TOTAL QUALITY MANAGEMENT

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SEM QUALITY MANAGEMENT SYSTEM IN TEXTILE LAB
1
A
REPORT
on
Quality Management Systems in Textiles Lab
Submitted to:
FACULTY OF ENGINEERING & TECHNOLOGY
RAJASTHAN TECHNICAL UNIVERSITY, KOTA
for
The Partial Fulfilment of the Requirements for Degree of Master of
Technology in
(TEXTILE TECHNOLOGY)
BY: AKSHAY SEN
ANWAR ALI MIR
BAOSRINGDAO PARBOSA
SAQIB RASHID DAR
Under the guidance and supervision of
Mr. HARSH VARDHAN SARASWAT
MLV TEXTILE & ENGINEERING COLLEGE BHILWARA(Raj.)
(An Autonomous Engineering College of the Rajasthan Govt.)
2021-2022

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Abstract
This paper discusses the implementation of quality management systems and business
excellence models in the textilecompanies of India. The literature indicates that India
companies arefalling far behind in comparison to their international competitors in the
dimensions of competitiveness liketimely delivery,consistency, reliability, innovation and
quality. However, higher level of adoption of quality management systems and business
excellence models can help the organisations to improve their competitiveness and
performance. In this study data was collected from two hundred and ten textile companies
which were the member of All india TextileMills Association (AITMA)and located in the
province of Punjab. The findings of this study indicate that only ISO 9000 Quality Management
Systemwas widely adopted by the samplecompanies whereas the other models like EFQM
Excellence Model, MBNQA, ISO 14001, SA 8000 and Six Sigma are not given much importance.
The samplecompanies need to movebeyond the adoption of ISO 9000 in order to achieve
higher levels of performanceand competitiveness in the international market.

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TABLE CONTENT
1. -5S INTRODUCTION
2. 5-s methodology
3. Benefits of 5S Program
4. VISUAL WORKPLACE PHOTO GALLERY
5. BRADY LABELING SOLUTIONS FOR 5S
6. KAIZEN INTRODUCTION
7. Kaizen Is Problem Solving
8. The Kaizen Suggestion System
9. Kaizen Means Process-Oriented Thinking
10. Management Support of Kaizen
11. 10 PRINCIPAL KAIZEN
12. INTRODUCTION ISO 9000
13. Quality management principles
14. Quality management systems — Fundamentals
15. Quality management systems — Requirements
16. Process approach
17. Quality management system and its processes
18. Some of the main benefits of ISO 9001 certification
19. Conclusion

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What is 5S methodology? History, benefits
5-S is a system for organizing spaces so work can be performed efficiently and safely. This
system concentrates on putting everything where it belongs and keeping the workplace clean,
which makes it easier for people to do their jobs without wasting time or risking injury.
Target Outcomes and Benefits
• Reduce non-value adding activity
• Reduce mistakes from employees and suppliers
• Reduce time for employee orientation and training
• Reduce search time in navigating the facility and locating tools, parts and supplies
• Reduce parts stored in inventory, and associated inventory carrying costs
• Reduce unnecessary human motion and transportation of goods
• Improve floor space utilization
• Improve employee safety and morale
• Improve product quality
• Extend equipment life through more frequent cleaning and inspection
VISUAL WORKPLACE
Visual Workplace – also known as Visual Factory or Visual Management – is a
concept that emphasizes putting critical information at the point of need. Visual
devices are critical to moving from traditional manufacturing to lean manufacturing.
In fact, Visual Workplace serves as the key sustaining force in these initiatives,
because it ensures that
lean improvements remain clearly visible, readily understood, and consistently
adhered to long after the kaizen event is over. Visual Workplace and 5S go hand in
hand. One of the main purposes of 5S is to prepare the work environment to hold
visual information. From that perspective, 5S is a method, while creating a visual
workplace is the goal.
The effective implementation of visual systems has been documented to generate the
following dramatic improvements:
15% increase in throughput
70% cut in materials handling
60% decrease in floor space
80% decrease in flow distance
68% reduction in rack storage
45% decrease in number of forklifts
12% decrease in engineering cycle time
50% decrease in annual physical inventory time
96% decrease in defects
5s methodology history
The 5S method finds its lineage to post-world war in Japan, where the leaders of a prospering
Toyota Industries were trying to reduce manufacturing waste and inefficiencies. Their solution,
dubbed the Toyota Production System, comprises several methodologies that would become
famous in their own right, including Just-In-Time manufacturing, Jidoka, and the core concept of
the visual workplace.
Initially, the Toyota Production System was a closely guarded secret, but a tremendous economic
boom Japan has experienced in the 1980s attracted extreme interest from foreign corporations

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wondering how Toyota, the shiniest jewel in Japan’s manufacturing crown, could build so many
products, so rapidly, at such a high-quality level. Gradually, international exchange of ideas took
shape, author and ULVAC Inc. executive Hiroyuki Hirano devised the five pillars of the visual
workplace, a concept that would transmute into the 5S methodology as we know it today.
The 5-s methodology uses a list of 5 Japanese words;
 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke
These have been translated as;
 Sort
 Set in Order
 Shine
 Standardize
 Sustain
5-s methodology
Seiri (Sort)
Which means sort. This activity involves going through all the contents of a workspace to
determine which is needed and which can be removed. This way material management team
keeps only the essential things needed to complete tasks.
Goals of sort are
 Reduce the chance of distraction in the workplace by unnecessary items.
 Simplify inspection process.
 Increase the amount of available, useful space within the workspace.

