Keynote presentation by S. Illango (Associate Vice President-TQM, SRF) titled “TQM Strategy for Continual Improvements – the SRF Way” at the 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
Lean operations aim to remove all non-value adding activities to deliver a faster, more dependable, higher quality and lower cost operation that is more responsive to customers. Just-in-time means producing goods exactly when needed to avoid inventory waste. The lean philosophy focuses on eliminating waste, involving everyone, and continuous improvement. Key lean techniques include visual management, small batch production, pull scheduling, total productive maintenance, and design for manufacturability. Lean and MRP planning approaches can be combined if their advantages are understood and preserved.
This document discusses improving on-time delivery for customers. It begins by classifying customers into A, B, and C categories based on revenue. It then discusses standard lead times and explores improving on-time delivery through setting SMART goals, analyzing current performance, and addressing issues like variable lead times and improper planning. Solutions proposed include formalizing order promising processes, focusing on bottlenecks, and implementing a systematic approach using tools like MRP and metrics. Actual results showing improved on-time delivery are presented.
Dabbawalas are a tiffin delivery service that has operated in Mumbai since 1890. They deliver over 200,000 tiffin boxes per day across 60-70 km using an intricate coding system and local trains. Despite the complex logistics, they achieve an extremely low error rate of one mistake per six million deliveries. The Dabbawalas exemplify strong teamwork, time management, and customer satisfaction in providing this unique lunch delivery service to Mumbai.
The Toyota Way (Toyota Production System) [Operations Management]Arjun Parekh
1) The document discusses Toyota's production system (TPS) implemented at its Georgetown, Kentucky plant in the 1980s. It focuses on the operations of assembly, production control, quality control, and purchasing using TPS principles like just-in-time, jidoka, heijunka, and kanban.
2) Quality control played an important role in providing instant feedback on assembly quality and preventing problems by working with design and suppliers. Production control coordinated closely with sales and suppliers to deliver the right cars just in time.
3) Through intensive training and coaching, Toyota successfully transplanted its production system principles and culture to its American plant while ramping up production slowly to develop the necessary "human
Lean methodologies look forward to reducing eight wastes or non-value-added activities in order to be more efficient in serving the end customer. Elimination or reduction of them can result in savings for your business by more than 50%. You will learn to identify and reduce the 8 wastes that impact your profit.
Wipro is an Indian multinational information technology services and consulting company founded in 1945. It has several divisions including Wipro Technologies, which offers a full portfolio of global technology services across industries. Wipro implemented a Total Quality Framework called Veloci-Q to integrate quality processes across the organization and drive continuous improvement. This framework helped Wipro improve software quality, productivity, schedule adherence, and reduce defects over time through formal processes, metrics, and a culture of accountability.
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
Lean operations aim to remove all non-value adding activities to deliver a faster, more dependable, higher quality and lower cost operation that is more responsive to customers. Just-in-time means producing goods exactly when needed to avoid inventory waste. The lean philosophy focuses on eliminating waste, involving everyone, and continuous improvement. Key lean techniques include visual management, small batch production, pull scheduling, total productive maintenance, and design for manufacturability. Lean and MRP planning approaches can be combined if their advantages are understood and preserved.
This document discusses improving on-time delivery for customers. It begins by classifying customers into A, B, and C categories based on revenue. It then discusses standard lead times and explores improving on-time delivery through setting SMART goals, analyzing current performance, and addressing issues like variable lead times and improper planning. Solutions proposed include formalizing order promising processes, focusing on bottlenecks, and implementing a systematic approach using tools like MRP and metrics. Actual results showing improved on-time delivery are presented.
Dabbawalas are a tiffin delivery service that has operated in Mumbai since 1890. They deliver over 200,000 tiffin boxes per day across 60-70 km using an intricate coding system and local trains. Despite the complex logistics, they achieve an extremely low error rate of one mistake per six million deliveries. The Dabbawalas exemplify strong teamwork, time management, and customer satisfaction in providing this unique lunch delivery service to Mumbai.
The Toyota Way (Toyota Production System) [Operations Management]Arjun Parekh
1) The document discusses Toyota's production system (TPS) implemented at its Georgetown, Kentucky plant in the 1980s. It focuses on the operations of assembly, production control, quality control, and purchasing using TPS principles like just-in-time, jidoka, heijunka, and kanban.
2) Quality control played an important role in providing instant feedback on assembly quality and preventing problems by working with design and suppliers. Production control coordinated closely with sales and suppliers to deliver the right cars just in time.
3) Through intensive training and coaching, Toyota successfully transplanted its production system principles and culture to its American plant while ramping up production slowly to develop the necessary "human
Lean methodologies look forward to reducing eight wastes or non-value-added activities in order to be more efficient in serving the end customer. Elimination or reduction of them can result in savings for your business by more than 50%. You will learn to identify and reduce the 8 wastes that impact your profit.
Wipro is an Indian multinational information technology services and consulting company founded in 1945. It has several divisions including Wipro Technologies, which offers a full portfolio of global technology services across industries. Wipro implemented a Total Quality Framework called Veloci-Q to integrate quality processes across the organization and drive continuous improvement. This framework helped Wipro improve software quality, productivity, schedule adherence, and reduce defects over time through formal processes, metrics, and a culture of accountability.
The document summarizes Toyota's production system and principles. It discusses that Toyota started in 1933 as a division of Toyoda Automatic Loom Works and established its independent auto company in 1937. Toyota's management philosophy of "Lean Manufacturing" and "Just in Time" production evolved from its origins. The Toyota Production System is based on principles of continuous improvement, eliminating waste, and respect for people. It utilizes strategies like just-in-time production, standardized work, built-in quality, and respect for people.
