P RESENTATION O N TQM, 5S, K AIZEN, JIT, K ANBAN, P OKA Y OKE

‘Total’ : Made up of whole ‘Quality’ : Degree of excellence ‘Management’ : Act of handling, controlling, directing, staffing an organisation. “Maximum user satisfaction at minimum cost” “TQM is both a philosophy and a set of guiding principles that represent the foundation of a continuously improving organisation.” Quality is determined by the combined efforts of various departments such as design, process planning, engineering, purchase, production and inspection. The golden rule of TQM “Do unto others as you would have do unto you”. T OTAL Q UALITY M ANAGEMENT (TQM)

ELEMENTS OR PILLARS OF TQM 1) Top Management’s commitment to quality 2) Customer focus of the organisation 3) Employee improvement and empowerment 4) Training of employees 5) Process focus and improvement 6) Continuous improvement 7) Measurement of performance 8) Benchmarking 9) Teams 10) Inventory Management 11) Communication 12) Quality Costs T OTAL Q UALITY M ANAGEMENT (TQM)

QUALITY ELEMENTS Prior To TQMWith TQM 1)DefinitionProduct orientedCustomer focused 2)PrioritiesSecond to service and costFirst to service and cost 3)DecisionsShort termLong term 4)EmphasisDetectionPrevention 5)ErrorsOperationSystem 6)ResponsibilityQuality controlEvery one 7)Problem SolvingManagersTeams 8)Procurement based onPriceLife cycle cost, partnership 9)Manager’s rolePlan, assign, control and enforceDelegate, coach, facilitate and mentor

T OTAL Q UALITY M ANAGEMENT (TQM)

“5 S is a technique that results in a well-organized workplace complete with visual controls and order.” Developer- ‘Iwao Kobayashi’ Sort (SEIRI) : Clear unnecessary items from work area. Straighten/Set in order (SEITON) : Organize work area in an orderly manner. Shine (SEISO) : Clean work area. Standardize (SEIKESTU) : Maintain work area cleanliness. Sustain (SHITSUKE) : Maintain self-discipline in work area. 5-S

There’s no second chance to make the first impression

5-S T OYOTA ASSEMBLING PLANT

5-S O BJECTIVE Increase the Storing places. Create and preserve standards. Reduce unproductive times. Readjust the location. Reduce the document search time with 20%.

5-S SORT (SEIRI) SWEEP (SEISO)

5-S STRAIGHTEN (SEITON): T OYOTA ENGINE ASSEMBLY LINE

5-S SCHEDULE (SEIKESTU) SUSTAIN (SHITSUKE)

5-S

B ENEFITS OF IMPLEMENTATION It reduced the idle time & fatigue to workers. Reduction of wastage of material Improvement in quality & Productivity Punctuality, commitment & discipline Improved effectiveness of employees Reduction in Non- Value-Added Activities Following cost gets decreased-  Record keeping & administrative cost  Deterioration cost  Handling cost 5-S

KAIZEN ‘KAI ‘: Change; ‘ZEN’ : Better ‘Changes for better’ or ‘ Continous Improvement’ Masaaki Imai – developer of Kaizen “Kaizen is a Japanese word for the phylosophy, that defines management’s role in continously encouraging & implementing small improvement involving everyone.” Kaizen makes the process more efficient, effective and adaptable. Kaizen focuses on simplication of complex process by breaking them down into their sub-process and then improving them

M ANUFACTURING O BJECTIVES KAIZEN

 Quality  Effort  Involvement of all employees  Willingness to Change  Communication Team Work Personal Discipline Improved Morale Quality Circles Suggestions For Improvement Key Elements of Kaizenfoundation of Kaizen KAIZEN

J OB F UNCTIONS AS PERCIEVED BY JAPANESE MANAGERS

K AIZEN I MPROVEMENT F OCUSES O N  Value added & non-value added work activities.  Muda: wastes 1. Over Production 2. Delay 3. Transportation 4. Inventory 5. Defective Parts 6. Wasted Motion 7. Processing  Principles of Material Handling  Documentation of standard operating procedures  5-S frame work  Better Communication through visual displays- posters, bulletins.  Just In Time Principles  Poka – Yoke : to prevent or detect errors  Team Effort on Problem solving, conflict reduction & communication. KAIZEN

K AIZEN : SMALL SUGGESTIONS An example of a Kaizen type improvement would be the change in color of a welding booth from black to white to improve operators visibility KAIZEN Work Improvement Environment Improvement Process Improvement Machine capability Improvement Quality Improvement Customer Service Improvement

KAIZEN

“JIT is manufacturing philosophy that produces necessary units, with the required quality, in the necessary quantities, at the last safe moment.” Eliminates waste of time, labour and storage space. It’s a “pull” system of production: actual orders provide a signal when to manufacture. Non-value-adding activities are removed for the purposes of :  Reducing Cost  Improving Quality  Improving Performance  Improving Delivery Adding Flexibility  Increase innovativeness J UST I N T IME (JIT)

Advantages of JIT Reduction in storage space Less working capital Less likelihood of stock perishing Avoids the build up of unsold finished product Limitations of JIT Little room for mistakes Production is very reliant on suppliers No spared finished product to meet the expected demand

 ‘KAN’ : Card;‘BAN’ : Signal  Japanese term for "visual record”  Coined by : Taiichi Ohno  The Kanban card is “A message that signals depletion of product, parts or inventory that when received will trigger replenishment of that product, part or inventory.”  Bernstein identifies as “a highly efficient and effective factory production system”.  No. of kanbans = KANBAN

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‘POKA’ – ‘mistake’;YOKERU – ‘Proofing’ Developer : Shigeo Shingo (1960 )- The industrial engineers at Toyota. “Techniques that help operators avoid mistakes in their work caused by choosing the wrong part, leaving out a part, installing a part backwards, etc” It provides instant feedback and prevention of quality problems It is a tool that is  Mistake-proofing systems  Does not rely on operators catching mistakes  Inexpensive ‘Point of Origin inspection’  Quick feedback 100% of the time This tool can be applied to any process, be it in manufacturing or the service industry. P OKA - Y OKE

1. Poor procedures or standards. 2. Machines. 3. Non-conforming material. 4. Worn tooling. 5. Human Mistakes. Except for human mistakes these conditions can be predicted and corrective action can be implemented to eliminate the cause of defects. 1. Identify the operation or process - based on a Pareto Analysis. 2. Analyze the 5-whys and understand the ways a process can fail. 3. Decide the right Poka-yoke approach, such as using a, Shut out Type: Preventing an error being made, or an AttentionType: Highlighting that an error has been made. Causes Of Defects Steps in applying Poka- Yoke P OKA - Y OKE

i. Processing Error: Process operation missed or not performed per the SOP. ii. Setup Error: Using the wrong tooling or setting machine adjustments incorrectly. iii. Missing Part: Not all parts included in the assembly, welding, or other processes. iv. Improper part/item: Wrong part used in the process. v. Operations Error: Carrying out an operation incorrectly; having the incorrect version of the specification. vi. Measurement Error: Errors in machine adjustment, test measurement or dimensions of a part coming in from a supplier. P OKA - Y OKE E RROR T YPES

P OKA - Y OKE E XAMPLES O F P OKA - Y OKE 3.5 inch diskettes cannot be inserted unless diskette is oriented correctly. The sink is fitted with light sensors. These sensors ensure that the water is turned off in the sink. Circuit breakers prevent electrical overloads and the fires that result. When the load becomes too great, the circuit is broken

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