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 Increase safety by eliminating obstacles during the operation.
For this step, inspect the items, tools, and materials in a work area. We should keep there
items that are necessary or useful for the work being done in that space. Everything else can
be removed.
If you find an item that you can’t identify, or that has unclear ownership, it’s time to use a red
tag. “Red-Tagging” temporarily attaches a highly-visible tag to the item, which mentions
where it was found and when it was found. Then, red-tagged items from all work areas are
collected in a single location a “lost and found” for tools, materials, and equipment.
Items may stay in the red tag collection area for a long time. In one typical approach, items
can be left in the red tag collection space for thirty days. After that, any supervisor may claim
the item for their own work area. If nobody wants it after another week, the item can be
removed from the facility entirely. They can sell it, recycle it, or throw it away.
Definition - Sort
Eliminate nonessential items from the workplace.
Action Steps
1. Identify a 5S-project area and take "before" pictures
2. Review sorting criteria
3. Create a local red tag area
4. Tag, record, and move red tagged items
5. Take "after" pictures
6. After target time, move unclaimed items to the
central red tag area
TargetOutcome
An uncluttered workplace.
Resources
1. Red Tags
2. Red Tag Record Forms
3. Camera for “before” and “after” pictures
Some companies create a central storage area for
5S supplies and designate a 5S coordinator to
manage supply stock.

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progress check
 Red tag final approval authority identified (e.g. item can/cannot be red tagged)
 Sorting criteria established (e.g., frequency of use; actual quantity needed-no buffer)
 Time allocated for Sorting is clearly defined (e.g., one hour)
 Local red tag area designated with red floor marking tape or comparable boundary
 Red tags and red tag log form available
 "Before" pictures taken (remember camera angles so that pictures are consistent)
 Nonessential items identified and red tagged
 Every nook, cranny, cabinet, desk, drawer, and closet investigated
 Red tagged items moved to local red tag area
 Red tag log form updated
 Plans in place for items to be moved to central
Tips
• Go overboard on communication. Make sure management and employees in
the target area are notified,
 when the red tagging will occur, and so forth.
 • Remove anything from the core work area that's not used at least weekly.
 • Eliminate waste by minimizing the following:
 - Inventory: raw materials, parts, in-process inventory, and products.
 - Equipment: machines, jigs, tools, carts, desks, chairs, dies, vehicles,
fixtures, etc.
 - Space: floor area in the core work area, storage racks, totes, bins, shelving,
etc.
 • Don't remove anything without the local work group's approval. Zealous
5S'ers can undermine support by
 barging ahead insensitively. It’s better to compromise on some things than to
jeopardize the 5S mission. However,
 be persuasive when appropriate, when something is clearly a source of waste
or is used infrequently
Seiton (Set in Order)
Which means Set in Order. This activity assures that all items are organized, and each item has a
designated place. Organize all the components left in the workplace logically, so they make tasks
easier for workers to finish. This usually involves placing items in ergonomic locations where
people will not need to twist or make extra movements to reach them.
The aim of seiton (Set in Order) is to make the workflow smooth.
Set in Order
A 5S map is a diagram or floor plan that summarizes a work area, process, or station. It presents
a visual reference to show where the tools, supplies, workers, and travel paths are, and how they
relate to each other. A good map may also describe the work that happens in the area shown.
Depending on your facility’s needs, you may find one method easier than another:
 Draw up a map, and then implement it.
 Physically arrange the workplace first, and then map it out.
 Map as you go, testing ideas and writing down what works well.

