TQM, 5S, Kaizen, Poka-yoke, JIT, KAnban

1. Presentation On TQM, 5S, Kaizen, JIT, Kanban , Poka Yoke DEPARTMENT OF MECHANICAL ENGINEERING AMRUTVAHINI COLLEGE OF ENGINEERING, SANGAMNER 2011-2012

2. ‘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)

3. Total Quality Management (TQM)

4. ELEMENTS or PILLARS OF TQM Top Management’s commitment to quality Customer focus of the organisation Employee improvement and empowerment Training of employees Process focus and improvement Continuous improvement Measurement of performance Benchmarking Teams Inventory Management Communication Quality Costs Total Quality Management (TQM)

5. Total Quality Management (TQM)

6. Total Quality Management (TQM) QUALITY ELEMENTS Prior To TQM With TQM Definition Product oriented Customer focused Priorities Second to service and cost First to service and cost Decisions Short term Long term Emphasis Detection Prevention Errors Operation System Responsibility Quality control Every one Problem Solving Managers Teams Procurement based on Price Life cycle cost, partnership Manager’s role Plan, assign, control and enforce Delegate, coach, facilitate and mentor

7. Total Quality Management (TQM)

8. “5 S is a technique that results in a well-organized workplace complete with visual controls and order.” Developer- ‘ Iwao Kobayashi ’ Sort ( SEIRI ) : Clear unnecessary items from work area. Straighten/Set in order ( SEITON ) : Organize work area in an orderly manner. Shine ( SEISO ) : Clean work area. Standardize ( SEIKESTU ) : Maintain work area cleanliness. Sustain ( SHITSUKE ) : Maintain self-discipline in work area. 5-S

9. 5-S There’s no second chance to make the first impression

10. 5-S Toyota assembling plant

11. 5-S Objective Increase the Storing places. Create and preserve standards. Reduce unproductive times. Readjust the location. Reduce the document search time with 20%.

12. 5-S SORT (SEIRI) SWEEP (SEISO)

13. 5-S STRAIGHTEN (SEITON) : Toyota engine assembly line

14. 5-S SCHEDULE ( SEIKESTU ) SUSTAIN (SHITSUKE)

15. 5-S

16. Benefits of implementation 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

17. KAIZEN ‘KAI ‘: Change ; ‘ZEN’ : Better ‘Changes for better’ or ‘ Continous Improvement’ Masaaki Imai – developer of Kaizen “Kaizen is a Japanese word for the phylosophy , that defines management’s 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

18. Manufacturing Objectives KAIZEN

19. 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

20. KAIZEN Job Functions as percieved by japanese managers

21. Kaizen Improvement Focuses On Value added & non-value added work activities. Muda : wastes Over Production Delay Transportation Inventory Defective Parts Wasted Motion Processing Principles of Material Handling Documentation of standard operating procedures 5-S frame work Better Communication through visual displays- posters, bulletins. Just In Time Principles Poka – Yoke : to prevent or detect errors Team Effort on Problem solving, conflict reduction & communication. KAIZEN

22. Kaizen : small suggestions An example of a Kaizen type improvement would be the change in color of a welding booth from black to white to improve operators visibility KAIZEN Work Improvement Environment Improvement Process Improvement Machine capability Improvement Quality Improvement Customer Service Improvement

23. KAIZEN

24. “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. It’s a “pull” system of production: actual orders provide a signal when to manufacture. 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)

25. Just In Time (JIT)

26. 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

27. ‘KAN’ : Card ; ‘BAN’ : Signal Japanese term for "visual record” Coined by : Taiichi Ohno The 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

28. KANBAN POURS is an innovative Web-based solution that streamlines the process, training and support associated with inventory management. scanning bar codes and transmitting electronic orders.

29. ‘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 the wrong 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

30. Poor procedures or standards. Machines. Non-conforming material. Worn tooling. Human Mistakes. Except for human mistakes these conditions can be predicted and corrective action can be implemented to eliminate the cause of defects. Identify the operation or process - based on a Pareto Analysis. Analyze the 5-whys and understand the ways a process can fail. Decide the right Poka -yoke approach, such as using a, Shut out Type: Preventing an error being made, or an AttentionType : Highlighting that an error has been made. Causes Of Defects Steps in applying Poka - Yoke Poka - Yoke

31. Processing Error: Process operation missed or not performed per the SOP. Setup Error: Using the wrong tooling or setting machine adjustments incorrectly.  Missing Part: Not all parts included in the assembly, welding, or other processes. Improper part/item: Wrong part used in the process. Operations Error: Carrying out an operation incorrectly; having the incorrect version of the specification. Measurement Error: Errors in machine adjustment, test measurement or dimensions of a part coming in from a supplier.   Poka - Yoke Error Types

32. Poka - Yoke Examples 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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