SDP Module

8/10/2019 SDP Module

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Total Quality Management

at

Larsen & Toubro Limited

Hazira Works


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P-D-C-A OF ALL TQM & CHANGE INITIATIVESTHRU FORTNIGHTLY MEETINGS

V.C.BEDI

VICE PRESIDENT

CLUSTER A

J G M (SERV.)

ADMIN AND MFG.

SERVICES

J G M

SPL. PROJ (SBU-3)

Sr. D G M

FIN & A/C

D. G. M.

INCHARGE - LEMF

J G M

PC-1

J G M (SBU-4 HEAD)

COMP. SYSTEMS & ERP

M V KOTWAL

EXECUTIVE VICE PRESIDENT

TQM COUNCIL

SR DGM

HR & TQM

SR DGM

QA & NDE

S K MALHOTRA

JGM - HEAD

MFF BUSINESS UNIT

SR.DGM

MFF


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TQM Journey at HZWTQM Journey at HZW

EIS - Staff & WorkmenSpeakout Sessions

VOU SessionsTQM Launch

5S- House Keeping

Self Development

OCSProcess Parameters

JQ ITPM

IQRS Audit

Vendor Meet

CSS

LSIP

Aug 92

Jan 94

Jun 96Jul 96

Jan 95

Apr 00

Impr. TeamsDec 99

Mar 95

Oct 95

Jul 97

Jan 99

Jun 93

TOC

TBW

IQRS Level-7

Dec 02

May 01

Apr 03

P

D

C

A

P-D-C-A Cycle

Aug 02 Manthan

Feb 95

Apr 93

Apr 95

Oct 95 Example Setting


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Employee

Involvement

System

(Kaizen)


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Why Employee

Involvement

System?

Personal GrowthIncreased

Enthusiasm

levels

Increased

Commitment &

Dedication

Increased

Employee

InvolvementSystem for

sharing

improvements

Creation of

learning

environmentSustain

productivity

Increase

organisational

competitiveness

A paradigm shift...


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Transforming

EIS


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E-Survey [Period - Jan 2002]

Conclusion: Need for Change

6

65

143

42

4

Don't Know (2.22%)

Not At All (24.07%)

Some Extent (52.96%)

Large Extent (15.5%)

Very Large Extent (1.48%)

EIS is a painful exercise to the participant

Total Responses : 270


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EIS Feedback -[Period -Feb-2002]

69

159

105 108

0

20

40

60

80

100

120

140

160

180

200

Yes No Yes No

I want EIS to be discontinued Should EIS be extended

to W/M?

(21%)

(49%)

(79%)

(51%)

Conclusion : System should Continuein some form


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anthan

A Voluntary System

Focus on Quality

Quantifiable, Measurable improvements

Focus areas

Team based improvements

Involvement of Immediate superiors

Elimination of waste - Muda

Improved evaluation and recognition system

Archiving

Input for annual appraisal

Satisfying ISO & IQRS requirements


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TQMC

C1, C2, C3, C4, C5

STAFF

Announces Focussed Areas

Selects top 5 monthly

Improvements

Evaluates/endorses improvements

recd. in his dept - also gives own

improvements

Submits improvements to his

immediate superior in the

department

Manthan Coverage


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Focussed Areas announced every six months

Submit improvements to immediate superior

before 5th of every month

Evaluate the improvements

Forward these improvements to TQM Cellby 10th of every month.

Check, Verify all improvements

received before 15th of every month

Manthan Methodology

TQMC

C1 to C5

Staff

TQM Cell

C1 to C5


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Organise meeting of the committee of TQMC members

between 16th & 20th of every month

Select top 5 improvements

Announce results before

end of every month

Facilitate Rewards/

Recognition Process

Manthan Methodology Continued

TQM Cell

Committee

TQM Cell

TQM Cell

Select Min. 15% improvements

based on scores/gains

TQM Cell


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Evaluation Criteria

Criterion Points

Individual or Team 10 (1) 15 (2) 20 ( >2)

One Time or Sustainable One time Sustainable Perpetualfor 1 year

10 20 30

Proactive / Reactive Flower Bud Sprout Seed

stage stage stage stage

10 15 20 25

Creativity Low Medium High Unique

10 15 20 25

Focus Area Multiplier 1.2

Please Circle the points for each criterion while evaluating

[ Figures in brackets show no. of persons ]


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Daily display in the canteen

INITIATOR

Mr.Sanjay Chaudhary

TEAM MEMBERS

JULY

RANK 2

SCORE 117

29.10.03

Did Automatic SAW with nozzle welder for the first time for outsidewelding after chipback on Nozzle # shell joint. SAW was done evenwhere the sagita of nozzles was more than 80 mm.It greatly reduced the cycle time and chances of repair.

Mr. Himesh A Patel Mr. Kaushal B.Desai Mr. Manish C.Patel Mr. Umesh K Ojha

INDIVIDUAL

IMPROVEMENT

(10)

TEAM OF < 2

(15)

TEAM OF >2

(20)

ONE TIME

(10)

SUSTAINABLE

FOR 1 YR

(20)

PERPETUAL

(30)

FLOWER

STAGE

(10)

BUD STAGE

(15)

SPROUT

STAGE

(20)

SEED

STAGE

(25)

LOW

CREATIVITY

(10)

MEDIUM

CREATIVITY

(15)

HIGH

CREATIVITY

(20)

UNIQUE

CREATIVITY

(25)

FOCUS AREA - Cycle t ime reducti on

SAV ING FACTOR - 27

TOTAL 117

Manthan No.157


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A box of sweets

The top 5 of the month


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Juran

on

Quality Improvement


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Small Group Activities

Purpose

To solve chronic Cross Functional Problems

First Phase

(1995-96 onwards)

