quality - striving for excellence. banerjee president’s page price rs. 100/- quality - striving...
TRANSCRIPT
B. Banerjee
Price Rs. 100/-President’s Page
QUALITY - Striving for Excellence
www.ncqm.com NATIONAL CENTRE FOR QUALITY MANAGEMENT
January - March 2014Vol. II No. 1
C O N T E N T S
D. L. Shah Trust For Applied Science,
Technology, Arts & Philosophy .....2
Rane Brake Lining Ltd’s Deming Journey towards Business
Excellence by Mr. D. Bheemsingh, Sr. V. P. .....5
“The great waste in America is failure to use the ability of people” – Dr.Edward Deming.
Involvement of people is one of the basic principles of TQM and their full involvement enables their abilities to be used for the organizations' benefits.
Let's capture the perceptions of European, American and Japanese Excellence Models on this vital issue.
• European perspective: The European Foundation of Quality Management (EFQM) was established in 1989 with a view to increasing the competitiveness between European economy with those of USA and Japan. The first version of EFQM Excellence Model was created by a group of experts from various sectors and academic institutions and was launched in 1992.
Towards involvement of people, EFQM model advocates the following: (a) how people resources are planned, managed and improved (b) how people's knowledge and competencies are identified, developed and sustained (c ) how people are involved and empowered (d) how people and the organization have a dialogue and (e) how people are rewarded, recognized and cared for.
• American perspective: Ramkrishna Bajaj National Quality Award (RBNQA) which is Indian equivalent of Malcolm Baldrige National Quality Award(MBNQA) of the USA focuses on the following criteria parts on people's involvement:
(a) how the company enables employees to develop and utilize their full potential aligned with the company's objectives (b) what are the company's efforts to build and maintain a work environment and work climate conducive to performance excellence, full participation and personal & organizational growth (c) subcategories include work systems, employee education, training and development as well as employee well being and satisfaction.
• Japanese perspective: Both Deming Application Prize (DAP) and Deming Grand Prize (DGP) which are the highest honor in the field of Business Excellence through structured TQM route are based on 14 Business Philosophy points . They are (a) create constancy of purpose towards improvement of products and services (b) adopt the new philosophy of cooperation for “win-win” (c) cease dependence on mass inspection of the product to achieve quality (d) end the practice of awarding business on the basis of price tag alone (e) continually improve every process (f) institute on the job training for skill enhancement (g) adopt and institute leadership (h) drive out fear and build trust (i) break down barriers between departments –abolish unhealthy competition (j) eliminate slogans, exhortations and unrealistic targets (k) eliminate arbitrary numerical targets (l) remove barriers that rob both daily workers as well as management staff of their right to pride in workmanship (m) encourage education and self development and (n) demonstrate top management commitment.
Careful scrutiny of these fourteen unconventional statements will reveal that as many as seven (50%) of them relate to “Psychology and Understanding of Human Behavior”.
This amply demonstrates the emphasis given by Japanese Excellence Models on total employee involvement towards sustainability of an organization.
Finally some thoughts by certain top executives
• “The whole employee involvement process springs from asking your workers the simple question, “What do you think ”? D. Peterson; Ford
• “The teams at Goodyear are now telling the boss how to run things. And I must say, I am not doing a half bad job because of it” S. Gurlt, Good Year
NCQM’s BEQET Award 2013 .....22
Future Work Skills for Quality Professionalsby Mr. Navin S. Dedhia .....23
NCQM News .....23
Theme: Involvement of people in Business Excellence journey
B.Banerjee President, NCQM
Quality - Striving for Excellence through Deming Journey 2January - March 2014
D. L. SHAH TRUST FOR APPLIED SCIENCE,
TECHNOLOGY, ARTS & PHILOSOPHY
• Born on 13th June 1907. Passed away on 3rd
May 1999.
• A Well-know industrialist, philanthropist and a
great visionary. Made tremendous contributions to
the Indian Industry in general, and the Machine Tool
Industry in particular.
• His company Perfect Machine Tools (PMT) was a
pioneering company in the machine tool industry.
He was the President of the Indian Machine Tool
Manufacturing Association and Machine Tool
Marketing Association of India for number of years.
• Quality' was a passion with Mr. Shah. It was his
life's desire and objective that “Made in India”
brand should be recognized and respected all over
the world. He worked tirelessly and with
unwavering determination towards this objective.
• He was one of the founders of the National
Centre for Quality Management (NCQM).
• During his life time he received several awards
and honors, some of which are listed below:
ØGold Insignia & Citation (highest award given to
a Foreigner) of Govt. of Poland for promotion of
Indo-Polish trade.
ØAustrian Award, given by the Austrian Govt., for
promoting Austrian business in India.
ØQuimpro Platinum Standards Award for Quality
Management.
ØShiromani Award, conferred by the Shiromani
Institute.
ØBajaj Auto Outstanding Quality Award',
bestowed by NCQM, which was presented
by Mr. R. Venkataraman, Former President
of India.
ØThe 'Ambassador for Quality in India' Award, of
the American Society for Quality Control. This
was presented by the U.S. Consul General.
ØIMC's 'Juran Quality Medal'. This was presented
by the Prime Minister of India.
• He donated all his life's earnings to the D. L.
Shah Trust that he founded in order to continue his
mission for better India in all walks of life.
• D. L. Shah Trust has published a number of books on
Quality, Productivity & ISO Standards on Quality,
and has distributed them free-of-charge to
organizations, institutions and professionals.
• D. L. Shah Trust has instituted National Awards on
Quality in association with the Quality Council of
India since 2006 known as the QCI-D.L. Shah Award
on Economics of Quality. The First award in 2006
was given to the winners by the then Hon'able
Rashtrapati of India Dr. Abul Kalam. The Award
ceremony is held in Delhi every year and these
awards now known as the QCI - D.L. Shah Quality
Award are handed over to the winners by VVIPs in
the country in a Quality Conclave which is attended
by over 700 to 800 Quality professionals.
Recently the trust, in collaboration with QCI, has
sponsored the printing of a book - Quality Best
Practices- Selected QCI - D.L. Shah National Quality
Award Winning case studies
Website – www.dlshahtrust.org Email – [email protected]
DAHYABHAI LALLUBHAI SHAH
D. L. SHAH
TRUSTFOR APPLIED SCIENCE, TECHNOLOGY,
ARTS & PHILOSOPHY
“A hundred times every day, I remind myselfthat my inner and outer life depended on thelabours of other men, living and dead, andthat I must exert myself in order to give inthe same measure as I have received and amstill receiving”.
Albert Einstein
3
The trust has setup the D.L . Shah Quality Research
Centre, in association with Quality Council of India, in
New Delhi which has become operational since March
2013. It is perhaps, the first research centre in the
country on the subject of quality.
• The present Trustees of the D. L. Shah Trust
are :
ØMr. H. K. Taneja – Former Chief Executive of
'Indian Register of Shipping'.
ØMr. Rohan Shah – An eminent advocate, Sr.
Partner of Economic Law Practice.
ØMr. Gautam Doshi – Group Managing
Director of 'Rel iance Anil Dhirubhai
Ambani' Group.
ØMr. S. M. Pathania – Former Director –
General of Police, Maharashtra State.
ØMr. K. K. Nohria – Former Chairman & MD
of Crompton Greaves Ltd.
