quality - striving for excellence quality - striving for excellence Øto promote the development...

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QUALITY - Striving for Excellence

C O N T E N T S

President’s Page

www.ncqm.com NATIONAL CENTRE FOR QUALITY MANAGEMENT

January - March 2013Vol. I No. 1

If we trace the origin of Quality Control, in early years quality was

assured to customers by segregating good from bad which is

nothing but a postmortem analysis. Quality controllers' job was

that of clinical pathologists who analyse say blood samples,

compare the results with predetermined standards and highlight

the deviations.

People then looked for better, expected consistency with less

variability. QC got replaced by QA (Quality Assurance) which

used SPC techniques quite extensively. The role of a QA person was

that of a doctor who collates all test results, analyses them, find roots cause and suggests

corrective and preventive measures.

Then, customers started demanding better and cheaper forcing usage of Six Sigma approach

towards cost reduction and moving to PPM (Parts Per Million) culture. With globalization,

customers looked for better, cheaper and faster which brought Lean Manufacturing in the

picture along with Six Sigma and termed it as Lean Six Sigma.

Finally Business Excellence Models started advocating innovation at each process. Thus the

present scenario is to get products and services which are better, cheaper, faster, different and

innovative.

Some of the progressive organizations are therefore trying to achieve world class status by

acquiring certain prestigious Business Excellence Awards. Among them, Deming Application

Prize (DAP : 1948) is the oldest and most prestigious. Other notable international awards are

USA's Malcom Baldridge National Quality Award (MBNQA : 1987) and European Quality

Award (EQA : 1991). Most of the National Awards started in ninetees only. They are Rajiv

Gandhi National Quality Award (RGNQA : 1991) CII-EXIM Award (1994), Ramkrishna

Bajaj National Quality Award (RBNQA : 1997) etc.

As such awards fall in two categories – competitive and non competitive. The former includes.

RBNQA administed by Quality & Technology Cell of Indian Merchants' Chamber, Mumbai,

RGNQA administed by BIS, Delhi etc.

In addition, number of group companies such as Tatas, Birlas, Goenkas, ABLP etc. administer

their own competitive business excellence models. However, they are mostly adopted from

MBNQA or EQA with minor variations. Non competitive awards include Deming Award which

is given to companies exhibiting business excellence following its 14 business philosophy points

with sound TQM structure. Till 2012 only 20 companies in India have got DAP of which 5 are

from Sundaram Group. Three years after getting DAP an organisation can challenge Japan

Grand Prize (JGP) which is the highest Business Excellence award in the world using TQM route.

Till 2012, only 5 companies in India have got this award which includes two from Sundaram

Group. In fact in 2012, Lucas TVS Ltd. acquired JGP under the able leadership of its CEO Dr. N.

Ravichandran who was the guest speaker of 2013 D L Shah Memorial Lecture. Extracts from

his talk are published in this newsletter.

DAP is a 3 to 4 years long journey and needs a cultural change which is duly highlighted by Dr.

Ravichandran. It is relatively costly running into at least couple of crores of rupees. But once an

organisation acquires it, it is branded as 'class from mass' by customers all over the world.

Compared to DAP, expenses for RBNQA journey is quite less. Excluding CTC of the executives

who work for it the overall cost will not exceed Rs. 10 lakhs. With full concentration, it can be Continue on Page 3

NCQM opens up new frontier

D. L. Shah Trust For Applied

Science, Technology, Arts &

Philosophy.............................Pg. 2

4th D. L. Shah Memorial Lecture

Report ....................................Pg. 4

“A Changing Dimension on

Quality” - Deming Experienceby Dr. N. Ravichandran ..........Pg. 5

NCQM News ........................Pg. 15

BEQET Award 2012 ..............Pg. 16

We are thankful

to

D. L. SHAH TRUST

for sponsoring

this

Newsletter Issue.

Quality - Striving for Excellence2

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

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

January - March 2013


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.

ØT o m a k e Q u a l i t y o f d e a l i n g s & business ethics to inspire confidence and faith among all public.

ØTo make “Made in India” label synonymous with “Quality of Excellence”.

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 are handed over to the winners by one of VVIPs in the country in a Quality Conclave which is attended by over 700 to 800 Quality professionals.

