ppt bdi quality agm 09.05. 2015 -

PRESENTATIONON

QMS, LEAN, TQM, 5S, KAIZEN, & POKA YOKE

© BDI Group, (2015) AGM 09.05.2015

QUALITY MANAGEMENT SYSTEMS

ISO 9001:2008, QMS (For all industries)

ISO/TS-16949:2009, QMS (For automotive production and relevant

service part organizations)

© BDI Group, (2015) AGM 09.05.2015

QUALITY DEFINATIONS

QUALITY IS “DEGREE TO WHICH A SET OF INHERENT CHARACTERISTICS FULFILLS REQUIREMENT” (ISO)

QUALITY IS “CONFORMANCE TO SPECIFICATIONS & STANDARDS”.

QUALITY IS “FITNESS FOR USE”.

QUALITY IS “WHAT CUSTOMER WANTS”.

© BDI Group, (2015) AGM 09.05.2015

PLAN-DO-CHECK-ACT” (PDCA)

Model of a process-based quality management system

PLAN

DO

CHECK

ACT

© BDI Group, (2015) AGM 09.05.2015

ISO-9001/TS-16949 IMPORTANT CLAUSES

CONTROL OF DOCUMENTS (4.2.3) CONTROL OF RECORDS (4.2.4) COMPETANCE, TRAINING AND AWARENESS (6.2.2) DESIGN & DEVELOPMENT (7.3) PURCHASING PROCESS (7.4.1) CONTROLE OF PROD. & SERVICE PROVISION(7.5.1) CONTROL OF MONITORING & MEASURING

EQUIPMENTS (7.6) INTERNAL AUDIT (8.2.2) CONTROL OF NON-CONFORMING PRODUCT (8.3) ANALYSIS OF DATA (8.4) CONTINAUL IMPROVEMENT (8.5.1) CORRECTIVE ACTION(8.5.2) PREVENTIVE ACTION (8.5.3)

© BDI Group, (2015) AGM 09.05.2015

PROBLEMS FACE BY BDI GROUP Control of documents system not exist/ awareness missing. Control of records awareness missing. No yearly training plan to employees for systems, core tools

etc. Control of prod & supervision very alarming due space issue/

not working on line/ no pull system. Unable to carried out calibration as per plan due to previous

payment issue. Calibration not done by NABL accredited lab. No training for internal audit. Control of non conforming product not satisfactory due to not

available of rejected area. In-process & rejected part stored on same area due to space constraint.

Continual improvement part missing due to no such fund/ employee motivation/award scheme.

Personal safety to employees can not ensure do to material stored on gang ways, no proper safety training to employees.

© BDI Group, (2015) AGM 09.05.2015

SUGGESTED SOLUTION Yearly training plan for TS-16949 system,

Internal audit, Core tools, Kaizen, 5S etc. Competency/effectiveness verification after

training. Yearly internal audit plan. Award scheme for best employee/dept/team. Annual fund for Kaizen

implementation/quality improvements. Formation of kaizen team. Safety training & provision of safety

equipments Prod. planning/target for part finishing,

testing & packing activities© BDI Group, (2015) AGM 09.05.2015

TS-16949 AUDIT REQUIREMENT

PROCESS AUDIT:- Process verification during actual process as per CP i.e. moulding temp, curing time, arm ratio, leakage testing pressure etc.

PRODUCT AUDIT :- Product verification during actual process as per CP i.e. part dimn, drilling hole size, leakage testing status etc.

DUCK AUDIT:- Audit before dispatch for invoice v/s actual part no, quantity, weight, packing & insp status/report.

INTERNAL AUDIT:- Audit for all key processes i.e. quality, design, prod, management, purchase etc)

© BDI Group, (2015) AGM 09.05.2015

BASIC 7 QC TOOLS

Cause and effect diagram (Fishbone diagram)

Check sheet

Control Chart

Histogram

Pereto Chart

Scatter diagram

Flowchart or Run chart

© BDI Group, (2015) AGM 09.05.2015

TS-16949 CORE TOOLS

ADVANCE PRODUCT QUALITY PLAN (APQP)

PRODUCTION PART APPROVAL PROCESS (PPAP)

CONTROL PLAN (CP)

FAILURE MODE AND EFFECT ANALYSIS (FMEA)

STATISTICAL PROCESS CONTROL (SPC)

MESUREMENT SYSTEM ANALYSIS (MSA)

© BDI Group, (2015) AGM 09.05.2015

OTHER TQM / SIX SIGMA TOOLS

TOTAL PRODUCTIVE MAINTENANCE (TPM)

DESIGN OF EXPERIMENTS (DOE)

BENCHMARKING

QUALITY FUCTION DEPLOYMENT (QFD)

ETCS

© BDI Group, (2015) AGM 09.05.2015

OVERVIEW OF LEAN

Lean refers to creating more value for customers with fewer resources.

