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
Lean Manufacturing (Concepts, Tools and Quality Management)Mohammad Azam Khan
Lean manufacturing began in Japanese manufacturing in the late 1980s and early 1990s. It is most often associated with Toyota. Its basic usefulness is in providing the tools to identify and eliminate waste throughout the manufacturing process, thereby increasing efficiency and profit. Quality improves as production time and cost are reduced. Toyota added an additional element, evenness of work flow, which helps expose inefficiencies in production that allow companies to redesign manufacturing processes for maximum profit.
Lean Manufacturing (Concepts, Tools and Quality Management)Mohammad Azam Khan
Lean manufacturing began in Japanese manufacturing in the late 1980s and early 1990s. It is most often associated with Toyota. Its basic usefulness is in providing the tools to identify and eliminate waste throughout the manufacturing process, thereby increasing efficiency and profit. Quality improves as production time and cost are reduced. Toyota added an additional element, evenness of work flow, which helps expose inefficiencies in production that allow companies to redesign manufacturing processes for maximum profit.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
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/total-quality-management-tqm-152
Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.
By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.
This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.
LEARNING OBJECTIVES
1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation
CONTENTS
1. Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Summary & Conclusion
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the form to the right. If you cannot view the preview above this document description, go here to view the large preview instead.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
Total Quality Management-A Road Map to Corporate Excellenceharikrishnanjl
Total Quality Management (TQM) is an integrated organizational approach in delighting customers (both internal and external) by meeting their expectations all the time through everyone involved within the organization working on continuous improvement improvement in all products/services/processes along with structured methodology.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.
By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.
This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.
LEARNING OBJECTIVES
1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation
CONTENTS
1. Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Key Takeaways
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
I've been asked to put together a basic (and therefore relatively quick) introduction to Lean Six Sigma & DMAIC. While it’s not yet finished, I thought I would put it out there for people to comment on. Since the presentation is supposed to be training material there’s more text on the slides than I would prefer, but there are a few exercises and games to get the trainees involved.
I've put the PowerPoint version on my blog:
http://alesandrab.wordpress.com/2013/06/07/introduction-to-lean-six-sigma-dmaic/
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/total-quality-management-tqm-152
Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.
By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.
This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.
LEARNING OBJECTIVES
1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation
CONTENTS
1. Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Summary & Conclusion
Got a question about the product? Email us at support@flevy.com or ask the author directly by using the form to the right. If you cannot view the preview above this document description, go here to view the large preview instead.
LEAN Management:
It is a customer focused waste elimination method that makes the process and there by organization lean (eliminating Fat)
In a Lean company, employees always look to improve their skills and improve the processes. Products and Services are driven in right amounts, to right location, at the right time and in the right condition.
Lean Thinking
The Goal of Lean Thinking is the creation of a continuous stream which delivers customer value with the least waste of resources within the shortest possible time.
The Building blocks of Lean Management are 5s, 8 Wastes, Visual Management and Standardized work
Total Quality Management-A Road Map to Corporate Excellenceharikrishnanjl
Total Quality Management (TQM) is an integrated organizational approach in delighting customers (both internal and external) by meeting their expectations all the time through everyone involved within the organization working on continuous improvement improvement in all products/services/processes along with structured methodology.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Total Quality Management (TQM) is a holistic approach to long-term success that views continuous improvement in all aspects of an organization as a process and not as a short-term goal. It aims to radically transform the organization through progressive changes in the attitudes, practices, systems and structures.
By teaching this presentation, employees will understand the importance of making a personal commitment to quality, focus on satisfying both internal and external customer requirements, and working as a team to improve quality.
This training presentation includes quality philosophies from key quality leaders such as W. E. Deming, J. M. Juran and Philip Crosby, and provides a summary of process management, steps for TQM implementation, key tools and techniques for total quality as well as the key business excellence and quality management models.
LEARNING OBJECTIVES
1. Explain the meaning of Total Quality Management (TQM)
2. Identify key leaders in the field of quality and their philosophies
3. Identify characteristics of the TQM philosophy
4. Understand the importance of process management and measuring the cost of quality
5. Describe the key business excellence and quality models
6. Describe Total Quality leadership attitudes and behaviors
7. Identify tools and techniques for Total Quality
8. Define the steps for TQM implementation
CONTENTS
1. Introduction to TQM
2. Customer Focus
3. Employee Involvement & Empowerment
4. Process Management
5. Cost of Quality
6. Business Excellence & Quality Management Models
7. Total Quality Leadership
8. Implementing TQM
9. Tools & Techniques for Total Quality
10. Key Takeaways
Lean six sigma - Waste elimination (Yellow Belt)Abhay Yadav
Lean Six Sigma is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining lean manufacturing/lean enterprise and Six Sigma to eliminate the eight kinds of waste (muda): defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, extra-processing
Quality in Manufacturing for Production & ManufacturingTimothy Wooi
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..
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
3 c's and 4c's plays very important role in any business in its management as well as in marketing. This presentation shows how to implement these factors to success your business.
