driving and sustaining quality & innovation in manufacturing processes
DESCRIPTION
Driving and Sustaining Quality & Innovation in Manufacturing Processes. Contents. Driving Quality Through Business Processes Defining Business Processes Employee Involvement & Empowerment Defining Business Measures Measures Review Mechanism Continual Improvement & Process - PowerPoint PPT PresentationTRANSCRIPT
Driving and Sustaining Quality & Innovation in Manufacturing Processes
Thursday, January 19, 2012 1Quality Presentation - EFY
2Driving & Sustaining Quality & Innovation - EFY
Date :16th Feb 2012Devang Khamar
Head Quality , Environment & Six sigma
Contents• Driving Quality Through Business
Processes
• Defining Business Processes
• Employee Involvement & Empowerment
• Defining Business Measures
• Measures Review Mechanism
• Continual Improvement & Process
Innovation
• Continual Improvement By Involvement
• Business Process Reengineering
• Benchmarking
• Reward & Reorganization
Thursday, January 19, 2012
3Driving & Sustaining Quality & Innovation - EFY Thursday, January 19, 2012
Driving Quality Through Business Processes
Defining Business Processes
4
Business processes are set of work activities and associated resources that produces something of value to a customer.
Interaction of Business Processes
Rules & Procedures
Instructions
Forms
Level-1
Level-2
Level-3
Level-4
Business Process Manual
Mission Why Organization Exist
Core Values What Organization Believe In
VisionWhat Organization Want to Be
Organizations Direction
Process ApproachThursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Employee Involvement & Empowerment
5
Interaction of Business Processes
Organizations Rules & Policies
Instructions
Forms
Level-1
Level-2
Level-3
Level-4
Business Process Manual
Mission Why Organization Exist
Core Values What Organization Believe In
VisionWhat Organization Want to Be
Organizations Direction Employee Involvement & Empowerment
Top Management(Management Team,
Business Owners & Customers)
Middle Management(Process Owners, Line Managers
& Leaders)
Executors(Line Engineers & Operators)
Joining forces for improvementThursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Employees Involvement in to Organizations Business Processes is Giving Empowerment in their defined work area.
Setting up of Right Business Measures
6
Business Measures must support Business Mission and the Vision.Measures can be categorized in to Major 4 Categories - Financial - Customer - Internal - Learning & Growth
Measures Needs to be set at all levels in “SMART” Manner - S : Specific - M : Measurable - A : Achievable - R : Realistic - T : Time Bound
Focus Drives SuccessThursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Review Mechanism
7Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
The Power of Focus
• It is a structured and Time Bound Process to review Business Measures
• Pre-defined Meeting schedules • Structured & clearly defined agenda• Active participation from the accountable area /
process owners• It shall be Transparent, efficient, inclusive and
impartial• Track the action points closer with owner & within
agreed time lines
8Driving & Sustaining Quality & Innovation - EFY Thursday, January 19, 2012
Continual Improvement & Process Innovation
Continual Improvement
9Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
7 QC ToolsQuality Circles5SSingle Minute Exchange of Die (SMED)MUDAPoka YokeStatistical Process Control (SPC)KiazenDaily Work Management (DWM)BenchmarkingTotal Productive Maintenance (TPM)Total Quality Management (TQM)Lean Six Sigma
• Continual Improvement is an integral part of operations to improve the operations in the business & to be competitive in the market.
