qc & kaizen rns

7/31/2019 qc & kAIZEN rns

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Welcome

toKaizen


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An

Improvement

Philosophy


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Always Good

Continual Improvement

Change For the better

School Wisdo

Understanding


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Implied Meaning

Harnessing the Godliness ofHuman being

Understanding


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Why Keep Moving?Why Keep Moving?

SurvivalSurvival

You may be thinking that you are on a right

track, but if you keep on sitting there some

one will over run you.

A Japanese saying


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Kaizen is Journey from

Event CauseResult Process

Gross Micro

Understanding

Enforcementof change

Inducement ofchange


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Kaizen is :Process improvement

Observation

Use of new Paradigm

Short time

Zero investment

Human development & Empowerment

Profit & Saving Plenty

Understanding


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Use of New Paradigms :

Change over from Batch production to singlepiece production

Fish giving multitude of Eggs One Egg at a time


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Shojinka (unification of labour)

Overlapping of responsibility


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Team rather thanindividuals are recognised

Making your machine perfect


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Kaizen is :Process improvement

Observation

Use of new Paradigm

Short time

Zero investment

Human development & Empowerment

Profit & Saving Plenty

Understanding


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It is a positive attitude through

Existing operation has always a

lot of room for improvement

Existing facilities & methods can

always be improved by effortThe accumulated improvements

makes big difference

Kaizen Mind


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Kaizen Umbrella

TQM

JIT

QC CircleSuggestion system

Automation

TPM

5S

Quality ImprovementZero defect

Small group activity

Kaizen


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Division of LabourAdam Smith, 1776

AlfredSloan

Mgmt Guru

(Managercan controlfrom Hq bycontrollingFinance &

Production

Henry FordProdn Guru

(Work wasbrought toworker in

tinyrepeatedlywork; work

was to install


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"Wealth of nations" published in 1776 by Adam Smith

introduced the concept of division of labour.American companies became the best in the world bytranslating Smith's principles into a working system. Thefocus was on high productivity. Anything that helped to

achieve that was accepted by the system.Early 20th century- Moving assembly line - Henry Fordimproved the concept of dividing work into tinyrepeatable tasks. Work was brought to the worker by

Ford; each worker's job was reduced to installing a singlepart in a prescribed manner.

Early 20th century -Alfred Sloan created smaller,decentralised divisions that managers could oversee from

a small corporate headquaters simply by monitoringproduction and financial numbers. Sloan applied Smith's

HISTORY - Division of Labour


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Major Kaizen Concepts

Kaizen and Management

Process Vs Result

Following the PDCA / SDCA cycle

Putting Quality First

Speak with Data

The next process is the Customer


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Kaizen Grid Japanese Way

Top

Middle

Supervisor

Worker

Improve

ment

Improve

ment

Improve

ment

Improve

ment

Maint

enance

Maint

enance

Maint

enance

Maint

enance

Concern


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Top

Middle

Supervisor

Worker

Job Perception Elsewhere (Western)

Concern

Maintain

Maintain

Maintain

MaintainIm

prove


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Worst CompaniesWorst Companies

Top

Middle

Supervisor

Worker Ma

inta

in

Concern


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Culture at Worst Companies

No Kaizen involvementNo Kaizen involvement

Change is forced by marketChange is forced by market

conditionsconditions

DirectionlessDirectionless


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Breakdown between Maintenance, Kaizen &Improvement

Concern

Improve

Kaizen

Maintenance

Top

Middle

Supervisor

Worker


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Type of Improvement

Improvement

Kaizen Smallincrement

Innovation Drasticincrement

Id l P tt f I ti


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Ideal Pattern of Innovation

Improve

ment

Time

Innovation

Innovation

Innovation


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Inno ation + Kai en


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Innovation + Kaizen

Imp

rovemen

t

Time

Kaizen

Continuousnew standards

Innovation

Innovation


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Process Vs Result



Speak with DataThe next process is the Customer


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Process Vs Result





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P D C A Cycle for Improvement

Act Do

Plan

Check


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S D C A Cycle for Maintainance

Act Do

Standardize

Check


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Belief of Kaizen Strategist

Standards are tentativeStandards are tentative

Through continuous effort,Through continuous effort,

one standard leads toone standard leads toanotheranother

Standards are tentativeStandards are tentative

Through continuous effort,Through continuous effort,

one standard leads toone standard leads toanotheranother


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A PC D

A SC D

A PC D

A SC D

KAIZEN

KAIZEN

Maintenance

Maintenance

N E di I


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Never Ending Improvement

Solve

Takenew problem

Standardise


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Process Vs Result




Q li & P d i i


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Quality & Productivity


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Best Definition of Productivity

Productivity is a concept implying continuing

progress, bothmaterial and

spiritual

Koehi GoshiFounder Chairman, JPC


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Quality

Cost & Delivery

Quality

Sid f C i


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Two Sides of a Coin

QualityQuality

&&ProductivityProductivity

QualityQuality

&&ProductivityProductivity

HeadHead

KaizenKaizenKaizenKaizen

TailTail


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Basic Philosophy of Quality Improvement