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?
Basic concepts of Total Quality Managementmangadynasty5
Total Quality Management (TQM) is a comprehensive
management philosophy and approach that focuses on
continuous improvement, customer satisfaction, and employee
involvement in all aspects of an organization. It is a systematic
way of managing the entire organization to enhance the quality
of products, services, and processes. TQM emphasizes a
proactive approach to quality, aiming for excellence in every
facet of the business.
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.
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.
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
Total Quality Management in assumes importance in the current context since we want maximum Governance with Minimum Government. What we can learn from Quality Gurus like Deming, Juran or Ishikawa to improve Service Delivery?
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
Educational Administration Practices with Total Quality Management (TQM)Timothy Wooi
This program focus on Quality Assurance and managing Organizational Change through Total Quality Management (TQM) and its application in a School setting; to provide and equip Participants with a better understanding of TQM and its practices.
to adopt TQM principles and practices to ensure best Quality delivered to customers.
to use quantitative methods to continuously improve organization’s processes, products and services.
Course Content
Quality Assurance and managing Organizational Change
TQM and its Application in School settings
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
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
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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.
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1. 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
Trainer’s ProfileTrainer’s Profile
Certified HRDF Trainer & Principal Consultant for Lean Management
and a Kaizen Specialist with 30 over years working experience.
2. DELL, Penang 11 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
3. Quality plays a major role in today’s manufacturing
environment.
The Importance of Quality in Manufacturing
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)
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. 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
knowledge to use quantitative
methods to continuously
improve organization’s
processes, products and
services.
The Importance of Quality in Manufacturing
10. What does the word ‘Quality’ means to you ?
The Importance of Quality in Manufacturing
Delighting .. 1st
meet, then exceed and 3rd
make you
happy!
11. Quality is meeting the required standards of Satisfaction
In 21st
Century, Quality is “ Delighting the Customer by
continuously meeting and improving upon agreed specifications,
also continuous innovation on improvements”
12. 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
13. 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
14. • 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
15. The Origin of Lean Manufacturing
Pioneered by Taichii Ohno and the Toyota Company
in the 1970’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
16. 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
17. 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.
18. 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
Radical Change – Kaikaku
Kaizen Workshops
Daily Improvements – Standard Work
People Based
System
Cost + Profit = Price
Price – Profit = Target Cost
19. 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
20. 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
21. TQM is the mutual co-operation of everyone in an
organization and associated business processes
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
23. TQM is a holistic approach to long-term success that
views continuous improvement in all aspects of an
organization as a process and not as a short-term goal.
Soft TQM Concepts
It aims to radically
transform the organization
through progressive
changes in the attitudes,
practices, structures and
systems.
24. Soft TQM Concepts
TQM transcends the product quality approach, involves
everyone in the organization, and encompasses its
every function:
administration,
communications,
distribution,
manufacturing,
marketing,
planning,
training,
etc.
25. 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!
26. 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
27. 1. “Soft” TQM Concepts in Quality Management
covers:
TQM Concepts;
Total Employee Involvement;
Continuous Improvement:
Continuous Training;
Teamwork Empowerment;
Top-management
Commitment and Support;
Democratic Management
Style;
Customer/Citizen Satisfaction;
Culture Change.
The Importance of Quality in Manufacturing
28. 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.
29. 2) Continuous Improvement2) Continuous Improvement
Organizational output goes with continually improve
performance.
Quality improvement
is continuous, with
emphasis on seeking
improvement
opportunities, not just
holding the status
quo.
30. 2) Continuous Improvement2) Continuous Improvement
The PDCA cycle, a
four-step method for
control and
continuous
improvement of
process and project.
The focus is on
planning,
prevention, and
anticipation.
PDCA (plan – do – check – act) was made popular
by Dr. W. Edwards Deming.
31. 2) Continuous Improvement2) Continuous Improvement
PDCA Cycle step i) 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.
32. 2) Continuous Improvement2) Continuous Improvement
PDCA Cycle step i) Plan
2nd
Determine the target
Understand the problem and the issues which
occurred in the process. This way, you will determine
what are the improvement points to focus on.
3rd
Define the improvement
actions
These actions should be
gradually improved with
changes at a pace
manageable and not
everything immediately.
33. 2) Continuous Improvement2) Continuous Improvement
PDCA Cycle step ii) Do
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.
34. 2) Continuous Improvement2) Continuous Improvement
PDCA Step iii) Check
Evaluate & measure the effectiveness of the
improvement actions.
In this phase, the goal is to check whether the
improvement actions were implemented successfully
as well as to evaluate whether achieved the desired
target.
Does the solution provide
a Countermeasure?
Analyze whether it could
be improved further in
any way.
35. 2) Continuous Improvement2) Continuous Improvement
PDCA Step iii) Check
Use metrics. Metrics are essential to successful
organization management.
Collect data and use
them to measure
parameters such as
productivity, quality…
etc.
36. 2) Continuous Improvement2) Continuous Improvement
PDCA Step iv) Act
When the improvement actions are implemented
successfully as well as the target is met, do the
following-
Review the improvement
activities and take action on
lessons learned.
