tqm ppt111
TRANSCRIPT
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PRESENTATION
ON
TQM, 5S, KAIZEN, JIT, KANBAN, POKA YOKE
DEPARTMENT OF MECHANICAL ENGINEERING
AMRUTVAHINI COLLEGE OF ENGINEERING, SANGAMNER
2011-2012
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Total : Made up of whole
Quality : Degree of excellence
Management : Act of handling, controlling, directing, staffing an
organisation.
Maximum user satisfaction at minimum cost
TQM is both a philosophy and a set of guiding principles that represent the
foundation of a continuously improving organisation.
Quality is determined by the combined efforts of various departments such as
design, process planning, engineering, purchase, production and inspection.
The golden rule of TQM Do unto others as you would have do unto you.
TOTAL QUALITY MANAGEMENT (TQM)
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TOTAL QUALITY MANAGEMENT (TQM)
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ELEMENTS OR PILLARS OF TQM1) Top Managements
commitment to quality
2) Customer focus of the
organisation
3) Employee improvement and
empowerment
4) Training of employees
5) Process focus and
improvement
6) Continuous improvement
7) Measurement of performance
8) Benchmarking
9) Teams
10) Inventory Management
11)
Communication12) Quality Costs
TOTAL QUALITY MANAGEMENT (TQM)
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TOTAL QUALITY MANAGEMENT (TQM)
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TOTAL QUALITY MANAGEMENT (TQM)QUALITY ELEMENTS Prior To TQM With TQM
1) Definition Product oriented Customer focused
2) Priorities Second to service and cost First to service and cost
3) Decisions Short term Long term
4) Emphasis Detection Prevention
5) Errors Operation System
6) Responsibility Quality control Every one
7) Problem Solving Managers Teams
8) Procurement based on Price Life cycle cost, partnership
9) Managers role Plan, assign, control and enforce Delegate, coach, facilitate and mentor
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TOTAL QUALITY MANAGEMENT (TQM)
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5 S is a technique that results in a well-organized workplacecomplete with visual controls and order. Developer- Iwao Kobayashi Sort (SEIRI) : Clear unnecessary items from work area.
Straighten/Set in order (SEITON) : Organize work area inan orderly manner.
Shine (SEISO) : Clean work area.
Standardize (SEIKESTU) : Maintain work area cleanliness.
Sustain (SHITSUKE) : Maintain self-discipline in work
area.
5-S
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5-S
Theres no second chance to make the first impression
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5-S
TOYOTAASSEMBLINGPLANT
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5-S
OBJECTIVE
Increase the Storing places.
Create and preserve
standards.
Reduce unproductive times.
Readjust the location.
Reduce the document search
time with 20%.
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5-S
SORT (SEIRI) SWEEP (SEISO)
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5-S
STRAIGHTEN (SEITON): TOYOTAENGINEASSEMBLYLINE
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5-S
SCHEDULE(SEIKESTU)
SUSTAIN(SHITSUKE)
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5-S
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BENEFITSOFIMPLEMENTATION
It reduced the idle time & fatigue to workers.
Reduction of wastage of material
Improvement in quality & Productivity
Punctuality, commitment & discipline Improved effectiveness of employees
Reduction in Non- Value-Added Activities
Following cost gets decreased-
Record keeping & administrative cost
Deterioration cost
Handling cost
5-S
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KAIZEN
KAI : Change ; ZEN : Better Changes for better or Continous Improvement Masaaki Imai developer of Kaizen Kaizen is a Japanese word for thephylosophy, that defines
managements role in continously encouraging & implementing
small improvement involving everyone.
Kaizen makes the process more efficient , effective and adaptable.
