quality - striving for excellence out of four speakers’ organisations during last four years were...

Three out of four speakers’ organisations during last four years were

Deming Award winners. They were from Lucas TVS Ltd in 2013, Rane

Engineering in 2014 and Mahindra & Mahindra's (M & M's)Automotive

and Farm Equipment sector in 2016. All of them achieved Business

Excellence through Deming route. None of them stopped after getting

Deming Application Prize. Instead challenged Japan Quality Medal

(now Deming Grand Prize) after three years to demonstrate their zeal

towards sustainability.

Close scrutiny of their approaches will reveal that they followed number of

Benchmarked Practices. In this edition, in subsequent paragraphs, I would like to present you

generic as well as some of the company specific best practices.

1. As we know, as many as 7 out of 14 (50%) of Deming's Business Philosophy Points (BPs)

relate to “Psychology and Understanding of Human Behavior”. Based on this “Total

Employee Involvement” has been prioritized by each of them.

1.1 They handled “Change Management“ well. In fact M & M had to take to BPR (Business

Process Re-engineering) to transform their work culture. Towards 24x7 care for

employees Dr. N. Ravichandran, CEO of Lucas TVS, comes to factory even on

Sundays to be with volunteer workmen engaged in Housekeeping and CSR activities.

1.2 All vigorously pursue Kaizen, Quality Circles and other DWM (Daily Work

Management) and similar SGIAs (Small Group Improvement Activities) including

“Suggestion Schemes”.

1.3 All of them are making extensive use of “Visual Management” including OPLs (One

Point Lessons) in four categories:

make problems visible such as red tag area

keep everything under control like maintenance of Control Charts

help employees perform their job such as marking the gauges green for operating

and red for non operating zones and

develop communication mechanism inside the company such as creating a “Feel

Good Corner”.

1.4 All three of them took 5S, TPM and Lean Six Sigma as their core improvement

initiatives. In fact Mahindra & Mahindra's Tractor division recently got Level III TPM

ExcellenceAward which involved practically all employees.

2. Next in order of priority (3 out of 14 BPs) relates to “SystemsApproach”. Strict adherence of

validated systems has been DNAof each one of them.

2.1 All developed number of relevant KPIs (Key Performance Indices) using “SMART”

principle and integrated them with KRAs (Key Result Areas) of functional heads. These

KPIs are regularly trended with e-mail alert. CEO carries out structured reviews on them in a

planned manner.

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Contd..3

January-March 2016Vol.IV No. 1

NATIONAL CENTRE FOR QUALITY MANAGEMENT

QUALITY - Striving for Excellence

www.ncqm.com

D L Shah Trust for Applied

Science, Technology, Arts &

Philosophy...........................2

7 D L Shah Memorial

Lecture Proceedings...........4

Past, Present and Future of

M&M’s Deming Journey

compiled by Mr. B. Banerjee

...............................................7

........10

....

........

NCQM News...................

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..15

..18

..20

2015 BEQET Winners

Qulity in the 21st Century by

Dr. Manu K. Vora ........

Enablers to Growth &

Competitiveness by

Mr. Navin S. Dedhia

C O N T E N T S

We are thankful

to

D. L. SHAH TRUST

for

sponsoring this

Newsletter

Issue

30 Years in the Service of Quality

President’s Page

B. Banerjee

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Born on 13th June 1907. Passed away on 3 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:

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Gold Insignia & Citation (highest award given to a

Foreigner) of Govt. of Poland for promotion of Indo-

Austrian Award, given by the Austrian Govt., for

promoting Austrian business in India.

Quimpro Platinum Standards Award for Quality

Management.

Shiromani Award, conferred by the Shiromani

Institute.

Bajaj Auto Outstanding Quality Award', bestowed

b y N C Q M , w h i c h w a s p r e s e n t e d b y

Mr. R. Venkataraman, Former President of India.

The 'Ambassador for Quality in India' Award, of the

American Society for Quality Control. This was

presented by the U.S. Consul General.

IMC's 'Juran Quality Medal'. This was presented by

the Prime Minister of India.

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.

Polish trade.

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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. These

books are priced at Rs. 300/- each and are available

at the Trust office and at QCI office.

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� 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 FOR APPLIED

SCIENCE, TECHNOLOGY, ARTS & PHILOSOPHYWebsite – Email –www.dlshahtrust.org [email protected]

January - March 2016 : 2 : Quality: Business Excellence through TQM & TPM

“A hundred times every day, I remind myself that myinner and outer life depended on the labours of othermen, living and dead, and that I must exert myself inorder to give in the same measure as I have received andam still receiving”.

Albert Einstein

DAHYABHAI LALLU BHAI SHAH

D. L. SHAH

TRUSTFOR APPLIED SCIENCE, TECHNOLOGY,

ARTS & PHILOSOPHY

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 Trustees have guided and

instructed the Research Centre to currently concentrate

on the Quality of Primary Healthcare and Primary

Education, for which competent personnel have been

recruited.

The present Trustees of the D. L. Shah Trust are :

Mr. H. K. Taneja – Former Chief Executive of 'Indian

Register of Shipping'.

Mr. Rohan Shah – An eminent advocate, Sr. Partner

of Economic Law Practice.

Mr. Gautam Doshi – Group Managing Director of

'Reliance Anil Dhirubhai Ambani' Group.

Mr. S. M. Pathania – Former Director – General of

Police, Maharashtra State.

Mr. 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,

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The trust's mission is

Founder D L Shah Trust for Applied Sciences,

Technology, Arts and Philosophy by introducing

systems, methods, mechanisms and practices to better

the overall Quality of life in INDIA.

To promote research and other activities related to

the preservation, protection and improvement of the

ecology and environment.

To promote and foster the movement of Quality

consciousness & Quality awareness as regards

products & services provided in India.

To promote the development & use of environment

friendly industry process and water management

techniques.

To promote research & development as to safety

measures and practices followed in industrial

concerns.

To work towards the introduction of systems,

methods, mechanisms and practices to the

betterment of the over-all Quality of life in India.

To make Quality of dealings & business ethics to

inspire

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confidence and faith among all public.

To make “Made in India” label synonymous with

“Quality of Excellence”.

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Its objectives in brief are:

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Continued from Pg No.1 President’s Page

2.2 While they outsource processes like procurement,logistics, warehousing, distribution etc. two processesare never outsourced by any of them.

They are

(a) Understanding exact requirements of customers andtranslating them into engineering specifications and

(b) designing the product or service with added feature byintegrating reliability, safety, maintainability and userfriendliness.

2.3 Each adopted cross industry benchmarking for bestpractices, then they went for next best practices andfinally went for global benchmarking.

3. Next two categories namely “Nature and Scope ofKnowledge” and “Statistical Approach towardsVariability reduction” having 2 out of 14 BP points each,brought focus on extensive training at various levelsparticularly for grass root level of people and made themequipment/process competent.

3.1 Enhanced skills of employees and improved processcapabilities prior to empowering them. In fact DMAICapproach in Six Sigma followed by PDCA Cyclesapproach helped them in reducing variability on eachprocess as well as product CTQs (Critical to Quality).