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Many facilities use a “shadow board” for tool storage, to assure that each tool is easy to put back
in its correct storage place. With this method, we placed a label matching the shape and size of
the tool where that tool belongs. Workers can immediately find where each item belongs, and
know at a glance if the tool is there or not.
Facilities/equipment/tools: Focus is on organizing and labelling facilities and
equipment.
• Make sure utility pipes, conduits, compressed air hoses, gas cylinders and
electrical
systems are clearly named and labeled to simplify line tracing.
• Operator tools should be kept near the point of use, organized and labeled.
• Gauges and indicators should be marked so abnormalities can be detected at a
glance.
Provide hazard warnings and safe work instructions at the point of need.
• Make sure that locations for lockout/tag out devices, eye wash stations, first aid
stations, and
safety showers, etc., are clearly marked.
• Ensure that the proper personal protection equipment is easy to access and ready
for use.
• Quality standards should be visually designed and properly displayed.
• Post examples of acceptable and unacceptable outputs in a common area.
• Visually display quality performance trends
• Line side inventories (inventory type, max/min quantity, location, etc.).
• Storerooms (shelf, rack and bin labels, restocking indicators

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JOB AID - SET IN ORDER - PLANNING PHASE
Definition - Set in Order Target Outcome
Evaluate the workplace and add smart workplace
features.
Action Steps
1. Create a current state workplace diagram.
2. Team shares insights gained during S1 & S2
3. Evaluate current workplace
4. Create a future state workplace diagram
5. Get approval for change from stakeholders
Resources
1. Flip charts for creating current and future state
diagrams
2. CAD system (optional) to draw workplace to scale
3. Camera
4. Stakeholders (i.e. production, maintenance, safety) to
consider proposed changes
progress check
o Insights gained during S1 and S2 shared among team members
o Improvement opportunities listed, discussed, and prioritized
o Waste reduction ideas (e.g., excess motion, material handling, etc.)
o Error reduction ideas (e.g., checklists, visual instructions, or color coding)
o Ideas for making the workplace more visually instructive
o Ideas to overcome challenges and problems identified by stakeholders
o Target benefits of proposed changes clearly defined
o Future state workplace diagram drawn
o "Before" pictures taken
Tips
• Sketch ideas on flipchart or paper to build understanding and evaluate them.
• Cellular workflow has many benefits. Consider it if the workplace is not currently
organized that way.
• Revisit the workplace to evaluate the viability of proposed changes.
• Involve stakeholders (immediate work area and others) in thinking through changes
Seiso (Shine)
Which means Shine. It is a proactive effort to keep work areas clean and orderly to ensure
purpose-driven work. This means cleaning and maintaining the freshly organized
workspace. This process concerns routine tasks such as mopping, dusting or performing
maintenance.
Once the work area, tools, and equipment are clean, they need to be kept that way. Continued
housekeeping is one way
to keep the work area clean, but the better method is to prevent things from getting dirty in
the first place. Find ways to
keep the workplace clean by eliminating sources of contamination. Root cause analysis,
mistake-proofing, and the use
of preventative measures are important to keep the workplace clean and orderly.

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Everybody should pay attention to the overall cleanliness of the workplace, being willing to pick
up trash and so on. But for 5S to give the best results, each employee should take personal
responsibility for their own working area.
One important advantage of Seiso (Shine) is that it’s easy to spot leaks, cracks, or
misalignments, etc.
JOB AID - SHINE
Definition - Shine
Remove dirt and debris, inspect equipment and eliminate
sources of contamination
Action Steps
1. Define "clean"
2. Get cleaning supplies
3. Take "before" pictures
4. Clean the work area
5. Fix small imperfections
6. Identify contamination sources
7. Take "after" pictures
Resources
1. Cleaning supplies such as brooms, dust pans, rags,
degreasers, and floor cleaner.
2. Personal protective equipment such as gloves and eye
protection. Do not wear jewellery that can get caught in
the equipment.
progress check
 Team has established their definition for "clean" in the target workplace
 Cleaning supplies collected
 Housekeeping staff consulted about cleaning agents
 Personal Protective Equipment (e.g., gloves, safety glasses) distributed
 Equipment shutdown or locked out to prevent safety risks
 Potential safety risks (e.g., metal shavings, sharp edges) identified before
cleaning

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 "Before" pictures taken (remember camera angles so that pictures are
consistent)
 Cleaning tasks completed
 "After" pictures taken
 Observations shared among team members about inspection activity
Tips
• Identify target areas for cleaning.
• Consider doing the initial Shine process in waves. Do a first pass that addresses
the biggest challenges. Use
additional passes to get successively better.
• Remember that an important part of cleaning is inspection. As you get the work
area clean, look for sources of
potential problems and contamination.
• Once dirt, dust, grime and debris have been eliminated, consider painting surfaces
or sealing them with a
protective coating. You'll be amazed by the visible difference.
• How will cleanliness be sustained when the initial 5S project is complete? Record
key cleaning points
and recommendations as you're wrapping up the Shine process. The information will
come in
handy in S4-Standardize.
• A thorough cleaning process includes the obvious equipment and work surfaces,
but also includes parts, storage
racks, tools, instruments, transportation vehicles, desks, chairs, walls, windows,
closets and lighting. In short,
clean everything and everywhere in the workplace.
Seiketsu (Standardize)
Which means Standardize. Seiketsu is to standardize the processes used to create a set of
standards for both organization and processes. This is where you take the first three S’s and make
rules for how and when these tasks will be performed.
These standards can involve schedules, charts, etc.
“If it isn’t written down, it didn’t happen.” Writing the decisions that you make in your 5S
program will help ensure that your work doesn’t just disappear. If you made a 5S map in the Set
In Order step, that map can be part of your recent standard for the area.
After you’ve made your decisions on how to change your work practices, those decisions need to
be communicated to employees. Common tools for this process include:
 5S checklists– Listing each step of a process makes it easy for employees to follow
that process completely.
 Job cycle charts – Identify each task to be performed in a specific work area, and
decide on a schedule or frequency for each of those tasks. Then, distribute
responsibility to a particular employee. It can post visibly the resulting chart to
resolve questions and promote accountability.
 Procedure labels and signs– Provide operating instructions, cleaning steps,
and preventative maintenance procedures right where that information will be needed.