The Trust is in the process of setting up D. L. Shah Quality Research Centre in association with Quality Council of India in New Delhi. It is expected that this research centre will become operational in March 2013. It will, perhaps, be 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 'Reliance 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 Philosophy by introducing systems, methods, mechanisms and practices to better the overall 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.

The trust's mission is

Its objectives in brief are:

acquired within 2 to 3 years. On its benefits, rather than narrating

long list of tangible and intangible ones, couple of experiences from

eminent persons will amply demonstrate its worth.

• Experience of head of a Manufacturing Organisation:

“The award process has benefited the Indian industry in several

tangible and intangible ways. The criteria provide organizations

robust checklist on how to identify, where they are and how to proceed

further in the excellence journey” Mr. Mukesh Ambani, CMD,

Reliance Industries Ltd.

• Experience of head of a Service Organisation:

“HDFC as a brand is synonymous with quality service. As an

organisation, we have consciously opted to create our own quality

standards. The exercise of putting together the application report for

the IMC-RBNQA gave us an opportunity to reflect upon our

past experiences in our critical business processes and at the same

time plan and execute our strategies. The training of our team

members, the evaluation process and the feedback session were

unique and rigorous. It is highly recommended for organizations

pursuing their journey of excellence and intending to compete with

the best with intensions of becoming truly world class” Mr. Deepak

Parekh, Chairman, HDFC Limited.

Certain organizations have got RBNQA and are trying for DAP and

vice versa. Few have got both. Some have even started with acquiring

Frost & Sullivan Award for their Manufacturing Excellence.

Some go for Golden Peacock Award from IOD towards Functional

Expertise.

To cater to this need of the hour NCQM has developed a core faculty

group who can train and guide organizations in acquiring any of the

above Business Excellence awards.

Continue of Page 1 - President’s Page


TH4 D L SHAH MEMORIAL LECTURE

Mr. B. Banerjee, Mr. H. K. Taneja,Dr. N. Ravichandran,

Mr. Khushroo Khambata, Dr. H. M. Mehta

Mr. B. Banerjee presenting welcomingbouquet to Dr. N. Ravichandran

Mr. B. Banerjee, Dr. H. M. Mehta &Mr. Khushroo Khambata presenting silver

momento to Dr. N. Ravichandran

Dr. N. Ravichandran, CEO, Lucas-TVS Ltd.,delivering the lecture

D. L. Shah Memorial Lecture was held on February 2, 2013 at Hall of Harmony Nehru Centre Worli, Mumbai – 400 018.

Mr. B. Banerjee – President of NCQM, welcomed the guests and dignitaries, Mr. Khushroo Khambata – CEO of D. L. Shah Trust (DLST), Mr. H. K. Taneja – Trustee of DLST, Dr. H. M. Mehta – Trustee of NCQM and Chief Guest Dr. N. Ravichandran – CEO, Lucas-TVS Ltd., 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.

Mr. Jatin Patel, Technical Director, American Spring & Pressing Works Ltd., (ASPEE) introduced the chief guest and speaker, Dr. N. Ravichandran.

Dr. N. Ravichandran delivered the lecture on “A Changing Dimension on Quality” – Deming Experience followed by question and answer session. The lecture was very informative, enlightening and inspiring.

Mr. B. Banerjee, Dr. H. M. Mehta and Mr. Khushroo Khambata presented a silver plaque momento as a gesture of appreciation to Dr. N. Ravichandran. 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

Quality - Striving for Excellence4January - March 2013

“A Changing Dimension on Quality” - Deming Experience

Mr. H. K. Taneja, Trustee of D L Shah Trustgiving update on

Late D. L. Shah and the Trust

Mr. Jatin Patel, Technical Director, ASPEE introducing to Chief Guest Dr. N. Ravichandran

Dr. N. Ravichandran, Chief Executive Officer, Lucas-TVS Ltd, Chennai.

Mr. Santosh Khadagade proposing vote of thanksMr. B. Banerjee, Mr. H. K. Taneja, Chief GuestDr. N. Ravichandran, Mr. Khushroo Khambata,

Dr. H. M. Mehta

Audience


1. Plan for the lecture

2. Changing Global Scenario

2.1 Competitiveness in the Global Business Environment

2.2 The world in which we do business

The entire lecture is structured under six board headings. They are:• Changing global scenario• Challenges• Delivering Customer Value• Quality Evolution• Future Focus• Conclusion

Highlights on each of the above are provided in subsequent paragraphs.