• To be known as the leading NGO to promote
and propagate the ideas and visions of Late
Mr. D L Shah, Founder D L Shah Trust for
Applied Sciences, Technology, Arts and
P h i l o s o p h y b y i n t r o d u c i n g s y s t e m s ,
methods, mechanisms and practices to
better the over- all Quality of life in INDIA.
ØTo promote research and other activities
related to the preservation, protection and
improvement of the ecology and environment.
ØTo promote and foster the movement of
Quality consciousness & Quality awareness
as regards products & services provided in
India.
ØTo promote the development & use of
environment friendly industry process and
water management techniques.
ØTo promote research & development as to
safety measures and practices followed in
industrial concerns.
ØTo work towards the introduction of systems,
methods, mechanisms and practices to the
betterment of the over-all Quality of life in India.
ØTo make Quality of dealings & business ethics to
inspire confidence and faith among all public.
ØTo make “Made in India” label synonymous
with “Quality of Excellence”.
The trust's mission is
Its objectives in brief are:
TH 5 D. L. Shah Memorial Lecture was held on March 15,
2014 at Hall of Harmony Nehru Centre Worli, Mumbai –
400 018.
Mr. B. Banerjee, President of NCQM, welcomed the
guests and dignitaries, who included Mr. Khushroo
Khambata – CEO of D. L. Shah Trust (DLST), Mr. H. K.
Taneja – Trustee of DLST, Shri Mahesh V. Gandhi ,
Trustee, NCQM and Chief Guest Mr. D. Bheemsingh,
Sr. Vice President, Rane Brake Lining Limited, Chennai.
Mr. B. Banerjee gave the welcome address with an
update on NCQM and its activities.
Mr. H. K. Taneja – Trustee of D. L. Shah Trust, gave an
update on profile and achievements of Late D. L. Shah
and on the activities of the D. L. Shah Trust.
Shri Mahesh V. Gandhi introduced the chief guest and
speaker, Mr. D. Bheemsingh.
Mr. D. Bheemsingh delivered the lecture on “Rane
Brake Lining Ltd’s Deming journey towards Business
Excellence” – followed by question and answer session.
The lecture was very informative, enlightening and
inspiring.
Mr. H. K. Taneja presented a silver plaque momento as a
gesture of appreciation to Mr. D. Bheemsingh. Mr.
Santosh Khadagade – Hon. Secretary, NCQM proposed
a vote of thanks to all concerned who made the event
successful.
The evening concluded with refreshments and tea.
TH5 D. L. SHAH
MEMORIAL LECTURE“Deming journey towards Business Excellence”
Mr. D. Bheemsingh, Sr. Vice President,
Rane Brake Lining Limited, Chennai.
We are thankful
to
D. L. Shah Trustfor Sponsoring
this Newsletter Issue.
Quality - Striving for Excellence through Deming Journey January - March 2014
4
Mr. H. K. Taneja, Trustee of D.L. Shah Trust andMr. Mahesh V. Gandhi, Trustee of NCQMgarlanding Late Shri D. L. Shah’s Photo.
Mr. B. Banerjee welcomingMr. D. Bheemsingh with a bouquet
L to R Mr. B. Banerjee, Mr. Mahesh V. Gandhi,Chief Guest, Mr. D. Bheemsingh,
Mr. H. K. Taneja, Mr. Khushroo Khambata on the dias.
Mr. H. K. Taneja, giving update onLate Shri D. L. Shah Trust’sactivities & achievements
Mr. Mahesh V. Gandhi introducingthe speaker Mr. D. Bheemsingh
Mr. D. Bheemsingh,Sr. V P, Rane Brake Lining Ltd., delivering the lecture
A section of the audience listeningto the speaker with raft attention
A section of the audience at the time ofQuestion-Answer session
Mr. H. K. Taneja presenting a silver plaque momento to Mr. D. Bheemsingh
Mr. Santosh Khadagade,Hon. Secretary, NCQM
proposing vote of thanks
Few Snap Shots of the Memorable Event
Quality - Striving for Excellence through Deming Journey January - March 2014
Rane Brake Lining Ltd’s,Deming Grand Prize Journey
by Mr. D. Bheemsingh, Sr. V. P.
0. Plan for the lecture
1. An overview of Rane Group
The entire lecture is structured under five broad
headings. They are:
0.1 An overview of Rane Group
0.1.1 An overview of Rane Brake Lining Limited (RBL)
0.2 TQM at Rane
0.2.1 What is TQM
0.2.2 Why TQM at Rane
0.3 Deming Journey of RBL
0.3.1 Brief details of Deming Prizes
0.3.2 Deming Application Prize (DAP)
0.3.3 Deming Grand Prize (DGP)
0.4 Benefits
0.5 Sustenance of TQM Practices
0.6 Conclusions
Rane group established in 1929 comprises 7
companies, 25 plants and employs over 5200
personnel. It has technology alliances with TRW-USA,
NSK-Japan and Nisshinbo (NISB) – Japan. Annual
group sales for the year 2012 - 13 was Rs. 2,923 Crores
(538 million USD). Product-wise sales contribution of
group companies for the year 2012-13 is given below.
5
Manual Steering &Suspension Systems
Steering Columns& Electric Power
Steering
Hydraulic PowerSteering Systems
Friction MaterialProducts
Value TrainComponents
Die Casting Products
Seat Belt Systems2%3%
Status of DAP and DGP at Rane Group is as follows:
1.1 An overview of Rane Brake Lining Limited
1.1.1 Productwise sales contribution is given below :
• Established in 1964 for manufacturing friction
material products.
