qm-training & circles
TRANSCRIPT
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Quality ManagementTraining
Quality circles Bench Mark
Kaizen
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Training Training and Development are a vital
role in the current high technology
driven products. Survival depends on the skills & ability
of the work force. Quality is considered imperative in
order to improve productivity, beatcompetition and obtain higher returns.
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Training
Purposes When available knowledge is
insufficient to carry out jobs
efficiently, and effectively. A new technology or new
machines are introduced forproduction, inspection or otherneeds.
New type of product are,necessitating fresh knowledge.
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Training
Purposes Company enters new export
markets where the supply
conditions or technicalrequirements are different or the
standards of quality or inspection
criteria are different. Persons are newly appointed and
they have to be made proficient
in their jobs.
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Training
Categories Senior Management Personnel
Include President, Vice President,
General Manager & Senior Manager. Knowledge about Q.implementation,
Q.system, Q.evaluation and Q.audit.
Participate in ISO seminars, Q.meetsand Q. conferences
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Training
Categories Middle management Personnel
Comprises of Engineers,
Technologists and Managers. Training on marketing, design,
purchase, process engineering,product engineering and product
testing. Implementation of ISO:9000,
covering policies, quality systems,documentation procedures and work
instructions
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Training
Categories Production and inspection Supervisors
As they are direct in touch with workerstraining is in for design of products,
production planning and control, processengineering and methoding. Production methods, technology of
production, production & process control,S.P.C, Data collection and analysis, quality
procedures & work instructions &preparation of Q.records. Leadership, behavioural science,
communication, human relations,motivation techniques and quality circlesorganisation.
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Training
Categories
Workers Persons are imparted training in their
trades to improve their skills andcapabilities.
Trainings are mostly in house or at aspecialised training institution.
Core areas are production methods,working practices, tooling practices,processing of new materials, interpretationof drawings, study of technical data &control charts
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Quality Circles Organization consists of
Members
Leaders
Facilitators
Steering committee
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Quality Circles
Leaders Leader from the members preferably
Senior worker. Extensive training is provided for
initiating, Guiding & controlling. Responsible for identifying problems,
analyse them, find solution. Must be well versed in technology of
production, quality control method,elementary statistical quality controltechniques, training methods,effective communication & leadership.
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Quality Circles
Facilitators Facilitators co-rdinate the work of
different circles under their control,usually 3 4 circles
They stimulate the members to worktogether.
They arrange to get the support, co-operation and sanctions to ensure that
the circle can perform effectively. Good in interacting with Managers to
get approvals.
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Quality Circles
Steering committee It is headed by director of operation or
technical director or by the chiefexecutive officer of the company.
Committee overviews the work of allcircles and acts as a focal point fortheir planning and operation.
Receives reports from different
facilitators and studies them. Appreciation is given to the best
performing circle.
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t
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ua ty rc esRequirements for success of
circle Support from top management and
cooperation from middlemanagement.
Immediate results & short termbenefits should not be expected fromManagement.
Circles should not be taken as forums
for grievances or personal problems. Reasonable good climate, spirit of
cooperation and feeling of confidencebetween the management andworkers must exist.
t
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ua ty rc esRequirements for success of
circle To accept the workers contribution Member should have sufficient
experience, maturity, and ability tothink and discuss problems Training of leaders & circle members is
of utmost importance & must be
arranged by the management in thebest possible way. Encouragement should be given at
appropriate times.
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Bench markingComparing your own performance
with
that of your competitors
Finding out how others do better
than
You
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Bench marking
Tools1. Process study & Analysis
2. Process re-engineering
3. Quality function deployment
4. Quality costs analysis
5. Value engineering & valueanalysis
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Bench marking
Process- Creating awareness taking
management into confidence.- Forming a bench marking team and
selecting a leader.- Areas needed to improve.- Choosing companies to be compared,
getting participation of thesecompanies. Preparing a questionnairedeciding learning and trainingtechniques.
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Bench marking
Process- Collecting information of selected
companie.- Published material- Balance sheet
- Performance review
- Contact marketing personnel
- Wholesalers
- distributors
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Bench marking
Process- Current competitive gap and
possible- improvement.
- Developing an action plan
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Monitoring results and- reporting progress from time to
time.
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Bench marking
Advantages- Technique provides targets which
are achievable.
- Resistance from staff and workersare less.
- Best practice are established and
hence effect in quality, sales andprofitability.
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Bench marking
Advantages- Confidence of people & their skills and
expertise improves.
- Requirement of customers can befulfilled to their satisfaction.
- Helps to know the strength and
weakness.
- Further improvement can be gradually
perceived and incorporated giving anedge over its competitors.
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Kaizen
Key to Japans
competitive success
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Kaizen
Profit planning
Customer satisfaction
Total quality controlprogrammes
Suggestion systems
Small group activities
Just in time production
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Kaizen
Just in time informationprocessing
Systems improvement Cross functional management Policy implementation and
deployment Quality deployment Total productive maintenance
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Kaizen
Supplier relations
Top management
commitment Corporate culture
Problem solving in labourmanagement relations