• Fast changing Business Environment is characteristic of 21st Century.

• Rapid pace of Globalisation & Technological progress has changed market conditions & competitive strength.

• Business potential depends on Quality, Speed, Technical superiority, Services and Product differentiation.

Major technical advancement

Demanding customerrequirements

Economic challenges in allregions

Challenging equity-mergers

Globalconsolidation

Cost reduction &norms

Excess globalcapacity

Continuing pricingmargin prices

2.3 Changing Business Environment

Natural resources defined power

Leaders commanded and Controlled

Shareholders came first

Production determined availability

Everyone was competitor

Value was extra

Knowledge is power

Leaders empower and coach

Customers come first

Quality determines demand

Everyone customer

Value is everything

Yesterday Today

2.4 Forces Creating Waves of Environmental Change

2.5 Evidence of Declining Corporate Lifetime

The average lifetime of the largest industrial enterprises (listed in Fortune 500) is less than forty (40) years, roughly half the lifetime of a human being!

Royal Dutch/Shell Survey, 1970

Over the last sixty years,the average lifetime of companies on the S&P 500 list has declined by 80% from 75 years to 15 years

John Hagel III, Fast Strategy, 2007

Year CorporateLifetime, Yrs

1947

1970

2007

75

40

15

2.6 Evolution in the Concept of Quality

TechnologyAdvances

SocialChange

EconomicGlobalization

ChangingDemographics

NaturalDisasters

Japan March 119.0 R Earthquake

10m Wave Tsunami

Emerging Competitive Landscape:

Increasing interconnectivity

Increasing interdependence

Decreasing ability to forecast,plan and control

Increasing competitive pressures

Degree ofOrganizationalDevelopment

Objective :Fitnessfor use

Fitness forproduction

Fitness forExploration

CompetitiveLandscapeFitness

Periods ofStability

Periods ofRapid Change

ProductQuality

ProcessQuality

Quality ofInnovationProcess

Quality ofOrganizationalDesign


“A Changing Dimension on Quality” - Deming ExperienceDr. N. Ravichandran, Chief Executive Officer, Lucas-TVS Ltd, Chennai.


2.7 Approaches for Exploring the Future Competitive Space.

3. Challenges

3.1 Challenges of Global Market

• Stronger Competitiveness• Higher Productivity• Higher Growth• Consistent Products• Continuous Quality Improvement• Environment responsible Company

• Flexibility• Increase of Product Complexity• Decrease the Production depth• Faster reaction• Global Market• ISO 14001 & OHSAS 18001

OBJECTIVES REQUIREMENTS

4. Delivering customers value

5. Quality evolution

5.1 Quality – A measure of excellence

5.2 Quality definition

5.3 Philosophies & Frameworks

Subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings:

One as characteristics of a product or service that bear on its ability to satisfy stated or implied needs and another a product or service free from deficiencies

Note: ISO 9000 : 2008 version defines Quality as “Degree to which a set of inherent characteristics fulfils requirements”.

PHILIP B CROSBY

KAORU ISHKAWA

SHIGEO SHINGO

PC MAHALANOBISGENICHI TAGUCHCRR RAO

CLAUS MOLLER

W EDWARDS DEMING There are no shortcuts to Quality.

No Quick Fixes.

Improvement requires full commitmentand support from top.

Extensive training needed.

Participation of all employees needed.

Existingcompetitivespace

Unidentified

NEEDS

Identified

ServedMARKETS Not Served

Future competitive space

ProductInnovations

ServiceInnovations

ProcessInnovations

BusinessModelInnovations

Time Quality Cost

FlexibilityProductivity

Operational instrument panel

Different measurement systems

FinancialIndicator

‘A measure of excellence’


S.No.

