1. PROCESS APPROACH
Nancy

2. INTRODUCTION
Process approach in the organization is essential to make continuous improvement, to get ISO9000 certification, to practice TQM and to reduce costs and increase profits.

3. PROCESS ORIENTATION
Process orientation is the right strategy to be adopted for practicing quality as well as management of organizations so that the producer can be certain about the quality of the products or services even before the final inspection.
Helps in finding defects early

4. MODEL FOR PROCESS DEFINITION
Input of the process
Output of the process
Task or process

5. ETX MODEL
Entry – Conditions must be satisfied before the task is undertaken. Exit - Conditions must be fulfilled before the task is considered as complete.
ENTRY
TASK
EXIT
OUTPUT
INPUT

6. SUPPLY CHAIN MANAGEMENT

7. Supply Chain
-is the series of links and shared processes that exist between the suppliers and customers.

8. SUPPLY CHAIN MANAGEMENT(SCM)
a task of optimizing all activities throughout the supply chain, so that the products and services are supplied in the right quantity, right quality, to the right customer, at the right time and at the optimal cost.

9. SUPPLY CHAIN MANAGEMENT(SCM)
Demand Planning
Manufacturing Planning and Scheduling
Supply Planning
Transportation Planning

10. DEMAND PLANNING
A planning process to predict the demand of products and services based on forecasts.
Forecasting customer demands improves customer service while decreasing costs by reducing demand uncertainty.

11. MANUFACTURING PLANNING AND SCHEDULING
A planning process that optimally schedules manufacturing orders with production capacity. This is performed by combining Material Requirements Planning (MRP) and Capacity Requirements Planning (CRP) to create optimized and constrained production plans.

12. SUPPLY PLANNING
Supply planning process that meets customers demand based on available inventory and transportation resources. This includes Distribution Requirements Planning (DRP), which determines the need to replenish inventory at branch warehouse.

13. TRANSPORTATION PLANNING
A planning process to optimally schedule, load, and deliver shipments to customers while considering constraints, such as delivery date, mode of transportation, carrier, etc.

14. ADVANTAGE OF CUSTOMER-SUPPLIER CHAINS
It improves communications within the organization.
It reduces communication gap.
It helps in documenting the process flow.
It helps in defining the specifications not for the overall input and output, but also for the entire process.

15. e) It helps in finalizing verification methodology throughout the process with clear accept/reject criteria. f) It facilitates immediate feedback from colleagues rather than time lapsed feedback from customers through the channel of hierarchy. g) The management can easily identify problem areas clearly, easily and deal with them specifically, instead of going for global solution across the organization.

16. h) It helps in building quality throughout the organization.
It enables the management to have absolute control over quality with optimal expenditure.
j) Above all, it helps the management to understand its own organization and operations better, leading to effective planning, management and improvement.

17. JIT MANUFACTURING

18. JUST-IN-TIME (JIT) MANUFACTURING
process – control method and production philosophy that provides parts, components and assemblies to production at the exact time they are needed
JIT philosophy is based on the principle JIDOKA (self-actualization), which means utilizing the full capacity of the workforce.
also known as zero inventory systems or stockless systems

19. OBJECTIVES OF JUST-IN-TIME
Development of optimal process and be competitive
Streamlining of operations and eliminating unwanted processes
Continuous improvement
Reducing the levels of wasted materials, time and effort
Increasing efficiency of production process

20. BENEFITS OF JUST-IN-TIME
Reduction of wastes
Reduction of Work-In-Progress(WIP)
Establishing proper customer-supplier relationship
Reduction in lead-time
Less-inventory of raw materials
Improvement in flexibility
Lower cost and high productivity
video

21. LEAN MANUFACTURING

22. LEAN MANUFACTURING
Is a philosophy that incorporates a collection of tools and techniques into the business processes to optimize time, human resources, assets, and productivity, while improving the quality level of products and services to their customers.

