By PfDProf Dr SdhSadhan K Gh hGhosh - 綠色貿易資訊網 · 8. Awareness of customer complaints...
Transcript of By PfDProf Dr SdhSadhan K Gh hGhosh - 綠色貿易資訊網 · 8. Awareness of customer complaints...
TQ2ESMSTQ2ESMSTQ2ESMSTQ2ESMSOn 27On 27thth March 2013March 2013On 27On 27thth March 2013 March 2013 At Taipei, Taiwan At Taipei, Taiwan
ByByP f DP f D S dhS dh KK Gh hGh hProf Dr Prof Dr SadhanSadhan K K GhoshGhosh
Head, Mechanical Engineering Department & , g g pCoordinator, Centre for Quality Management System,
Jadavapur University, Kolkata, Indiasadhankghosh9@gmail com
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Agenda
1. TQ2ESMS: Overview
2 P D C A & 7 QC Tools : Basics2. P-D-C-A & 7- QC Tools : Basics
3. Activities
4. Case Study
5. EMS, OHSAS
6 Gro p D namics6. Group Dynamics
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Let us understand TQ2ESMS
Total Quality, Environment, Energy
and Safetyand Safety Management System –
An integrated approach
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Principles1 C t F1.Customer Focus2.Leadership3.Involvement of Peoplep4.System Approach5.Process Approach6 Compliance to environmental and safety regulations6.Compliance to environmental and safety regulations7. Energy and resource conservation8.Continual Improvement9 F l A h d i i ki9.Factual Approach to decision making10.Mutually beneficial Partnership with suppliers and
other stakeholders11.Image building
Definition of TQM
Total Quality Management is:
• A set of systematic activities
• carried out by the entire organization
• to effectively and efficiently achieve company objectivesto effectively and efficiently achieve company objectives
• so as to provide products and services with a level of quality that satisfies customers at the appropriate time and price
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System Approach
ff iOBJECTIVE Effectivenessfitness for objectives
S SSYSTEMINPUT OUTPUT
Efficiency = Output / Input
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TOC - a Process of on going improvement of the complete system
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TQM Vehicles
• Policy Management
• Daily Management
• Small Group Activities (QC Circles)
Improvement through PDCA rotations
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are required in each of these vehicles
TQM Vehicles - Boat Model
Future
Direction
staffline Policy Management
CEOCross-
Functional
line Policy Management
Daily Management
C t O i
Management
SGA Teams
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Current Ongoing
Direction
Policy & Daily Managemente
Target Set by Management
l
Policy Management
erfo
rman
ce
Year 0: Year 1:
Daily Management
Pe
Current Future
Trend line indicates performance levels required if additional ‘stretched’ targets set
Time
required if additional stretched targets set by management are to be achieved
Trend line indicates performance
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levels if existing processes are to continue
Importance of “Daily Management”
emen
t
Big Improvementby Policy Management, Problem Solving/Task
mpr
ove Problem Solving/Task
Achieving etc.
M h
Im
Keep stable, Improve progressively
Month
All the members must commit continuously, long term
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If “Daily Management” is Poor??
Big Improvement
nt
Big Improvementby Policy Management, Problem Solving/Task
Achieving etc.
ovem
enIm
pro
Month
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All the efforts, investments would be gone
TQM Roles
Senior
Policy Management
Management
Daily
TQM Promotion
Daily
ManagementFront Line
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Front Line Employee
For us TQ2ESMS means understanding..
1. The objective of your job
2. Your customer/s and their requirements (MoU) & compliance to legislative requirements and surpassing thosesurpassing those
3. The input, process and product characteristics of your processes
4. Process characteristics you monitor and control to achieve product characteristics (Control h t/t d h t t )chart/trend chart etc.)
5. Implementation of ISO 9001, ISO 14001, OHSAS 18001
6. The SOPs you observe to achieve the product characteristics
7. The corrections/corrective actions you take in case of deviation in a systematic way
8. Awareness of customer complaints and actions thereon
f S G (SG )9. Importance of participating in Small Group Activity (SGA) and how it helped in solving the problems through Kaizens (TPM/ QC circle)
10. Importance of knowledge sharing session (MASS) and suggestion management- examples of
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knowledge acquired through MASS
11. Awareness of the DTQMP’s (Company, Divisional, Departmental)
“Quality Management” in TQM”
How PDCA work / How PDCA don't work.