3.2 Focused on “Processes”, carried out PFMEA (ProcessFailure Mode and Effect Analysis) and Poka –Yoke(Mistake –Proofing) most of the processes.

3.3 Each company exhibits: Customer Centricity”, possessesgreat “Visionary Leadership” as well as high degree of“Executive Leadership”. They work with the theme“Excellence is the journey, Perfection is the destination”.

3.4 Institutionalizing Lean Six Sigma they are able to makebetter quality products at a competitive rate and achieve ontime in full (OTIF) delivery.

In fact TQM policy in one of award winning companies was“To provide right quality products & services to customers atright price, at right quantity and at right time” which theyreckoned as 4R's of TQM.

B. Banerjee

January - March 2016 Quality: Business Excellence through TQM & TPM

Lecture Proceedings

Seventh D. L. Shah Memorial Lecture was held on February 27, 2016 at Hall of Harmony, Nehru Centre,Worli Mumbai.

Mr. B.Banerjee, President, NCQM welcomed the guests and dignitaries who included, among others, learnedspeakers Mr. K.G.Shenoy & Mr. R.Chatterjee of M&M. Mr. H.K.Taneja –Trustee of D.L.Shah Trust (DLST),Mr. Khushroo Khambata-CEO of DLST, Shri Mahesh . V. Gandhi & Dr. H.M.Mehta , Trustees of NCQM.

Mr. H.K.Taneja gave an update on D.L.Shah Trust for Applied Science, Technology, Arts & Philosophy andits activities.

Mr. B.Banerjee , President of NCQM gave an update of NCQM's activities & achievements over past 26years. Then he briefly introduced the speakers as their CV was already there in the invitation letter itself.

To start with Mr. Raja Chatterjee talked about processes & products of M & M's Tractor & Farm equipmentdivision and their Deming journey towards Business Excellence. He highlighted the need for high levelcommitment & involvement of Top Management to set business objectives & strategies which are key to“Vision Achievement”. He emphasized their relentless pursuit of TQM towards enhancing employeecapability and thereby ensuring “Sustenance”.

In this journey M & M took assistance from several well known Japanese Gurus like Dr. Washio & Dr.Yamadawhich helped them to acquire DemingApplication Prize first and then Japan Quality Medal (presently knownas Japan Grand Prize) in not only at their Kandivali Tractor division but also to its other affiliates such asSwaraj (Punjab Tractors) and Mahindra Powerol.

Mr. K. G. Shenoy traced history of M & M's TPM journey till its “kick off” on 11 November 2006 andproudly announced their receipt of Level III TPM ExcellenceAward in January 2016.

Towards “Customer Centricity”, he stressed Farm Tech's vision aswhich he felt is the correct route to an organization's World Class journey. He narrated 5 steps such as“Operational Excellence”, “Supply Chain Excellence” , “ Improvement through Lean towards Sustenance”etc , each step requiring 3 years. He further added that “Cultural change” is needed to succeed in

like automated material handling, making over 70% operations “Mistake Proof orPoka –Yoke” etc.

Towards TPM journey they now intend going for “Advanced Special Award” and move towards.

Their lectures were followed by lively Question-Answer session.

130 plus professionals from over 45 organizations attended this prestigious event.

Details of their lectures are subsequently brought out.

Mr. H.K.Taneja presented silver plaque to each speaker as a gesture of appreciation to them.

Mr. Santosh Khadagade, Hon. Secretary of NCQM proposed vote of thanks to all concerned who made this

prestigious event a grand success.

The evening concluded with a social meet over high tea.

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“Work towards customers' prosperity”

“Themebased innovations”

“Smart”factory through “Digitization”

7 D. L. SHAH MEMORIAL LECTURETH

on

Past, Present and Future of Mahindra & Mahindra's Deming journey by

Mr.K.G.Shenoy, Sr.VP-Mfg., SCM & CME and Mr. R. Chatterjee, Sr. GM, (B.E.)

: 4 :January - March 2016 Quality: Business Excellence through TQM & TPM

Mr. Rajdeepak Chatterjee delivering the Lecture

Few Snap Shots of the Memorable Event

Mr. H. K. Taneja, Trustee & Mr. K. Khambata, CEO of D. L. Shah Trustgarlanding Late Shri D. L. Shah’s photo

Mr. K. G. Shenoy delivering the Lecture A section of the Audience listeningto the speaker with rapt attention

Mr. B. Banerjee, President, NCQM presenting welcome Lucky Treeto speaker Mr. Rajdeepak Chatterjee

Mr. B. Banerjee, President, NCQM presenting welcome Lucky Treeto speaker Mr. K. G. Shenoy

Mr. B. Banerjee, President, NCQMintroducing the speakers

Mr. H. K. Taneja, Trustee of D. L. Shah Trust giving an updateon Late Shri D. L. Shah and the Trust


Presentation by Team LeaderBEQET 2015 1st prize winner

Mr. C. V. Gopalakrishnan Mr. Santosh Khadagade, Hon. Secretary, NCQMproposing vote of thanks

: 6 :

Question-Answer session in progress

Question-Answer session in progressAnother section of engrossed audience

Mr. H. K. Taneja, Trustee of D L Shah Trustpresenting Memento to speaker Mr. Shenoy

Mr. Mahesh V. Gandhi, Trustee of NCQMpresenting Memento to speaker Mr. Chatterjee

Mr. Mahesh V. Gandhi explaining details regarding BEQET Award whichin memory of his father Late Shri Vadilal Gandhiwas introduced


1. Plan for the sessions

2. M & M's BE journey through Deming route using

TQM approach

2.1Brief history of the company

2.2Certain startling facts

2.3 Milestones of M&M’s Deming journey

The topic was broken up in two parts. First part on M & M's

achievement of Business Excellence through Deming journey

using TQM route. This part was handled by Mr. Raja Chatterjee.

The second part on sustainability through TPM and future plans

was highlighted by Mr. K. G. Shenoy. Both of them participated

in lively question-answer session which followed their

educative, innovative and inspiring presentations.

M&M was formed in 1945 with automobile business and today

it is a most trusted company in India with a work force of over

200000 globally and a presence in over 100 countries with a

diverse portfolio of Aircraft to Automobiles and Hospitality to

Home Finance. The core values of M&M include Good

Corporate Citizenship, Professionalism, Customer First, Quality

focus and Dignity of the Individuals.

M&M is No. 1 for Tractor in terms of volume, highest

domestic market share over 30 years

Mahindra tractors is spread over more than 40 countries,

enduring partnership with Mitsubishi, TYM, Yueda

Yanchang, and Huanghai etc. and a very strong presence in

USA.

It has India's most advanced tractor R&D facility in Chennai;

developing technologically advanced tractors for domestic as

well as overseas customers.

World's first and only tractor manufacturer to win the

prestigious Deming Application Prize and Deming Grand

Prize formerly known as Japan Quality Medal.

Head quarters in Mumbai with a sales network of over 1500+

and service network of over 1800+

1963: Formation of International Tractor Company of India

Ltd

1953: Achieved leadership position in Indian tractor market.