23. Major Tenets of Lean Manufacturing (TAP)
Quick Changeover/ Set-up Reduction
Pull/Kanban System
Workplace Organization 5S System
Value Stream Analysis
Total Productive
Maintenance (TPM)
Cellular Manufacturing

24. SUPPORTING STRATEGIES AND CONCEPTS
One Piece Flow
Visual Controls TAKT Time
Team Building Balanced Flow
Quality at the source
Employee Involvement
Stabilized Operations
Standardized
Continuous Improvement
Equipment Replacement

25. TENETS AND CONCEPTS OF LEAN MANUFACTURING
Kanban Systems
Cellular Manufacturing
Single Piece Flow

26. KANBAN SYSTEM

27. KANBAN SYSTEM
System of inventory and production control which uses kanbans as the principal information transmission device.

28. KANBAN
is a pull or demand type of a scheduling system attached to Work-In-Process parts and it is used to facilitate the proper movement.
In production control, kanban’s role is to tie different manufacturing process together and to ensure that the necessary amount of materials and parts arrive at the appropriate time and place.

29. The Kanban System was developed by Mr
The Kanban System was developed by Mr. Taiichi Ohno, Vice President of Toyota, to achieve objectives that included:
Reducing costs by eliminating waste/scrap
Try to create work sites that can respond to changes quickly
Facilitate the methods of achieving and assuring quality control
Design work sites according to human dignity, mutual trust and support and allowing workers reach their maximum potential.

30. TWO MOST COMMON TYPES OF KANBANS USED:
Withdrawal Kanban
- Is to pass the authorization for the movement of parts from one stage to another.
ii. Production Kanban
- release an order to the preceding stage to build the lot size indicated on the card.

31. ADVANTAGES OF KANBAN PROCESS
Simple and understandable process
Provides quick and precise information
Low costs associated with the transfer of information
Provides quick response to changes
Avoids overproduction
Minimizes waste
Control can be maintained
Delegates responsibility to line workers
video

32. CELLULAR MANUFACTURING and SINGLE PIECE FLOW

33. CELLULAR MANUFACTURING
A cell is configured normally for speed and material handling and can reap substantial benefits in cost saving, time compression and inventory reduction.
Cellular manufacturing and work cells are at the heart of lean manufacturing. Their benefits are many and varied. They increase productivity and quality. Cells simplify material flow, management and accounting systems.

34. SINGLE PIECE FLOW
Cellular manufacturing demands single piece flow methodology. This is also called one-piece flow or continuous flow manufacturing. It is a technique used to manufacture components in a cellular environment.
The goals of one piece however are: to make one part at a time correctly all the time without lengthy queue.

35. CELLULAR MANUFACTURING
SINGLE PIECE FLOW
Small batches production for the flow of operation
Limited volume of output
Less work-in process inventory
Shorter processing time/operating cycle
Minimum utilization of machines/equipment
Varied machines to maintained
Cross-trained/versatility/flexibility or job enlargement, labor specialization, more autonomy
Expensive labor, machine, parts
Continuous flow manufacturing smooth flow
Large volume of output
No work-in process inventory
Shortest production time, no waiting time
Maximum utilization of machines/equipment &labor
Easy to maintain specialized equipment
Routinary jobs
Cheaper labor, Reduced training time

36. Single Piece Flow Diagram
Process A
Process B
Process C
10 minutes
10 minutes
10 minutes
Lead Time: 30 + minutes for total order
21 + minutes for first pieces
A. Batch and Queue Processing

37. Single Piece Flow Diagram
Process A
Process B
Process C
12 min, for total order
3 min, for first part
B. Continuous Flow Processing

38. ZERO DEFECTS

39. ZERO DEFECTS Philip Crosby’s third absolute of quality management
Performance standard should be zero defect and not Acceptable Quality Level (AQL)
Focus to minimize the numbers of defects and errors in a process through “do it right the first time”-DIRFT

40. THE END. . THANK YOU!

41. SUBBURAJ’S 6S FOR PROCESS IMPROVEMENT
Study
Strengthen
Streamline
Process
Improvement
Simplify
Synergize
Standardize