• Serves to all major OEMs, Exports, Railways and
caters to all vehicle segments
• Collaboration with NISB - Japan with an equity
participation of 20.05%
• State of art R&D and testing facility approved by
Government of India
Products
Brake Linings Disc PadsComposite
Brake BlocksClutch
FacingsClutch
Buttons
1.1.2 Industry Segments
RBL Supplies to all Industry segments which includes
v Medium & Heavy Commercial Vehicle (M & HCV)
v Passenger Car Vehicle (PCV)
v Light Commercial Vehicle (LCV)
v Multi Utility Vehicle (MUV)
v Multi Purpose Vehicle (MPV
22%
21% 15%
14%
23%
Deming Prize
Deming GrandPrize (DGP)
Rane Holdings Limited
Rane EngineValve Limited
Rane (Madras)Limited
Rane TRW SteeringSystems Limited
Rane BrakeLining Limited
Kar MobilesLimited
Rane DiecastLimited
Rane NSK SteeringSystems Limited
JMA RaneMarketing Limited
Leaders in respective Market Segments
INR
in
Cro
res
Sales Turnover for 2012-13 in USD : 72 Millions
Leader in Friction material industry in India
Quality - Striving for Excellence through Deming Journey January - March 2014
6
1.1.3 Customers
v Farm Tractors
v Three Wheelers
v Two Wheelers
v Railways
1.1.4 Infrastructure – Plant locations
Vehicle OEMsBrake Assembly Manufacturers (Tier-1) Railways
• Amalgamations Repco Ltd,
• Automotive Axles Ltd,
• Brembo Brake India Private Ltd,
• Endurance Technologies Private Ltd,
• Exedy India Ltd,
• Luk India Private Ltd,
• Mando India Ltd,
• Brakes India Ltd,
• Foundation Brake Manufacturing Ltd (Formerly
Robert Bosch Chassis Ltd),
• Ashok Leyland Ltd,
• Asia Motor Works Ltd,
• Bajaj Auto Ltd,
• Caterpillar India Private Ltd,
• Force Motors Ltd,
• Ford India Ltd,
• General Motors,
• Honda Siel Cars India Ltd,
• Hyundai Motor India Ltd,
• Mahindra & Mahindra Ltd,
• Mahindra Navi Star Automobiles Ltd,
• Nissan Motors India Private Ltd,
• Renault Nissan Automotive Private Ltd,
• Royal Enfield Motors Ltd,
• Tractors and Farm Equipment Ltd,
• Toyota Kirloskar Motor Private Ltd,
• Ve Commercial Vehicles Ltd,
• Volkswagen
• Yamaha Motor Private Ltd
• Maruti Suzuki India Ltd,
• Tata Motors Ltd,
• Delhi Metro Rail Corporation Ltd,
• Indian Railways,
• Malaysian Railways,
• Sri Lankan Railways
(In Alphabetical order, indicates top 2 customers for RBL) Green font
Plant 1, Chennai and Head Quarters (HQ)Established : 1964 ; 183 & 104 employees
Plant 2, Hyderabad ; 580 Km from HQEstablished : 1991 ; 267 employees
Plant 3, Puducherry ; 155 Km from HQ Established : 1997 ; 97 employees
Plant 4, Trichy ; 321 Km from HQEstablished : 2008 ; 245 employees
Quality - Striving for Excellence through Deming Journey January - March 2014
7
1.1.5 Major milestones in RBL's Deming journey
2. TQM at Rane
2.1 What is TQM
TQM is a carried out by
to
achieve the organization’s objectives so as to provide
products and services with a level of quality that
at the appropriate time and price.
set of systematic activities the
entire organization effectively and efficiently
satisfies customers,
2.1.1 Explanation of key terms
ØSystematic activities – Planned, Strong leadership,
Mid and long term vision, Strategies and policies
ØEntire organization – Every one at all levels, across
functions
ØEffective and Efficient – Achieve planned results
with least resources
ØQuality – Usefulness, reliability, safety
2.1.2 Essence of TQM
2.1.3 Organizational alignment
TQM needs organizational alignment as
pictorially depicted below :
2.1.4 Benefits of TQM
ØQuality stabilization and improvement
ØTransparent policy deployment
ØRigorous implementation of short and long term
plans
ØProductivity improvement
ØCost reduction / profit improvement
ØHighly focused and motivated workforce
ØUnified Organisational Power
2.2 Why TQM at Rane
ØBy mid 1970s, Rane had become a successful and
well known name in India in the field of automotive
components.
ØCommencing in 1991, there were dramatic shifts in
the policy environment. An economy closed for
forty five years opened up nearly totally.
ØMajor car companies and auto component
suppliers saw huge and attractive potential in India
both for manufacturing and sourcing due to lower
costs.
ØThis led to Rane facing “World Class” competition.
ØThese developments called for a total reappraisal of
Rane’s competencies and business processes.
ØAlthough Rane had launched a few initiatives such
as strategic planning and manufacturing system
redesign, the results were not satisfactory.
ØThe quality levels and process robustness were
nowhere near world-class standards.
2000
2003
2013
Won Deming Grand Prize(Highest honour forpracticing TQM)Deming
Application Prize
Introduction of TQM at RBL
CustomerFocus
Continuousimprovement
TotalParticipation
TQM ContinuousImprovement
Organizational Alignment!
Quality - Striving for Excellence through Deming Journey January - March 2014
8
2.2.1 Introspection
ØOur analysis indicated following major causes for
failure of the new initiatives:
• Management methods
• Lack of Total Employee Involvement
ØAll of them were issues of operational excellence,
strong suit of Japanese companies.
ØHence a TQM workshop was arranged in
December 1999 by Dr.Washio from Juse for the
senior management.
ØThe workshop confirmed our assumption that
TQM would be a holistic input that would address
all our concerns.
ØThe commencement of Japanese way of TQM (in
2000) is a watershed in the evolving history of Rane.
2.2.2 World class expectations on QCD
3. Deming journey of RBL
3.1 How do DAP and DGP look like
Inscriptions on Deming Application Prize (DAP)
and Deming Grand Prize (DGP)
Deming Prize
Organizations that have implemented
TQM suitable for their management
philosophy, scope / type / skill of
business and management environment
Deming Grand Prize
Organizations that have received
Deming Grand Prize and maintained
and further enhanced level of TQM for
more than three years Deming Prize
3.2 Deming Prize Core Quality System
3.3 Evaluation Items and points of basic categories
GlobalMajors
Expectation
TargetPost TQM
Pre TQM
Q - Quality (customer return)
0 PPM
100 PPM
10000 PPM
1.0
0.85
Daily JIT
Monthly compliance
0.70
C - Cost index
D - Delivery
E Nagare
Deming Prize – Brief Details
W Edwards Deming1900-1993
“We have learned to live in a worldof mistakes and defective productsas if they were necessary to life.
It is time to adopt a newphilosophy in America.
1. Management policies and their Deployment
5. Information analysis and utilization of IT
6. Human resources development
2.New product development/or work process innovation
3. Maintenance and improvement
4. Management system
RBL Deming journey...
Evaluation items and points – Basic categories
Sl.No Items Points
Management policy and their development regarding qualitymanagement
New product development and/or work process innovation
Maintenance and improvement of product and operational quality – DWM & continuous improvement
Systems for managing QCDA
Information Technology (IT)
Human Resource (HR)
1
2
3
4
5
6
20
20
20
10
15
15
Basic categories : 75 out of 100
Unique activities : 3.5 out of 4
Top Management leadership : 3.5 out of 4
Minimum marks for Deming Prize
Quality - Striving for Excellence through Deming Journey January - March 2014
9
3.4 We followed PDCA approach planned
3.4.1 Planning
3.4.1.1 Micro level planning
Pre TQM Status : Dominant Market Leadership
Macro level
ØMBO : Management by objectives
ØTop down
ØStrategic Business Plan – 5 years
• President, Marketing & Finance
• ‘V’ not percolated down the line
• Limited buy in for company goals
ØCompany run by ‘select few’.
ØGrowth momentum more due to market forces
than driven by strategy.
3.4.1.2 Micro level planning
ØEmployees working in ‘Strong Silos!’.
ØGood functional expertise
ØLow ‘Q’ levels
• High number of customer complaints
ØMachine upkeeping / 5S – Major issues
ØFire fighting – Order of the day
ØAll inefficiencies built into costing!!