Area ConventionalQuality System

CurrentQuality System

FutureQuality System

1

2

3

4

5

6

Customer

Management

Employees

Organization

System

Tools

Customer Satisfaction

Leadership not stressed

Taylorism, Fear drivendrudgery

Vertical structureTall Pyramid

ISO-9000; QS-9000

7QC Tools, PDCA & B-D


Leadership mentioned

A few experts rest ofpeople passive

Departments the norm

Quality mindednesspromoted

Classical DOE

Customer loyalty

Inspiring leadership to helppeople reach their full

potential

True empowerment, freedom,joy in the workplace

Flat pyramid, teams thebuilding block

World class system businessexcellence a superordinate

value

Shainin DOE, MEOST, QFD,TPM, NOAC, VE & Cycle time


5.4 Scope of total quality

5.5 Total quality module

6. Future focus

6.1 Future quality system

6.2 The approach

Awareness

Appreciation

Alignment

Action

Achievement

Advancemen

6.3 What makes the difference

6.4 Twelve steps

1. Customer orientation

2. Participation

3. Training

4. Motivation

5. Products and Services

6. Processes and Procedures

7. Information

8. Suppliers

9. Culture

10. Planning

11. Communication

12. Accountability

6.5 Five value Systems

1. Pride

2. Desire

3. Teamwork

4. Attention to detail

5. Follow through

Principles

Practices

Participation and Team work

Infrastructure Tools and Techniques

Custo

mer

Foc

usn

inu

mp

vem

t

Cot

ous iro

en

ig

and Learnn

Product andServiceQuality

ReliabilityOn-timedeliveryErrors ofdefects

Customersatisfaction

Index of overallsatisfactionCustomerintention

Complaints

Leadership forcontinuous

improvement

Qualitysystems and

employeeinvolvement

CompetitivenessMarket share

Profits

CostsCycle Time

EmployeeTurnoverEmployee

SatisfactionSafety and

HealthProductivity

Organizationbenefits

7

8

9

10

11

12

Design

Suppliers

Manufacturing

Field

Supportservices

Measurement / results

Design in isolation

Dictatorial & remotecontrol relationship

Leans on inspection

Service contracts tocover product weaknesses

No business on quality

Quality improvement forits own sake

Computer simulation

Laissez-Faire

Design in half the time, halfthe defects, half the costs,

half the manpower

Win-win partnership, basedon ethics, trust & active help

Leans on perfection

MEOST, built in diagnostics

Quality initiatives

Return on quality investmentover 10:1; profit

improvement: minimum 2:1

Leans on

FMEAs

Quality appreciation

Encourages return onquality investment -

2:1 to 4:1


8 Quality - Striving for Excellence

6.6 Quality in architecture

Built in 1010 AD by Raja RajaChola in Thanjavur,Brihadishwara Temple alsopopularly known as the ‘BigTemple’ has turned 1000 years in2010

Construction of the Taj Mahal began in1632, it was completed in 1648 and thesurrounding buildings and garden werefinished five years later.

6.7 Quality in paintings

6.8 Leadership quality

6.9 Consistency in quality

6.10 Quality of captaincy

Tanjore paintings have a very rich heritage. This style of painting has been followed widely by the people in Southern Tamil Nadu for the past two centuries. The art flourished in Tanjavoor, pronounced Tanjore, the capital city of the Chola dynasty, and thus got its name. Maratha princes, Nayaks of Vijaynagar dynasty, Rajus communities of Tanjore and Trichi and Naidus of Madurai patronized the art of Tanjore painting from 16 to 18th centuries. Tanjore paintings are deeply rooted in tradition and still innovative within limits. This art is sacred and dedicated.

Good decisions without ambiquity

Right First time Every time

What he has preached, practiced



6.11 Adaptation of 8 QMS principles at Lucas – TVS

1. Customer focused organization

2. Leadership

3. Involvement of people

4. Process orientation

5. System approach to management

6. Continuous Improvement

7. Factual approach to decision making

8. Mutually beneficial supplier relationships

6.11.1 Customers focus

Organization depend in their customers and

therefore should understand current and future

needs, met customer requirements and strive to

exceed customer expectations. This requires:

1. Identification of customers (Internal &

external)

2. Understanding stated and implied needs /

expectations.

3. Establishing measures of satisfaction

customer needs / expectations.

4. Determining how far customer needs are

being met at present.

5. Efficient processing of customers complaints.

6. Establishing customers focus down the line

including distributors

7. Seeking customers' feedback and its analysis

for taking measures to improve customer

satisfaction.