Whatevermeasuredmust be recorded

Whatever recorded must be analysed

Whatever analysed must be acted upon


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One Excellent Source of Data

C C l i


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Customer Complaints

Rich source for Kaizen

- Facts about customer pains

- Free of cost


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Process Vs Result




M j K i C t


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The next process is the Customer

Every Employee is a Customer and Supplier of Internal Services to Colleagues

M j K i S t


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Major Kaizen Systems

Total Quality Control / TQM

JIT

Total Productive Maintenance (TPM)

Policy Deployment

Suggestion systemSmall group activity


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3M

" MUDA(Waste)

" MURI

(Strain /difficult task)

"

MURA(Irregularity,discrepancy)

Eliminating 3 M

MUDA W


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MUDA = Waste

People waiting for an item that has not been delivered,yet to deliver

Any human activity which absorbs resources but

creates no value. Movement of item/people from one place from other

without any purpose

Goods/services which dont meet the need of customer Mistakes which requires re-works, rectification

Processing steps which are not needed


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Six Honest

Serving Man

Rudyard Kipling, 1865 -1936from "The Elephant's Child" in Just So Stories

I keep six honest serving men(They taught me all I knew );

Their names are What and Why and WhenAnd How and Where and Who.

I send them over land and sea,

I send them east and west;But after they have worked for me,

I give them all a rest.


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Arch Enemy of Kaizen

i l


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Kaizens Stress on People

If you want one year of prosperity, grow seeds,

If you want ten years of prosperity, grow trees,

If you want one hundred years of prosperity, grow people"

Chinese proverb

First we make people,

Then we make Products.M. Matsushita

National Panasonic

Q li Ci l


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Quality Circles

QC Circle is a small group, consisting ofGemba people-First line work place

people, work towards improving and

maintaining the work place.

GEMBA

Lower MgmtMiddle Mgmt

Top Mgmt

They display creativity, make self development and

promote self-actualization.

Enhance Customer Satisfaction, Safety, reduce fatigue,

promote productivity.

Q lit Ci l


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Quality Circles

Higher officials, must necessarily, engage

themselves in a noticeable TQM activity,

relevant to other employees like Kaizen, 5S.

GEMBA

Lower MgmtMiddle Mgmt

Top Mgmt

Give Guidance and Support..

Enhance participation of everybody.

Make it evident that QC is not an addendum, but primary

responsibility like other jobs.

We make People before we make it products.M. Matsushita,National Panasonic

Q lit Ci lGEMBA

Lower Mgmt


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Quality Circles

QC Circle is a Group Oriented Kaizen activity.

Behind every suspenseful QC circle, there is a (an exhausted)Manager, playing invisible but Vital supporting role.

Suggestion system, QC circle shows that employees are

actively involved in Kaizen.

QC activities should be made Visually seen by making

banners, posters---, so that employees are motivated.

Lower Mgmt

Middle Mgmt

Top Mgmt

Q lit Ci l

GEMBA

Lower Mgmt


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Quality Circles

What QC Circle is Not??

It contributed to Japans success alone.

QC is TQM.

QC is for money saving!!

Effectiveness of any Organisation adopting QCC is

measured by number of QCs.

Lower Mgmt

Middle Mgmt

Top Mgmt

Q lit Ci lGEMBA

Lower Mgmt


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Quality Circles

Originated in April 1962, by Dr K. Ishikawa

Adopted in India by BHEL-Ramachandrapuram in 1970s.

Made famous in May 1982 by effort of Sh ND Tiwari, the

then Industry Minister who made all CMDs take notice of it.

In 1983, Seminar and training programme was carried out in

Vigyan Bhawan for CMDs and Sr. officials..

Lower Mgmt

Middle Mgmt

Top Mgmt

Q lit Ci l Th PGEMBA

Lower Mgmt


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Quality Circles- The ProcessLower Mgmt

Middle Mgmt

Top Mgmt

Orientation of all Executives, regardless of hierarchical

position (in batches, if not possible at one go)

Orientation of all potential QCC members and soliciting

volunteers.

Each QCC must not have more than 6-8 members.

There is to be facilitator for each QCC and one overall co-

ordinator (who has a penchant for Quality, enthusiastic).

Training of QCCs along with the Facilitators, spread over 4-5

months.

Q lit Ci l Th PGEMBA

Lower Mgmt


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Quality Circles- The ProcessLower Mgmt

Middle Mgmt

Top Mgmt

Steering Committee (DGM etc) for review once a month, to

remove any road blocks and encourage.

Legitimate the effort of everybody in KRA, Organisatin Chartetc.

1/2 day in a month, may be in Professional Circles about the

progress of QCCs.

Presentation in different foraa (Intra company, National,

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