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Action steps for implementing S4 – Standardize include:
• Brainstorm ideas for making the 5S changes standard operating procedure. That
may mean updating workplace procedures, checklists, job aids, diagrams and the
like.
• Update documentation to reflect the changes. If your company has an ISO
Coordinator, get the person involved to
assure compliance with ISO requirements.
Definition - Standardize
Establish standards to maintain 5S improvements.
Action Steps
1. Brainstorm ideas for making the 5S changes standard operating procedure
2. Update documentation to reflect changes
3. Make sure all stakeholders are aware of the new standards - inform and educate
Resources
1. Support from those who can create documentation, job aids, and visual aids
2. Information and approval from those responsible for maintaining company
procedures
3. Poster-making supplies for posting new standards in work areas
progress check
o Ideas generated for establishing changes as standard operating procedure
o Input solicited from those who create and maintain plant documentation
o Documentation created or updated, for example:
o Workplace diagrams
o Flowcharts
o Procedures
o Work instructions
o Job aids Miscellaneous visual aids
Tips
• Network with others engaged in the same activity. Collaborate to establish common
approaches for creating
documentation, visual aids, etc.
• Tap your company's graphics staff or people with strong computer skills to help
with visual aids. Provide them with a
rough sketch or an example from a technical manual or catalog.
• If your company is an ISO company, be sure to involve your ISO coordinator to
assure compliance with ISO

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Shitsuke (Sustain)
Which means sustain. Sustain means the previous four S’s must be continued over time. They
achieved this by developing a sense of self-discipline in employees who will take part in 5S.
The aim of sustain is to organize training and perform regular audits to ensure that the 5S
approach is followed.
Sustaining a 5S program can mean different things in specific workplaces, but there are some
elements that are common in successful 5S programs.
They are:
Management support – Without a visible commitment from managers, the 5S processes won’t
stick around. It should involve supervisors and managers in auditing the 5S work processes and
getting feedback from employees.
Department tours – Moving teams from one department to visit other departments will help
familiarize the entire workforce with the processes of your facility. This type of “cross
pollination” helps to develop good ideas and motivates employees to come up with new ways to
improve the 5S implementation.
Updated training – As time goes, there may be changes in your workplace, such as new
equipment, new products, or updated work rules. When this happens, you need to review your 5S
work standards to accommodate those changes, and provide training on the new standards.
Progress audits – The standards that are set up in the 5S program should provide specific and
quantitative goals. Checking on those goals with a periodic audit can provide important
information and guidance.
Performance evaluations – Once you know your goals are legitimate, make performance part of
each employee evaluation. Whenever teams and individuals perform well, celebrate it, and place
overall results on a wall so each team can see how they compare to the rest of the facility.

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JOB AID - SUSTAIN
Definition - Sustain
Monitor, expand & refine 5S results
Action Steps
1. Monitor processes established during S4 -
Standardize
2 .Expand 5S efforts to other work areas
3. Evaluate 5S effectiveness and continuously improve
4. Recognize and reward strong efforts
Resources
1. Management audit forms
2. Resources for communication and recognizing
successes (newsletters, displays, awards)
3. Presentation tools for sharing best practices with other
work areas
4. Management commitment and focus on maintaining the
new standards
progress check
o Sustain methods clearly defined, with responsibilities and target dates identified
o Sustain actions implemented, for example:
o 5S teams benchmark with each other and share ideas
o 5S teams present projected results within the company and to others
o 5S team results published in company communications
o 5S teams visit other companies to get new ideas
o Company leaders conduct 5S audits to see accomplishments and opportunities
o Miscellaneous visual aids
o
Tips
• Establish a calendar for sustaining activities and stick to it. Make it part of the
company's operating
discipline.
• Involve employees in sustaining 5S improvements. Engage them in evaluating
areas outside their workplace,
providing support for other workplaces, and in visiting other companies that excel.
• Establish a 5S resource center to provide 5S supplies for teams so that they can
readily sustain and continuously
improve their 5S results.
• An active management champion and the support of all managers is vital to 5S
success.
Safety – The 6th S
Some enterprises like to introduce a sixth S in their 5S program: Safety. Unlike the first five
steps, safety is not a sequential step. We must consider it during each of the other steps. Keeping
workers safe isn’t just the right thing to do: there is a substantial monetary cost for accidental
workplace injuries.