ITC was incorporated in 1910 as Imperial Tobacco Company of India Limited and over time diversified into multiple business segments including fast moving consumer goods, hotels, paper, agriculture, and information technology. ITC's agribusiness division is the country's second largest exporter and focuses on exports and domestic trading of feed ingredients, food grains, marine products, and processed fruits. Supply chain management at ITC involves managing the flow of goods and services from raw materials to finished products. A key initiative is ITC's e-Choupal program which has created over 6,500 internet kiosks in over 40,000 villages to more efficiently connect farmers to markets.
Total quality management (TQM) has become increasingly important for Indian industries to compete globally. Some key companies that have implemented successful TQM programs include Mahindra & Mahindra, Tata Steel, and others in various industries. These companies saw benefits such as improved processes, higher productivity, and reduced costs from implementing TQM over several phases with a focus on continuous improvement. The Deming Prize is a prestigious award for TQM, and several major Indian companies such as Mahindra, Tata Steel, and others have won this award, demonstrating excellence in quality management.
BPCL implemented an ERP system in the 1990s as part of a larger customer service and satisfaction project. They selected SAP R/3, which was successfully used by other major oil companies. The implementation was divided into phases and tested carefully. It provided benefits like improved inventory management, integrated business functions, and enabled new e-business initiatives. The success was due to senior management support, a phased approach, proven software, external consultants, emphasis on security, and integration of the ERP system across BPCL's business units and processes.
Lean thinking is based on over two centuries of manufacturing improvement. It aims to improve efficiency by targeting and reducing waste and non-value added activities through identifying value-adding activities from the customer's perspective, categorizing all activities, breaking processes down, and streamlining non-value added activities. The main types of waste are overproduction, waiting time, transport, over-processing, inventory, motion, defects, and unused employee skills. Lean principles focus on specifying value, identifying all process steps, removing barriers to smooth and continuous flow, and continuously improving to achieve perfection.
Mahindra & Mahindra (M&M) is one of India's largest automobile manufacturers that faced issues with quality management, product innovation, and marketing strategies. M&M implemented a Total Quality Management (TQM) approach in three phases from 1990-present to address these issues. The initial phase from 1990-1994 focused on process control and quality improvement. From 1995-1999, M&M obtained international certifications and upgraded facilities. Since 2000, M&M has expanded continuous improvement efforts across its core processes, resulting in benefits like reduced defects, increased productivity, and new model introductions. M&M is now a global leader in quality management, having won several international awards.
How to implement Single minute exchange of die Nikunj Rana
This document outlines the 5 steps to implement SMED (Single Minute Exchange of Die) for quick changeovers:
1. Develop a one-step setup implementation team.
2. Separate internal and external setup operations to distinguish operations that can be done while the machine is running.
3. Convert internal setup operations to external where possible through techniques like mechanization and use of jigs.
4. Develop a one-step setup training plan to teach workers the new changeover process.
5. Implement the one-step setup and verify the standardized process through reduced changeover times.
Britannia is India's largest biscuit manufacturer founded in 1892. It has annual net sales of 31,122 million Rs and manufacturing units across India. Some of its popular brands include Good Day, Marie Gold, Tiger, and Nutri Choice biscuits. It uses a contract manufacturing model with 40 units across India. The document discusses Britannia's key brands and competitors in different categories. It also outlines its supply chain network involving procurement of raw materials from local and international suppliers, manufacturing at central units, and distribution to retailers and customers through distributors.
The document discusses the Annapoorna Dabbawala Company Ltd (ADC) which delivers homemade lunches ("dabbas") to office workers in Mumbai. It describes how the dabbawala system works using a relay method with bicycles and trains to deliver over 200,000 dabbas per day. However, the business is declining due to factors like more women working, better office cafeterias, and fast food options. The ADC needs promotions to raise awareness and partner with other businesses to adapt their traditional model to modern times. Expanding their services beyond Mumbai would be difficult due to reliance on local transportation and cultural networks unique to that city.
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
Amul Supply Chain Management by Krupesh Shah!!Krupesh Shah
The Birth of Amul
Amul is a dairy cooperative based in the Anand district of Gujarat, India. The word amul is derived from the Sanskrit word amulya, meaning invaluable. The co-operative was initially referred to as Anand Milk Federation Union Limited and hence the name AMUL.
It all started more than 65 years back in Anand, a small town in the state of Gujarat in western India. The exploitative trade practices followed by the local trade cartel triggered off the cooperative movement. Angered by unfair and manipulative practices followed by the trade, the farmers of the district approached the great Indian patriot SardarVallabhbhai Patel for a solution. He advised them to get rid of middlemen and form their own co-operative, which would have procurement, processing and marketing under their control.
In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel. Under the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and Tribhuvandas Patel, they formed their own cooperative on 1 December 1946.
This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began with just two village dairy co-operative societies and 247 litres of milk and is today better known as Amul Dairy.
The Birth of Amul
Amul is a dairy cooperative based in the Anand district of Gujarat, India. The word amul is derived from the Sanskrit word amulya, meaning invaluable. The co-operative was initially referred to as Anand Milk Federation Union Limited and hence the name AMUL.
It all started more than 65 years back in Anand, a small town in the state of Gujarat in western India. The exploitative trade practices followed by the local trade cartel triggered off the cooperative movement. Angered by unfair and manipulative practices followed by the trade, the farmers of the district approached the great Indian patriot SardarVallabhbhai Patel for a solution. He advised them to get rid of middlemen and form their own co-operative, which would have procurement, processing and marketing under their control.