6.11.2 Leadership

Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization’s objectives. This requires the following steps :

1. Establish long term vision and strategy.

2. Enlist others in a common vision by appealing to their values, interests, hopes and dreams.

3. Search for challenging opportunities to change, grow, innovate and improve.

4. Experiment, take risk and learn from the mistakes.

5. Foster collaboration by promoting cooperative goals and building trust.

6. Strengthening others by sharing information and power and increasing their discretion and visibility.

7. Set an example by behaving in the ways that is consistent with the stated values.

8. Plan small wins that promote consistent progress and build commitment.

9. Recognize individual contributions to the success of every project.

6.11.3 Involvement of people



People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit.

ØEmployees must be treated with dignity and respect.

ØThey must be trained to build competence where required.

ØEach employee must know what exactly is required to be done and where possible must be able to assess the quality of his work.

ØFear must be totally removed from the organization and employees must be encouraged to bring out weakness in the system.

6.11.4 Process approach

A desired result is achieved more efficiently when related resources and activities are managed as a process.

1. Planning off processes to meet customer requirements.

2. Process capability study and qualification of process.

3. Establishment of mechanism to keep process under control.

4. Ownership of process with full responsibility of quality.

5. Verification of product/ service for conformance before instruments.

6. Maintenance/ calibration of process equipments and measuring instruments.

7. Analysis of process data for improvement.

6.11.5 System approach to management

Identifying, understanding and managing a system of interrelated processes for a given ob jec t ive improves the organizat ion ' s effectiveness and efficiency. This requires -

1. Clear objectives.

2. Organizational structure with well defined authority and responsibility.

3. Planning for Quality .

4. Control of functions affecting quality.

5. Coordinating of interrelated processes.

6. Audit mechanism for self regulated organization.

7. Analysis of process data for improvement

6.11.6 Continual improvement

Continuous improvement should be a permanent objective of the organization. This requires:


Quality - Striving for Excellence

1. Measurement of qualify.

2. Analysis of qualify data and investigations for non conformities.

3. Seeking opportunities for improvement rather than reacting to quality problems.

4. Benchmarking.

5. Organization for quality improvement likes quality circles, quality improvement teams for taking up specific projects.

6. Review of Q.I.P's (Quality improvement Projects) by top management.

7. Recognition of significant achievements.

6.11.7 Factual approach to decision making

Effective decisions are based on the analysis of data and information. This requires :1. Recording of data on:

- Quantitative production- Equipment failures- Process conditions- Delivery performance- Customer complaints- Quality costs- Supplier performance.

2. Ensuring the data is accurate, reliable and accessible.

3. Analysis of data to understand the impact on organizational performance and costimplications and for deciding corrective actions.

4. Data on results of application of corrective action.

6.11.8 Mutually beneficial supplier relationships

An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value. This requires :

1. Consideration of quality capability while selecting vendors.

2. Specification of quality on purchase documents.

3. Clear understanding of supplier needs.

4. Mutual trust and share responsibility and accountability.

5. Clear and open communication.

6. Mutual commitment for cont inuous improvement.

6.12 Quality, Cost and Profit relationship: Traditional thinking

Many people think that quality costs money and adversely effects profits. But these costs are the costs of doing it wrong first time.

Hence if we design the product right first time, build it right first time - we save all the costs of redesign, rework, scrap, resetting, repair, warranty work etc.

This quality in the long run results in increased profitability. This is a paradigm shift on quality and profit.

