Total Quality Management - Final Presentation - Apr - 4 - 10
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Transcript of Total Quality Management - Final Presentation - Apr - 4 - 10
11
Total Quality Total Quality ManagementManagement
Six Sigma for Rosette Six Sigma for Rosette PrintersPrinters
22
3
SUBMITTED BYSUBMITTED BY
3
Zahra Baray (0935220)Shaikh Faizan Ahmed
(0935117)Hira Hayat (0935190)
Syed Anser Ahmed (0935121)
Awais Ahmed Memon (0935103)
Syed Muhammad Imran (0935122)
Raza Soomro (0935127)Sohail Akhter (0935226)
PROJECT TITLEPROJECT TITLEUnacceptable job rejection rate
for books
SUBMITTED TOSUBMITTED TOMa’am Memoona
Masood
44
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction
and skillful execution; it represents the wise choice of many
alternatives. ” -William A. Foster
5
EXECUTIVE EXECUTIVE SUMMARYSUMMARY
5
66
Printing is a very detail-oriented, demanding process and
quality printing is only possible if the entire process is fool
proof.
In case of non compliance of quality checks at the correct
stages and due to negligence by the employees, the job is
spoilt and the company needs to make a run for re-printing
that adds to costs, efforts and difficulty in meeting
deadlines.
On the other hand, these defects lead to reprinting of the
entire job that burdens the financials of the company.
EXECUTIVE SUMMARY - IntroductionEXECUTIVE SUMMARY - Introduction
77
EXECUTIVE SUMMARY – Rosette PrintersEXECUTIVE SUMMARY – Rosette Printers Rosette Printers, established in 1980, is a printing set up
in Karachi catering to a wide customer base including
corporates.
Their clientele include One Potato Two Potato, OUP,
Mohatta Palace, IUCN, GunSmoke etc
Rosette Printers has been having some operational
problems related to quality issues which are significantly
impacting the bottom line.
88
The CEO of Rosette Printers wanted help regarding the
clear identification of these problems and the resolution
steps in order to arrest the runaway costs associated with
these operational issues.
The entire project has been diagnosed using Six Sigma
concepts. Preliminary information based on data confirms
that approximately 30% of the books are being rejected due
to quality issues.
EXECUTIVE SUMMARY – Six EXECUTIVE SUMMARY – Six SigmaSigma
99
The key problem areas were identified as;
Out of registration printing
Ink related issues
Picture resolution issues
Human errors
Unnecessary increase in overall costs
and wastage
Plate making issues
EXECUTIVE SUMMARY – Key EXECUTIVE SUMMARY – Key IssuesIssues
1010
The solutions proposed would improve the overall
business process (especially printing)
Reduce cost incurrence
Increase the overall efficiency of the entire printing
process
EXECUTIVE SUMMARY – Expected EXECUTIVE SUMMARY – Expected Results Results
1111
Greater operational excellence
Customer satisfaction
Quality what it should be
EXECUTIVE SUMMARY – Expected EXECUTIVE SUMMARY – Expected Benefits Benefits
12
DEFINE PHASEDEFINE PHASE
12
1313
DEFINE – ContextDEFINE – ContextDefects leading to reprinting - Current
issues:
Quality printing is essential for the success of any
printed material and this could only be done if the
entire process is fool proof.
These defects lead to reprinting of the entire job that
burdens the financials of the company.
In resolution to the above stated conditions we aim to
use DMAIC to improve the overall printing process to
gain customer satisfaction and confidence in our
procedures, making quality what it should be.
1414
DEFINE – ContextDEFINE – Context Tools used in Define Phase are:
CTQ Specifications
Project Charter
Process Map
Stakeholder Analysis
1515
DEFINE – Project CharterDEFINE – Project CharterProject Title: Unacceptable job rejection
rate for books Business: Printing Industry
Business Case 30%*of the books are rejected due to quality issues
·Significant impact on the financials of the business. ·Significant wastage of resources and unnecessary cost incurrence. ·In order for optimum business performance the rejection rate needs to come down to zero. This would result in reduced wastage, on time delivery and repeat orders.