• SP = Cost + Profit
3.4.2 Beginning of DAP journey…
ØFrank deliberations
• Top Management at Group level
Ø“Consensus’ on TQM as the initiative
ØChairman’s one day off site work shop – All plants
across the country
ØIn depth reviews
3.4.3 Actions taken at Macro level
ØVision Setting and Strategy formulation
ØPolicy Deployment
• Company wide alignment
• Monthly / Quarterly reviews
3.4.4 Actions taken at Micro level
ØDaily Routine Management
• Daily gemba review
• Focus on recurrence prevention
• Focus on ‘Process’ than result
ØProcess stability
• SPC focus – Manufacturing and non-
manufacturing areas
Mr.Harish LakshmanVice Chairman-
Rane TRW
Mr.L.LakshmanExecutive Chairman,
RHL
Mr.L.GaneshChairman,
Rane Group
Defects Defects Defects Defects
Defects
LSL USL
LSL USL LSL USL
Process Capability - Strategy1. - Put the process on target2. - Reduce variability of the process
“Centering”“Spread”
Process Capability Analysis
Quality - Striving for Excellence through Deming Journey January - March 2014
10
3.5 Policy deployment – system flow chart
Policy Deployment...
LevelsSteps
Social Conditions
Top Management
Functional Heads
Manager Executive Feedback Documents
Mission / Vision
Mid & Long term plan
President’s Policy
P
D
C
AReview of
President’s Policy
? Mission & Vision
? SBP /AOP
? PD form-1
? PD form-2
? PD form-2
? PD form-3
? PD form-4
? PD form-5
? Review Once in a Quarter at plants & Once in a month at corporate office
Self-Examination of Policy & Action Plan
Functional Head’s Diagnosis
President’s Review
Implementation/Evaluation/Action
Fn. Head’s Policy
Mgr’s Policy
Executive’sAction Plan
President Policy for the year 2012-13 PD Form - 1
Form - 1
Policy(Priority Areas)
PDRef.No.
Managing PointsMetric(UOM)
Target for2012-13 PD
Ref.No.From # To
Major MeasuresStrategic
InitiativesRef. No.
Deployment
Customer Focusand New
Customer / Markets
1
TechnologyFocus
QualityFocus
CostCompetitiveness
Strong CorporateConstitution
2
3
4
5
NPD Sales
Formulation Development
Technology Projects
a) Quality Improvement
- Customer Line Rejection
- In-process Rejection
Productivity Improvement
Morale Development
Skill Enhancement
Competency Enhancement
Sales Value(Rs. Cr)
Formulations/Year (Nos.)
Projects/Year(Nos.)
PPM
PPM
ESU(Pieces/Man
hour)
EOS Score (%)
Skill in L3 & L4 (%)
Competencyin L3 & L4 (%)
19.5
5
6
P1:
P2:
P3:
P4:
51
29
54
12P1:
P2:
P3:
P4:
9354
7901
8533
9736P1:
P2:
P3:
P4:
36.2
34.4
35.6
33.0
77
64
71
25.4
6
6
50
50
50
97500
6093
5500
500041.0
40.0
38.5
34.6
80
75
75
1.1
1.2
3.1
4.1
4.2
4.3
4.44.5
4.6
4.7
4.85.1
5.2
5.3
5.4
6.1
6.2
6.3
- OEM: TML-LCV, NISSAN-Aftermarket : AFBL - M&HCV, LCV and DP
- Formulation Library Enhancement- High Quality and Low Cost AF Formulation development
- Process improvement projects, Test capability enhancement (Including NVH)- Shim bonding technology development
- SPC/FMEA reviews,- Process / Products Audits,- QC Story methodology
- SOP revisions,- QC Story approach for Problem solving
- Lean Manufacturing
- HR initiatives- Action on Survey Findings
- Skill Evaluation and Upgradation
- Competency Evaluation and Upgradation
1, 3, 11
1, 5
6, 7, 11
8
8
8
89
9
9
915
15
15
15
18
19
19
HOD - MKT,HOD - R&D
HOD - R&D
HOD - R&DHOD - CMFD
PH - P1
PH - P2
PH - P3
PH - P4PH - P1
PH - P2
PH - P3
PH - P4PH - P1
PH - P2
PH - P3
PH - P4
HOD - CHR
HOD - CHR
HOD - CHR
RANE BRAKE LINING LIMITED
# - 2011 - 2012 Actuals
Quality - Striving for Excellence through Deming Journey January - March 2014
11
Policy Deployment...
Policy Deployment...
Form - 2
Rane Brake Lining Limited, Chennai CHR
Form 2HEAD CORPORATE HR
MPNo.
ManagingPoints
PDRef.No.
Metric(UOM)
Target- 12-13
From To
Major MeasuresCPNo.
PDRef.No.
Check PointsMetric(UOM)
Target- 12-13
From To
Deployment
1. 6.1MoraleDevelopment
EOSScore (%)
77 80HR initiatives,
Action on survey findingsSOP Ref. No. HR/PF/004
1.1
1.2
1.3
1.4
1.5
6.1
6.1
6.1
6.1
6.1
MoraleDevelopment -Corporate
MoraleDevelopment - P1
MoraleDevelopment - P2
MoraleDevelopment - P3
MoraleDevelopment - P4
EOSScore (%)
EOSScore (%)
EOSScore (%)
EOSScore (%)
EOSScore (%)
76
78
70
75
86
78
80
75
77
87
PS
P1 - HR HEAD
P2 - HR HEAD
P3 - HR HEAD
P4 - HR HEAD
P1 - HR HEAD
P2 - HR HEAD
P3 - HR HEAD
P4 - HR HEAD
86
80
96
75
65
72
63
56
Skill in L3 &L4 (%)
Skill in L3 &L4 (%)
Skill in L3 &L4 (%)
Skill in L3 &L4 (%)
Skill Enhancement Plant 1
Skill Enhancement Plant 2
Skill Enhancement Plant 3
Skill Enhancement Plant 4
6.2
6.2
6.2
6.2
2.1
2.2
2.3
2.4
Skill evaluationand upgradation
SOP Ref. No. HR/PF/00564 75
Skill in L3&
L4 (%)
SkillEnhancement
6.22.
Form - 2
Rane Brake Lining Limited, Chennai CHR
MPNo.
ManagingPoints
PDRef.No.
Metric(UOM)
Target- 12-13
From To
Major MeasuresCPNo.
PDRef.No.
Check PointsMetric(UOM)
Target- 12-13
From To
Deployment
Manager - Recruitment & Training Form 2
1.1 6.1
MoraledevelopmentCorporate
EOS Score(%)
76 78HR initiatives,
Action on survey findingsSOP Ref. No. HR/PF/004
1.1.1 6.1Action on surveyfindings
AdherenceIndex
(%)100 100 Self
3.1 6.3
Trainingprogramme -Executives
Mandays(Mandays /
emp/annum)6.35 7
Training need identification,prepare Annual Training
calendar and conducttraining
SOP Ref. No. HR/PF/003
3.1.1 6.3
Trainingprogramme- Corporate &Plant 1 Executives
Mandays(Mandays /
emp/annum)6.13 6.5 TV
4.1 - GPTWinitiatives
Initiativesimplemented
(Nos)11 16
Implemented initiativesidentified from GPTW
surveySOP Ref. No. HR/MP/SOP02
4.1.1 -
-
-
-
Actions on - QCM.Rane connect,Celebrations
AdherenceIndex
(%)100 100 AGS
5.1
5.2
1.0
-
-
-
RecruitmentLead time
Attrition
RecruitmentCost
Lead timeper position
(Days)
Separation(%)
Cost perposition
(Rs.)