January - March 2013 11


7. Conclusion

7.1 Lean Green Model

7.2 Lean Green Manufacturing

7.3 Seeking performance excellence

7.4 Dr. Keno's houses of TQM

7.5 World class manufacturing techniques

7.6 Our journey towards manufacturing excellence

7.7 Mind change: From Screen to Scene

7.8 Culture change

Vision Directed Management

High Energy People

TQM

Customer Delight Competitiveness

Quality Cost Delivery

World Class Manufacturing

LeanManu-

facturing

Contem-porary

Techno-logy

GreenManu-

facturing

Technology

Methodology

People

Quality

Quantity

Delivery

Morale

Society

-Zero Defect

-Exact

-On time

-High performance

-Responsible Citizen

Lean&

GreenManu-

facturing

More Tolerancefor

Quality Problems

Less Tolerancefor

Quality Problems

Source : Dr. Noriaki Kano

Expected

Dissatisfaction

Satisfaction

Execution Excellence

Dissatisfaction


Lea ership Pe r a e

d

rfo m ncO

VR

INNVATI E P

ODUCT

Did it well

Expressed

Exciting

S and rd Perform nce

t aa

t e Pf

Competiiv

er ormance

CS+ES+SSQUALITY

Goal and Strategy

Seven ToolsNew 7 ToolsQ C StoryQuality DeploymentMultivariate

Policy ManagementDaily ManagementX - MatrixQ C Circles

QUALITY

Marketing &ManagementPDCA

Motivational ApproachIntrinsic Technology

General Education and Political Stability

Total QualityManagement

Approach

Six SigmaStatistical Process Control

Design of ExperimentsTaguchi Methods

Problem-SolvingMistake Proofing

BrainstormingCause and Effect

Pareto

QualityFocus

CostFocus

DeliveryFocus

Workplace OrganisationCANDO/SS

Visual ManagementTeams Mistake Proofing

Problem-SolvingMistake ProofingProblem-Solving

Lean ProductionSystem Design

Level ProductionSupplier Pull System

Cells & LayoutQuick ChangeoverStandardised Work

Autonomous MaintenancePlanned MaintenanceQuality Maintenance

OEE Analysis

Early Equipment ManagementReliability Centred Maintenance

Total Productivity MaintenanceApproach

Pl

y

mt

oic

Deplo

yen o

i

len

Plcy D

ep

oym

t

STEP-1Awareness revolution: prerequisite for Factory Improvement

STEP-2The 5S for Factory Improvement

STEP-3Flow Manufacturing

STEP-4Levelling

STEP-5Standadised operations

JUST IN TIME

AutonomationJidoka

ChangeOver

Multi processOperations

Maintenanceand Safety

Qualityassurance

KanbanFlex

ible

Man

pow

er Visual C

ontrol

A/c CulturePC CultureInformation carrier CultureArgument CultureCell Culture (Cell Phone)Talk CultureFault CultureDefect CultureWaste Culture

ACPCICACCCTCFCDCWC

Achievement CulturePerformance CultureImprovement CultureAlignment CultureCell Culture (Natural Group)Target CultureFocus CultureDistinction CultureWealth Culture

TouchingKey boardMouseMobile

Touch & FeelPeopleProductProcess & Customer

To



Conclusion:

If all of us understand the market scenario, the opportunities and the challenges and develop strategies,

enthuse employees and implement World Class Practices…..

THE WORLd IS OUR MARKET PLACE

Vision without action is merely a dream.Action without vision passes the time.

Vision with action can change the world.The journey to 100 miles begins

with a single step


National Centre for Quality Managementwas established in 1985 by a group of eminenet Industrialists and Professionals. It is a premier institution engaged in promoting quality culture in Indian economic sectors through servces like training, education, publication, research and advisory services. It is a Society registered under Bombay Public Trust Act, 1950.

NCQM is a ‘not-for-profit’ organization supported by various categories of members. Membership of NCQM contributes to the cause of quality, encourages continuous improvement and provides sustained support to NCQM. A member can join this organization any time during the year.

(NCQM)

Categories of MembershipMembership of NCQM will constitute the following categories :Admission Charges Rs. 500/-

Member Services / BenefitsValid members can avail of the services and benefitsfrom NCQM as under : Annual Subscription (US $*)

250/- USD

50/- USD

Category of Membership

Organization

Member (Individual)

International Membership

The international membership will be of twocategories. No admission fee will be charged.

*Annual Subscription could be paid in equivalentIndian Rupees also.

For details of membership, log on to : www.ncqm.comFor any queries, please contact : Executive Director [email protected] / [email protected]

* Plus Service Tax as applicable (12.36%)


Viren J Shah, Past President, NCQM

Mr. Viren J Shah was a visionary and a dynamic leader of Indian Industry in an environment that was less friendly to industry than it is today.

He played his role as a citizen with deeper commitment and seriousness in varied ways. An active participant in India's struggle for freedom, he was Joint Secretary, Junagadh Rajyaprajamandal, which spearheaded the movement for the merger of the State of Junagadh into the Indian Union. At a time when most others crawled when they were asked only to bend, he showed rare courage in standing up, risking his own liberty in defence of the liberty of others and was incarcerated in 1976 in two of the country's notorious prisons - Arthur Road, Mumbai and Tihar, Delhi. He re-lived the trauma when attempts were made in 1980 to institute his re-

trial as an accused in the Baroda Dynamite conspiracy case.