1994: Autonomous sector of M&M- Farm Division (FES)

Subsidiary company Mahindra USA (MUSA) formed

1997: The Vision of Global Leadership conceived

2003: Won the Deming Application Prize

2004: Entry in China- JV established (MCTCL)

2007: Won the Japan Quality Medal (Now named as Deming

Grand Prize)

2008: JV with Yancheng Tractor Company China

2009: M&M the no.1 tractor company in the world by volume.

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2.4 Vision, Mission and Goals

“Become

World's largest tractor company by 2009”.

2.5 TQM Way-Path to Vision

2.6 Unique TQM activities

2.7 Why Deming Prize

Sharper definition of vision enunciated in 2005 was

Immediate

Mission was to have more Mahindra brand tractors to be sold

around the world compared to any other single brand of tractors.

Key goals set in 2005 for 2009 : Volume No.1, CSI No.1, High

ESI, ROCE at Benchmark Level.

TQM model comprised five pillars as Standardization, Policy

Deployment, Daily Work Management, PDCA and Kaizen with

Total Employee Involvement.

Establishment of TQM at M&M went through the following five

phases :

1990- 1994: Introduction Phase: Improve Quality of Products

1995- 1999: Promotion Phase: Improve Quality of Processes

2000- 2003: Development Phase: Improve Quality of

Management

2004- 2007: Consolidation Phase: To achieve Vision

2008 onwards: Post JQM Phase: To achieve Vision and

Excellence everywhere

Towards achievement of vision, unique TQM activities were as

follows :

Quality Assurance System- End to end Quality Chain

Improving M&M Sales System (MSS) an unique Activity

for market growth

Building an emotional bond with the customer-

CSO to be no.1

Strengthening New Product Development Process -

Block Buster Products

Manufacturing Excellence through Total Productive

Maintenance

Employee Development and Involvement

Further Strengthening focus on Overseas Business

Corporate Social Responsibility Budget 1% of PAT

Coupled with top management Involvement and continuous

communication

This route was to build M&M's existing quality improvement

initiatives, encourage organization to achieve “global level”

recognition, institutionalize proven best TQM practices in the

organization and finally realization of vision through top

management involvement.

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Past, Present and Future of M & M’s Deming Journey

Key note Speakers : Mr. Rajdeepak (Raja) Chatterjee, Sr. GM, Business Excellence (BE) and

Mr. K. G. Shenoy, Sr. VP, Manufacturing , SCM and CME

of Mahindra & Mahindra's (M & M), Tractor & Farm Mechanisation Business (TFMB)


2.8 Benefits of Deming Prizes

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2.9 Extension of Deming Journey to Swaraj Tractor

2.10 Extension of Deming Journey to “Powerol”

2.11 Key learning from this excellence journey

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Improved quality, development of new products, reduced

costs and started Engine business.

Led to retain market leadership, sustained and increased

market share, helped to maintain profitability.

M & M's tractor business ranking in 1997 became in

2003. Excellence journey continued.

Most importantly Deming Prize helped M & M to survive

the 2002 crisis.

Being encouraged with the success of Deming route through

TQM at M & M's TFMB at Kandivli, the excellence journey was

extended to “Swaraj” tractors which was known as Punjab

Tractors Ltd., (PTL) till 2000. In 2007, M & M, acquisitioned

PTLas its top management decided to regain its past glory.

Historical background of Swaraj Tractors is tracked below :

1970: Punjab Tractors Ltd (PTL) established by Punjab Govt.

1974: First Indigenous Tractor –724 introduced

2000: PTL(Swaraj) became Indian Blue Chip Company

2007: Acquisition by M&M Ltd (Majority stake)

2007: Vision Formulated & TQM journey initiated

2009: Company merged with M&M & became M&M Swaraj

Division

2011: Swaraj achieved highest CSI in tractor industry

2012: Won Deming Prize from JUSE and TPM Excellence

Award from JIPM

2013: Rolled out 1 Millionth Tractor

2014: Won TPM ConsistenceAward from JIPM

Deming journey benefit was spectacular. Swaraj which was

No.5 in 2002 presently holds No.2 position It cleared 2015

Deming surveillance assessment of JUSE. The assessors were

very appreciative of the company’s higher maturity in TQM

activities, implementation and results.

The unprecedented drop in tractor business in 2002 led to

inception of Mahindra's Powerol business. Deming journey got

extended here also. Some of the breakthrough improvements

achieved by Powerol after winning Deming Prize in 2014 are:

Quality improvement & Customer Centricity:

Customer quality No.1 in CSI

Schedule adherence : As high as 98%

Employee involvement : 75% improvement in

number of Kaizen done per employee, Zero FSI, ESI-84

(amongst top 3 in AFS)

Market share : 30% improvement in Telecom MS / and

No. 1 in Telecom Segment.

Top management Leadership, belief and commitment;

systematic strategies & objectives to achieve vision Alignment

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of individuals roles with business priorities, Thorough

understanding of customers & their requirements, Strong

Quality Management systems, TEI: High skill, morale and

kaizen; Companywide use of TQM practices ent;, Thus leading

from Customer Satisfaction to Customer Delight.

TQM experts from all over the world visited FES for a study on

“Best Practices”

Principles & practices of TQM continues at M & M from Market

Leadership to Sustained Profitable Leadership to Global

Leadership with a Vision of becoming a

M & M started the process of TPM in the year 2006

Shri Gautam Natekar did the kick off on 11 November 2006.

The TPM Vision was that M & M's customers must prosper

which will automatically bring prosperity to M & M

Towards sustainability through TPM, M & M adopted the

following five steps TPM process spending 3 years for each step.

Step 1: 2006-10 : Operational Excellence

(TPM Excellence Award in 2010)

Step 2: 2011- 2012: Sustain &Improve Operational Excellence

Acquired TPM ConsistencyAward in 2012.

Step 3: 2013-15: Supply Chain Excellence

(TPM SpecialAward)

Step 4: Total Profit Management

(Advanced TPM SpecialAward)

Step 5: World Class Company ( World Class TPM achievement)

Majority of improvements showed 90% and above

During TQM ExcellenceAward the first journey focused on zero

accident, zero breakdown, zero defect zero setup time My

machine- “I will maintain” is the motto for the operator.

Activities were oriented to eliminate and prevent constraints and

losses which impede total cash flow in the entire manufacturing

flow:

Sustained the achievement - aligned to the organization to TPM

thinking

Initiatives aimed to achieve – in defects,

breakdown, safety & losses

2.12 Promoting TQM beyond

“World Class

Company”

3. Sustainability through TQM and Future Plans

3.1 Start of TPM at M & M

3.2 Five step TQM process

These significant results were achieved in first phase itself.

In the second phase developed Organization wide TPM

policy

Phase 3 Journey focused on TPM ConsistencyAward:

To start with the scope of TPM initiative was broadened.

“Absolute zero”

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Results could be seen immediately. Examples are:

Significant improvement in all PQCDSM (productivity

quality, cost, delivery, safety and morale) parameters

Phase 4 Journey concentrated TPM Special Award

3.3 Lean Manufacturing

3.4 Theme based innovations for Lean

Machine to tell when unwell.