7 Problems prioritised by TQM Council and 7

Teams formed

All teams came out with certain solutions

Lessons Learnt

Problems Chosen were Elephant Size

Lack of Structured Methodology

Lack of Training


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A methodology for solving

chronic quality related

problems

developed by

Dr. Juran

JQI


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SporadicSpike

Chronic Waste GAIN

Time

BAD

Qua

lity

JURAN TRILOGY

QC

QI

Lesson Learned

Hidden Factory - COPQ

Fire

Fighting


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THE FOUR PHASES

OF

JQI

HOLDINGTHEGAINS

PROJECTDEFINITION

ANDORGANISATION

DIAGNOSTICJOURNEY

REMEDIALJOURNEY


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Second Phase

Juran On Quality Improvement (JQI Process)

Number of JQI Projects

1996 - 97 1997 - 98 1998 - 99 2000-01 2001-02

9 12 9 6 6

Juran on Quality Improvement (JQI)


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The JQI journey ends with a presentation.

At the end of the presentation the best team is

selected.

The selection is done on the basis of the Council

members and Consultants evaluation.

The evaluation is on the basis of 4 well defined

criteria.

Recognition


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Training

Team Facilitators/Leaders (5 days)

Team Members (2 days)

Q.C. Tools Training

JQI Helps in....

Challenging assumptions

Spreading Data Driven Culture

Improving Teamwork and Timeliness

Extensive use of QC tools

Institutionalisation of improvement processes

JQI Gains...


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International Quality Rating

System

Effectiveness - doing right things first

Efficiency - doing things right first time

Excellence - efficiently meeting effective

goals

forMEASUREMENT

Of our

QUALITY SYSTEM MANAGEMENT PERFORMANCE

In terms of -


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IQRS Comprises of

14 elements

10 levels (Level 1 - lowest )

(Level 10 - highest)

919 questions and

20,000 points


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Total

Productive

Maintenance


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Zero unplanned downtime

Zero Speed losses

Zero defects

Leading to improved O.E.E.

TPM Goals


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Identify Machines for TPM

Organise Cross functional teams comprising of operators,

Maintenance personnel, Supervisors from shops, Plant

Engineering and related departments

Organise Class room training on TPM for Teams - 3 Days

Organise "Maintenance Wonder Workshop" for all Teams -

5 Days for teams to practice (on their machines) what

they have learnt in Classroom.

Show to teams the dramatic results achieved

Facilitate Teams' progress towards Continuous

Improvement

TPM Implementation


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TPM at L T Hazira

Introduction - July 1996

Machines covered till date - 52

Employees Trained till date - 335

Active Teams - 48

Plan-Do-Check-Act (P-D-C-A) of TPM Process

Maintain Update Activity Boards

Periodic reviews through Shop Incharges' meeting

Audit by TPM Consultant in APR-AUG-DEC every year

Yearly Recognition


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5s

for

Workplace Management


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THE 5S CONCEPT

SEIRI

SEITON

SEISO

SEIKETSU

SHITSUKE

IT IS A SYSTEMATIC APPROACH FOR A BETTER WORK PLACE

IT ASSIGNS PLACE FOR EVERYTHING AND ENSURES

EVERYTHING IS IN ITS PLACE

IT CREATES A COMPANYWIDE ATTITUDE OF RESPECT FOR

WORK PLACE MAINTENANCE

IT DEVELOPS A SET OF ACTIVITIES FOR ENSURING QUICK

ACCESSIBILITY TO NEEDED MATERIAL AND INFORMATION


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ZONE - I (MMM)

ZONE - I

(MMM)

5S HOUSEKEEPING


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5S HOUSEKEEPING

RECOGNITION:

5S LEADER AREAS/ZONE PUBLISHED THROUGH

CIRCULARS

5S LEADER AREAS/ZONE DISPLAYED ATSTRATEGIC LOCATION

5S LEADER AREAS RECOGNISED THROUGH L&T

PRAGATI

5S LEADER AREAS VISITED BY SENIOR

MANAGEMENT TEAM WITH LEADING ZONE OWNER

FOR TROPHY DISTRIBUTION, GROUP

PHOTOGRAPHS TAKEN


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Voice of Users -a simple way of finding out your

internal customers expectations


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OBJECTIVE

To understand user expectations and

carry out process improvements.

To remove irritants.

To introduce clarity.

To improve working environment.


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METHODOLOGY

Customer department raises issues and expectations.

Facilitator notes down the expectations.

At the end of the session the service provider makes a

statement of commitment

Summary of user expectations is sent to the service

provider

The service provider charts out an Action Plan.

The Action Plan is sent to all the Users by the TQM

Cell.


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GROUND RULES FOR CONDUCT(FOR USERS)

To raise significantissues.

To focus on problems and not

persons.

To avoid repetition.

To refrain from exaggerations


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GROUND RULES FOR CONDUCT(FOR SERVICE PROVIDER)

To listen attentively.

To refrain from instantaneous

reactions.

To remain receptive

throughout the session.


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Departmental

Performance /

Process Parameters


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Objective :

To identify key Process Parameters of each departmentProcesses which align with user / customer expectations and

company goals

Methodology :

Dept. Heads enlist Departmental Process Parameters thru

internal discussions with subordinates

Periodic review / revisions by Dept. heads / TQM Council

Regular display of DPPs


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Improvement

Teams


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To improve Productivity and Quality inShop Floor activities.

Started in Phased manner in December 1999, 4-5

teams at a time

Generally 5-7 members comprising of Shop

Supervisor and Workmen

Periodic meetings

Influenced by JQI methodology

Workmen encouraged to make presentations after

completion


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TQM and You


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Enthused

participation

Continuous feedback


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T

HANK YOU


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HANK YOU

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