KAIZEN KAIZEN – continuous improvement. Do Jobs better In different style More productive way, Involve total employee ENG. PRACTICE

KAIZEN KAI = Change ZEN = Good (For the better) KAIZEN = Continuous Improvement ENG. PRACTICE

WHY KAIZEN Change is the only permanent phenomena Change is required to meet the challenges of changing needs of customers Person close to the job knows best about the job Enhances the pride of people (Meaning in contribution) ENG. PRACTICE

KAIZEN MEANS GRADUAL CONTINUOUS UN-ENDING IMPROVEMENTS DOING “ LITTLE – THINGS “ BETTER SETTING AND ACHIEVING EVER HIGHER STANDARDS INVOLVING EVERYONE ENG. PRACTICE

TO AVOID DISCRIPENCY (MURA) ? WHY KAIZEN TO AVOID WASTE (MUDA) TO AVOID STRAIN (MURI) TO AVOID DISCRIPENCY (MURA) ENG. PRACTICE

KINDS OF MUDA Overproducing time on hand (Waiting) Transporting Processing itself Unnecessary stock on hand Unnecessary motion Producing defective goods ENG. PRACTICE

“ He who is effected by your acts / services” CUSTOMER “ He who is effected by your acts / services” ENG. PRACTICE

KAIZEN MARKET IN TQM/ TPM QC CIRCLES JUST – IN – TIME ZERO DEFECTS SMALL GROUP ACTIVITIES SUGGESTION SYSTEM ENG. PRACTICE

MARKET – IN VERSUS PRODUCT - OUT Market – in Factually understanding consumer needs / wants – stated and unstated. translating customer needs into activities to achieve Quality, Cost, Delivery Detecting trends ahead of competition DANTOTSU BY – FAR SUPERIOR BY – FAR THE BEST ENG. PRACTICE

SPEAK WITH DATA Reduce issues to data Solve problems with data Make decisions with data “When you see data, doubt it“ – Ishikawa ENG. PRACTICE

ASK WHY FIVE TIMES ? Question 1 : Why did the machine stop Answer 1 : Because the fuse blew due to an overload Question 2 : Why was there an overload? Answer 2 : Because the bearing lubrication was inadequate Question 3 : Why was the lubrication inadequate? Answer 3 : Because the lubrication pump was not functioning right ENG. PRACTICE

ASK WHY FIVE TIMES ? Question 4 : Why wasn’t the lubricating pump working right? Answer 4 : Because the pump axle was worn out Question 5 : What was it worn out? Answer 5 : Because sludge got in The normal tendency is to replace the fuse. But, the real solution is attaching a strainer to the lubricating pump. ENG. PRACTICE

TQM | TPM | TCM Total Quality Management for customer satisfaction. Total Productive Maintenance of work place & equipments for condition monitoring. Total Cost Management with elimination of all types of wastes. ENG. PRACTICE

TPM : Zero sum approach Zero defects Zero breakdowns Zero losses ENG. PRACTICE

Overall Equipment Efficiency ENG. PRACTICE

Availability 70% Efficiency 60% OEE = 0.7 X 0.6 X 0.8=0.3336 Quality 80% OEE = 0.7 X 0.6 X 0.8=0.3336 ENG. PRACTICE

Total Productive Maintenance is productive maintenance involving total participation for increased productivity . ENG. PRACTICE

WHY TPM (a) Breakdowns due to equipment failure. Downtime (b) Setup and adjustment e.g . exchange of die injection moulding machines etc. Downtime ENG. PRACTICE

WHY TPM (a) Idling and minor stoppages e.g. abnormal operations of sensors (b) Reduced speed e.g. discrepancies between design and actual speed of equipment Speed losses ENG. PRACTICE

? WHY TPM (a) Defect in process and rework ( scrap and quality defects requiring repair ) (b) Reduced yield between machine startup and stable production. Defects ENG. PRACTICE

REQUIREMENTS FOR TPM Maintain basic equipment conditions Maintain operating conditions Restore deterioration Correct design weaknesses Improve technical skill Expose hidden defects ENG. PRACTICE

The journey to hundred miles begins with one single step. ENG. PRACTICE

TQM ROAD MAP 1. Develop long term vision or mission of the organization by top management after strategic consideration of markets and core competencies of the company. 2. Constitute Quality Council or steering Committee under the CEO to demonstrate strong commitment to quality mission. 3. Training of members of quality council on basic concepts of TQM and their impact on business. ENG. PRACTICE

TQM ROAD MAP 4. Organise quality audit of the organisation including customer perception survey, employee satisfaction survey to determine the present status of quality in the company. 5. Define measurable objectives which must be agreed by the top management as indicators of success for the mission. 6. Identify critical processes and activities for attainment of objectives. ENG. PRACTICE