This is an M & M's own patented technology.

3.5 Results achieved through TPM Special Award

Note: These Significant improvement in all PQCDSM

parameters & hence won the prestigious Special Award for

Farms Division.

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No. of breakdown on A category machines : 98% reduction

No. of breakdown of all machines : 87% reduction

Rework of machined components: 84% reduction

Total Inventory in days: 40% reduction

Reportable accidents in numbers: 45% reduction

Kaizen per team in numbers: 100% improvement

Total loss Cost: 28% reduction

It encompassed entire Business Chain Approach towards

TPM Special Award:

End to end Supply Chain

Suppliers: Compact TPM for identified suppliers

Manufacturing: Strengthening through existing pillars

Dealers: Initiative of Symphony II

Lean Management system across the product flow

& New Product development and sustainability

Lean is a process of eliminating wastes by creating Value:

There are several Lean tools

VSM (Value Stream mapping) is at the base of Lean

Tag lines for its functional coverages were as follows:

Planned Maintenance :

Kobetsu Kaizen:

- Much more with much less

- Man less machine shopSafety, health & environment: Safety at Mahindra

Supply Chain Management :

- Automated material handling

- Kitting in Assembly area

- Auto declaration of complete line

Sustainability : Save power, be Stronger

Single digit field quality RPH sustained

Defects reported at dealers end: 85% improvement

Logistic cost: 32% reduction

Manufacturing Conversion Cost: 22% reduction

Availability of tractor at dealership: 90% within 24 hrs

Supplier to stock yard lead time: 45% reduction

Zero accidents since 100+ days

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4. Future plans

“Smart factory through

digitization”

4.1 Materials Management & Logistics

4.2Equipment Management

4.3Quality Management

4.4 Resource Management

4.5 Creative TPM Award

Digitalization

M&M will in 2 years possibly win Advanced Special Award.

i.e. Creative TPM

Most of them are confidential. Hence not detained here. Broad

focus is to convert M & M into a

. In manufacturing it will encompass.

Auto planning through APO

Auto creation of production plan

Auto scheduling of vehicles

Real time tracking of vehicles for travel time & location

Auto freight bill passing

TEM: Time Based Monitoring

CBM: Condition based monitoring

Machine to tell when unwell

Real time MTBF & MTTR measurement & Analysis

No fault forward/ Error proofing

Genealogy

Real time quality data & analysis from shop floor,

assemblers and dealers

Optimization of manpower

Group leader concept

Lean Parameters

Safety/ Poka Yoke

Sustainability

Paperless shop floor

Energy and water consumption

will involve as soon as the operators enters the

plant and punches, computer will tell him where to go and he will

have to go to that machine and again punch card for the machine

to start.

Similarly as and when a customer enters order, the system will

allocate orders to suppliers, work to the operators.

The futuristic organization will not be with plant heads but more

on materials management head, Quality management head etc

who will plan and execute both at central level as well as plant

level functioning.

Tomorrow office will be more like a control room and virtual

room.

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Compiled by Mr. B. Banerjee


First Prize winner :The South Indian Education Society,

Nerul, Navi Mumbai

“Reduce Electricity Costs”

Team Leader: Mr. C. V. Gopalakrishnan

Team Members:

Mr. D. Senthilkumar

Mr. S. Gopalakrishnan

This case demonstrates effects of passionate leadership and

innovative approach towards continuous improvement

undertaken to reduce electricity costs. Most of the

improvement efforts involve performance of what is called as

Small Group Activities (SGA), wherein small groups drawn

from related departments are made to work together during a

stipulated time through PDCA based improvement

methodology. The group made use of various productivity and

quality improvement tools & techniques like Theory of

constraints, Pareto analysis, GEMBA and PDCA. The group

also gets involved in implementation of solutions derived by

them. One of such SGA activities has been documented in this

case study.

Our efforts have been recognised by National Centre for

Quality Management and we have been awarded the First prize

in 10 BEST EDUCATIONAL QUALITY ENHANCEMENT

(BEQET) PRESIDENTAWARD 2015.

The South Indian Education Society (SIES) is one of the oldest

educational societies in Mumbai and was pioneered in year

1932.What started with a strength of six students has now

become a conglomerate of various institutions with nearly

25000 students under its wing. SIES has established a high

school, science & commerce colleges with academic and other

institutions of higher learning.

This includes establishments of Centre for Excellence in

Management Research & Development (CEMRD), SIES

School of Packaging, SIES Indian Institute of Environment

Management Graduate School of Technology (an Engineering

Ins t i tu te ) , S IES Senior ' s home and SIES Sr i

Chandrasekarendra Saraswathi Veda Vidya Pitha are the latest

initiatives of SIES. Education blends with tradition at SIES,

which in turn reflects on individual and personal growth. This

has achieved through the foresight, wisdom and dedication of

the founders with strong emphasis on high standards of

academic, professional and societal performance. Our

institutions are located at Sion (East), Sion (West), Matunga

and Nerul.

Ms. Poornakala K. Kaushik

Mr. V. Perumal

Abstract

Introduction

th

Analysis of problemElectricity charges is one of the major expenditure for our

organisation and for the financial year 2014-15 we had spent

Rs 2,85,22,899/- on electricity alone . With a view to control

reduce electricity charges a team was constituted to study the

existing system and suggest ways & means to improve the

same. The values given below are in Rs Lacs.

The team analysed the electricity consumption for the specific

month and the report is as detailed below.

In order to achieve maximum impact we decided to study the

electric power consumption at Nerul which contributes to nearly

65-70% of total consumption.

On analysing the electricity bills of Nerul it was observed that the

power factor was observed to be 0.918 - 0.922 which was very low

and in the month of June 2015, we had paid penalty of Rs 62000/-

as the power factor was below 0.90.

2015 Best Educational Quality Enhancement Team (BEQET)Prize Winners Presentations

Competition held on January 30, 2016 at NCQM Learning Centre, Vikhroli, Mumbai

: 10 :

Repairs & MaintenancePrinting & StationeryElectricity ChargesAdvertisement & publicityLab consumablesHouse keeping & security

58

285

37 37

137

271


Electricity Consumption Centers

SIESInstitutions

MatungaHigh School

College Sion(East)

College Sion(West)

SIES (Nerul)

Summary of electricity consumptionper month

Institution

Matunga HighSchool

Sion eastNerul

Sion WestTotal

Units Consumed Amount %

17072

1726213788217872

190088

269,168

295,5341,634,385348,361

2,547,448

11

126414

Source:November Electricity billsImplementation of reduction in electricity charges startedat Nerul for maximum impact and to be applied elsewhere.

In addition to issue of power factor we had issue of meters

exceeding the contract demand thereby incurring the penalty for

over loads. It was also observed that in some meters the billing

demand was much lower compared to the contract demand.