Standardize the improvement
point in the management process.
Update the Quality documents
as well as the Standard Process
documents
Determine when and where to apply these changes in the
next project.
37. 2) Continuous Improvement2) Continuous Improvement
Later Deming modified PDCA to PDSA "Plan, Do,
Study, Act" (PDSA) so as to better describe the
nature of → continuous improvement.
Study: Evaluate the
new processes and
compare the results
against the expected
results to ascertain
any differences.
Show how the quality
of goods can be
improved. >>>
38. 2) Continuous Improvement2) Continuous Improvement
Act: Analyze the differences to determine their
cause. Each will be part of either one or more of the
P-D-S-A steps. Determine where to apply changes
that will include improvement.
When a pass through
these four steps does
not result in the need
to improve, refine the
scope to which PDSA
is applied until there is
a plan that involves
improvement.
39. 3) Continuous Training
Training, a key to manufacturing success, is
essentially a way of organizing and involving the
whole organization; every department, every activity,
every single person at every level” to be trained on
new tools and methodology.
“ quality training must be
continuous to meet the
changes in technology and
changes involving the
environment in which an
organization operates, its
structure.
The Importance of Quality in Manufacturing
40. “Hard” TQM Practices in Quality Management
focused on Continuous Training which 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.
3) Continuous Training 3) Continuous Training
41. 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
42. 4) Teamwork4) 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.
43. Empowerment gives people the ability, confidence,
and commitment to take responsibility and
ownership to:
improve the process and
initiate necessary steps
to satisfy customer
requirements within well-
defined boundaries to
achieve organizational
values and goals.
The Importance of Quality in Manufacturing
5) Empowerment
44. Empowerment supports an organization's efforts by
placing the responsibility in the hands of those who
know these processes best,…
… to participate
directly in the
organization's
mission or purpose.
1.Delegate: Entrust (a task or responsibility) to another person, typically
one who is less senior than oneself. "he delegates routine tasks"
5) Empowerment 5) Empowerment
45. Top managers “have to take charge personally,
lead the process, provide direction, exercise forceful
leadership, including dealing with those employees
who block improvement and maintain the impetus.
“Senior managers need to
define the quality objectives
of the organization to
provide direction and clarity
and to communicate these
continually within the
organization”
The Importance of Quality in Manufacturing
6) Top-management Commitment and Support
46. 6) Top-management Commitment and Support 6) Top-management Commitment and Support
Companies with high top management commitment
have the ability to produce high quality products, in
contrast with firms with low top management support.
47. Importance of TQM management style is Open and
Democratic/Participative Style.
The fundamental TQM
management approaches
“is that it is more
democratic and
participative, which
“…involves soliciting
input from empowered
employees”
7) Democratic Management Style
The Importance of Quality in Manufacturing
48. 7) Democratic Management Style7) Democratic Management Style
Democratic leadership
style always involves
participative decision-
making.
It empowers employees to
have a strong hand
in managing organizations.
The democratic leadership style is based on mutual
respect. It is often combined with participatory
leadership as it requires collaboration between
leaders and the people they guide.
52. Customer satisfaction, a frequently used marketing
term is a measure of how products and services
supplied by a company meet or surpass customer
expectation. Customer satisfaction 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
8) Customer/Citizen Satisfaction
The Importance of Quality in Manufacturing
53. 8) Customer/Citizen Satisfaction8) 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.
54. 8) Customer/Citizen Satisfaction8) Customer/Citizen Satisfaction
Customer satisfaction is the driving force for an
organization to improve its 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.
55. A supportive organizational culture is the common
denominator of all the “soft” aspects of TQM.
Quality culture binds together all of aforementioned
TQM concepts.
It nurtures high-trust social
relationship, and develops a
shared sense of membership
as well as a belief that
continuous improvement is for
the good of everyone within
the organization.
9) Culture Change
The Importance of Quality in Manufacturing
56. 9) Culture Change9) 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 about them, and that are passed along
by communication and imitation from one generation to
the next.
58. Organizational culture affects and alters employees’
actions and perceptions of all aspects of their work in
order to include quality.
9) Culture Change9) Culture Change
Culture acts as a force for
cohesion in organizations
and therefore can support
or inhibit the process of
change towards TQM
application.
59. Next after this, “Hard” TQM Practices
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.
……which covers:
60. 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!!
61. The Trainer
This training course is developed and conducted by Timothy
Wooi who has 30 over years of practical Industrial Engineering
work in different industries, both overseas and Malaysia.
He is the Course Focal for the Team Building & Lean Production
Training Course Series and a certified Kaizen Leader driving
Lean & Kaizen Improvement Projects.
Timothy Wooi is the Principal Consultant for LEAN. He also
provides Technical Consulting services on Lean Production
System, TPM, Kaizen, Quick Changeover, Cellular system set
up, Production Line Balancing, Factory Layout Planning and
Small Group Activities.
Editor's Notes
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
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
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