He was a member of Parliament, the Lok Sabha (1967-70) and Rajya Sabha (1975-81 and 1990-96). As a three-term M.P., he was a member of the Parliamentary committee of Public undertakings, Consultative committee of the Ministry of Finance, Joint Parliamentary committee on Fertilizer Pricing, Consultative committee of the Ministry of Defence and also member of the Public Accounts committee. He was a member of National Integration Council (NIC). He had been a member successively of the National executive of two major political parties and member of several policy-making bodies of the Bharatiya Janata Party (BJP). He was Governor of West Bengal during the years 1999 to 2004. It has indeed been a rare record of public service by an industrialist.

He was the President of National Centre for Quality Management (NCQM) during 1995-97. We deeply mourn sad demise of Viren Bhai. May his soul rest in peace.

12 May 1926 – 09 March 2013

Dr. K. K. Anand, Past President, NCQM

Dr. K.K.Anand passed away on January 22, 2013. As an alumni of the HBS ITP'65 program, he was one of the founding Professor's and Chairman of Admissions of IIM, Ahmedabad set-up jointly by HBS in India in the early '60's that was to become one of India's and the world's leading management institutes. He served as Chief Personal and Organizational Manager at Larsen & Toubro, and then after founding Anand & Associates, spent the rest of his life post-1974 helping incubate the Indian management consulting industry bringing fresh management thinking and new ideas to Indian family owned businesses and large corporations preparing Indian industry for the post-liberalization competitive era.

He was respected for his integrity and wise advice and served on a number of Boards including Gabriel India, Hexaware Technologies, Bank of Madura, etc. More importantly he was a true patriot and was committed to the development of India by giving a large part of his time in building associations and spreading the message of management as a tool for corporate success and national development. He was the co-founder of the Institute of Management Consultants Association of India, and more importantly National Centre of Quality Management (NCQM).

Though he was not a statistician or quality management professional by training he deeply felt that India had to commit and invest in quality if it were to become one of the leading economic powerhouses of the world. In that endeavor he worked with Mr. D.L.Shah and others at NCQM and used his global network to bring international expertise to the forum.

Dr. Anand was a prolific writer with many articles written and 4 books in his name in the area of management consulting, quality and hospital management.

Dr. Anand was a visiting faculty across many educational institutions to inspire the young towards being better and professional managers.

In his final years, an onset of a form of Parkinson's made it difficult for him to interact, and he left for his heavenly abode on January 22, 2013.

Dr. Anand was founder member & president of NCQM during 1997-99. We deeply mourn sad demise of Dr. K. K. Anand. May his soul rest in peace.


22 June 1930 – 22 January 2013

Obituary

NCQM News

WELCOME ABOARD - NEW MEMBERS

Converted from Senior to Senior Life category :

Converted from Individual Life to Senior Life category :

Senior Life category :

Converted from Fellow to Fellow Life category :

Individual Member :

NCQM PROGRAMMES DURING THE QUARTER

SL0021 Mr. Santosh Khadagade Mumbai

SL0022 Mr. S. V. Viswanathan Mumbai

SL0025 Mr. Hemant Shidhaye Nashik

SL0023 Mr. Vellalar Illango Surat

SL0024 Mr. Ravinder Bhatia Mumbai

FL0007 Mr. Yashwant M. Gokhale Pune

MI0517 Ms. Neelam Patel Mumbai

MI0518 Mr. Jayesh Rambhia Mumbai

MI0519 Dr. Ravindra N. Thakur New Panvel

MI0520 Mr. Santosh C. Hulagabali Mumbai

MI0521 Mr. Zafrul Hassan Mujib New Delhi

MI0522 Mr. Vishal S. Patyal Mumbai

MI0523 Mr. Sachin S. Modgi Himachal Pradesh

Public Programmes Conducted:• Internal Audit (IA) as per ISO 9001: 2008 Quality

Management System – February 22-23, 2013

• HACCP Awareness - February 25, 2013

• Effective Management of Work Place Through

Quality - Striving for Excellence15January - March 2013

Mr. J. S. Gilda, Sr. Executive Director, Blue Cross Laboratories Ltd.,receiving sustaining Membership trophy from Mr. B. Banerjee

Principles of Housekeeping (5S) & Waste Elimination (7W) – March 16, 2013

In-house Programmes:

• Problem Solving through Root Cause Analysis by Use of QC Tools

• Internal Audit (IA) as per ISO 9001: 2008 Quality Management System

• HACCP Awareness - April 19, 2013

• Internal Audit (IA) as per ISO 9001: 2008 Quality Management System - April 26-27, 2013 / June 2013

• Value Engineering - An Effective Management Tool for Competitive Edge - May 17, 2013

• Internal Audit for Integrated Management System - June 2013

• Effective Management of Work Place Through Principles of Housekeeping (5S) & Waste Elimination (7W) - May 24, 2013

• Internal Audit for Energy Management System - June 2013

• Root Cause Analysis & Use of QC Tools - June 2013

• Lean Six Sigma Green Belt (Six Days)

ASQ Examination was conducted at NCQM Learning Centre, Mumbai on March 2, 2013

Next Examination is scheduled on June 1, 2013

Next PDTQM Examination is scheduled on June 17, 18 & 19, 2013.

Date: April 4, 2013 Time: 5.00 pm to 6.30 pm Venue - NCQM Learning Centre, Vikhroli, Mumbai.

NCQM PROGRAMME DURING THE NEXT QUARTER

ASQ Examination

PDTQM

Future of Quality - Past, Present & Future by Navin Dedhia Free programme

BEQET award competition was held on January 21, 2013 at Gurukul Educational Institution, Ghatkopar (E), Mumbai. Total eight teams participated for the same.

1st Prize was won by Matunga, for their Project,

“Enhancing employability skills”,

2nd Prize winner was Sion, for their project “Broadening horizons – professional teacher training program for students who have completed class XII” and

3rd prize was a tie-up in two colleges - Ghatkopar, for their

project “Faculty development programme (FDP)- A step towards quality improvement of teaching” and

Malad, for their project “Improving academic research through effective training”.

Dr. B. M. N. College of Home Science,

SIES College,

Gurukul College of Commerce,

Nagindas Khandwala College of Commerce, Arts & Management,

Dr. B. M. N. College of Home Science receiving1st Prize Trophy from Chief Guest, Dr. N. Ravichandran

S I E S College, 2nd Prize winner team withMr. S. V. Viswanathan, Mr. Banerjee and Dr. N. Ravichandran

Judges comprised Dr. S. Krishnamoorthy, Director R&D, Don Bosco Institute of Technology, Dr. A. V. Bhonsale, Principal, Sardar Patel College of Engineering, (Retd.) and Mr. B. Banerjee, President, NCQM.

Assessment was carried out against six well designed criteria.

Printed & Publised by Chairman, Publication Committee, on behalf of National Centre for Quality Management.Published from National Centre for Quality Management, Kailas Industrial Complex, G-503, Vikhroli Hiranandani Link Road,V i k h r o l i ( W ) , M u m b a i - 4 0 0 0 7 9 . T e l . : ( 0 2 2 ) 2 5 1 7 0 4 8 3 / 6 9 ; E - m a i l : n c q m @ v s n l . c o m a n dprinted at Mahavir Printers, Plot # 286, New Anand Soc., Nr. Railway Station, Pant Nagar, Ghatkopar (E), Mumbai - 400075.

Admissions Open

FOR JULY 2013 BATCH

Post Diploma in TotalQuality Management

Distant Learning Mode

For brochures & details: please contact the Course Co-ordinator,

National Centre for Quality Management, Mumbai

(Brochure & Application formcan also be downloaded from www.ncqm.com)

Dr. S. Krishnamoorthy, Mr. B. Banerjee & Dr. A. V. Bhonsale with3rd prize winner team from Gurukul College of Commerce

Nagindas Khandwala College 3rd prize winner team memberMr. Monikantan Nair receiving trophy from Mr. Jatin Patel

NCQM’s Best Educational Quality Enhancement Team (BEQET) President Award-2012.

Enhancing quality of BEQET projects

With a view to enhance quality of BEQET projects, a full day workshop on basics of SPC including seven old QC Tools was held on February 9, 2013 at Shri M. D. Shah Mahila College, Malad. 39 participants from twelve colleges including registrars, professors and principals attended the day long session. Mr. B. Banerjee, President, NCQM was the core faculty. Dr. Deepa Sharma, Principal, Shri M.D.Shah Mahila College, Malad organized this event.

quality - striving for excellence quality - striving for excellence Øto promote the development...

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