We decided to enlist the services of two consultants to separately

evaluate the reason for such low power factor. We had already

installed adequate capacitor banks of capacity 300KVAR & 250

KVAR. The contractors were instructed to check each capacitor in

the bank and it was observed that in 250 KVAR all the capacitors

were defunct and in the 300KVAR the capacitors were okay but the

contactors had burnt off. In addition theoretical studies on the

design of the capacitors were undertaken with the help of our

Engineering College and based on their studies and

recommendation optimum capacitor requirement were derived.

The issue was elevated to the highest level in Management and

permission for investment for capacitors and contactors were

obtained in the month of August 2015. Approval were given to us

on 21/08/2015 and the consultant was asked to commence the job

immediately on an urgent basis and the same was completed within

a period of 15-20 days' time. In the month of September 2015 we

were able to improve the power factor to 0.98 resulting in incentive

of Rs 58697/-. Even after installing new capacitors and change of

contactors we were not reaching the desired power factor of unity

and the values were reaching only 0.98. Further technical

discussions were held with the consultants and it was decided to

install additional KVAR to compensate the reactive load of the

transformers. We had two transformers of capacity 1000KVA &

625 KVA.We had to take a shut down for both the transformers and

additional capacitors of 25KVAR rating were serially connected to

the transformers. Eventually in the month of October 2015 we were

able to obtain the power factor of unity and incentive of

Rs 154264/-.

Currently we are still getting the power factor of unity with manual

intervention of capacitor banks due to reduced load in the evening

and automation is still pending The reactive load of transformers

are still to be optimised and we have to undertake the load using

power analyser . This we propose to carry out when there is

maximum load on transformers and is scheduled in the month of

March 2016 after the vacations are over. Subsequent to the study

the optimum capacity of capacitors required for the transformers

will be calculated and same will be serially connected to the

transformers. We have spent a total of Rs 183339/- in this initiative.

We are scaling up the initiative of saving the electricity on the

demand side by reducing the utilisation during peak hours,

resetting the temperature of air conditioners to 25Deg C and other

proven measures. We are planning to hold a conference on

conservation of energy in the month of December 2016 to sell the

message of conservation of electricity across the institution and get

the support of all in the institutions and achieved the objective of

reduced electricity charges

Development of solutions

Installation of solar power

As a longer term measure to reduce power cost we have decided

to install a 100KWp solar power plant We started the project in

the month of November 2015 and the installation was

inaugurated on 12/01/2016 and currently generating 400 units

daily. We will be saving around Rs 16 Lacs annually on

electricity charges with this installation.


1. Improvement in power factor in Matunga

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16

1.02

1

0.98

0.96

0.94

0.92

0.9

0.88

0.86

0.920.93

0.92 0.92 0.92

0.98

1 1 1 1

Improvement in Power factor

Improvement in power factor

Consumer No. Parameter

Power factor

Incentive

Power factor

Incentive

Power factor

Incentive

Oct-15

2028.39

485.84

0

0.969

0.969

0.952

Nov-15

5493

750.81

996.98

0.985

0.99

0.961

202-030-153

202-000-206

202-020-083

Photograph of solar plant installed at SIES Nerul

3,000

2,500

2,000

1,500

1,000

500

0

0

2119.511435.55

0

1655.89

0

0

2036.3 2150.71

058.7

2228.18

154.26

2420.74

1634.38

104.16 99

1546.92

90

Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16

Analysis of electricity charges

Bill Value Rs 000’s Incentive in 000’s

1405

Weekly report of electricity generated through solar power

Balancing of loads

In addition to issue of power factor and we had issue of meters

exceeding the contract demand thereby incurring the penalty

for over load. We have to study the existing loading pattern and

availability of capacity in other meters and increase capacity of

fuses, contactors etc. Currently we have balanced the loads in

all meters and we hope to realise the benefits effective

December which will reflect in the Feb 2016 bill.

Extra KVAavailable from existing supply

Reduction in voltage drop in long enables

Reduced heating of cables & electrical component

Intangible Benefits

Reduction in power Consumption - Improved energy efficiency

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Sustainability

Bench Marking

Continued benefits will be reaped from implementation of the

solutions across all the Campuses

Continuously monitored by the Central Improvement team

Cleaning of PV modules carried for improved efficiency

Automate loading of capacitor banks

Annual Maintenance Contract given for inspection of all the

control panels and maintenance carried out once in 6 months

Savings to be utilized for further expansions.

Better environment by using solar energy

We had made a study of management of electricity by other

educational institutions within Mumbai and our report is as

follows.

Awards and recognition

Our efforts have been recognised by National Centre for

Quality Management and we have been awarded the First prize

in 10 BEST EDUCATIONAL QUALITY ENHANCEMENT

(BEQET) PRESIDENT AWARD 2015. The management of

our institution have appreciated our efforts and issued us an

appreciation letter.

th

: 12 :

Factors SIES College 1 College 2

Month Jan-16 Jan-16 Dec-15

Power factor 0.999 1 99.4

Units 125901 7448 153984


Sensor Card/Box (#1)

Irradiation [kWh/m ]2

Energy [kWh]

Total system

100800 Wp

Inv No. 1-34.2kWp (#1)

34200 Wp

Inv No. 2-34.2kWp (#1)

34200 Wp

Inv No. 3-33.3kWp (#1)

32400 Wp

kWh/m2

kWh kWh kWh kWhDate

15.02.2016

16.02.2016

17.02.2016

18.02.2016

19.02.2016

20.02.2016

21.02.2016

4.6091

4.3316

4.5270

4.7194

4.4827

4.0246

4.3902

428.5024

402.6603

418.7321

428.2792

406.7496

375.5367

397.4400

2,857.9003

148.9980

140.1321

145.5401

149.3346

142.0380

134.8812

147.5131

1,008.4370

150.8119

141.9258

146.5470

151.8962

144.0494

128.4678

143.7608

1,007.4588

128.6925

120.6024

126.6450

127.0483

120.6622

112.1877

106.1662

842.0045

Conclusions

Tangible benefits for the year 2015-16

Investment in Payback period Savings in Rs

Rs

174723

12616

6,600,000

2 months

1 month

6 years

750,000

88,000

280000

1,118,000

Action

Improvement in

power factor

Balancing of

loadsInstallation of

solar power

Total

Photograph of load changed one meter to another one

BEQET 1st Prize Winner Team with NCQM dignitaries

Second Prize winner :Dr. B. M. N. College of Home Science,

Matunga, Mumbai

SRISHTEE

Erase E-Waste

(Social Responsible Indians Saving

Hazardous Technological Effects on Environment):

Team : Mr. Nitin Pawar

Dr. Shilpa Charankar Ms. Milina Pareira

Mr. Shahajahan Khan Mrs. Sharada Sirsilla

Mrs. Usha Kumar Ms. Shilpa Surulkar

Mr.Abdul Rahman Ms. Neetu Singhi

In spite of the introduction of the EVS (Environmental

Science) course by S.N.D.T. Women's University, the

Students' academic presentations revealed the following

points:-

Astounding data on environmental hazards in Air, Soil

and Water

Callous attitude among students regarding

environmental concerns

Harmful Effects on health due to lack of awareness and

social negligence

Effects on Bio-diversity

Alarming data on the role of Electronic waste and its

effects on the Environment.