In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel. Under the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and Tribhuvandas Patel, they formed their own cooperative on 1 December 1946.
This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began with just two village dairy co-operative societies and 247 litres of milk and is today better known as Amul Dairy.
AMUL presents a successful model for operating in emerging economies characterized by either large under-developed suppliers and/or markets with high potential. Cooperative network with interlocking arrangement as in GCMMF is one example of success in managing such complex supply chain.
The Amul brand is not only a product, but also a movement/revolution. It is in one way, the representation of the economic freedom of farmers. It has given farmers t
The document describes Ions Consulting's MP^2 training program, which pairs experienced consultants with inexperienced associates. The program aims to address high employee turnover by providing training and experience to newcomers. Reactions to the pilot program were mixed, with experienced consultants feeling overworked. For the program to succeed, it must gain full employee acceptance and provide clear benefits to both participants and mentors.
ITC was incorporated in 1910 as Imperial Tobacco Company of India Ltd. and over the decades diversified into various business segments like hotels, paperboards, FMCG foods etc. to become one of India's most valuable corporations. Some key events include changing its name to India Tobacco Co. Ltd. in 1970, converting to a public limited company in 1954, launching refined mustard oil under Real Gold brand in 1990, starting agarbatti brands in 2003-2005, and launching shampoo and fairness cream brands in 2009-2010. ITC aims to sustain its position through world class performance and delivering superior stakeholder value across its business portfolio including cigarettes, hotels, agri, paperboards and FMCG foods.
Radovan Vitkovic - World Class ManufacturingCyrus Sorab
WCM is a mindset based on a continuous improvement approach.
WCM has its foundations in the Total Productive Maintenance (TPM) a maintenance process developed in Japan for improving productivity by making processes more reliable & less wasteful
Author - Radovan Vitkovic
The document provides an overview of ITC Limited, a diversified company in India. It discusses ITC's various business segments including cigarettes, food, personal care, hotels, paper, and agribusiness. It also summarizes ITC's financial performance in recent years, showing increasing revenues and profits across most business segments. Finally, it attempts to suggest future strategies for ITC, such as further diversifying away from tobacco into non-tobacco FMCG and agriculture through mergers and acquisitions.
This document provides an agenda and list of participants for a group presentation on marketing and brands for an EMBA program. The presentation covers ITC Ltd, a major Indian conglomerate with businesses in cigarettes, food, hotels, paper, and other areas. The group analyzes ITC's company profile, product mix, strategies, and competition. Market data on India's food and beverage industry is also presented.
1) The document provides an overview of the development of the Toyota Production System (TPS) from 1902 to 2008, highlighting key events, innovations, and timelines. 2) It summarizes the evolution of TPS concepts from 1945-1965 and 1965-1985, including the introduction and refinement of just-in-time, kanban, standardized work, and other practices. 3) Early TPS training at Toyota included courses influenced by Training Within Industry as well as problem solving and quality control courses taught by Shingo.
waste management in supply chain using lean tool with case studyPankaj Verma
The document discusses lean supply chain principles and how Intel applied them to reduce costs for their Atom chip. It defines the eight types of waste that lean focuses on eliminating from processes. Intel needed to significantly cut supply chain costs for the lower-priced Atom chip. Their only option was reducing inventory levels by decreasing the nine-week order cycle. Through iterative improvements like reducing testing windows and implementing vendor-managed inventory, Intel was able to lower the order cycle from nine weeks to just two, achieving a supply chain cost reduction of over $4 per chip.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
A Journey of Learning, Leading & ServingHora Tjitra
Y.W. Junardy shared his personal experiences and lessons learned over decades of leadership in various industries in Indonesia. He discussed 6 phases of learning: 1) survival skills in difficult early career, 2) transitioning with IBM, 3) moving to banking, 4) the story of XL telecom, 5) restructuring Bentoel tobacco, and 6) transforming Rajawali Corporation. Key lessons included adapting to change, managing transitions, cultural transformation, and the importance of continuous learning. Junardy emphasized developing leadership at multiple levels and managing through shared values and principles.
Y.W. Junardy has had a long career learning, leading, and serving across different industries in Indonesia. He summarizes his experiences in 6 key learnings: [1] Surviving difficult early career challenges, [2] Leading IBM through transformation, [3] Moving to banking, [4] Launching XL telecom, [5] Restructuring Bentoel tobacco, and [6] Transforming Rajawali Corporation. Throughout, he emphasizes the importance of continuous learning, adapting to change, developing leadership skills, and serving communities.
The document summarizes Toyota's production system and principles. It discusses that Toyota started in 1933 as a division of Toyoda Automatic Loom Works and established its independent auto company in 1937. Toyota's management philosophy of "Lean Manufacturing" and "Just in Time" production evolved from its origins. The Toyota Production System is based on principles of continuous improvement, eliminating waste, and respect for people. It utilizes strategies like just-in-time production, standardized work, built-in quality, and respect for people.
ITC was incorporated in 1910 as Imperial Tobacco Company of India Limited and over time diversified into multiple business segments including fast moving consumer goods, hotels, paper, agriculture, and information technology. ITC's agribusiness division is the country's second largest exporter and focuses on exports and domestic trading of feed ingredients, food grains, marine products, and processed fruits. Supply chain management at ITC involves managing the flow of goods and services from raw materials to finished products. A key initiative is ITC's e-Choupal program which has created over 6,500 internet kiosks in over 40,000 villages to more efficiently connect farmers to markets.