Problem Solving ToolsSmall Group ActivityWorkplace organizationEffective Change over of ProductWaste EliminationMistake / Error ProofingProcess Monitoring & ControlSmall ImprovementsDaily performance reviewImplement Best PracticesImprove Assets effectivenessInvolvement by AllBreakthrough Improvement
Process Owner, Line Leader, OperatorOperatorsAll employeesLine Leaders, OperatorsLine Leaders, OperatorsProcess Owner, Line Leader, OperatorsProcess Owner, Line Leader, OperatorAll employeesProcess OwnerAsset OwnersAll employeesProcess Owner, Line Manager, Leaders
Tools & Techniques Description Levels of Involvement
Think different, Think Out Of Box
Tools & Techniques
Elcoteq Way of Innovation & Continuous Improvement
10Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Innovation Strategy Management Commitment Rewards & Recognition
Awareness Events
Kaizen
Poka Yoke
Small Group Activity (SGA)
Quarterly CIP Contest
Quarterly Plant Communication Meeting
- Platinum , Gold , Silver Awards For 6 Contest - Highest Performer in Quiz (Top3)
Monthly Innovation Round
Quarterly SGA Contest
Industry Contest (QCFI)
Monthly Innovation Round
- Kaizen & Poka Yoke Star - Best SGA Awards - External Rewards
Weekly Management Round
Quarterly Plant Communication Meeting
- 5S Champion- - Best 5S Area (Team)
Process Innovation
11Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
• Business Process Re-engineering (BPR) is fundamental thinking &
redesign of the business processes, to achieve a dramatic
improvement in Critical Success Factors like Cost reduction, Quality
Enhancement, Service Improvement & Cycle time Reduction.
• Why Business Process Reengineering ? - Economy is liberalized.
- Today’s Market is going Global.
- Customers are become Choosy.
- Competition is getting Hot.
- Companies cannot afford any more profit less turnover….
So the companies do not reengineer their business processes will simply
go out of Business in next few years.
BPR is no more a choice but it is a necessity in today’s Business
B P R
Business Process Reengineering
12
The Power of Focus for revolutionary improvement
Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Defining the scope of the reengineering
Project / ProcessDefine the Objective
Study the process with Customer,
Employees, Competitors &
new technology
Create plan based on gaps & Implement
the solution (Redesign)
• Collect the data for the
business processes.
• Analysis of the
business processes
based on the data.
• Selection of the
bottleneck processes.
• Based on the historical
information define the
“to be” state.
• Allocate the resources
• Learn the processes
with customer,
employees,
competitors for their
inputs.
• Collects inputs from
the new technologies
in the business.
• Creation of the
roadmap to fulfill the
gaps between current
process, technologies.
• Implement the
solutions to get the
desired results.
(Redesign the process)
Process
Benchmarking Practices
13Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
• Benchmarking is an art of finding out in a systematic & legal
way the best practices of successful Processes and Implement
them to reach higher level of Excellence.
Types of Benchmark
ing
Strategic
Product
Performance
Process
• Helps Organization to learn from
Experience of others
• Gives Organization a comparison to
“Best in the world”
• Is a Proactive Solution
• Gives organization a Relative
performance comparison vs.
competitors
• Speeds up the Improvement
activities….
Benefits of Benchmarking Types of Benchmarking
Process Innovation
Benchmarking Practices
14
Identification of Areas for
Improvement
Define the team & Organize / Execute
the visit
Identify the Improvement points
& Roadmap
Implement & Monitor the result
• Identify the areas for
improvement (Bottle
Neck Process)
• Survey the similar
process / practice
industries
• Identify the team for
study (All related
Process Owners)
• Define the Clear
Learning Plan
• Organize & Execute
a well planned Visit.
• Summarize the
observations &
Learning by each
member
• Formulate the time
bound action plan with
clear measures for
Improvement
• Document the
implementations
for sustenance
• Monitor the process &
Measures for continual
improvement
Share your Experience with others to generate new Innovative Approaches
Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Process
Rewards & Reorganization
15Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
• Companies strength is motivated work force
• Rewards and recognition is a powerful tool for employee motivation and
performance• Shows the Top Management Commitment for the Performing Employees• Effects long-term Positive cultural change• Team Rewards Builds solid Team work• Improves employee retention to organization• Improves employee Loyalty• Helps to sustain the continual improvement & Innovation culture
“Thank you for the Good Work”
16Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY
Continual Improvement is a Ongoing Process