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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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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


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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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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

tqm ppt111

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