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PDCA CycleManagement is defined as “all the necessary activities for achieving a certain objective – in the long term, efficiently and economically
ACTACT PLANPLAN
CHECKCHECK DODO
Management / Improvement CycleManagement / Improvement Cycle
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SDCA Cycle
ACTACT STANDARDSTANDARD
CHECKCHECK DODO
C l f M i t i i C t L lC l f M i t i i C t L l17
Cycle for Maintaining Current LevelCycle for Maintaining Current Level
CHAIN OF QUALITY
A tCUSTOMER
Acceptance
Installationmarketing
DesignDevelopment
Dispatch
Packaging
DevelopmentProduct testing
Production
Inspection
Assembly
PlanningPurchasing
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y
Inspection Manufacture Suppliers
SDCA Cycle for Maintenance
Favorable Cycle
I di tI di tStandardizeStandardize
Recurrence Recurrence PreventionPrevention
((A2A2))
S D C D C
SImmediate Immediate
RemedyRemedy((A1A1))
(S)(S)
DC Cycle of I di t R dInspectInspect
((CC))OperateOperate((DD))
Immediate RemedyS D C A1
D C A1
SA1
19DC
SDCA & QC Story Steps
3) Analysis
6) Standardization6) Standardization
2) Symptom
Grasping
StandardAct(S)(A)
Standard
DoCheck
Act1) Theme
Selecting
(D)(C)
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4) Take
Actions5) Effect
Confirming
Correct PDCA Cycle
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“Zero Defects” an Important
Concept?
Key Element in our capability to
eliminate waste.
Defects Misused resources
Inventories Untapped Resources
Motions
Delays
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Delays
Processes
Continuous Improvement
Is the continuous elimination of waste
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The types of wasteO d tiOverproductionDelays (waiting time)TransportationTransportationProcessInventories
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Wastes InventoriesMotionsDefective products
and
additioanal Untapped resourcesMisused resourcesL i i t l f
areas in
TQ2ESMSLoss in environmental performanceLoss in accidentsEnergy loss
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Energy loss Loss due to stand alone process
Elimination of Waste
The MethodThe Method
Identify
Check and
y
waste
Search formeasure results
Search for
causes
Implement
continuous
improvement
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Power of 7- QC Tools
We have been doing many projects every year sometimes p j y yusing the advanced SPC tools for problem solving.
Did we ever notice that just by using 7 elementary QC tools, g y ,we can solve => 95 % of our problems?
Do we remember them?
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Do we remember them?Do we really use them effectively???
Juran’s Quality Trilogy
50 Sporadic Spike
Quality Planning Quality Control (During operations)
40Original Zone of Quality Control
Spike
Qua
lity
mpr
ovem
ent
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OPQ
.
Quality Control
New Zone of
Im
10
20
CO
Chronic WasteQuality Control
0
10
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TimeLessons Learned
Juran’s Quality Trilogy
1. QUALITY PLANNING– Determine the customers & their needs
Develop product or service features as per the customer’s needs– Develop product or service features as per the customer s needs
– Develop processes which are able to produce these product or service features
– Transfer the resulting plans to operating personnel
2. QUALITY CONTROL- Evaluate actual operating performance
- Compare actual performance to goals
- Act on the difference (problem)
3. QUALITY IMPROVEMENT
- Better quality for users/ customers
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- Increase in customer satisfaction
- Reduced levels of defects/ errors ………….
7 - Quality Control Tools
1. Check Sheet (Data Collection)
2. Pareto Diagram
3. Cause and Effect Diagram
4 Graph and Chart4. Graph and Chart
5. Stratification5 St at cat o
6. Histogram
297. Scatter Diagram
Environment dand
EnergyEnergy andand
Safety specificSafety specific
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1311/23/99 Version No. 2Environmental aspects, impacts are to be reduced
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4111/23/99 Version No. 2Environmental aspects, impacts are to be reduced
333/22/2013 Green Manufacturing 33
Source: Australian Government,
Bureau of Meteorology, 2008
E i t l A tEnvironmental Aspects
General trash Compressed air useGeneral trashSpent aerosol cansWelding fumes
Compressed air useElectricityNatural gasg
Waste paint & solventsAutomotive exhaust
gWastewater dischargeStorm water runoff
Paint spray emissionsCar wash water
Storage tanksContaminated land
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5011/23/99 Version No. 2Environmental aspects to be identified
Core of the EMSCore of the EMSCategorize
Objectives andDevelop EnvironmentalManagement Programs
Core of the EMSCore of the EMSDevelop
Procedures andTargets “Project Plan” Work Practices
EMP’sSignificantSignificant
AspectsAspects
Tasks, Responsible Parties, Time Frames
Procedures
Operational Controls
Monitoring and Work Prt.1
Work Prt 2
Control/Maintain
(e.g., RegulatoryCompliance)
Improvement(e.g., Energy
Study(e.g.,
FeasibilityMeasurement Work Prt.2
Work Prt.3Objectives and Targets Environmental
Management ProgramsProcedures/Work
Practices
p ) (e.g., EnergyReduct ion) Study)
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4811/23/99 Version No. 2
Management Programs Practices
Environmental EMPs
LOSSLACK OF CONTROL
BASIC CAUSECAUSE
IMMIDIATE CAUSE
INCIDENT
LOSS
INCIDENTLACK OF CONTROL
BASIC CAUSECAUSE
• STRUCT • CAUGHT IN• STRUCT• STRUCT BY• FALL TO
• CAUGHT IN• CAUGHT BETWEEN• CONTRACT WITHFALL TO
• FALL ONCONTRACT WITH
• OVER STRESS
LOSS CAUSATION MODEL
Lack of Basic ImmediateIncident
TH
LossControl
Inadequate• System
Causes
Personal Factors
CausesSubstandard
Acts/Practices
Incident RES
LossUnintended
Harm• System• Standards
• Compliance
Factors
Job/System
Factors
Substandard
Condition
Event HOL
orDamageL
DDamage
LIMIN CASE INCIDENT DEOS NOT EXCEED
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ITTLV, THE CASE IS NEAR MISS.