Leader

Team Members:

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This paper includes the report of the project '

which was carried out on 305 students

(FYBCA, SYCBCA and TYBCA) from the Department of

ComputerApplication from November 2014 - January 2016.

This project report shows how the Department of Computer

Application (B.C.A.) started with an aim of making students

aware of their role and responsibility towards the society.

With the intention of instilling a moral responsibility, the

Department implemented the project titled as

ocially esponsible ndians aving azardous

echnological ffects on nvironment A deeper interest

was created which in turn brought in a great sense of social

accountability. Different strategies were used like an

e-Questionnaire survey was conducted to find out

SRISHTEE:

Erase E-Waste'

SRISHTEE

(S R I S H

T E E ).

The mission of Dr. B.M.N. College of Home Science is 'To

impart quality education to women and enable them to

become independent and competent, thereby benefiting our

society and country at large’. Keeping this goal in mind the

Department of Bachelor of Computer Applications has

initiated a number of steps.

students' awareness, knowledge and concern regarding

E-Waste Management (3R's:- Reduce, Reuse, Recycle).

The data from the feedback displayed both a lack of

knowledge and even worse a lack of concern towards

E-Waste Management. Based on these findings, strategic

activities revolving around spreading awareness was

planned and scheduled throughout the project period. These

were carefully monitored and analyzed. The results were

extremely satisfactory as showing a rise:

Awareness-87.54%

Reduce-69.18%

Reuse-45.90%

Recycle-79.67%

E-waste collection Drive (155Kg. to 630 Kg.)-406.45%

Participation in E-Waste Drive-89.93%.

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BEQET 2nd Prize winner Team receiving trophy & certificatefrom Mr. K. Khambata, CEO of D. L. Shah Trust

BEQET 2nd prize winner team at the time of competitionday Jan 30, 2016 with three Judges andNCQM’s Governing Board Members

Third Prize winner :

Shri M D Shah Mahila College of Arts &

Commerce, Malad, Mumbai

ASTITVA – A journey towards self-

actualization

Team Leader

Team Members:

: Dr. Deepa Sharm

Ms. Geeta Patil Ms. ShubhaAcharya

Dr. Ranjana Mishra Ms. Vidyalaxmi Desai

The degree of confidence, called self-confidence, is the trust or

faith that one has in oneself and his/her abilities. Self-esteem is

the opinion one has of self and this

Self-confidence allows a person to have positive yet

realistic views of the self and the situations in which he/she is

involved. If he/she has self-confidence, typically the person

does not fear challenges, is able to stand up for what he/she

believes, and has the courage to admit one's limitations.

Shri M D Shah Mahila College ofArts & Commerce working in

the area of building competent and confident students to

become a significant part of mainstream society noticed a

drastic decline in the academic performance of students. With

an aim to support students towards overall development

keeping the primary focus as improvement in academics, a

team of teachers formed a Quality Circle to look for means to

eradicate this decline in academic performance.

The QC team used NGT to collect information on areas

impacting low academic performance. Following the NGT

scores, the team located the key area to be tapped to boost

overall performance of students. Most of these students were

first generation learners with illiterate parents. They possessed

some common drawbacks, some of which were -

Irregularity in attendance

Poor academic performance

Conservative thought process

Lack of opportunities

With this background information, the team identified 100

students who were interviewed and then enrolled into the

program. Thus was born “ASTITVA”, a project to lead students

towards self-actualization. Parent consent sessions were

organized at the start of the project, as the sessions were planned

for Sundays and public holidays. Parents were intimated in

regular intervals about their child's progress during the training

period. The select group of students were those who belonged to

socially and economically weak background. The training did

not include any academic sessions; rather it focused on

personality development, skill development and community

exposure. Sessions were conducted to impart computer literacy,

-

-

-

-

has a profound effect on

one's life.

learn performing arts like dramatics and dance, enhancing soft

skills, etc. These activities were intended to increase their

employability, language skills, public relations skills, and

understanding of entrepreneurship. Astitva thus aimed to

unleash self confidence amongst the students with poor

academic performance.

The focal point of the project was to give exposure to the

students about a world of opportunities lying within grasp. The

different mode of knowledge acquisition kindled students'

interest in the activities and enhanced their curiosity to collect

new information. Opportunities were created to involve them in

the CSR project initiated by Hotel Renaissance, Powai where

they experienced a three-day stay in a 5star hotel. They wrote,

directed and enacted street plays in the community nodal

centres. They celebrated festivals and cultural events with

gusto. They spoke in public events and hosted programs

themselves. They found themselves in the centre of

innumerable activities which they had never attempted or

thought themselves capable of being a part. The realization of

the wealth of potentiality within them helped them overcome

many disturbing factors in life which marred their academic

performance.

The project brought many tangible and intangible changes in

the students. Some success stories are -

Ms. Bhosale a student of this project was someone who had

enrolled in the college with 4 mark sheets. Today she is not

only a gold medallist in History but has gone ahead to take

up civil service by clearing MPSC exams.

Ms. Madhura is a radio jockey with OYE FM.

Ms. Bharati is pursuing higher studies and is also an

entrepreneur of a mobile beauty salon “Gojiri”.

The entire batch of 100 students passed their

College/University exams with high scores. Astitva project

gave 100 students a reason to believe in themselves and helped

them to create an identity for themselves.

�

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BEQET 3rd Prize winner team receiving Trophy &certificate from Dr. H. M. Mehta, Trustee of NCQM

� Outline of the lecture�

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TQM – Organizational Performance Excellence

USA Baldrige Performance Excellence Program

Benefits

Framework of MBNQA (Malcom Baldrige National

Quality Award)1. Leadership2. Strategic Planning3. Customer Focus4. Measurement, Analysis, and Knowledge

Management5. Workforce Focus6. Operations Focus7. Results

� References

Quality in the 21 Centuryst

Guest Lecture by Dr. Manu K. Vora,held on March 19, 2016 at NCQM Learning Centre, Mumbai

: 15 :

PRO-TEC Coating Company (Baldrige Winner, Small

Business - 2007): Strategic Planning

Leadership …that Mysterious Talenthttp://www.youtube.com/watch?v=UDp87fxfXoM&featu

re=related (4.36 min)



Strategic Planning Process

Strategic Objective / End

Determine Measures, Assign Owners,

Align with Strategic Initiatives/Way

Determine who reviews and at

what frequency

Collect and Validate Data

Communicate results report via SMS,

Compare to target

NoTarget

Met ? Yes

Gap Analysis

/ Action Plan

Revision

Improvement

Cycle

Daily, Weekly, Monthly, Quarterly, Annual Scorecard,

Reports and Responsive Ad Hoc Reporting

Pri

or y

ear p

erfo

rman

ce e

valu

atio

n ut

ilize

d as

an in

put i

nto

Str

ateg

ic p

lann

ing

proc

ess

and

as a

mea

sure

of e

ffec

tive

ness

ARDED : Measurement, Analysis, and Knowledge Management

• Ensures That Performance

Aligns and Supports

Strategy

• Ownership Assigned

• Basis for Fact-Based

Decision Making

Baldrige Winners – Multiple Awards(Major Transformations: 1988-2015 –> 110 winners)

References

•

Source: http://www.nist.gov/baldrige

Case study of no. of applicantsvs Leadtime in weeks for results

ASQQuality Press, Milwaukee, WI.Kotter J. P. (2012). Harvard BusinessSchool Press, Boston, MA.Lencioni, P. (2004). , Jossey-Bass,San Francisco, CA.