Kaizen focuses on simplication of complex process by breaking them
down into their sub-process and then improving them
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MANUFACTURING OBJECTIVES
KAIZEN
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Quality
Effort
Involvement of all employees
Willingness to Change
Communication
Team Work
Personal Discipline
Improved Morale
Quality Circles
Suggestions For Improvement
Key Elements of Kaizen foundation of Kaizen
KAIZEN
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KAIZEN
JOB FUNCTIONSASPERCIEVEDBYJAPANESEMANAGERS
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KAIZEN IMPROVEMENT FOCUSES ON
Value added & non-valueadded work activities. Muda: wastes
1. Over Production2. Delay3. Transportation4. Inventory5. Defective Parts6. Wasted Motion7. Processing
Principles of MaterialHandling
Documentation of standardoperating procedures 5-S frame work Better Communication throughvisual displays- posters, bulletins. Just In Time Principles Poka Yoke : to prevent or
detect errors Team Effort on Problem solving,conflict reduction &communication.
KAIZEN
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KAIZEN : SMALLSUGGESTIONS
An example of a Kaizen type improvement would bethe change in color of a welding booth from black towhite to improve operators visibility
KAIZEN
Work Improvement
Environment Improvement
Process Improvement
Machine capability Improvement
Quality Improvement
Customer Service Improvement
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KAIZEN
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JIT is manufacturing philosophy that produces necessary units, with the
required quality, in the necessary quantities, at the last safe moment.
Eliminates waste of time, labour and storage space.
Its a pull system of production: actual orders provide a signal when tomanufacture.
Non-value-adding activities are removed for the purposes of :
Reducing Cost
Improving Quality
Improving Performance
Improving Delivery Adding Flexibility
Increase innovativeness
JUST IN TIME (JIT)
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JUST IN TIME (JIT)
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JUST IN TIME (JIT)
Advantages of JIT
Reduction in storage space
Less working capital
Less likelihood of stock perishing
Avoids the build up of unsold
finished product
Limitations of JIT
Little room for mistakes
Production is very reliant on
suppliers
No spared finished product to meet
the expected demand
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KAN : Card ; BAN : SignalJapanese term for "visual recordCoined by : Taiichi OhnoThe Kanban card is A message that signals depletion of
product , parts or inventory that when received will
trigger replenishment of that product, part or inventory.
Bernstein identifies as a highly efficient and effective
factory production system.
No. of kanbans =
KANBAN
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KANBAN
POURS is an innovative Web-based solution that streamlines the process,
training and support associated with inventory management.
scanning bar codes and transmittingelectronic orders.
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POKA mistake ; YOKERU Proofing Developer: Shigeo Shingo (1960)- The industrial engineers at Toyota. Techniques that help operators avoid mistakes in their work caused by choosing thewrong part, leaving out a part, installing a part backwards, etc
It provides instant feedback and prevention of quality problems
It is a tool that is
Mistake-proofing systems
Does not rely on operators catching mistakes Inexpensive Point of Origin inspection
Quick feedback 100% of the time
This tool can be applied to any process, be it in manufacturing or the
service industry.
POKA- YOKE
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1. Poor procedures or standards.2. Machines.3. Non-conforming material.4. Worn tooling.5. Human Mistakes.
Except for human mistakes theseconditions can be predicted andcorrective action can beimplemented to eliminate thecause of defects.
1. Identify the operation or process- based on a Pareto Analysis.2. Analyze the 5-whys andunderstand the ways a processcan fail.3. Decide the right Poka-yokeapproach, such as using a,
Shut out Type: Preventing anerror being made, or an AttentionType: Highlightingthat an error has been made.
Causes Of Defects Steps in applying Poka- Yoke
POKA- YOKE
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i. Processing Error: Process operation missed or not performed per the
SOP.
ii. Setup Error: Using the wrong tooling or setting machine adjustments
incorrectly.
iii. Missing Part: Not all parts included in the assembly, welding, or other
processes.
iv. Improper part/item: Wrong part used in the process.
v. Operations Error: Carrying out an operation incorrectly; having the
incorrect version of the specification.
vi. Measurement Error: Errors in machine adjustment, test measurement
or dimensions of a part coming in from a supplier.
POKA- YOKEERROR TYPES
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POKA- YOKEEXAMPLES OF POKA- YOKE
3.5 inch diskettes
cannot be inserted
unless diskette is
oriented correctly.
The sink is fitted with
light sensors. These
sensors ensure that
the water is turned off
in the sink.
Circuit breakers prevent
electrical overloads and
the fires that result. When
the load becomes too
great, the circuit is broken
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THANK YOU