Total quality management (TQM) has become increasingly important for Indian industries to compete globally. Some key companies that have implemented successful TQM programs include Mahindra & Mahindra, Tata Steel, and others in various industries. These companies saw benefits such as improved processes, higher productivity, and reduced costs from implementing TQM over several phases with a focus on continuous improvement. The Deming Prize is a prestigious award for TQM, and several major Indian companies such as Mahindra, Tata Steel, and others have won this award, demonstrating excellence in quality management.
BPCL implemented an ERP system in the 1990s as part of a larger customer service and satisfaction project. They selected SAP R/3, which was successfully used by other major oil companies. The implementation was divided into phases and tested carefully. It provided benefits like improved inventory management, integrated business functions, and enabled new e-business initiatives. The success was due to senior management support, a phased approach, proven software, external consultants, emphasis on security, and integration of the ERP system across BPCL's business units and processes.
Lean thinking is based on over two centuries of manufacturing improvement. It aims to improve efficiency by targeting and reducing waste and non-value added activities through identifying value-adding activities from the customer's perspective, categorizing all activities, breaking processes down, and streamlining non-value added activities. The main types of waste are overproduction, waiting time, transport, over-processing, inventory, motion, defects, and unused employee skills. Lean principles focus on specifying value, identifying all process steps, removing barriers to smooth and continuous flow, and continuously improving to achieve perfection.
Mahindra & Mahindra (M&M) is one of India's largest automobile manufacturers that faced issues with quality management, product innovation, and marketing strategies. M&M implemented a Total Quality Management (TQM) approach in three phases from 1990-present to address these issues. The initial phase from 1990-1994 focused on process control and quality improvement. From 1995-1999, M&M obtained international certifications and upgraded facilities. Since 2000, M&M has expanded continuous improvement efforts across its core processes, resulting in benefits like reduced defects, increased productivity, and new model introductions. M&M is now a global leader in quality management, having won several international awards.
How to implement Single minute exchange of die Nikunj Rana
This document outlines the 5 steps to implement SMED (Single Minute Exchange of Die) for quick changeovers:
1. Develop a one-step setup implementation team.
2. Separate internal and external setup operations to distinguish operations that can be done while the machine is running.
3. Convert internal setup operations to external where possible through techniques like mechanization and use of jigs.
4. Develop a one-step setup training plan to teach workers the new changeover process.
5. Implement the one-step setup and verify the standardized process through reduced changeover times.
Britannia is India's largest biscuit manufacturer founded in 1892. It has annual net sales of 31,122 million Rs and manufacturing units across India. Some of its popular brands include Good Day, Marie Gold, Tiger, and Nutri Choice biscuits. It uses a contract manufacturing model with 40 units across India. The document discusses Britannia's key brands and competitors in different categories. It also outlines its supply chain network involving procurement of raw materials from local and international suppliers, manufacturing at central units, and distribution to retailers and customers through distributors.
The document discusses the Annapoorna Dabbawala Company Ltd (ADC) which delivers homemade lunches ("dabbas") to office workers in Mumbai. It describes how the dabbawala system works using a relay method with bicycles and trains to deliver over 200,000 dabbas per day. However, the business is declining due to factors like more women working, better office cafeterias, and fast food options. The ADC needs promotions to raise awareness and partner with other businesses to adapt their traditional model to modern times. Expanding their services beyond Mumbai would be difficult due to reliance on local transportation and cultural networks unique to that city.
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
Amul Supply Chain Management by Krupesh Shah!!Krupesh Shah
The Birth of Amul
Amul is a dairy cooperative based in the Anand district of Gujarat, India. The word amul is derived from the Sanskrit word amulya, meaning invaluable. The co-operative was initially referred to as Anand Milk Federation Union Limited and hence the name AMUL.
It all started more than 65 years back in Anand, a small town in the state of Gujarat in western India. The exploitative trade practices followed by the local trade cartel triggered off the cooperative movement. Angered by unfair and manipulative practices followed by the trade, the farmers of the district approached the great Indian patriot SardarVallabhbhai Patel for a solution. He advised them to get rid of middlemen and form their own co-operative, which would have procurement, processing and marketing under their control.
In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel. Under the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and Tribhuvandas Patel, they formed their own cooperative on 1 December 1946.
This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began with just two village dairy co-operative societies and 247 litres of milk and is today better known as Amul Dairy.
The Birth of Amul
Amul is a dairy cooperative based in the Anand district of Gujarat, India. The word amul is derived from the Sanskrit word amulya, meaning invaluable. The co-operative was initially referred to as Anand Milk Federation Union Limited and hence the name AMUL.
It all started more than 65 years back in Anand, a small town in the state of Gujarat in western India. The exploitative trade practices followed by the local trade cartel triggered off the cooperative movement. Angered by unfair and manipulative practices followed by the trade, the farmers of the district approached the great Indian patriot SardarVallabhbhai Patel for a solution. He advised them to get rid of middlemen and form their own co-operative, which would have procurement, processing and marketing under their control.
In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel. Under the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and Tribhuvandas Patel, they formed their own cooperative on 1 December 1946.
This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began with just two village dairy co-operative societies and 247 litres of milk and is today better known as Amul Dairy.
AMUL presents a successful model for operating in emerging economies characterized by either large under-developed suppliers and/or markets with high potential. Cooperative network with interlocking arrangement as in GCMMF is one example of success in managing such complex supply chain.