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For example, during the Sort phase, you may have decided that a tool is obsolete because a newer
version is safer to work. Similarly, during the Standardize step, work methods need to be
standardized to improve workplace safety, not just increase efficiency.
Some people look at safety as an outcome of performing the other five S’s appropriately, and as a
result, say a sixth S isn’t necessary. They think if the workplace is perfectly organized and
cleaned and uses helpful visual safety clues, a separate safety step is unnecessary.
Neither attitude toward safety is right or wrong. But a business that wants to approach safety
should know paying attention to safety is important.
.
Benefits of 5S Program
There are so many benefits to implementing the 5S Methods into a workspace on the production
line or in the business office. To not only survive but thrive in business today, the cost must be
controlled and waste must be avoided or eliminated. Some benefits of implementing 5S
methodology are:
Better usage oftime – Getting rid of unwanted materials and organizing the tools and supplies
will eliminate clutter and distraction. Workers find less and retrieving what they need, and can be
more productive instead.
Proper utilization of space – Eliminating unnecessary material accumulations and merging tool
storage will clear up room for more convenient applications. Every square foot of floor space has
a cost, and getting the maximum out of that investment will expand your profitability.
Reduced chance of injury – Organizing the work areas for achieving better efficiency and ease
of use will reduce the worker movements needed to do their jobs. Eliminating clutter and
routinely cleaning up spills will remove slip possibilities. As a result, workers will experience
less fatigue and fewer injuries will take place.
Reduced downtime – When you keep tools and equipment clean, routinely inspected, and used
in a standardized way, preventative maintenance has become much easier, and you can often
prevent entirely major failures.

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VISUAL WORKPLACE PHOTO GALLERY
The examples on these pages are designed to help you think about how visual
devices can benefit different aspects of your lean initiative, improving
productivity, profitability, customer satisfaction and employee morale.
Visual Organization
Visual Standards
Visual Equipment

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Visual Production / Inventory Control
Visual Metrics / Displays
Visual Safety

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BRADY LABELING SOLUTIONS FOR 5S
The right printing system can be an essential tool for creating an orderly and visually
instructive workplace, allowing
you to make signs, labels, tags, and more on demand.
Some of the benefits include:
• Simple and Fast: Visual devices are quickly and easily designed onscreen, then printed and
automatically cut to size.
• Print on Demand: Print what you want when you need it. No waiting!
• Economical: Create visuals for significantly less than custom graphics produced at outside
vendors.
• Professional: Create professional-quality visuals that are easy to read at a glance.
• Durable: Our standard vinyl tape employs an adhesive that sticks and stays stuck to even
curved and textured surfaces
like pipes, walls, floors, etc. The thermal-transfer printed images withstand moisture, sun,
cleansers and chemicals.
• Standardized: Predefined templates help promote consistency and ensure that visual devices
used across
different cells and sites employ the same standardized look.
VISUAL TAPES & BARRICADES
Brady also offers a variety of innovative solutions for controlling plant traffic and
demarcating facility hazards,
storage areas and emergency exit routes. Check our website for a wide selection of:
• Floor marking solutions
• Posts and chains
• Floor stands and sign posts
• Barricade tapes
• Striped warning tapes
• Antiskid tape
• Photoluminescent egress markings

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Brady can custom print virtually any type of
visual you need, from large signs and banners to
smaller labels and tags. Fast turnaround and
superior workmanship ensures timely delivery
and reliable quality. Contact Production
Automation first for any of the following:-

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• Banners
• Instruction Placards
• Floor Graphics
• Equipment ID Placards
• Safety Signs & Labels
• Maintenance &
Inspection Tags