44 40
24 20
12712 12000
Consultant meet, StructuredJD, Bid pipeline
managementSOP Ref. No. HR/MP/SOP09
Stay interview, CFT exitinterview and actions
SOP Ref. No. HR/REC/SOP10
Recruit thro portal, Referalsystem
SOP Ref. No. HR/MP/SOP10
5.1.1
5.2.1
1.1
Lead timeJM level
Infancy Attrition
Recruitment costJM level
Lead timeper position
(Days)
Separationwithin 6
months (%)
Cost perposition
(Rs.)
49
7.8
11135
45
6
11000
Self
AGS
Self
Quality - Striving for Excellence through Deming Journey January - March 2014
12
Policy Deployment...
3.6 Daily Routine Management (DRM)
Definition of “Daily Management”
“Daily Management comprises all the routine activities that must be carried out efficiently; while
maintenance activities are the main concern, improvement activities are also part of Daily
Management”
DRM - Marketing
Form - 2
Rane Brake Lining Limited, Chennai PLANT 1
MPNo.
ManagingPoints
PDRef.No.
Metric(UOM)
Target- 12-13
From To
Major MeasuresCPNo.
PDRef.No.
Check PointsMetric(UOM)
Target- 12-13
From To
Deployment
Form 2 for the year 2012-13 PHR Head
1 -
OperatorSkillEnhancement
Skills in L3& L4 (%) 65 86
Skill evaluation andupgradation 1.1 -
Training programmes
Mandays/employee/annum
6 7 Divya
2 -
EmployeeopinionSurvey
Score(%)
78 80 Address Restrainers 2.1 - EOS initiatives
Implementedinitiatives(Nos)
3 5 Self
3 - QCC ProjectProjects /
QCC/annum
3.4 4
Tracking and handholding inactiveQCC
3.1 -
-
-
-
Inactive QCCInactive QCC(Nos) 5 0 Divya
4
5
6
-
-
-
Statutory
FactoryMaintenance
DirectLabour Cost
Compliance(%)
Cost(Rs. in crores)
Percentageagainst
sales (%)
100 100
0.56 0.56
7.8 7.9
Adherence to STACK/VAM
Monitor and Control ofContract Manpowerengagement as perAOP
Manpower deploymentas per LTS
4.1
5.1
6.1
Internal auditobservations
Manpower - Contract
Engagement ofManpower as perLTS
Noncompliance(Nos)
Head count(Nos)
Adherence toapproved nos(%)
10
112
100
0
109
100
Balaji
Arunraj
Arunraj
REVL, P4Role Description
Ref REVU/P4/RPP-14Date : 05/1006Page 1 of 1
Position: Module Leader - Production (Forge Shop)Organization Chart Ref. REVI/P4/QC-1/8
Purpose:
To achieve daily Module programme
Role (S)
1 To achieve daily module plan
2 To achieve targeted quality levels
3 To ensure SOP Up gradation
4 To reduce consumption of major consumables
5 To achieve module productivity
6 To ensure adherence to systems
Managing points
S # MANAGING POINT Metric UOM Review frequency1 Daily Production Planned output
2Poke yoke implementation(Customer Complaints)
No. of poke yoke implemented
No. of CM’s horizantally deployed
Scrap
Rework
SOP Upgradation
Problem solved by QCC’s(Related to Quality)
Cost / 1000 values
Values / Head
Process Audit Score
Nos
Nos
Nos
%
%No. of amendments
Nos
Rs.
Nos
Nos
Daily
Monthly
Quarterly
Daily
Daily
Quarterly
Quarterly
Monthly
Monthly
Monthly
3
4
5
6
Consumption of major consumables
Module productivity
System Adherence
Internal Rejections
Quality - Striving for Excellence through Deming Journey January - March 2014
13
Daily Routine Management (DRM )...
3.7 Policy Deployment and Daily Routine Management
3.8 The effects and thereafter
3.8.1 The Effects
ØWon Deming Prize in 2003 – Landmark in RBL
History
• 1st in Rane family
• 7th in the country
ØStrategy focus
ØOperations – Not very robust
3.8.2 Thereafter…
ØDominant Market Leadership continued
ØEuphoria took over
ØDegree of complacency set in / Element of over
confidence
ØBack to Business
• TQM Philosophy was not ingrained
ØIR issues
3.9 The DGP journey
3.10 Specific initiatives launched
3.10.1 TQM promotion
Towards TQM promotion, we concentrated on :
TQM at RBL
What did we do ……… differently…..
ØPhase of introspection – 2005
• SMG level
• Discussions at different levels
• Operators taken into confidence
ØChallenges faced
• Sustained Dominant Market Leadership!!
• Resistance to accept reality
• Focus on ‘results’ than ‘process’
• Getting ‘buy-in’ at different levels.
3.9.1 Actions taken
ØLead from the front
• Accepted leadership failure – Ice breaking step
• Policy deployment in spirit
• Focus on Daily Routine Management
• Intense and in depth reviews
ØDecisive actions for getting “buy-in”
ØCustomer focus
• OEM / Tier 1
ØEmployee focus
• HR interventions
ØTQM Organization
ØGroup level : TQM Apex reviews
ØCompany level
ØCorporate TQM reviews
ØMonthly Business reviews – through Managing
Points
ØPlants / Functions MBR – through Managing
Points
ØGemba reviews
3.10.2 TQM Organization…
Daily Management & Policy Management
Shortage of target ifno special activity isinitiated
Target set byManagement
Policycandidates
What are we doing“Extraordinary”
(Beyond normal improvement)
Changingthe business
VS. Runningthe business
Yea
rly
per
form
ance
Estimation curve bycontinuing usual activity
}
Monthly
Derailment of TQM
Grouplevel
CompanyLevel
Plant/Function
level
TQM Apex Council
Comprises of Chairman, Presidentsand TQ Coordinators of GroupCompanies and Group TQMCoordinator
To evolve overall policies andguidelinesfor group companies; assessimplementation status at variouslocations through planned audits
Responsibilities:
TQM Steering Committee
Comprises of President, SeniorManagement of the Company andPlant / Head Office TQM Coordinators
Responsibilities:
To promote TQM knowledge andmotivate the human resource forimplementation of TQM activities
TQM Steering Committee Responsibilities:
Comprises of Plant / Functional Heads and their Sections Headsand TQ Coordinator
To motivate and implementobservations given by Apex council,RBL TQM steering committee andTQM internal audits
Quality - Striving for Excellence through Deming Journey January - March 2014
14
3.10.3 SBP Process Enhancement
3.10.4 Revised Strategy Framework…
Post Deming Application Prize Scenario
Globalization
Globalization
ØEntry of global OEM customers
• High growth expected in Medium & Heavy
Commercial Vehicle (M&HCV), Passenger
Car Vehicle (PCV) and Multi Utility Vehicle
(MUV) segments
• Increased opportunities for RBL and
intensified competition
Technology
ØTechnology development
vAsbestos to Asbestos Free (AF)
• OEMs – Market and Customer requirement
• Aftermarket – Proactive initiatives taken
though legally not mandated
Revised Strategy Framework …
Company
ØRBL market leader in Friction Material industry
in India
ØHighly reputed Brand image in quality
ØStagnant overall sales
• OEM growth not as per plan 2006-08
Deeper analysis
ØLost M&HCV business as major OEM customer
migrated to AF
vCompetition secured the business through
bought out product
vRBL could not predict Asbestos to Asbestos
free migration in time
• Contact mainly with Tier-1 and less with
OEM being a Tier-2 company
• Confident on high quality Asbestos product
ØStagnant share in PCV and MUV segment
• Inadequate system to capture prospective
businesses
ØRBL senior management team brainstormed
• Why present SBP process not revealing all
this?