The Amul brand is not only a product, but also a movement/revolution. It is in one way, the representation of the economic freedom of farmers. It has given farmers t
The document describes Ions Consulting's MP^2 training program, which pairs experienced consultants with inexperienced associates. The program aims to address high employee turnover by providing training and experience to newcomers. Reactions to the pilot program were mixed, with experienced consultants feeling overworked. For the program to succeed, it must gain full employee acceptance and provide clear benefits to both participants and mentors.
ITC was incorporated in 1910 as Imperial Tobacco Company of India Ltd. and over the decades diversified into various business segments like hotels, paperboards, FMCG foods etc. to become one of India's most valuable corporations. Some key events include changing its name to India Tobacco Co. Ltd. in 1970, converting to a public limited company in 1954, launching refined mustard oil under Real Gold brand in 1990, starting agarbatti brands in 2003-2005, and launching shampoo and fairness cream brands in 2009-2010. ITC aims to sustain its position through world class performance and delivering superior stakeholder value across its business portfolio including cigarettes, hotels, agri, paperboards and FMCG foods.
Radovan Vitkovic - World Class ManufacturingCyrus Sorab
WCM is a mindset based on a continuous improvement approach.
WCM has its foundations in the Total Productive Maintenance (TPM) a maintenance process developed in Japan for improving productivity by making processes more reliable & less wasteful
Author - Radovan Vitkovic
The document provides an overview of ITC Limited, a diversified company in India. It discusses ITC's various business segments including cigarettes, food, personal care, hotels, paper, and agribusiness. It also summarizes ITC's financial performance in recent years, showing increasing revenues and profits across most business segments. Finally, it attempts to suggest future strategies for ITC, such as further diversifying away from tobacco into non-tobacco FMCG and agriculture through mergers and acquisitions.
This document provides an agenda and list of participants for a group presentation on marketing and brands for an EMBA program. The presentation covers ITC Ltd, a major Indian conglomerate with businesses in cigarettes, food, hotels, paper, and other areas. The group analyzes ITC's company profile, product mix, strategies, and competition. Market data on India's food and beverage industry is also presented.
1) The document provides an overview of the development of the Toyota Production System (TPS) from 1902 to 2008, highlighting key events, innovations, and timelines. 2) It summarizes the evolution of TPS concepts from 1945-1965 and 1965-1985, including the introduction and refinement of just-in-time, kanban, standardized work, and other practices. 3) Early TPS training at Toyota included courses influenced by Training Within Industry as well as problem solving and quality control courses taught by Shingo.
waste management in supply chain using lean tool with case studyPankaj Verma
The document discusses lean supply chain principles and how Intel applied them to reduce costs for their Atom chip. It defines the eight types of waste that lean focuses on eliminating from processes. Intel needed to significantly cut supply chain costs for the lower-priced Atom chip. Their only option was reducing inventory levels by decreasing the nine-week order cycle. Through iterative improvements like reducing testing windows and implementing vendor-managed inventory, Intel was able to lower the order cycle from nine weeks to just two, achieving a supply chain cost reduction of over $4 per chip.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It was developed by Motorola in the 1980s to help address quality issues that were causing them to lose market share to Japanese competitors. Motorola found that the Japanese companies had much lower variation in their production processes, allowing them to produce higher quality products at a lower cost. By implementing Six Sigma, Motorola was able to improve their processes, lower defects, and increase customer satisfaction, leading to billions of dollars in savings over time. The core of Six Sigma is reducing defects to 3.4 per million opportunities through the DMAIC process of Define, Measure, Analyze, Improve, and Control. It has now been adopted by many major companies
A Journey of Learning, Leading & ServingHora Tjitra
Y.W. Junardy shared his personal experiences and lessons learned over decades of leadership in various industries in Indonesia. He discussed 6 phases of learning: 1) survival skills in difficult early career, 2) transitioning with IBM, 3) moving to banking, 4) the story of XL telecom, 5) restructuring Bentoel tobacco, and 6) transforming Rajawali Corporation. Key lessons included adapting to change, managing transitions, cultural transformation, and the importance of continuous learning. Junardy emphasized developing leadership at multiple levels and managing through shared values and principles.
Y.W. Junardy has had a long career learning, leading, and serving across different industries in Indonesia. He summarizes his experiences in 6 key learnings: [1] Surviving difficult early career challenges, [2] Leading IBM through transformation, [3] Moving to banking, [4] Launching XL telecom, [5] Restructuring Bentoel tobacco, and [6] Transforming Rajawali Corporation. Throughout, he emphasizes the importance of continuous learning, adapting to change, developing leadership skills, and serving communities.
This document discusses Total Quality Management (TQM) and its adoption in Indian industries. It provides an introduction to TQM, outlines key frameworks and methods such as the PDCA cycle, Six Sigma and Kaizen. It compares American and Japanese quality gurus and their approaches. The document also analyzes trends in quality management practices in Indian industries from the past to present, and discusses priorities and strategies for quality improvement. Overall, it advocates that organizations must effectively implement TQM to maintain sustainable growth in today's competitive environment.
Pactiv's continuous improvement journey since 2007 has been like a relay race with no finish line. Through lean initiatives, Pactiv has improved productivity, freed up $250 million in cash in 2010 alone, and used that cash to fund acquisitions and growth. Pactiv now focuses on cash flow and working capital rather than just productivity. Their operational excellence approach has earned them the "Perfect Engine Award" and allowed annual revenue growth of over $1.6 billion through acquisitions.