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KAIZEN
(The Japanese Philosophy
of constant improvement)
Introduction to the Kaizen
Philosophy Kaizen is defined as continuous improvement. It is a philosophy of continuing
improvement involving small changes throughout all areas in an organization. When applied
to the workplace Kaizen involves all employees - from executives to laborers, and everyone
in between. The Kaizen philosophy has been implemented in organizations around the world.
It has been used as a way to improve production efficiency as well as improve employee
morale and safety.
Kaizen - The Definition
Kaizen (Ky ‘ zen) is a Japanese term that means continuous improvement,
taken from words 'Kai', which means continuous and 'zen' which means
improvement. Some translate 'Kai' to mean change and 'zen' to mean
good, or for the better. If you are aware of the Kaizen philosophy and strive to implement it,
not a day should go by without some kind of improvement being made
somewhere in the company.
Kaizen Is Constant Improvement
In any business, management creates standards that employees must follow to perform the
job. In a Kaizen environment, maintaining and improving standards is one of the main goals
of management. When standards are
improved, there should be an observable improvement in the output of a process or
procedure. The objective is to maintain that improvement and then to improve upon it again.
This is an unending cycle. If you do not maintain the standard, the desired output is bound to
slip back, giving it the “two steps forward, one step back” effect. Lasting improvement is
achieved only when people work to higher standards. For this reason, maintenance and
improvement go hand-in-hand. Generally speaking, the higher up the manager is, the more
they should be concerned with improvement. At the bottom level, an unskilled laborer may
spend the day simply following instructions. However, as he becomes better at his job, he
begins to think about ways to improve, or make his job easier. In doing this, he finds ways to
make his work more efficient, thus adding to overall improvement within the company. The
value of improvement is obvious. In business, whenever improvements are made, they
generally result in better safety, quality,
Kaizen Is Problem Solving
Where there are no problems, there is no potential for improvement. When a problem is
identified, Kaizen is working. The real issue is that the people who create the problem are
often not those who are directly inconvenienced by it. Another issue is that in day-to-day
management, the first instinct is to hide or ignore the problem rather than to correct it. This
happens because a problem is .... well, a problem! By nature, nobody wants to be accused of
having created a problem. However when you think Kaizen, each problem can be turned into
a valuable opportunity for improvement. According to Kaizen philosophy, when a problem is
identified, that problem must be solved. Once a problem is solved, that typically results in the
need to change standards, which then replaces a previously set standard. A new, higher
standard is created and is the basis for the continual improvement that results from Kaizen.

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Kaizen Is Upgrading Standards
If standards are not initially set, there is no basis on which improvement be made. There must
be a precise standard of measurement for every worker, every machine, every process and
even every manager. To follow the Kaizen strategy means to make constant efforts to
improve upon standards. For Kaizen, standards exist only to be replaced by better standards.
Kaizen is really based on constant upgrading and revision. Not everything in process or work
environment is immediately measured and standardized. Sometimes factories use a one-point
approach standardization. Each worker performs many tasks, but only one of those tasks has
an established standard. This one-point standard is often
displayed in the workplace so that the worker is always aware of it. After the standard is
followed for a while, it becomes second nature to perform the task to meet the standard. At
that point, another standard can be added. Standardization is a way of spreading the benefits
of improvement throughout the organization. In a disciplined environment, everyone,
including management, is working to well defined standards.
The Kaizen Suggestion System
Kaizen involves every part of a business. From the tasks of laborers to the maintenance of
machinery and facilities, Kaizen has a role to play. Kaizen is everybody’s job! It is important
for management to understand the worker's role in Kaizen, and to support it completely. One
of the main vehicles for involving all employees in Kaizen is through the use of a suggestion
system. Not all suggestions provide immediate economic payback, but by providing a simple
means by which all employees are involved, problems at all levels will be identified and
addressed. When using Kaizen management gives recognition to employees for making
suggestions, and they try to make this recognition visible. The number of suggestions may be
posted individually on the wall of the workplace in order to encourage competition among
workers and among groups. A typical plant utilizing Kaizen has a space reserved in each
work area for publicizing the Kaizen activities going on in the workplace. Some of the space
might be used for signs indicating the number of suggestions
made by workers or groups, or even to post actual suggestions. Another example would be to
display a tool that has been improved as a result of a worker’s suggestion. By giving
recognition to workers who make suggestions, others are motivated to participate in making
additional suggestions.

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Suggestions should be targeted at achieving one of the following goals:
♦ Making the job easier*
♦ Removing drudgery from the job
♦ Removing nuisance from the job*
♦ Making the job safer*
♦ Making the job more productive*
♦ Improving product quality
♦ Saving time and cost*
♦ Eliminate waste
Kaizen Means Process-Oriented Thinking
Kaizen puts the emphasis on process-oriented thinking. This is a natural result of Kaizen
because processes must be improved in order to get improved results. In addition to being
process-oriented, Kaizen is also people-oriented, since it is based on people’s efforts. The
process is just as important as the intended result. Because processes are run by people, a
process-oriented manager is a people-oriented manager. This means managers must have a
focus on employee:

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Kaizen vs. Innovation
Kaizen vs. innovation could be referred to as the gradualist-approach vs. the great-leap-
forward approach. Innovation is characterized by major changes brought on by technological
breakthroughs, or the introduction of the latest management concepts or production
techniques. Kaizen, on the other hand is subtle, slow, and maybe even boring. The results of
Kaizen are often not immediately visible. Kaizen is continuous, while innovation is a one-
shot deal.
Innovation is typically technology and money-oriented whereas Kaizen is and process-
oriented.
♦ Discipline
♦ Time management
♦ Skill development*
♦ Participation and involvement*
♦ Morale
♦ Communication
On
the other hand, companies that do nothing but maintenance (no Kaizen or innovation) have
the least chance of surviving. Competitors will reduce waste, improve productivity, cut costs,
improve quality .... driving those who are just maintaining out of business. When comparing
Kaizen and innovation, in a slow-growth economy, Kaizen is often a better solution than
innovation. The reasons are: Kaizen
does not require large capital investments