Inference
ØExisting SBP frame work had limitations
• Focused on existing strong market and
products
• SWOT focus – less on market analysis
ØPredominantly ‘Product Out’ approach
Necessitated “Strategy framework revision”
Revised Strategy Framework …
ØHigh level workshop conducted by Japanese
Sensei
• Internal workshops conducted involving
more managers to work out way forward
• Learning from the workshops were deployed
to revise SBP process
Earlier
Past Performance
Strategy Test Survey (Selected Employees)
Pre-SBP workshop preparation
SBP workshop (SM + MM level)
Goals and Strategies Finalization
Identification of Strategic Initiatives
Finalization of Strategic Initiatives
• Inadequate analysis on competitors
performance
• Lack of adequate focus on global market
• Inadequate deeper analysis on market
potential
• Limited meetings at Senior Management
Level – enough time not spent on bringing
out the current issues faced by organization
• Relatively weak linkages between the
Organization Vision, Goals, Strategies and
Strategic initiatives
Limitations :
All the above necessitated for the change in SBP process
SBP Process Enhancement
Earlier
Past Performance
Strategy Test Survey (Selected Employees)
Pre-SBP workshop preparation
SBP workshop (SM + MM level)
Goals and Strategies Finalization
Identification of Strategic Initiatives
Finalization of Strategic Initiatives
Revised
Past Performance
SM level workshop-1 (Remaining Issues)
SM level workshop-2 (Market environment
analysis – Stage1)
Identification ofThemes & Team
Formation
SM level focusedmeetings
(on selected themes)
SM & MM levelworkshop-3
(Market environmentanalysis – Stage 2)
Goals & StrategiesFinalization and StrategicInitiatives identification
Finalization of Strategic Initiatives
ØStrategy framework revised to ensure the
following
• SWOT focus to Market / Product focus
• Capturing customer needs proactively
• Enabling in-depth market and competitor
analysis
Change in approach - ‘Product Out’ to ‘Market In’
Quality - Striving for Excellence through Deming Journey January - March 2014
15
3.10.4 Strategic Business Plan 2012-15
Revised Strategy Framework …
? Collecting market, product information - STEEP,
Porters Five Forces and SWOT
Quality - Striving for Excellence through Deming Journey January - March 2014
16
3.11 Proactive marketing
ØDICV entered Indian market in 2008-09
ØRBL approached DICV proactively
ØVisit gave insight about techno - commercial
requirements of high performance commercial
vehicle
• Higher Horse power vehicles (330HP-25T,
31T) compared to other Indian models (TML
& Leyland-280 HP)
• Customer insisted imported grade to be used
due to performance parameters
ØChallenges :
• Brake liner needs to with stand life, strength
and higher operating temperature - 300 Deg C
• On par with imported grade
• Stiff Design Verification Plan time line -
3 months
Daimler India Commercial Vehicle (DICV) (Vehicle-OEM)…
Challenge for RBL is to meet the performance requirements & lead time
Vehicle
OEMs Tier1
Visits to Customers /
Market information
Media & Rane
Group
information
Prospective Business ListCustomer
Enquiry
Propose attractive
Options with
OEM’s/Tier-1
Receive RFQ
Submit Competitive Quote
Obtain Order
New elements added to process
Proactive marketing
Example : Daimler India Commercial Vehicle (DICV) (Vehicle-OEM)…
• RBL Showcased technical capabilities to match
the imported grade – with 3 options.
• Options enabled DICV & Tier-1 to choose RBL
as first source for 25T vehicle
• RBL pursued all further new DICV opportunitiesCapturing Customer needs Vs Comparison of RBL Options
Sl NoPerformanceParameters
ImportedGrade
RBL 1 RBL 2 RBL 3
1 Strength
Brake Noise
Brake Efficiency
High TemperatureLiner-Life
Drum life
Flexibility
Cost
2
3
4
5
6
7
RBL proposed RBL 2 in consultation with Tier-1 & Vehicle OEM
Daimler Commercial
Vehicle ModelsRBL Competitor
25T
31T
16T
12T
9T
ü
ü
ü
ü
ü
ü
-
-
ü
-
• Result: RBL present in all Daimler India program
- Fair - Good - Better
Proactive Engagement during vehicle design stage resulted in winning business
Quality - Striving for Excellence through Deming Journey January - March 2014
17
Proactive marketing…
Results
Horizontally deployed the learning andwon business from design stage
• Mahindra & Mahindra - XUV5OO- Utility vehicle
• Quanto - Utility vehicle
• Working with Bajaj-RE60 Quadricycle
Learning applied for obtaining business from unserved market and won following business
• Maruti Suzuki -Swift passenger car
• Nissan - Micra passenger car
• Tata Motors- Sumo Gold –Utility vehicle
Significantly improvedmarket share in PCV
INR
MIL
LIO
NS
Quality - Striving for Excellence through Deming Journey January - March 2014
18
3.12 HR excellence
Intense employee engagement – TQM way
ØMorale level of employees are periodically
measured through
ØEmployee Opinion Survey (EOS)
ØGreat Place To Work (GPTW) survey periodically
ØPost survey
ØLow scoring statements identified - focused
group discussions held
Low scoring areas - Example
Executives
ØEvery one has an opportunity to get special
recognition
ØPeople celebrate special events
ØStress
Non Executives
ØRecreation facilities
ØConcern for people – Socio-cultural events
ØStress
Initiatives arrived and implemented for low scoring areas
HR excellence
Intense employee engagement – TQM way…
3.13 RBL TQM model
Source of inputs : Prof.Osada
3.14 Preparation for Examination
Challenges
ØMarket downturn
• Focus on sales / bottom line
• Extended hours of work – Work – Life balance
• Need for cost focus
ØAttrition : 20 – 25%
• From non-TQM organizations
• Feeling of excess work
ØRegular work + TQM
• Over worked
3.14.1 What did we do?
ØGroup level support
ØFocus on TEI
• Prestige of Group / Company
• QCC, Suggestions, QIT
• External participation
ØLead from the front
ØDGP Action plan and reviews
Company Goal -------- Self Goal
3.15 The Examination Experience
ØThe Agenda
ØSeptember 10 to 13, 2013
Ø4 Senior Japanese Professors
ØAll Plants and Functions
ØOverwhelming
ØElement of surprise.
ØIn depth
ØSchedule-A presentation
ØSchedule-B audit
Quality - Striving for Excellence through Deming Journey January - March 2014
19
3.16 The Success
3.16.1 DEMING GRAND PRIZE Award Ceremony
4. Benefits
4.1 Customer Quality
Won DGP in Nov 2013
Deming Grand Prize 2013
“ The Highest honour for Practicing TQM ”
Rane Brake Lining Limited
?1st Friction Material Company in World
?3rd in Rane Group Companies
?7th Company in India
?9th Company outside Japan and
?26th Company in the World
Rane Group
?1st Group to win DGP award for 3 consecutive
years outside Japan
?2nd Group in the World to win more than 2 DGP
awards
RBL President Mr.P.S. Roa received the coveted Deming Grand Prize from Mr. Masahiko Sakane,
Vice-Chairman, Deming Prize Committee (on behalf of Mr. L.Ganesh, Chairman, Rane Group) at AwardthCeremony function held at Keidanren Kaikan, Otemachi, Tokyo on 13 November, 2013.