AT&T

BoeingCargill Corn Milling

Dana Corporation –MEDRADMESAMotorolaNorth Mississippi Health Services

Ritz CarltonSolectron CorporationTexas Nameplate Company, Inc.

Xerox –

Dr. Manu Vora is also Ishikawa Prize Winner

– 3 (1992 – Mfg; 1992 – Service; 1994 – Service)

• – 2 (1998 – Mfg.; 2003 – Service)• – 3 (1999 – Small Bus., 2005 – Mfg.,

2008 – Mfg.)• 2 (1996 – Service; 2000 – Mfg.)• – 2 (2003 – Mfg., 2010 – Mfg.)• – 2 (2006 – Small Bus., 2012 – Small Bus.)• – 2 (1988 – Mfg.; 2002 – Mfg.)• – 2 (2006 – HC; 2012 –

HC)• – 2 (1992 – Service; 1999 – Service)• – 2 (1991 – Mfg.; 1997 – Mfg.)• – 2 (1998 – Small Bus.;

2004 – Small Bus.)• 2 (1989 – Mfg.; 1997 – Service)

AT&T (1988). PIssue 1.1.

Baldrige Performance Excellence Program, (2015-2016). U.S.Department of Commerce, NIST, Gaithersburg, MD,

Collins, J. (2001).HarperCollins, New York, NY.

Goodman J., DePalma D., & Broetsmann S. (1996),“Maximizing the Value of Customer Feedback,”

, December .Kessler S. (1996). M

rocess Quality Management & ImprovementGuidelines,

Good to Great: Why Some Companies Makethe Leap .. and Others Don't,

ASQ QualityProgress

easuring and Managing Customer

http://www.nist.gov/baldrige

Satisfaction: Going for the Gold”,

Leading Change,

Death by Meeting

Contd...19


: 18 :

Abstract

Introduction

Growth Enablers

Growth means getting bigger in profit, revenue, size or

resources or expanding market share with organizational

influence. However, more is needed to achieve

competitiveness. Competitiveness implies development or

getting better at the key purpose for an organization –

improvement that is differentiated or delivery of truly attractive

quality. Adapting quality according to changing business

environment will bring fruitful results. Organization has to

develop agility, resilience and value added actions. In a

changing business environment, quality discipline must remain

relevant and prove value to achieve growth and be ahead of the

competitors.

The first objective of organization is to survive followed by

other key objectives to sustain, grow and be the best. Precious

resources have to be preserved and use these resources

effectively and efficiently to achieve business objectives.

Organizational resources include human capital, skills,

education level, training, equipment, material, etc. Growth

requires joint efforts and team work between design,

development, manufacturing, marketing and sales teams.

After sale service and care will take care of the competitors.

Above all, inspiring leadership and human skills management

will play critical roles in achieving growth and competitiveness

Successful organizations pay attention to production, quality,

cost, delivery, environmental impact, safety, service,

inspiration and motivation to make profit, grow the business

and be ahead of competition. Technological companies such as

Apple, Google, Facebook, Lenovo, etc. are considered growth

companies. Utility companies such as electrical and water

supply, etc. are considered mature companies with little or no

growth. Competitive companies are Coke, Pepsi, General

Motors, Ford, Toyota, Nike, Reebok, etc. Conglomerates such

as Hitachi, GE, General Mills, etc. are multi-industry and

multi-national companies.

Organizations have to face number of forces and challenges for

growth and sustain. These forces and challenges include global

business responsibility, increased consumer awareness,

increased rate of change, workforce of future, aging

population, innovation, value creation activities, changes in

quality practices, social responsibility, diversity in work force,

new and distant suppliers, virtual organization, digital

operation, emerging technologies, global acquisition and

mergers, changing business environment, etc.

Growth includes the act or process or a manner of growing a

business. Growth companies find innovative ways to introduce

concepts, methods and approaches for efficient operations.

Growth enablers include:

Management leaders with proactive and positive mindset

Creating customer centric action oriented strategy

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Taking advantage of developing economy

Effective way to implement and deploy strategy Value

added processes, operations and products

Work on areas of improvements

Use SWOT (Strength, Weakness, Opportunity, Threat)

techniques to create awareness, increase understanding

and identify areas for improvement

1) Introducing new products with new feed and speed

2) Expanding market in other geographical segments

3) Building, defending and dominating market share ingeographical areas

4) Attracting new socio demographic segments

5) Maximizing profit and minimizing risk through sellingof existing product in new market

6) Developing new core services

7) Acquisitions and mergers in segments of low growth

8) Partnership and collaboration with other companies

9) Delighting customers to make them loyal customers

10) Retain and increase customer base with innovativeapproaches

11) Joint venture with other companies

12) Diversify business

13) Integrate business or operations

14) Using alternative channels to sale products and services(ex: Online, Retail Store, Rental vs. Sale, etc.

Competitiveness pertains to the ability and performance of afirm in relation to the ability and performance of other firms.Competitive organization has strong desire to succeed.Competitive organization has a significant amount of value addability to offer products and services that excel in all aspects.To be competitive, organization has to control the cost andactively drive down. Enablers to strengthen competitivenessinclude:

1) Creating innovative products and services – creating rare

and inimitable products and services

2) Creating Agile organization - Developing capabilities

faster and better than competitors to identify, assess and act

on opportunities or potential threats

3) Creating resilient organization by developing capability to

withstand stress or developing robust organization to reach

higher level with continuous improvements, or creating an

enduring organization to withstand shock or major

disruptions in order to return to a normal state of stability

quickly than the competitors.

4) Being quick in finding alternative solutions to recover

quickly from unexpected, unpredictable natural or other

disaster events

Growth Strategy should revolve around

Competitiveness Enablers


Enablers to Growth & CompetitivenessGuest Lecture by Mr. Navin S. Dedhia,

Chairman of NCQM's International Committee

held on February 6, 2016 at NCQM Learning Centre, Vikhroli, Mumbai

: 19 :

Continued from Pg No.17Quality in the 21st Century

Lencioni, P. (2002). ,Jossey-Bass, San Francisco, CA.Rath, Tom (2007), Gallup Press,New York, NY.Nelson, B. (1997),Workman Publishing, NewYork, NY.Nelson, B. (1994),Workman Publishing, NewYork, NY.Vora, Manu K. (2015). “7 Steps to Link QualityManagement toYour Supply Chain”, Supply ChainManagement Review, pp. 44-51, July/August.Vora, M. K. (2013). “Business Excellence throughSustainable Change Management”, Viewpoint Article,The TQM Journal, Vol. 25, No. 6, pp. 625-640. Octoberissue.Vora, M. K. (2005). “Managing Human Capital” chapterin P. 471-500,McGraw-Hill, NewYork, NY.Vora M. K., Harthun S. & Kingen R. (1993). “ASQCCertification Committee Practices What It Preaches”,Quality Progress, pp. 99-103, November issue.