Problem StatementThe key problems faced are:
· Out of registration printing · Ink related issues · Picture resolution issues · Human errors · Increase in overall costs and wastage · Plate making issues
Project Scope In scope Out of Scope
Book printing Printing of Cards, Calendars, Magazines, Envelopes
Goal Statement (Measurable) Internal Customer (CEO):
· CTQ: Reduce the 30% rejection rate to 1% of the books printed
Business: · Eliminate human error by 100%· To avoid costs and effort due to double printing by streamlining the printing process
*The actual rejection rate for books was 28% but we have kept it 30%.
1616
DEFINE – Project CharterDEFINE – Project CharterProject Title: Unacceptable job rejection
rate for books Business: Printing Industry
Projected Benefits Internal Customer (CEO): Reduction of cost incurrence Business: Increase efficiency of the printing process so that defects are reduced to 1%
Barriers/ Support required Barriers:
· Process House · Production Manager · Purchase Manager · Assistant to Machine Operators · Machine Operators · Plate Maker
Support: · Support needed through buy in from everyone.
Project Plan/ Milestones / Deliverables
Define 2nd Mar – 7th Mar 2010
Measure 9th Mar – 12th Mar 2010
Analyze 13th Mar – 14th Mar 2010
Improve 16th Mar – 21st Mar 2010
Control 22nd Mar – 25th Mar 2010
Roles of Team Members Name Role % of time
spent Memoona Masood
Project Coordinator
Zahra Baray Project Manager
50%
Shaikh Faizan Ahmed
Team Member 30%
Hira Hayat Team Member 30%Syed Anser
Ahmed Team Member 30%
Awais Ahmed Memon
Team Member 30%
Syed Imran Team Member 30%Raza Soomro Team Member 30%Sohail Akhter Team Member 30%
1717
DEFINE – VOC to CTQDEFINE – VOC to CTQ
#
Voice of the Customer (VOC)
What is the customer telling
us?
CTQ (specific requirements)
Translating VOC into specific
requirements that we can work with
CTQ Measure/Metric
How are you measuring your CTQ identified
Current State Target
1Out of registration printing (Unclear Text & Picture)
Accurate printing on every book.
CEO measures the authentication of the
final print by comparing it with
dummy print (approved by client at
first hand)
Complains regarding out of registration are
approximately 50% of all rejected books.
98% Authentic Print Job
2
Picture resolution issues (Shaded
Pictures, Pictures looks double,etc)
Proper & clear picture
resolution
CEO measures the quality of the Printed pictures comparing it
with dummy print that was approved by
client.
Blurred pictures are reported causing huge set
back to quality of job accounting approximately
15% of complains
100% Clear Pictures
3Concreteness of ink
(Density & unnecessary lines)
Proper volume of ink and same quality of print for entire job
Production manager sets the specification of ink to be used for specific job keeping in view the dummy
print.
Approximately 25% of complains reported are
due to improper use of ink & lack of consistent quality
of print
99% Consistent
quality of print
4 Inadequate Plates
Ensure that Plates use for Printing are as
per the required quality.
Purchase manager ensures the quality Plate has been used
with join collaboration with
CEO.
Approximately 10% of complains results due to use of inadequate plates
100% Quality Plate usage
1818
DEFINE – Process MappingDEFINE – Process Mapping
1919
DEFINE – Stakeholders’ AnalysisDEFINE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
Shaheedullah Baray (CEO
of the Company)
x
CEO completely agrees with the
suggestions being provided by the Project Team. As he is
the one, who has identified the key problems at the
company
Low
The complaints are internal and are very critical in
nature and this has lead to the
increasing rejection rate of the job; the business is facing
huge overhead costs and facing losses.
Hence a detailed Six Sigma Project is
being implemented upon the company
AHSAN (Production Manager)
x
He is very supportive and helpful as he
wants the company to earn more profits and provide better quality to the customers
Med
After the complete analysis of the
rejection rate of the jobs, Ahsan wants
the urgent resolution of the problem and this can be eliminated by strict Quality
control and Quality Assurance activities
on each step of printing
2020
DEFINE – Stakeholders’ AnalysisDEFINE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
ASHRAF (Purchase Manager)
x
He is indifferent and fears that his
work might increase due to
this.
Med
Since his job is to purchase the raw
material such as ink and paper from the market, he will have to ensure that the best raw materials
would be purchases. So the reason of the rejection rate would not be the quality of
paper or ink
HAMEED & RIZWAN (Machine
Operators) x
They are not supportive of the TQM philosophy as they feel that their expertise is doubted. There
will be all checks on them and they feel intimidated.