It means reducing unwanted activities or process or anything that does not add value to the product or service for the customer.

The Lean philosophy is “To provide perfect value to the customer through a perfect value creation process that has zero waste.”

© BDI Group, (2015) AGM 09.05.2015

BENEFITS OF LEAN

Following are the benefits of Lean: Lean reduces cost It improves quality Lean speeds the delivery by eliminating NVA

● Lean is not restricted to manufacturing, it applies to every business and every process.

● Lean is not a cost reduction program, but an approach to optimize end to end processes

© BDI Group, (2015) AGM 09.05.2015

LEAN

Focus is on Efficiency.

Improvement principles focus on identifying value, eliminating unnecessary steps and wastes, and dramatically improving process speed.

Lean is about moving mean, reducing cycle time, reducing excess inventory, and improving

© BDI Group, (2015) AGM 09.05.2015

LEAN CONCEPTS

Lean is a continuous process to eliminate or reduce non-value added activities (NVA) and waste from a process. By doing so, Lean:

increases continuous flow in the process; and minimizes stop-flow and unbalanced

production.

Before applying breakthrough improvement to a process, it is important to:

check the waste status of the process; and eliminate or reduce waste and NVAs, if

present. © BDI Group, (2015) AGM 09.05.2015

LEAN CONCEPTS—EXAMPLE The following example shows how Lean can be applied to a

process to reduce waste.

Problem:- welding technician observes that sometimes he has to work with rusty components.

Traditional Solution:- Use an oil coating, followed by a cleaning process to prevent problems during welding.

Lean Solution:- Identify how to reduce inventory to minimize waiting time for the steel components and ensure rusting does not occur.

© BDI Group, (2015) AGM 09.05.2015

LEAN CONCEPTS—PROCESS ISSUES

Lean focuses on the following three major issues in a process.

Non-value adding work

Three issue

in Lean

Overburden Unevenness

Muda

Muri

.

Mura

© BDI Group, (2015) AGM 09.05.2015

SEVEN TYPES OF WASTE

The following table lists the types of waste or Muda.

Type of Waste Description Overproduction Producing more than what is required. Ex: Customer

needed 10 products and you delivered 12. Inventory Also referred to as stock. Ex: Test scripts waiting to be

executed by the testing team. Defects/RepairsAny product or service deemed unusable by the

/Rejects customer or any effort to make it usable to the original customer or a new customer. Ex: Errors found in the source code of a payroll module by quality control te

Motion Waste generated due to poor workplace ergonomics. Ex: Finance and accounts team sit on the first floor, but invoices to customers get printed on the ground floor causing unnecessary personnel movement.

Over-processing Additional process on a product or service to remove an unnecessary attribute or feature. Ex: Customer needed a

bottle and you delivered a bottle with extra plastic casing. Waiting Parts or people waiting for the next process or task. Ex:

Improper scheduling of staff members. Transport Unnecessary movement of the product in the process,

without adding value. Ex: A product is finished, yet it travels 10 kilometers to warehouse before it gets shipped to the customer

© BDI Group, (2015) AGM 09.05.2015

LEAN PROCESSThere are five steps in the process of lean implementation.

Identify Value:- Identify value from customer’s perspective

Value Stream Mapping:- Perform value stream mapping

Create Flow:- Make the value stream steps flow

Pull:- Let the customer pull products

Perfection:- Seek perfection

© BDI Group, (2015) AGM 09.05.2015

LEAN PROCESS—IDENTIFY VALUE

To implement Lean to a process, it is necessary to:

Identify what the customer wants.

Understand what the process should have to meet customer requirements.

© BDI Group, (2015) AGM 09.05.2015

LEAN PROCESS—VALUE STREAM MAPPING

Value stream mapping is a visualization tool to map the path and identify all activities involved in the product or service. It helps to identify and eliminate or reduce non-value added activities (NVAs).

Any organizational activity can be classified into three types.

Value Added Activities (VA):- Activities that add value to the process and for which customers are willing to pay

Example: Printing Non-Value Added Activities (NVA):- Activities which do

not add value to the process and for which customers are not willing to pay

Example: Delay in raw material procurement Necessary, but Non-Value Added Activities:- Activities

required for the process but which add no value to the customer’s perceived value

Example: Quality check© BDI Group, (2015) AGM 09.05.2015

LEAN PROCESS—FLOW, PULL, AND PERFECTION

The Lean concepts of flow, pull, and perfection a re described here.

Flow :- There should be a continuous flow of products or services through the business system. Any stop or reduction in flow is a non-value adding activity and hence a waste.

Pull :- Products and services are made as and when there is customer demand and not based on an estimated forecast.

Perfection:- This refers to the complete elimination of Muda or waste so that all activities add value.