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Management Support of Kaizen
Kaizen requires everyone’s support. The driving force behind Kaizen is the knowledge that
with effort and time, improvements will be made.Management has to make a conscious and
continuous effort to supportKaizen, or it will not last. If management can make the
commitment of time and effort, the Kaizen strategy will pay off. One of the major hurdles to
implementing Kaizen is the time frame
needed to measure success. Kaizen works over an extended time. Unless top management is
determined to introduce Kaizen as a top priority and realize that it will take time, any effort to
introduce Kaizen to the company will fade before it can flourish. Kaizen starts with the
identification of problems. Changing the corporate culture is key to implementing Kaizen
successfully. People need to beencouraged to admit problems and try to come up with
solutions. The benefits of Kaizen have beensignificant. Kaizen leads to improved quality,
greater productivity, increasedsafety, and better morale. When Kaizen is first introduced,
many companies see productivity increase by 30 to 100 percent, all without major capital
investments. Kaizen helps lower costs and lets management become more attentive to
customer needs because it creates an environment that takes customer requirements into
account. The Kaizen strategy strives to improve the process while paying attention
to results. Encouraging efforts is important when process improvement is the concern. A
system should be developed that rewards the efforts of workers and managers, rather than
simply giving recognition based on an end result. The desired result is to have an ongoing
effort to improve.
Continually making small improvements will, over time, result in major improvements.
Kaizen does not replace innovation. Kaizen and innovation compliment each other. In an
ideal situation, innovation takes off after Kaizen efforts have been exhausted, and Kaizen
begins again as soon as innovation is implemented. Kaizen and innovation, together, build a
better, stronger, more profitable company.

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Introduction
General: -
The ISO 9000 family of standards listed below has been developed to
assist organizations, of all types and sizes, to implement and operate
effective quality management systems.
— ISO 9000 describes fundamentals of quality management systems
and specifies the terminology for quality management systems.
— ISO 9001 specifies requirements for a quality management system
where an organization needs to demonstrate its ability to provide
products that fulfil customer and applicable regulatory requirements
and aims to enhance customer satisfaction.
Quality management principles
To lead and operate an organization successfully, it is necessary to
direct and control it in a systematic and transparent manner. Success
can result from implementing and maintaining a management system that is designed to
continually improve performance while addressing the needs of all interested parties.
Managing an organization encompasses quality management amongst other management
disciplines. Eight quality management principles have been identified that can be used by
top management in order to lead the organization towards improved performance.
a) Customer focus
Organizations depend on their customers and therefore should understand current and
future customer needs, should meet customer requirements and strive to exceed customer
expectations.
b) Leadership
Leaders establish unity of purpose and direction of the organization.
They should create and maintain the internal environment in which
people can become fully involved in achieving the organization's objectives.
c) Involvement of people

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People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization's
benefit.
d) Process approach
A desired result is achieved more efficiently when activities and related resources are
managed as a process.
e) System approach to management
Identifying, understanding and managing interrelated processes as a
system contributes to the organization's effectiveness and efficiency
in achieving its objectives.
f) Continual improvement
Continual improvement of the organization's overall performance
should be a permanent objective of the organization.
g) Factual approach to decision making
Effective decisions are based on the analysis of data and information.
h) Mutually beneficial supplier relationships
An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value.
Quality management systems — Fundamentals
1 Scope
This International Standard describes fundamentals of quality management
systems, which form the subject of the ISO 9000 family, and
defines related terms.
This International Standard is applicable to the following:
a) Organizations seeking advantage through the implementation of a
quality management system;
b) Organizations seeking confidence from their suppliers that their product
requirements will be satisfied;
c) Users of the products;
d) Those concerned with a mutual understanding of the terminology used
in quality management (e.g. suppliers, customers, regulators);
e) Those internal or external to the organization who assess the quality
management system or audit it for conformity with the requirements of
ISO 9001 (e.g. auditors, regulators, certification/registration bodies);
f) Those internal or external to the organization who give advice or training
on the quality management system appropriate to that organization;
g) Developers of related standards.
Quality management systems — Requirements
1 Scope
This International Standard specifies requirements for a quality management system when
an organization:
a) needs to demonstrate its ability to consistently provide products
and services that meet customer and applicable statutory and regulatory requirements, and
b) ) aims to enhance customer satisfaction through the effective

