1. Productivity & Quality Management (unit 4) Quality Gurus Presentation on

2. Anushree Nair-46 Sameer Omles-47 Kiran Panchal-48 Chetan Pardesi-49 Pratik Parte-50 Ikhlaque Pathan-51 Aishwarya patil-52 Kiran Patil- 53 Zuber Shaikh-69 3. Holistic quality management can be defined as a movement helping organizations to address quality management as a business strategy, to enhance quality of management, resulting in empowered employees, committed customers, supporting suppliers and breakthrough business results. 4. LEAN MANUFACTURING IS A PART OF TPS(TOYOTA PRODUCTION SYSTEM. TPS is an operations management system to achieve goals of highest quality, lowest cost, and shortest lead time via engineering people towards goal The espoused goals of lean manufacturing systems differ between various authors. While some maintain an internal focus, e.g. to increase profit for the organization, others claim that improvements should be done for the sake of the customer 5. Define customer value Defining the value stream Make it flow Pull from the customer Strive for excellence 6. Lean Manufacturing focuses on the identification and elimination of the 7 forms of waste: Overproduction Inventory Unnecessary Motion Transportation Waiting Over processing Defects/Repair/Rework 7. Components of Lean Manufacturing Total Productive Maintenance (TPM) Learn how to improve equipment reliability by applying TPM methods. Visual Workplace (Displays & Controls): See how visual controls and visual displays reinforce and enhance a lean effort. Lean Support Processes (Purchasing, Scheduling, Warehousing & Shipping) Recognize how important lean scheduling, lean purchasing, lean accounting, and lean warehousing practices are to supporting and sustaining a lean manufacturing effort. Continuous Improvement (PDCA): Explore the options for keeping a lean effort viable and vital. 8. Streamline the Value Stream (Workflows & Layouts): Learn how to use value stream maps to create macro-facility workflows and micro-process workflows. Workplace Organization (The 5S's): Understand how the 5S's establish a structured approach for storing materials, supplies, and equipment in work areas. Predictability & Consistency (Quality): Discover how quality improvement techniques such as GR&Rs, SPC, DOE, DFA/DFM, and (especially) mistake-proofing help prevent problems and lead to robust processes. Set-Up Reduction (SMED): Investigate how to slash set-up and change-over times and understand how important fast set-ups are to lean efforts. 9. focus on waste elimination called 3 ms Muda waste Muri Overburden Mura Unevenness Muda any non value added activity Mura- any activity which is result in operational unevenness Muri-any irrational activity like over straining men & machine 10. JIT manufacturing is a philosophy of manufacturing based on planned elimination of waste & continuous improvement of productivity. Just in time is a pull system of production, so actual orders provide a signal for when a product should be manufactured. Demand-pull enables a firm to produce only what is required, in the correct quantity and at the correct time. 11. Jidoka means automation with a human touch. It means building in quality as you produce Jidoka stops any machine producing low quality automatically. Autonomation describes a feature of machine design to effect the principle of jidoka used in the Toyota Production System (TPS) and Lean manufacturing. It may be described as "intelligent automation" or "automation with a human touch. This type of automation implements some supervisory functions rather than production functions. At Toyota this usually means that if an abnormal situation arises the machine stops and the worker will stop the production line. 12. The Japanese word kanban, which translates as signboard or Card, has become synonymous with demand scheduling.1 Kanban traces its roots to the early days of the Toyota production system. In the late 1940s and early 1950s, Taiichi Onho developed kanbans to control production between processes and to implement Just in Time (JIT) manufacturing at Toyota manufacturing plants in Japan. These ideas did not gain worldwide acceptance until the global recession in theKANBAN MADE SIMPLE 1970s. 13. It is an interesting aside that the Toyota Company started the Toyota Motor Company with the money received from selling the rights to produce a weaving loom that had been designed by Sakichi Toyoda. We define kanban scheduling as demand scheduling. In processes controlled by kanbans, the operators produce products based on actual usage rather than forecasted usage. Therefore, for a scheduling process to be considered a true kanban, the production process it controls must: Only produce product to replace the product consumed by its customer(s) Only produce product based on signals sent by its customer(s) 14. Work cell Raw Material Supplier Kanban Purchased Parts Supplier Sub-assembly Ship Kanban Kanban Kanban Kanban Finished goods Customer order Final assembly Kanban 15. 