THREE STAGES OF CONTROLTH
Lack of Basic ImmediateIncident Loss
THRESHOLD
control Causes CausesIncident LossL I
M I T
P C l CPre-contact ControlsThese are all pro-active approach.
Contact Controls
Post-contact ControlsControls
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Substandard conditions are those which do not meet an
accepted standard. They are more likely to result in a less
Substandard conditions are often seen in one of the following forms:
1. Inadequate guards or barriers.2. Inadequate or improper protective equipment.3. Defective tools, equipment or materials.4. Congestion or restricted action.5. Inadequate warning systems.6. Fire and explosion hazards.p7. Poor housekeeping; disorder.8. Hazardous environmental conditions: gases, dusts, smoke,
fumes, vapors., p9. Noise exposures.10. Radiation exposures.11. High or low temperature exposures.11. High or low temperature exposures.12. Inadequate or excessive illumination.13. Inadequate ventilation.
Job Title -->: Water conditioning in Flue Gas
HIRA No.: SGS/HIRA/OPS/39 Date: A HIRA Prepared By:
A B C D CxD A B C D CxD
After Additional Controls
C )
Before Additional Controls
S / E / I
/ L
14.02.2009
rs (Y
/N)
rs (Y
/N)
% Risk C ( )
Mr. C. Roy, Mr. T.P MajumderRev.
# of
Peo
ple
Freq
uenc
y
Seve
rity
C
Like
lihoo
d
Ris
k* =
AxB
x C
# of
Peo
ple
Freq
uenc
y
Seve
rity
C
Like
lihoo
d
Ris
k* =
AxB
x
*Risk: 0 to 20 = Negligible; 21 to 40 = Acceptable; 41 to 60 = Moderate; 61 to 80 = Substantial; ≥ 81 = Unacceptable
Controls) Added to Reduce RiskJob Step / Task
R /
N /
E
Stre
ssor
Stre
ssor Redu-
ctionHazard Control (s)
Check up & line up of the water line by L
Fall, slip on the surface, injury due to collision because of
Attending the job using appropriate PPEs (Shoes N 1 5 3 4 60 MP 05
Stressors indicate the presence of external factors associated with the conditions under which the job is performed which may increase the risk of the hazard e.g. working under unbearable heat / in poor visibility condition etc.. Indicate Y for Yes / N for No
Risk: 0 to 20 = Negligible; 21 to 40 = Acceptable; 41 to 60 = Moderate; 61 to 80 = Substantial; ≥ 81 = Unacceptable
manual opeining of the valves.
L collision because of inadequate head room.
appropriate PPEs (Shoes, Helmet & Hand Gloves).
N 1 5 3 4 60 MP - 05.
Line up of Flow Meter (Water). L Fall, slip on the
surface.
Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves).
N 1 3 2 2 12
Charging of the Air and adjusting Air pressure.
L Fall, slip on the surface.
Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves).
N 1 3 2 2 12
Charging of the Water and adjusting Water flow
L Fall, slip on the surface.
Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves)
N 1 3 2 2 12
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Water flow. Helmet & Hand Gloves).
Checking of flow through the pipes by physical sense.
LFall, slip on the level, uneven surface / walk on staircases.
Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves).
N 1 1 3 2 6
Conclusion
TQ2ESMS i f l t i th• TQ2ESMS is a very powerful system in the organisation for sustainable business in present day where customers and stakeholders areday where customers and stakeholders are interested to get good quality of products and services that does not harm environmentservices that does not harm environment including its eco friendly process of manufacturing in safe work practice taking care of occupational health hazards of the people. In short every body in the world needs sustainable development.
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Best wishes from Prof Sadhan K Ghosh, Thank you
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