Harry Debes, President and CEO of Lawson Software, presented this case study at MHTA's Jan 27 CEO Briefing on Lawson Software and the importance of effective leadership during corporate transformation
AIESEC Bangalore strives to be the first choice partner for empowering youth and delivering positive change through high quality integrated experiences. In Q1, they will focus on sales training and development, as well as raising past clients. They aim to provide standardized job roles and implement other strategies to ensure quality delivery across their various projects in areas like corporate, education, and social entrepreneurship.
AIESEC Bangalore strives to be the first choice partner for empowering youth and delivering positive change through high quality integrated experiences. In Q1, they will focus on sales training and development, as well as raising existing clients. Their goals are to reintegrate old clients and utilize new sales training. AIESEC also aims to provide video documentation of intern experiences.
This 3-page document provides an overview of Fairtrade International's history, vision, mission, governance structure, and funding sources. It details that Fairtrade began in 1988 with the Max Havelaar label in the Netherlands and grew to establish FLO in 1997 as the harmonizing body. Fairtrade International's vision is for producers to enjoy secure livelihoods and control over their lives, while its mission is to connect producers and consumers through fairer trading conditions. The organization is globally governed through assemblies of producer networks, labelling initiatives, and independent directors. Major funding sources include membership fees from labelling initiatives as well as support from international aid organizations.
The document provides guidance for management on establishing natural work groups and ensuring job meaning. It emphasizes that work should have a real purpose beyond just making money, such as creating value or benefiting stakeholders. Effective implementation requires clearly communicating goals and responsibilities down the organizational hierarchy, and regularly checking that activities still match realities on the ground.
The document outlines the TN Taker flow process which includes 7 steps: 1) Research, 2) Selection, 3) Matching, 4) Delivery, 5) Impact, 6) Measurement, and 7) Evaluation. The process involves finding potential clients, selecting leads, matching trainees, delivering the traineeship through orientation and logistics, measuring impact through cultural events and feedback, and evaluating the program for future improvement. The goal is to provide a high quality traineeship experience that meets the needs of both the trainee and client organization.
The document summarizes a presentation given by Group 5 on the topic of Kaizen. It defines Kaizen as the Japanese philosophy of continuous improvement and outlines its key elements and methodology. It provides examples of how Toyota implemented Kaizen techniques to improve processes, reduce waste, and increase productivity, quality, and customer satisfaction. The main benefits realized from Kaizen include reduced waste, improved space utilization, quality, capital usage, and production capacity.
Quality circles are small groups of employees who voluntarily meet regularly to identify, analyze, and resolve work-related problems. The goal is to improve quality, productivity, and employee morale. Quality circles originated in Japan and were successful in improving productivity. They involve employees analyzing problems and developing solutions to aid self-development, increase quality awareness, develop leadership skills, and improve processes. Examples show quality circles being implemented across various organizations in India with benefits like improved quality, cooperation and participative management.
The document discusses competency mapping conducted at National Aluminum Company Limited (NALCO) between April and June 2012. It provides an overview of NALCO, describing its vision, mission, activities and management structure. It then defines competency and the objectives of NALCO's competency mapping study. The process involved identifying positions and their competency requirements, assessing actual versus required competencies, and filling gaps through training. The mapping was initially conducted across departments but focused on marketing. The goals were to enhance skills, meet quality standards, and aid career planning.
1. Sarlink implemented a new collaborative sales, operations, and production planning (S&OP) process to improve alignment between sales, supply chain, and manufacturing.
2. Previously, sales determined demand and manufacturing determined supply without coordination, resulting in increased inventory.
3. The new process segmented products, aligned customer service levels with production capabilities, established a fixed S&OP meeting cycle, and implemented collaborative forecasting and reporting.
4. As a result, Sarlink reduced inventory by 70% without negatively impacting customer service levels. Key performance indicators are now regularly reviewed to monitor ongoing progress.
Walmart has pursued various globalization strategies over time. It initially used a multidomestic strategy in the Americas, which was very successful. However, using a global strategy in other countries without developing economies of scale led to failures, such as in Germany and Korea. Now Walmart is trying to move towards a transnational strategy to better leverage both local and global competencies. Its transnational approach worked well in the UK but has proven difficult to replicate elsewhere.
From Orientation to On-Boarding: Transforming the New Hire ProcessHuman Capital Media
A recent survey by Right Management indicates that 84 percent of employees plan to look for new jobs this year. Even if only a fraction of that turnover occurs, it means big changes for organizations and a real need to engage their workforce. Companies need to actively involve their employees from the start to maintain productivity, create camaraderie and ultimately improve business results.
Creating an engaged workforce starts with designing a relevant on-boarding process, not just an orientation session. This session will discuss the difference between orientation and on-boarding, as well as how you can implement an on-boarding program to engage your employees and positively impact your organization.
Tata Steel has implemented various TQM practices over five phases from 1988 to present. This included establishing ISO standards, quality circles, Six Sigma, and cross-functional management. Tata Steel measures success through improved EBITDA, revenue, quality defects, supply chain performance, and new product development. Implementing a total integrated TQM framework along with policies, daily management, employee involvement, and cross-functional management has helped Tata Steel achieve world-class status.
Lessons from the Cornish Software Minesallan kelly
The document summarizes the results of an evaluation of an "Agile Programme" in Cornwall, England that was intended to help small and medium enterprises (SMEs) and create jobs. The evaluation found that half the participating businesses created new jobs, totaling 50 new positions. Many businesses saw increases in revenue, profitability, and customers. The programme provided training, coaching, and ongoing support over several months. Coaching focused on both process improvements and technical skills like test-driven development. The multi-dimensional coaching approach addressed company strategy, product development processes, and code quality. The programme was deemed a success in meeting its goals of supporting businesses and creating new jobs in Cornwall.
