Lean factories apply a Total Quality Approach to detecting and eliminating the sources of defects. As a result lean factories simultaneously reduce cost and improve quality.
Traditionally manufacturing relied on Inspection to detect defects before reaching the customer. Although this approach may result in high quality for the customer, it does nothing to eliminate the source of the defect and the associated costs. In a lean factory equipment is designed to detect abnormalities and stop automatically whenever defects occur. Operators in a lean factory are trained to stop the production line whenever they note anything suspicious. These practices prevent defective items from continuing into the production process and preventing the waste that would result from producing a series of defective items. Another advantage of these practices, it immediately signals the detection of abnormality so that the root cause can be quickly determined and eliminated
Stop the Line Authority – In a lean factory every operator is an Inspector, responsible for the quality of their own work. Operators are trained in evaluating quality and are given the authority to stop the production line. Operators must never accept or pass on a known defect. The ratio of Inspectors to operators in a lean factory is very low. The title Inspector is reserved for highly-trained specialists using specialized equipment.
Jidoka – Autonomation – means giving machines the ability to detect when a defect is created and stop immediately. As a result only one defective product is made and the source of the problem can be investigated. Jidoka frees the operator from watching the machine, now one operator can monitor many machines (reducing cost). By giving machines the ability to perform simple repetitive tasks, then human can focus on problem-solving and improvement.
Poke Yoke translated from Japanese means mistake-proofing: Modify the production system so that abnormalities cannot occur, as opposed to detecting abnormalities which have already occurred. Mistake Proofing eliminates the possibility for a defect from occurring. If mistakes aren’t made in the first place, then we don’t have to spend extra time and money fixing them.
Example: A cast part must have a hole drilled in it in order to be used in assembly. The original jig required that the operator carefully orient the part on the drill press table in order to ensure a proper fit during the assembly process. Taking advantage of the “L” shaped slot on the part, a piece of angle iron has been attached to the drill press table which matches the slot in the part, allowing the part to be loaded only with the correct orientation.
Continuous Improvement in product quality is accomplished through application of root cause analysis and statistical process monitoring. Workers are educated in the use and application on the seven quality tools. Often small teams of employees (called Quality Circles) are assigned responsibility for analyzing the root cause of defects.
As processes are dynamic over time , new wastes appear. The continuous improvement cycle repeats indefinitely in order to address the changing face of waste.