© BDI Group, (2015) AGM 09.05.2015

PROBLEMS FACE BY BDI GROUP NON LEAN PROCESS

Internal rejection % > 10000 ppm Storage damage/ scratch marks issues

are common cause of rejection of rooftop & fenders.

Material flow very haphazard. Over processing .i.e. dust cleaning of parts

before packing is common process. Waiting for next process for after

rotomoulding due to non flow system.

© BDI Group, (2015) AGM 09.05.2015

SUGGESTED SOLUTION

5S & Lean training to all employees with adequately allocation of fund.

Selection of storage area for raw material, in-process product & finish product

Identification of rejected/red tag area. Process lead time reduction for finishing,

testing & packing processes by dedicated & trained work force to match roto-moulding production.

Trolley or rack storage method of rooftops to minimize storage rejection.

Streamline dispatch activities i.e. plan, invoicing, packing etc.

© BDI Group, (2015) AGM 09.05.2015

‘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”.

TOTAL QUALITY MANAGEMENT (TQM)

© BDI Group, (2015) AGM 09.05.2015

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) Benchmarking9) Teams10) Inventory

Management11)Communication12)Quality Costs


© BDI Group, (2015) AGM 09.05.2015

“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

© BDI Group, (2015) AGM 09.05.2015

5-S

There’s no second chance to make the first impression

© BDI Group, (2015) AGM 09.05.2015

5-S

TOYOTA ASSEMBLING PLANT

© BDI Group, (2015) AGM 09.05.2015

5-S

OBJECTIVE Increase the Storing places.

Create and preserve standards.

Reduce unproductive times.

Readjust the location.

Reduce the document search time with 20%.

© BDI Group, (2015) AGM 09.05.2015

5-S

SORT (SEIRI) SWEEP (SEISO)

© BDI Group, (2015) AGM 09.05.2015

5-S

STRAIGHTEN (SEITON): TOYOTA ENGINE ASSEMBLY LINE

© BDI Group, (2015) AGM 09.05.2015

5-S

SCHEDULE (SEIKESTU) SUSTAIN (SHITSUKE)

© BDI Group, (2015) AGM 09.05.2015

5-S

© BDI Group, (2015) AGM 09.05.2015

BENEFITS 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

© BDI Group, (2015) AGM 09.05.2015

KAIZEN

‘KAI ‘: Change ; ‘ZEN’ : Better ‘Changes for better’ or ‘ Continuous

Improvement’ Masaaki Imai – developer of Kaizen

“Kaizen is a Japanese word for the philosophy, that defines management’s role in continuously 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

AGM 09.05.2015© BDI Group, (2015)

Quality Effort Involvement of all

employees Willingness to

Change Communication

Team Work Personal

Discipline Improved Morale Quality Circles Suggestions For

Improvement

Key Elements of Kaizen foundation of Kaizen

KAIZEN

© BDI Group, (2015) AGM 09.05.2015

KAIZEN IMPROVEMENT FOCUSES ON Value added &

non-value added work activities.

Muda: wastes1. Over Production2. Delay3. Transportation4. Inventory5. Defective Parts6. Wasted Motion7. 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

© BDI Group, (2015) AGM 09.05.2015

KAIZEN : 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

© BDI Group, (2015) AGM 09.05.2015

‘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.

POKA- YOKE

© BDI Group, (2015) AGM 09.05.2015

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• Attention Type:

Highlighting that an error has been made.

Causes Of DefectsSteps in applying Poka- Yoke

POKA- YOKE

© BDI Group, (2015) AGM 09.05.2015

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.

POKA- YOKE

ERROR TYPES

© BDI Group, (2015) AGM 09.05.2015

© BDI Group, (2015) TMTL FT-62 LTR 21.04.2015

TMTL FUEL TANK 62 LTR SAMPLE (FUEL COCK ORIENTATION WRONG)

FUEL COCK ORIENTATION NOT AS PER DRD.



FUEL COCK FITMENT ORIENTATION GAUGE IMPLIMENTED



FUEL COCK FITMENT ORIENTATION GAUGE POKA-YOKE (WRONG DIRECTION)



FUEL COCK CLAMP FITMENT ORIENTATION POKA-YOKE

INTERNAL AUDIT PLAN MUMBAI PLANT

TRAINING FOR TS-16949 CLAUSES, REQUIREMENT, RECORD KEEPING ETC TO ALL STAFFS.

5S BASIC TRAINING TO ALL EMPLOYEES. ON JUNE 2015

INTERNAL AUDIT ON JULY 2015

© BDI Group, (2015) AGM 09.05.2015

ppt bdi quality agm 09.05. 2015 -

Documents

product audit

chart bdi group

internal audit plan

organizations bdi group

quality definations

duck audit

c t bdi group

poka yoke bdi group