The document provides an outline and overview of a 5-day training course on Total Productive Maintenance (TPM) held in Bogor, Indonesia from November 19-23, 2012. It covers the basic concepts and 12 step implementation process of TPM, including defining overall equipment effectiveness, the 8 major equipment losses, quality maintenance tools, and steps to establish autonomous maintenance. The training aims to teach participants how to improve productivity, quality, and efficiency through proper maintenance practices.
Similar to TQM Strategy for Continual Improvements – the SRF Way” by S. Illango (Associate Vice President-TQM, SRF) (20)
Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Categ...Dubai Quality Group
'Idea of the Year Competition 2012 - Idea of the Year Winner & Financial Category Winner- Mohammed bin Rashid Housing Establishment' at the Ideas.Arabia 7th International Conference 2012
'Suggestion Schemes can Improve quality and service to external and internal ...Dubai Quality Group
Presentation on 'Suggestion Schemes can Improve quality and service to external and internal customers' by Maj. Abdulla Hassan Matar Al Khayat presented at the Ideas.Arabia 7th International Conference 2012
Presentation on "Benchmarking - the UAE Style" by Zillay Ahmed during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Customer Service Excellence" by Terry Pilcher during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
"Global Benchmarking .. A graphical pesrpective" by Sunil BahriDubai Quality Group
The document summarizes a presentation on global benchmarking. It discusses benchmarking definitions and methodology. It then provides graphical views of how various countries benchmark on global issues like competitiveness, ease of doing business, CO2 emissions, credit ratings, internet users, regulatory quality, rule of law, voice and accountability, and control of corruption. Charts show country rankings and scores. Global fraud prevention is also addressed, with information on affected sectors and prevention methods. The presentation aims to provide a graphical perspective on global benchmarking issues.
Presentaion on Megatrends for the Future by Oilver Riebartsch during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Asia Benchmark" by Khashayar Ataie during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Presentation on "Views on 2030" by Dr. Holger Kohl during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
"Overview on the Future of Benchmarking 2030 Project" by Bruce SearlesDubai Quality Group
Presentation on "Overview on the Future of Benchmarking 2030 Project" by Bruce Searles during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
"Findings on the future by GBN research" by Bruce SearlesDubai Quality Group
Presentation on "Findings on the future by GBN research" by Bruce Searles during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
TQM Strategy for Continual Improvements – the SRF Way” by S. Illango (Associate Vice President-TQM, SRF)
1. TQM Strategy for Continual
Improvements – the SRF Way
3rd Continual Improvement
and Innovation Symposium
DQG, Dubai
S. Ilango
Associate Vice President - TQM
17th Nov 2011
2. Backbone of our TQM Journey
We are what we repeatedly do….
EXCELLENCE, therefore, is not an act but a
HABIT
- Aristotle
2
3. Contents of this Presentation
About SRF
The Deming Challenge
Early Phase: 1991-1999
Momentum Phase: 2000-2004
TQM - for Continual Improvements
TQM Models
TQM Practices
Results
3
5. SRF – at a glance
A multi-business manufacturing entity
India, Thailand, UAE and South Africa
12 (nine in India)
800 million USD
5500 globally
75 countries
5
8. Present in four countries
Bhiwadi Pantnagar
Kashipur
Gwalior
Dubai Dahej
Thailand
Indore
Thailand
Trichy
Business
TTB
Manali
CB
Port Elizabeth Gummidipoondi
PFB
EPB
8
9. Global Foot Prints for SRF Products
Meeting requirements of customers in more than 75 countries
9
10. SRF – Proud Winner of Deming Application Prize
10
12. How TQM was chosen as SRF Management Way
How TQM was chosen
Negative forces Positive forces
Economic reforms
from 1991
Adverse union
relationship • Import of tyrecord fabric
• Possible closure
• QC Circles born 1981 and ended
1987
Opportunity to become
World class
Exposure to Denso
Low desire for change
of Management way TQM programme for
Top Management at JUSE
• Any way we are making good profit
TQM Way Chosen
12
13. TQM Introduction: Early Phase: 1991-99
JUSE Program – attended by TOP Management
Decision to adopt TQM
Creation of TQM Cell
Communication from Chairman
Design of TQM Frame Work
TQM Education
5S Training and Introduction
13
14. TQM Introduction: Momentum Phase: 2000-04
14 Elements of Quality
Quality First Approach Modernization - Technology
Breakthrough Equipment Design
5S, Kaizens
People Development and QCC and PSP
Involvement Maintenance Practices
People Red Book
Daily Management
Strengthening System Policy Management
Management Diagnosis
14
15. TQM – The SRF Way , for Continual Improvements
15
16. Continual Improvement Framework
Cherokee Wisdom
Design of TQM Frame Work
Management Diagnosis
Annual Planning
Improvement Hierarchy
Constant Training and Communication
People Participation Initiatives – Internal
People Participation Initiatives - External
ARC- Acknowledgement , Recognition and Celebrations
16
17. He who has a hundred miles to walk should reckon
ninety as half the journey.
Thank You
18. Transformation Model
Sensei
Master (Truth sayer)
Guru
Leap of
Faith
Cultural change
Action
Awareness
Attitude
Theory-in-use
— adapted from Don Wheeler
18
19. Message from the thenVice-chairman
Message from the then Vice-Chairman
1992 It is vital that SRF builds up its strengths and
becomes a world class company, able to
compete with the world’s best. TQM is a means
to that end.