1. Reduces inventory 2. Improves flow 3. Prevents overproduction 4. Places control at the operations level (with the operator) 5. Creates visual scheduling and management of the process 6. Improves responsiveness to changes in demand 7. Minimizes risk of inventory obsolescence 8. Increases ability to manage the supply chain 16. Set-up and changeover reductions for equipment, tooling and machines. Single Minute Exchange of Dies Developed by Shigeo Shingo ( in the late 1950s and early 1960s) chief engineer of Toyota QUICKCHANGEOVER A strategy for performance Excellence 17. Single Minute Exchange of Dies Ideas for Improvement QUICK CHANGE OVER 18. Reduce inventory Reduce batch sizes Reduce changeover time Reduce impact on equipment utilization Improve quality after changeover Improve repeatability Improve throughput Improve flexibility Observe and record Separate internal and external activities. Convert internal activities to external activities Streamline all activities Document internal and external procedures L e a d e r s h i p Improvement Identify waste Measurement SMED Template Goals Goals 19. SMED: Single Minute Exchange of Die Concept that says all setups should and can take less than 10 minutes OTED: One Touch Exchange of Die Concept that says all setups should and can take less than 100 seconds! What is World-Class in Quick Changeovers? 20. Getting Ideas Before You Write 21. The most commonly used group activity is brain storming. It is always done under the guidance of a faciliator. the objective is to take benefit of synergy, by involving all the participants and obtain the benefits of collective thinking though a brainstorming session. 22. Genechi Taguchi was born in Japan in 1924. Worked with Electronic Communication Laboratory (ECL) of Nippon Telephone and Telegraph Co.(1949-61). Major contribution has been to standardize and simplify the use of the DESIGN OF EXPERIMENTS techniques. Published many books and papers on the subject 23. System Design - create prototype product and process to produce it. Parameter Design - find settings of process and product parameters which minimize variability. Tolerance Design - tradeoff between loss to consumer and manufacturing costs 24. Benchmarking is a systematic method by which organization can measures themselves against the best industry practices. It promotes the best in class performance. It also define as a measurement of our performance against the best class companies. 25. Benchmarking Process are as followed in the diagram: Planning Analysis Integration Action 26. PLANNING IMPROVEMENTMEASUREMENT EVALUTION 27. Traditional Time Quality 28. This four step methodology provides an excellence road map to the for managing improvements on continuous basis . This four step known as Demings improvements steps 29. Kaizen was first implemented in several Japanese businesses during the country's recovery after world war II. Carrying out small improvements in large numbers with total employee involvement, on a continuous basis. It must be achieved with 100% participation. It is better implemented by a person himself / herself who has created the improvement idea and carried out in his /her own workplace. 30. Kaizen is the Japanese term for continuous improvement . KAI means change and ZEN means good. Kaizen, therefore means making changes for better on a continuous , never ending basis. Kaizen is dedicated to continuous improvement , in small increments at all levels 31. Elements of kaizen Customer Satisfaction Teamwork JIT Quality Circles Automation Labor/Manage ment Cooperation TPM 32. Check sheet 5 Sapproach Five M Check sheet The five Ws and one H eiri eiso eitoneiketsu hitsuke 33. Born December 24, 1904 Graduated from Minneapolis South High School (1920) Bachelor's degree in electrical engineering from the University of Minnesota (1924) Contribution in the field of management, particularly quality management Founder of the consulting firm of Juran Institute, Inc. Joseph M. Juran 34. Quality planning-the process of preparing To meet quality goals Quality control-the process for meeting quality Goal during operations Quality improvement-the process for breakthrough To reach superior and level of performance 35. Six sigma is a business statistical Strategy. Is to identifying defects and removing them from the process of products to improve quality. A defect is defined as any process output that does not meet customer specifications. Statistical measure to objectively evaluate processes. A process simply means that between the target specification and the process means, six standard deviations can be fitted in. Most process are at 3 sigma level 36. DMAIC DMADV Define