TQM ROAD MAP 7. Organise general quality awareness training at all levels, and specialised training on quality tools and techniques for persons who will be required to use them. Based on the critical process already identified , develop departmental TQM plans with well defined sub-targets and responsibilities. Establish a mechanism for inter departmental co-ordination for determining agreed inputs and mutual support for attainment of departmental objectives. ENG. PRACTICE

TQM ROAD MAP 10. Develop monitoring system with milestones for periodic review by the management team. 11. Formally launch the first phase of the TQM programme for implementation. 12. After trial period of say 3 months , carry out organised audit of the programme by trained auditors who are not involved in the activities being audited. 13. Conduct review by the steering committee and apply corrective measures. ENG. PRACTICE

TQM ROAD MAP 14. Continue implementation effort and corrective measures for at least one year. 15. Evaluate impact of successful activities on business and analyse failures. 16. Expand areas of success and try other approaches for failed projects till major objectives of the first phase are achieved. 17. Benchmark critical functions and processes with best in class to determine gaps. ENG. PRACTICE

TQM ROAD MAP 18. Conduct extensive review of the first phase of TQM programme. 19. Learning from successes and failures draw up plan for next phase of TQM programme with stretch goals. 20. Institutionalise continuous improvement through PDCA cycle. ENG. PRACTICE

QUALITY - A TOTAL IDEOLOGY. The hallmarks of quality organizations are high return high performing processes , empowered , well paid and highly motivated personnel , good corporate citizenship , respect for the environment, happy and delighted customers , free from shoddy and unsafe products . Quality - a total ideology -creates the ideal win-win-win-win situation for all. ENG. PRACTICE

Quality is an endless journey ENG. PRACTICE

Organization to support Customer satisfaction ORGANISATION FOR KAIZEN P GEMBA Organization to support Customer expectation Customer satisfaction Gemba place where value is added ENG. PRACTICE

FIVE RULES OF GEMBA Go to ‘Gemba’ Check with ‘Gembhutsu’ ( that which is responsible ) Take Remedial Action (First Aid) Identify the root cause and take corrective action Standardise and document ENG. PRACTICE

PDCA CYCLE PLAN ACTION DO CHECK Determine goals & targets Take appropriate action Determine methods of reaching goals Engage in education & training Check the effects of implementation Implement work DO CHECK ENG. PRACTICE

STOP DEFECTS FLOWING DOWN. UPSTREAM MANAGEMENT STOP DEFECTS FLOWING DOWN. Quality as a goal in development productivity as a goal in development Quality at the production process Productivity on the lines Quality at inspection phase problem solution Productivity out the door problem avoidance ENG. PRACTICE

5’S Steps Seiri - Sorting. Seiton - Systematic Arrangement. Systematic way of House Keeping. Foundation for all Productivity Improvement Programs (PIP). Steps Seiri - Sorting. Seiton - Systematic Arrangement. Seiso - Spic and span. Sikestsu - Serene Atmosphere. Sitsuke - Self Discipline It increases productivity, develops good working atmosphere & employee morale. ENG. PRACTICE

Quality in Manufacturing & Service Organizations ENG. PRACTICE

5 S TECHNIQUE Seiri Seiton Seiso Sieketsu Shitsuke The 5 - S practice is a technique used to establish and maintain quality environment in an organization .The name stands for 5 Japanese words Seiri Seiton Seiso Sieketsu Shitsuke ENG. PRACTICE

Seiri Sort out items and discard the unnecessary Check : Do you find items scattered in your workplace Are there boxes, papers and other items left in a disorganised manner. Are there equipments and tools placed on the floor. Are all items sorted out and placed in designated spots. Are the tools properly sorted and stored ENG. PRACTICE

Arrange a place for everything Everything in its place. Seiton Arrange a place for everything Everything in its place. Check : Are passages and storage places clearly indicated. Are commonly used tools separated from those seldom used. Are containers and boxes stacked up properly. Are fire extinguishers and hydrants readily accessible. Are there grooves , cracks or bumps on the floor which hinder work or safety. ENG. PRACTICE

Seiso : Clean your workplace thoroughly. Check : Are the floor surfaces dirty. Are machines and equipment dirty. Are wires and pipes dirty or stained. Are machine nozzles dirty by lubricants and inks. Are shades , light bulbs and light reflectors dirty. ENG. PRACTICE

Seiketsu Maintain a standard. Check : Is any one’s uniform dirty and untidy Are there sufficient lights. Is the noise or heat at your workplace causing discomfort. Is the roof leaking Do people eat at designated places only. ENG. PRACTICE

Shitsuke : Check : 1. Are regular 5S checks conducted. Train people to be disciplined Check : 1. Are regular 5S checks conducted. 2. Do people clean up without reminders. 3. Do people follow rules and instructions. 4. Do people wear their uniforms and safety gears properly. 5. Do people assemble on time. ENG. PRACTICE