4.2 Inventory & Productivity
4.3 Accidents
4.4 Total Employee involvement
PP
M
Benefits
Inventory - Import Raw Materials
pie
ce
s /
ma
n h
ou
r
Ind
ex
Ind
ex
Nu
mb
ers
Quality - Striving for Excellence through Deming Journey January - March 2014
20
4.5 Total Employee involvement
5. Sustenance of TQM Practices
5.1 Post DGP
ØSustenance is a most important part of TQM and it
requires continuous effort and cooperation from
all
ØThrough continuous practice of TQM, RBL has
learned and developed a culture of continuous
improvement
ØPost DGP is it imperative to strengthen our current
practices and improve further
Manufacturing Excellence Award by ACMA in 2013 – RBL Trichy
No
s.
Mo
nth
s
INR
in
Mil
lio
ns
New Products - Delivery
4.6 Awards and recognition
4.6.1 Customer recognitionTier-1 Customer
Vehicle OEM Customer
‘Best performance in Proprietary Category’ award from Brakes India Ltd. : 2012-13
‘Best in class performance in aftermarket support’ award from Ashok Leyland Ltd. : 2012-13
Manufacturing Excellence
4.6.2 People focus
‘Great Place To Work - India’s 2nd best auto component industry to work for’ - 2013
Quality - Striving for Excellence through Deming Journey January - March 2014
21
ØRBL came out with two sustenance initiatives
1. “DGP Action table – Using 4Q approach”
2. “RBL TQM Apex review”
5.2 DGP Action table using '4Q' approach
ØRBL received a detailed performance analysis
report prepared by examiners after examination.
ØReport reveled our areas of excellence as well as
areas for improvement.
ØIn order to make full use of the report, RBL
developed department wise action table and
circulated to all.
ØUsing the report, all departments prioritized their
actions using 4 Quadrant (4Q) matrix.
ØThis approach helped us in adopting all
improvement suggested by examiner and ensure
sustenance of TQM practices.
5.3 Environment Analysis…
Industry Structure : Porter’s Five Forces analysis
Supplier Power
• Closely controlled - sellers market
• Low leverage – on QCD
• Raw Materials - high volatility
Threat of Entry
• Entry of global Friction
Material giants –
experience and technology
Industry Rivalry• Narrow differentiation
scope
• Severe cost competition
Threat of Substitutes
• Electro magnetic braking
system
Buyer Power
• FM significant cost to buyer’s product -
High quality products @ lowest cost
• Buyers ready to go with competitors
• Biggest customers backward integration
? Manufacturing process innovation and new technology
development
? Reduce raw material cost
? Operational efficiency improvement
5.4 RBL's TQM Apex review
ØThe RBL Apex review team consist of Plant Heads,
Functional Heads and Identified Section Heads
across the Company.
ØRBL Apex team will visit each plant and corporate
functions once in 6 months.
ØThe RBL Apex team will do a deep drill audits of all
the departments (including Plant Head) for a
period of 120 minutes each.
ØBased on the review, scoring and feedback will be
given by the apex members.
ØTill date, we have completed two RBL TQM apex
reviews and received positive feedbacks from all
employees
This way we make sure that our TQM practices are sustained across the company
5.5 Action table
Items requiring further improvement – under Basic Categories
S. No
(II) Basic Categories3. Maintenance andimprovement ofproduct andoperational qualities
35(Page 23)
Poka yoke in quality improvementThere is a need to clarify the defect modes that need to be taken up for zero target by engineering and those that shop floor needs to take up for zero target through improvement like Pokayoke thereby clarifying the division of labor between Engineering and Shop floor
? Zero target taken up by engineering and shop floor team to eliminate d e f e c t m o d e s b y implementing Pokayoke to improve quality
Ongoing(March,2014)
Category Items pointed out in theExamination Findings Report
Follow up activityA B
Completed In-progress(Target date)
ØHas been a fascinating journey
• Looking back 2001 to 2013….
ØStrategy Planning and Policy Deployment
ØDaily Work Management
ØContinuous improvement culture – Kaizen Culture
• Incremental
• Break through
ØTEI
ØDiscipline
ØTQM – a Religion
6. Conclusion
RBL Deming Grand Prize Journey
Totally 57 improvement points were given by the examiners
Quality - Striving for Excellence through Deming Journey January - March 2014
22
Second prize winner was Dr. B. M. N. College of Home
Science, Matunga, Mumbai for their project “Enhancing
worksite wellness of the non-teaching staff”. Based
on survey on health status of all 23 male & female non-
teaching staff, appropriate diet, exercises and stress
relieving measures were administed. Results were
measured through improvement on Body Mass Index
(BMI), Endurance, Flexibility and Strength.
Third prize was won by Hindi Vidya Prachar Samiti’s
Ram Niranjan Jhujhunwala College, Ghatkopar,
Mumbai for their project “Quick student service at
office”. Development of process flow map coupled
with reduction of non value added activities helped
them achieve their goal.
thNCQM’s (8 )Best Educational Quality
Enhancement Team (BEQET) Award 2013
BEQET award competition was held on February 1,
2014 at 4th floor, Seminar Room, S. P. R. J. Kanya Shala,
Cama Lane, Near Ghatkopar Rly Stn., Ghatkopar (W),
Mumbai - 400 086.
Total eight teams participated in this competition. First
prize was won by Shri M. D. Shah Mahila College of
Arts and Commerce, Malad, Mumbai for their project
“Go Green”. Focus areas comprised reduction of usage
of paper & electricity and water harvesting.
First Prize winner team with Chief Guestand some of the dignitaries
Second Prize winner team withMr. H. K. Taneja, Trustee, D. L. Shah Trust.
Third Prize winner team receiving trophy andcertificate from Mr. Khushroo Khambata,
CEO of D. L. Shah Trust.
Shri M.D.Shah Mahila College of
Arts and Commerce (MDSMAC)
PROJECT GO GREEN
Malad, Mumbai : First prize winner at BEQET 2013
1. Scope of the Project
2. Excess use of paper
2.1 Library Automation
MDSMC is adept at adopting qualitative changes which prove beneficial to the institution and its stakeholders. In its goal to improve the existing processes MDSMAC has consistently used quality tools. Such an endeavour was the establishment of Kaizen group called Spark in 2011. Members from various divisions of the administration were partici-pants of the quality group. With the aim to reduce carbon emission the group took up a project called Go Green which was arrived at after a brainstorming session. The project focussed on three problem areas –Excess use of paper, Shortage of Water during summer and Excess use of power. The problem areas identified by the group were –
- Being a large educational institution with 9000 students and 200 staff members the usage of paper at MDSMAC is extensive. To curb the problem of excess use of the paper, the team suggested the following measures -
- Prior to the adoption of SOUL system in the Library, each student was issued three cards - Borrowing, lending and Internet cards. Following a systematic process revolution under Go Green, a student's single ID card now accomplishes the functions of borrowing, lending and internet usage records. The change has been able to cut down the card consumption by 27000.