Measure Analyze Improve Control Define Measure Analyze Design Verify 37. Implemented Methodologies Total Quality Management Zero defects Quality Control 38. International Organization for Standardization 39. ISO 9000 is a family of standards for quality management systems. They were developed by International Organization for Standardization (ISO), patterned from a British quality program and first published in 1987. The American Society for Quality (ASQ) and the American National Standards Institute (ANSI) also produce standards and work with ISO. ISO standards are: based on need to meet customers requirements, regulations, and satisfaction. adopted by organizations and then they must become accredited. used worldwidenew edition is ISO 9001:2008. applied broadly to all products; doesnt differentiate between picture frames and nuclear components. 40. The international standards, developed over the years , can be broadly grouped under two heads Generic standard Industry specific standard ISO 9000 Standard ISO 14001 Standard ISO 9001 Standard TS 16949 TL9000 ISO/IEC 90003 41. ISO 9000 directs that all management should be guided by the following eight principles Customer Focus Leadership Involvement of people Process approach System approach Continual improvement Fact based approach Supplier relationships 42. ISO 14001 is the standard that gives the requirements for an environmental management system. ISO 14001:2004 is the latest, improved version. It is the only standard in the ISO 14000 family that can be used for certification. The ISO 14000 family includes 21 other standards that can help an organization specific aspects such as auditing, environmental labelling, life cycle analysis 43. Transfer of good practice to developing countries Tools for new economic players Regional integration Facilitate rise of services Transfer of good practice to developing countries Tools for new economic players Regional integration Facilitate rise of services 44. 1. Deming Application Prize 2. Malcom Baldrige Awards 3. European Quality Awards 4. TPM Award 45. Dr. Deming was in Japan giving lectures on statistical process control and was recorded for distribution and profit. Funds were donated to JUSE Kenichi Koyanagi, the managing director of the Japanese Union of Scientists and Engineers (JUSE), used those funds to create the Deming prize to individuals or organizations in 1951. W. Edwards deming Based ideas on continuous improvement 46. Policy Organization and operations Collection and use of information Analysis Planning for future Education and training Quality assurance Quality effects Standardization Control Concentrates on : 47. Award available to individuals and organizations, whereas others do not (such as Baldrige only for organizations) Deming Prize for Individuals available every year. 48. Some companies Toyota Motor company Microcomputer system Shimizu construction company Kansai electric power company U.S. winners: AT&T Power Systems Lucent Technology Power Systems 49. Malcolm Baldrige National Quality Award The award is open to small (less than 500 employees) and large firms (more than 500 employees) in the manufacturing and service sectors. It is not open to public-sector and not-for-profit organizations. There can be only two winners per category each year, which limits the number of yearly awards to six. 50. Key Characteristics of the MBNQA The criteria focus on business results. Companies must show outstanding results in a variety of areas to win. The Baldrige criteria are non prescriptive and adaptive. Although the focus on the Baldrige is on results, the means for obtaining these results are not prescribed. The criteria support company-wide alignment of goals and processes. The criteria permit goal-based diagnosis. The criteria and scoring guidelines provide assessment dimensions. 51. Baldrige Award Framework 4 Information and analysis 3 Customer and market focus 6 Process management 1 Leadership 7 Business results 2 Strategic planning 5 HR develop. & management Organizational Profile: Environment, Relationships and Challenges 52. ISO 9000:2000 Is the European standard for quality that has been expanded worldwide. European Quality Award (EQA) The highest level is the EQA for the most accomplished applicant in a given year. The second level given is the European Quality Prize for other firms that meet the award criteria. 53. European Quality Award Model Leadership People management Processes Business results Policy and strategy Resources People satisfaction Customer satisfaction Impact on society Enablers Results 54. TPM awards were instituted by the Japan institution of plant Maintenance(JIPM), TPM excellence awards are conference globally to those Organization exhibiting outstanding practices in directing And implementing TPM 55. ANY QUESTIONS BEINGS IN YOUR MIND?