incentive+job.ppt stu

8/7/2019 incentive+job.ppt stu

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Operations of QC

Training of members

Formation of circle

Problem identification& selection

Problem analysis


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Mgmt presentation

Review & approval

Generate & selectsolution

Implementation

Monitoring theeffect


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Kaizen

yKaizen is a Japanese word, which means

continuing improvement.yAcompany will fail if the people working

in it have attitudes such as we have doneenough, lets stop here, we will hold

our performance at this level and so on.


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KAIZEN

y As Masaaki imai defines a means of continuingimprovement involving everyone, managers & workers inthe same way.

y

Kai means change. Zen means better.y Kaizen means change for the better.

y Kaizen implies continuous improvement which leads toself development and neighbourhood development in therole of a producer, consumer and good social being.


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The five main elements of kaizen

y Teamwork

y Personal discipliney Improved morale

y Quality circles

y Suggestions for improvement


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WHYKAIZEN?

y To remain competitive, we need to change for thebetter.

y Problems are identified at source & resolved

y Small improvements can add up major benefitsy Changes in business quality, cost & delivery of products

& business growth

y To make the job easier and safer & enjoyable. so that it

boost morale of employee.y To improve our customer service.


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Kaizen systemy Starts with faith, conviction and commitment by the top

team, then total employees involvement.

y Empower people by placing trust in them.y Giving them protected freedom.

y Listening to them.

y Promoting zero investment improvement.

y Focusing all efforts on Kaizen evolution.


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KAIZEN CULTURE

y Process oriented thinking and not just resultoriented.

y People work in collaboration with mutual trust.

y Emphasis on what is wrong than on who is wrong.

y Improvements can start at home.


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WHO SHOULD DO KAIZEN?

Kaizen is to be done by everyone rightacross the organisation, as everyone is

contributing to the organisationsoutput.


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MethodologyFinds pain area

Analyze the pain

Find solution

Implementation

Writes Old sitn &new sitn

Displayed


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S.S MethodologyFilling forms

Write proposed &present method

Collection

Checks

Suggestionevaluation

Put forward &meeting


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Methodology Suggestioncommittee

selection

Rewards &recognition


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Philosophiesy Demings 14 principles

y JOSEPH JURAN

y PHILIPS CROSBY


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y Create constancy of purpose towards improvement ofproducts and services.

y Adopt new philosophy by refusing to allow commonlyaccepted levels of mistakes.

DEMINGS 14

MANAGEMENT PRINCIPLES


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y Institute training on the job for all employees.

y Help employees to do a better job by providing good

leadership.y Drive out fear. Do not blame employees for systems

problems.

DEMINGS 14


(Contd.)


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y Encourage two way communication.

y Remove barriers between department.

y Get rid of slogans and concentrate on bettermethods.

(Contd.)

DEMINGS 14



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y Eliminate factors that interfere with quality.

y Remove barriers that robs people of pride in their

work.y Encourage life long education and self improvement.

(Contd.)

DEMINGS 14



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PHILIPS CROSBY

y Management Commitment

y Form quality improvement teamy Measure to find improvement areasy Evaluate the cost of quality

y Raise quality awareness.

Well known for the concept of do itright first time and zero defect.


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y Take actions to correct problems.

y Establish progress monitoring of theimprovement.

y

Train supervisors.y Hold a Zero Defect day.

y Encourage people to establish improvement.

PHILIPS CROSBY

(Contd.)


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y Encourage people to tell management about theobstacles they face.

y Recognise and appreciate those who participate.

y

Establish quality council to communicate on aregular basis.

y Do it all over again.

PHILIPS CROSBY

(Contd.)


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Quality Trilogy:

Quality Planningy Identify who are the customers.y Determine the needs of those customers.y Translate those needs into our language.y Develop a product that can respond to those needs.y Optimise the product features so as to meet our needs and customer needs.Quality Improvement

y Develop a process which is able to produce the product.y Optimise the process.Quality Control

y Prove that the process can produce the product under operating conditionswith minimal inspection.

y Transfer the process to Operations.


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- Determine the need of these customers.

- Translate the customer needs intomanufacturing need.

- Develop a product that can respond to these

needs.- Optimise the product future so as to improve the

needs of manufacture as well as customer.

JOSEPHJURAN

(Contd.)


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y Develop a process which is able to produce theproduct.

y Optimise the process.

y Prove that the process can produce the productunder operating conditions.

y Transfer the process to the operating forces.

JOSEPHJURAN

(Contd.)


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JOSEPHJURAN

y As per him, quality does not happen by accident.

y It must be planned.

y He developed nine point Quality Planning Road-M

ap.y Sequence of his steps are :

- Identify who arecustomers.


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TOTAL QUALITY

MANAGEMENTyTotal QualityManagement [TQM] is the system ofactivities directed at achieving delighted customers,empowered employees, higher revenues and lower costs.

yEffort to improve the quality of products and services,applicable to all organizations.

yIt is a strategic approach to produce the best product andservices through constant innovation by doing the right

thing right first time and all the times.


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TQMAPPROACH

PROCESS

ORINENTED

THINKING

ALL THROUGH THE

ORGANISATION


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TQMPROVIDES

RESPECTSINTERNALCUSTOMEREXPECTATIONS

DELIBERATONSATALLLEVELS.


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y MANAGERS AS ROLE MODELS

Managers need to be conscious that they are role

models for quality.

y RECOGNITION & REWARDS

Encountering and acknowledging achievements.

y THE QUALITYDELIVERY PROCESSNot just awareness of quality but implementing newsystems to deliver quality.

CORE CONCEPT OF TOTAL QUALITY

MANAGEMENT

(Contd.)


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y QUALITY FOR PROFITS

There is great deal of profit to be made by quality improvements inproducts and services, business processes and people.

y RIGHT FIRST TIME

At the heart of TQM is the conviction that is possible to achievedefect free work at the first time.

QUALITY MANAGEMENT ISALLABOUT THEPREVENTIONOFDEFECTS.

CORE CONCEPT OF TOTAL QUALITY

MANAGEMENT

(Contd.)


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y The Deming cycle: Originally developed by Walter Shewart, but renamed

in 1950s because Deming promoted it extensively.


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y Plan Study the current system; identifying problems; testingtheories of causes; and developing solutions.

y Do Plan is implemented on a trial basis. Data collected and

documented.y Study/check Determine whether the trial plan is working

correctly by evaluating the results.

y Act Improvements are standardized and final plan isimplemented.

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