The road to Total Quality will be a long
one, spanning many years. In fact, over
the next nine months, we are simply
going to prepare ourselves to
introduce TQM.
Arun Bharat Ram
(Chairman and
Managing Director)
19
19
20. Constant Training and Communication
5S Training Kaizen Training Program
Basic TQM Training Program
Control Points Training Program
AM Training Program PSP Training Program
Training
Action
20
21. Progress of 5S
Arrangement for all items
Gangway Markings
APC Training 5S Introduction – Mass Cleaning
View of Stores
Filing System
Factory – Internal View
5S – Coordinator’s training Factory External View
5S – Introduction of Trophies 5S Recognitions
21
22. 14 Dimensions of Quality
(Q3)
(Q0) (Q1)
(Q2) Sign off for
Upstream QA Product Product
Preparation for mass production mass
planning development
production
(Q6) (Q7)
Down stream (Q5) Physical Roll rating (Q8) Packing
(Q4)
QA (before Intermediate properties and logistics
supply) Vendor items
product
(Q11) (Q12)
(Q9) (Q10) Application Commercial (Q13)
Down steam Service service
Tyre Tyre Relationship
(after supply)
processability Performance
22
23. Quality First
Demonstrating Quality First:
Investing in Technology & Facilitates
Before Economic
Reforms,
Production
came
first
Technology Before Now
Yarn Conventional Spin draw
Education Weaving Shuttle Shuttle less
on
Quality First Dipping Multiple , Slow Single, High Speed
Power Elec Board Captive Power Plant
Shed Uncontrolled AC Conditioning
Flooring and
Old Epoxy Flooring
Roofing
“We believe in the principles of
Quality First and Market In…”
23
24. Revolutionary Equipment Design
Twisting Machine Cabling Machine SADC Machine
Convert 2-stage
WACKY IDEA twisters uniquely to
single stage
Results
Cost: 25% of 285 parts • Half the lead time, waste rate, power
new twister converted cost, space, maintenance cost.
• Double the productivity
24
25. Problem Solving Process
Impact of Improvement Gold
Silver
Blue
(Officers &
Supervisors)
Blue
(Workmen)
Problem: Local Business Process Business Unit
25
26. Autonomous Maintenance
• Ownership of Machines People
• Daily Cleaning, Lubrication,
Abnormality Tagging and Minor
Corrections
• Knowledge on machine parts,
operation, process and inspection
Machine Machine
cleaning and cleaning and
Inspection Inspection
26
27. People Red Book
People Red Book
Diagnosis
and
Surveys
Preventive Action
Months
Corrective Action
Correction
Communication
People Red Book System
Work Related Treatment Related Admin Related Personal Problems
People Related Issues
27
28. Cherokee Wisdom
According to Cherokee tribal lore, there is an ancient formula for success :
• Clear intention : You must know what your purpose is and persist in its pursuit.
• Skillful means : You must have good methods and be skilled in their use.
• Affirmation : Your task must have integrity, it must not clash with fundamental
values, it needs support from the tribe and from your own heart.
Clear intention
Successful
work
Skillful means Affirmation
- From Peter Scholtes
28
29. TQM Triangle
(Customer Focus)
Quality
Leadership
1. Mobilise everyone
to create value
for customers
2. Sense reality by
being at the
workplace
Systematic Improvement All one team
(Process Focus) (People Focus)
29
30. SRF TQM FRAMEWORK
Our Own Unique TQM Framework
• Integrates Principles, Methods,
Systems and Tools
• Integrates Productive Maintenance
and Toyota Production System
• The Way We Do Think and Do
Things
• The Way We Manage
• The “Results” that
we want to achieve
“People satisfy customers efficiently.”
30
31. Diagnosis - Five Stage Capability Model
Vision
Hardware
Strategy
Structure
Software
Human ware
Business Results
Customers Shareholders Employees Society
31
32. Diagnosis - Five Stage Capability Model
How Effective
are systems Benchmarks are
for set for the rest
of the world
MIT? Breakthrough
improvement
and upstream
4
management are
Maintenance institutionalised
and continuous
improvement 3
are institutionalised
Basic conditions 2
are established
Basic conditions 1 A Happier World
required are
not present
0
32
33. Planning Process
Vision
Inputs from Strategic Plans
Inputs from
Developments
Diagnosis
External
Annual Planning
Routine Plans + Breakthrough Plans
Financials
Communication of Plans at Various Levels
Hierarchy
of Reviews
Achievement Measurement
33
34. Improvement Hierarchy World Class R&D Facilities
Business Process
Re-Engineering,
Transformation,
Breakthrough
System Level Technology
Improvements
PSP Silver, Gold,
Process Level NPD
Improvements
QCC, PSP Blue,
Sub-Process Level TPM
Improvements
Activity Level
5S,AM, Kaizens
Improvements
34
35. Constant Training and Communication
Some of the key Topics:
• TQM Basics
• About Company , Products , Process, Customers , Suppliers
• 5S, Kaizens, QCC, AM
• PSP, Lean, TPM, DOE
• Knowledge and Skill Improvements
• Leadership, Team working
35
36. Improvement Hierarchy
Kaizen Week QCC Day AM Day DM Week 5S Week
Plan 13-17th June 18-22nd July 17-21st Oct 14-18th Nov 23-27th Jan
Actual 13-17th June 18-22nd July 17-21st Oct
36
37. Glimpses of External Competitions
• 80 external accolades during
2010-11
• Already 46 external accolades in
H1 of 2011-12
37