Quality - Striving for Excellence through Deming Journey January - March 2014
Abstract of the Lecture on
“Future Work Skills for Quality Professionals”by
Mr. Navin S. Dedhia
San Jose, California, USADelivered at NCQM Learning Centre
on March 8, 2014
No matter what the future brings, one thing will
likely remain--the pride, people in quality have for
their profession and their desire to express that
pride. The role of the quality professional has
definitely changed over the years. While the
required skill sets of quality professionals are
constantly changing, capability upgrades must be
ongoing to ensure success in the future. The
pressures of globalization, swift and chaotic
economic changes, exponential growth in
technology advances and the presence of at least
four generations with four different styles and
philosophies of work will require unique sets of
skills. Team work is more evident than working as
an individual contributor in the current
environment. Roles of quality professionals are not
diminishing. The consequences of today are
determined by actions of the past. To meet the
challenges quality professionals have to get ready
with new set of skills. Different skills are needed for
different situations to make oneself valuable to the
organization.Some of the skills needed for advancement are : • Knowing to apply economic case for quality• Application of tools, methodologies and
techniques in an innovative way• Honing skills as they relate to job responsibilities
– acquiring right skills, expertise and experience• Adapting to evolving and changing work
environment• Project Management skill• Learning to focus on Key critical issues • Learning to accept challenges• Effective verbal and written communication
skills and most important • Man Management skills.
23
2.2 MIS on Website
3. Shortage of Water during summer
4. Excess consumption of power
– The transformation of information relay from paper to technological use has reduced much paper use in the institution. MIS which is uploaded on the Website provides the following facilities - 10 year old question papers, Faculty API Form, Stakeholders feedback Form, and College announcements.
- During the summer months i.e. the period from February to June MDSMAC suffers from extreme scarcity of water. To overcome the shortage the group suggested water harvesting which was implemented in 2012. With the implementation of the scheme MDSMAC did not experience water scarcity nor had use of water tankers to overcome water shortage. In the process MDSC was able to save substantial amount of money spent on water tankers.
- To reduce the excess consumption of power the suggestion of the group was converting from the ordinary incandescent light bulb to Compact florescent light (CFL) bulbs. A proposal was sent to UGC wherein MDSMAC demanded Rs 2 lakhs. The proposal was accepted by the UGC and MDSMAC was allotted Rs. 50 thousand. The fund was utilised to switch from the ordinary incandescent light bulb to Compact florescent light (CFL) bulbs in the computer labs, administrative office and the Principal's cabin.
Mr. Navin Dedhia delivering the lecture
NCQM NEWSWELCOME ABOARD - NEW MEMBERS
Corporate Member category
Converted from Patron to Patron Life category
Senior Member Category
Senior Life category
Converted from Individual to Individual Life Category
Individual Member Category
CM0573 Ador Welding Ltd.,Mr. Rahul R. Satpute Pune
PL0004 NHB Ball & Roller Ltd.,Dr. H. M. Mehta Mumbai
SM0140 Mr. Kamalkant A. Keswani Mumbai
SM0141 Mr. Viraj Vijay Atre Pune
SM0142 Mr. Milind Pathak Mumbai
SM0143 Mr. Sachin D. Desai Vasai
SM0144 Mr. Sanjay B. Tahiliani Mumbai
SL0032 Mr. M. Umasankar Chennai
SL0033 Mr. Mohammad Iqbal Gour Thane
LO0141 Mr. Vishal Singh Patyal Mumbai
LO0142 Mr. Mahendravadi V.Narayanan Mumbai
MI0540 Mr. Anandababu Narayanan Navi Mumbai
MI0541 Mr. Ramteja Ganta Hyderabad
Quality - Striving for Excellence through Deming Journey January - March 2014
NCQM’s FORTHCOMING PROGRAMME
• Internal Audit for Integrated Management
Systems May 16-17, 2014
• Root Cause Analysis & Use of Seven basic QC
Tools May 19, 2014
• Internal Audit for ISO 9001: 2008 Standards
May 23-24, 2014
• Effective Management of Work Place Through
Principles of Housekeeping (5S) & Waste
Elimination (8W) - June 6, 2014
• P e r f o r m a n c e M a n a g e m e n t S y s t e m
June 23, 2014
• Internal Audit for Energy Management Systems
(ISO 50001:2011) - June, 2014
• Value Engineering - An effective Management
Tool for Competitive Edge - June 2014
• Six Sigma Green Belt - June 2014
• Supply Chain Management - July 19, 2014
• HACCP Awareness - July 2014
15% discount for Patron, Life Patron & Corporate Life Members and 10% for other Members and group registration of 3 or more participants
Printed & Publised by Chairman, Publication Committee, on behalf of National Centre for Quality Management.Published from National Centre for Quality Management, G-503, Kailas Industrial Complex, Vikhroli-Hiranandani Link Road,Vikhroli (W), Mumbai - 400079. Tel. : (022) 25170483 / 69; E-mail : [email protected] • [email protected] andprinted at Mahavir Printers, Plot # 286, New Anand Soc., Nr. Railway Station, Pant Nagar, Ghatkopar (E), Mumbai - 400075.
Admissions open for
BATCHES
JANUARY / JULY 2014
Post Diploma in
Total Quality Management
Distant Learning Mode with
Contact Sessions to provide guidance and
respond to students’ difficulties
Focuses on
TQM and its applications in
Manufacturing and Service Industries,
TPM, Kaizen, 5S & 8W, Six Sigma,
ISO 9001 on QMS, ISO 14001 on EMS,
OHSAS 18001 on Health & Safety,
IMS, HACCP, TS 16949, ISO 26000,
RCA & RRCA, SPC, Tools & Techniques
for Organisational Excellence, National
and International Business Excellence Models
Examination Centres
Mumbai, Ajmer, Nagpur, Noida, Pune
NCQM has reached a MOU with NHANCE,
Hyderabad which is a partnership firm spreading
message of CSR (Corporate Social Responsibility)
to collaborate for mutual benefits on the following
initiatives :
• Spread CSR Awareness throughout the region
• C o n d u c t c e r t i f i c a t i o n p r o g r a m m e o n
understanding specific requirements of ISO
26000 on guidance for Social Responsibility
• Faci l i tate implementat ion and Impact
Assessment Process
• Assist in developing Global Reporting
Initiatives (GRI)
• Work towards spreading message of Triple
Bottom Line (TBL) concept.
On behalf of NCQM, Dr. (Mrs.) Deepa Sharma will
be the Director in Charge of this newly formed CSR
Cell.
NCQM opens up new Frontier
For details, brochure & application form please visit our website www.ncqm.com
or contact National Centre for Quality Management, Mumbai
Tel: (022) 25170483 / 69 Email: [email protected] / [email protected]
Post Diploma in Total Quality Management
Schedule of June 2014 Examination
Paper Subject Date / Timings
Total Quality Management(TQM) Friday
June 20
10.00am to1.00pmI
Statistical Process Control(SPC)
2.00pm to5.00pmII
Quality and ManagementSystems (QMS)III
Saturday June 21
10.00am to 1.00pm
TQM in ManufacturingIndustries / TQM inService Industries
IV2.00pm to
5.00pm
Tools and Techniques forOrganisational Excellence
SundayJune 22
10.00am to 1.00pmV
Schedule of ASQ Examination June 7, 2014