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application of the system, including processes for improvement of the systemand the
assurance of conformity to customer and applicable statutory and regulatory requirements.
All the requirements of this International Standard are generic and are intended to be
applicable to any organization, regardless of its type or size, or the products and services it
provides.
Process approach
General
This International Standard promotes the adoption of a process approach when developing,
implementing and improving the effectiveness of a quality management system, to enhance
customer satisfaction by meeting customer requirements. Specific requirements
considered essential to the adoption of a process approach are included in QUALITY
MANAGEMENT SYSTEM . Understanding and managing interrelated processes as a system
contributes to the organization’s effectiveness and efficiency in achieving its intended
results. This approach enables the organization to control the interrelationships and
interdependencies among the processes of the system, so that the overall performance of
the organization can be enhanced. The process approach involves the systematic definition
and management of processes, and their interactions, so as to achieve the intended results
in accordance with the quality policy and strategic direction of the organization.
Management of the processes and the system as a whole can be achieved using the PDCA
cycle (see 0.3.2) with an overall focus on risk-based thinking (see 0.3.3) aimed
at taking advantage of opportunities and preventing undesirable results. The application of
the process approach in a quality management
system enables:
a) understanding and consistency in meeting requirements;
b) the consideration of processes in terms of added value;
c) the achievement of effective process performance;
d) improvement of processes based on evaluation of data and information

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The PDCA cycle can be briefly described as follows:
— Plan: establish the objectives of the systemand its processes, and
the resources needed to deliver results in accordance with customers’
requirements and the organization’s policies, and identify and
address risks and opportunities;
— Do: implement what was planned;
— Check: monitor and (where applicable) measure processes and
the resulting products and services against policies, objectives, requirements
and planned activities, and report the results;
— Act: take actions to improve performance, as necessary
Quality management system and its processes
The organization shall establish, implement, maintain and continually
improve a quality management system, including the processes
needed and their interactions, in accordance with the requirements
of this International Standard. The organization shall determine the processes needed for
the quality management systemand their application throughout the organization,
and shall:
a) determine the inputs required and the outputs expected from
these processes;
b) determine the sequence
c) determine and apply the criteria and methods (including monitoring,
measurements and related performance indicators) needed to

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ensure the effective operation and control of these processes;
Some of the main benefits of ISO 9001 certification
include:
Suitable for both small and large organisations
Better internal management
Less wastage
Increase in efficiency, productivity and profit
Improved customer retention and acquisition
Consistent outcomes, measured and monitored
Globally recognised standard
Compatible with other ISO standards
Accreditation by UKAS
A valid ISO 9001 certificate will be a prerequisite for some of your
customers and a “nice to have” for others, when they are considering
suppliers. It gives your customers confidence that you are working
to standards and procedures that will provide them with a high
standard of customer service.
Benefits of ISO 9001 to your customers:-
The ISO 9001:2008/ISO 9001:2015 standard is recognised worldwide
and your customers will understand the benefits of working with
companies that are ISO 9001 certified. In fact, some of your custom
8. ISO 9001 CERTIFICATION
ISO 9001 is the only standard in the ISO 9000 series to which organizations
can certify. Achieving ISO 9001:2015 certification means that
an organization has demonstrated the following:
Follows the guidelines of the ISO 9001 standard
Fulfils its own requirements
Meets customer requirements and statutory and regulatory requirements
Maintains documentation
Certification to the ISO 9001 standard can enhance an organization’s
credibility by showing customers that its products and services meet
expectations. In some instances or in some industries, certification is
required or legally mandated. The certification process includes implementing
the requirements of ISO 9001:2015 and then completing
a successful registrar’s audit confirming the organization meets those
requirements.
Organizations should consider the following as they begin preparing
for an ISO 9001 quality management system certification:
Registrar’s costs for ISO 9001 registration, surveillance, and recertification
audits
Current level of conformance with ISO 9001 requirements
Number of resources that the company will dedicate to this project
for development and implementation

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Conclusion
As according to the present market scenario, quality plays a major role at an optimum or
approachable cost. For which quality management is very important for the process. The
TQM totally involves active participation and good management support for achieving high
integrated quality of the product or service, which means good team work influences Total
Quality Management for good penetration and reputation in Total Quality Management is
used by many business organizations around the world and has proven to be very effective.
It is a verified and authentic method for implementing a quality conscious culture across all
the vertical and horizontal sections of the organization. Total quality management is a
management approach cantered on quality, based on the participation of an organization’s
people and aiming at long term success. This is achieved through customer satisfaction and
benefits all members of the organization and society. In other words, TQM or the Total
Quality Management is a utility for managing an organization in a particular way which
enables it to meet the stake-holders needs and expectations efficiently and effectively,
without compromising or diluting the ethical values. The implementation of Quality
Management and its effective techniques will help in streamlining the processes, and
ensures a proactive work systemwhich is ready to counter deviations from the ideal state to
any desired state. Quality Management formation has got almost only positive effects on
the employees in terms of satisfaction, product quality, customer satisfaction, and strategic
business performance. The market.

TOTAL QUALITY MANAGEMENT

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