The Five Dysfunctions of a Team

Strengths Finder 2.0,

1001 Ways to Energize Employees,

1001 Ways to Reward Employees,

Six Sigma for Transactions and Service,

TQM Lessons to RememberAMA:

AbilityMotivationAttitude

II. 3Hs:HeartHeadHands

III. Leadership

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determines what you are of doingdetermines it

determines it

– Emotions– Ideas and Logic

– Implementation

Leadership is all about andrdinary people to do extraordinary things.

(3.24 min)

capablehow you do

how well you do

(a Catalyst of Change):Influencing, Igniting,

Inspiring o

Change is Good..… You Go First

http://www.youtube.com/watch?v=jwxrsngEJDw&feature=rela

ted


5) Being ready to harness powers of new technology

6) Using lessons learned from previous projects to improve

approach and responsiveness

7) Being adaptable to environment

8) Creating a learning organization to find an unique solution

9) Using principles of Rethink, Reinvent, Reengineer or

Redesign

10) Retaining and recruiting talented and skillful personnel

11) Making good better and making better the best

Dynamic and innovative organization can achieve growth and

competitiveness easily. Innovation and not imitation is an

answer to growth and competitiveness. Out of box thinking

will help to achieve goals or continuously innovating value add

and unique products and services. Unfair business practices,

not responding to challenges and opportunities, bureaucratic

operation and lack of support and team spirit will be hindering

growth and competitiveness. Prevention oriented, sustainable,

continuous improvement approaches in all kinds of activities

will help in growth and competitiveness. The four R's namely

1) Remove bureaucracy, 2) Revise rules, 3) Relax controls and

4) Release are important for any organization to move forward.

Management has to set rules for right vision, policy and

guidance to the organization. Management must have a

passion to win and ambition to achieve desired goals and

objectives. Aim has to be to move forward to soar to new

heights and staying ahead of the game. Continuously growing

in future with same vigor, excitement and enthusiasm will be

winning factors.

Navin S. Dedhia, of San Jose, California, USA, is a retired

quality management consultant, having worked at IBM's

facilities in E. Fishkill, N. Y. and San Jose, CA for 35 years and

Hitachi Global Storage Technologies, Inc. for 3 years. He is a

former National Director of the American Society for Quality

(ASQ) and Fellow of ASQ as well as recipient of the ASQ

Distinguished Service Medal, the E. Jack Lancaster Medal,

among a number of other ASQ roles and awards. He is a

member of the International Academy for Quality (IAQ).

Mr. Dedhia is a holder of MBA, and M. S. in electrical

engineering and is ASQ certified in four quality discipline

fields. He has served community by holding high profile

positions in many other organizations.

Conclusion

Author:

Mr. Navin Dedhia attending Question-Answer session.On the dias L-R Mr. S. Khadagade, Mr. Navin Dedhia &

Mr. B. Banerjee

Dr. Manu Vora attending Question-Answer session

A section of the Audience

Admissions open for

TQM and its applications in

Manufacturing and Service Industries,

TPM, Kaizen, 5S & 8W,

Lean Six Sigma, ISO 9001 on QMS

ISO 14001 on EMS,

OHSAS 18001 on Health & Safety,

IMS, HACCP, TS16949, ISO 26000,

ISO 50001 on EnMS, RCA & RRCA,

SPC, Six Sigma, Tools & Techniques

for Organisational Excellence,

National and International

Business Excellence Models

Exam Centres: Ajmer, Coimbatore,

Mumbai, Noida, and Pune

July 2016 Batch

Focuses on

One year distant learning

program with contact sessions

for guidance and solving

students' difficulties

POST DIPLOMA IN

TOTAL QUALITY MANAGEMENT

(Quality Council of India empanelled)

Corporate Member

Converted from Corporate to Corporate LifeCategory

Converted from Senior to Senior LifeCategory

LC132 Grindwell Norton Ltd., Uran, Raigad

Mr. Suman Mondal

LC133 Kores India Limited, Mumbai

Mr. A. K. Thirani

SL038 Mr. R. J. Kamothi Vasai, Thane

NCQM Forthcoming Program

Our Other Forthcoming Programs are:-Safety Induction and Accident Reduction in Industries

How to fight Low Price Competition?

Benchmarking HR Initiative for HR Practice

Six – Sigma Yellow Belt

Six – Sigma Green Belt

Supply Chain Management

Total Productive Maintenance (TPM)

Delegation to develop the Team

Energy Management System Based on ISO 50001:2011

Statistical Process Control

CM576 Bombay Fluid Systems Components Pvt. Ltd.,Mr. Rakesh Varadkar Mumbai

Value Engineering - An Effective Management Toolfor Competitive EdgeRoot Cause Analysis & Use of QC ToolsPerformance Management System

How to Manage for Sustained Success of anOrganization? "A Quality Management Approach''

Senior Member

Individual Member

SM150 Ms. Uttia Mazumdar Mumbai

SM151 Mr. Ganesh P. Sheshadri Chennai

SL039 Dr. Raj Mohan Hosur, TN

MI556 Mr. Madan Prasad Srivastava Bihar

ISO 9001:2015 Transition Auditors’ Certificate Course

Effective Management of Work Place Through Principles

of Housekeeping (6S) & Waste Elimination (8W)

From ISO 14001 : 2004 to ISO 14001 to 2015

Supervisory Skills Development

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May 17-18

June 11July 16

July 30

August 6

August 20

August 29-30

August 27

NCQM NEWS

Welcome AboardNew Members

Publised by Chairman Publication Committee, on behalf of National Centre for Quality Management. G-503, Kailas IndustrialComplex, Vikhroli - Hiranandani Link Road, Vikroli (W), Mumbai - 400 079. • Tel.: (022) 25170483 / 69, 40111962;• E-mail: [email protected] , [email protected] • Webside : www.ncqm.comPrinted at Mahavir Printers, Plot No. 286, New Anand Society, Pant Nagar, Ghatkopar (E), Mumbai - 400 075.

Two days workshop on

Participating executives will also acquire working knowledge inconducting IA(no more IQA), understand audit methodology forboth adequacy & compliance audits and assess effectiveness oforganization's QMS. In addition they will develop skills inidentifying risks and opportunities for improvements in QMSand thereby help management in sustaining organization'scompetitiveness both in domestic as well as export markets.

ISO 9001:2015Transition Auditors' Certificate Course

May17-18,2016

There are number of major changes in ISO 9001:2015 QualityManagement System (QMS) Standard over its ISO 9001:2008version. This two days Transition Auditors' Certificate course isdesigned to upgrade participating executives to ISO 9000:2015Series of Standards thoroughly and help them in revising thedocuments as well. In addition they will get a feel of the changedaudit requirements for ISO 9001:2015.

About the workshop:

Next issue is on Improvements in Manufacturing & Services

quality - striving for excellence out of four speakers’ organisations during last four years were...

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