High
Both the machine operators will have
to be trained on quality control
measures so that the need for reprinting is reduced.
2121
DEFINE – Stakeholders’ AnalysisDEFINE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
WAQAR & FAZAL
(Assistant Machine
Operators)
x
They are indifferent as
they say it is not their job to
control quality. They just do as they are told.
Med
They will ensure that the whole
printing process will run smoothly and
the machines would be cleaned after
each job and no any technical cause of
print rejection occurs
WAQAR AHMED
(Plate Maker) x
Supportive towards the idea, following proper
procedures of plate making
Low
Waqar will ensure that the plates would be made
error free and they will not cause any
problems of double printing or color
spillage
2222
DEFINE – Stakeholders’ AnalysisDEFINE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
IBRAHIM (Die Cutter) x
Ibrahim is supportive
towards the idea and follows the
standard practices of die
cutting
Low
Ibrahim will ensure the whole die
cutting process to run smoothly and error free. He will make sure that no any rejection rate occurs due to the cutting. He will
ensure the quality assurance in die cutting process
MEHFOOZ (Binder) x
Supportive towards the idea, so as to maintain a better level of service in the
printing industry
Low
Mehfooz will ensure the proper binding of the jobs and will be involved in the
Quality control process. If he will
find any miss printings during binding he will
report to the higher management
2323
DEFINE – Stakeholders’ AnalysisDEFINE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
OMAIR, LIAQAT &
FAIZY (Assistant Binders)
x
Supportive towards the idea, as their tasks are
not the main ones that would hinder quality
Low
These persons will assist Mehfooz to ensure error free
binding of the jobs and to perform Quality control
activities
24
MEASURE PHASEMEASURE PHASE
24
25
MEASURE - ContextMEASURE - ContextTools used in Measure Phase are:
Data Collection Plan
Histograms
As-Is Process
2626
MEASURE – Data Collection PlanMEASURE – Data Collection PlanPerformance
MeasureOperational Definition
Data Source and Location Sample Size
Unacceptable job rejection rate for
books
The book printing process from the time
the client gives the job till the time the
job is printed should be defect free
• CEO• Production Manager• Paper Suppliers• Process House
Last 6 months
Who will collect the data
When will data be collected
How will data be collected
Other Data that should be collected
CEOAfter completion of
every job and at month end
Manually
Rejection from various types
of defects, total jobs of books each month
27
MEASURE – Histograms MEASURE – Histograms
Histogram 1: Types of jobs printed by the company per month
27
Books Calendars Cards Other
s TotalSeptember 12 0 3 0 15October 13 0 0 5 18November 13 0 5 3 21December 16 7 1 2 26January 15 1 3 1 20February 14 1 1 4 20Total 83 9 13 15 120
28
Histogram 2: Total number of jobs of Books in 6 months
28
MEASURE – Histograms MEASURE – Histograms
Total Jobs of Books
September 12October 13November 13December 16January 15February 14Total 83
29
MEASURE – Pie Chart for Rejection MEASURE – Pie Chart for Rejection Total Jobs - 120
83
9
13
15
Total Jobs Books
Total Jobs Calenders
Total Jobs Cards
Total Jobs Others
Total Rejection: 40% of 120 jobs = 48
Books, 23Others, 25
Books
Others
*48% of total jobs rejected accrues to books
30
Histogram 3: Total number of jobs of Books rejected in 6 months
30
MEASURE – Histograms MEASURE – Histograms
Rejected Jobs of Books
September 5October 4November 2December 3January 4February 5Total 23
31
Histogram 4: Total number of jobs of Books and their rejection per month
31
MEASURE – Histograms MEASURE – Histograms Total Jobs of
BooksRejected Jobs of
BooksSeptember 12 5October 13 4November 13 2December 16 3January 15 4February 14 5Total 83 23
32
Histogram 5: Type of defects per month
32
Out of registration printing
Ink related issues
Plate related issues
Picture resolution issues Total
September 2 2 0 1 5October 2 1 0 1 4November 1 0 0 1 2December 2 0 1 0 3January 2 1 1 0 4February 3 2 0 0 5Total 12 6 2 3 23
MEASURE – Histograms MEASURE – Histograms
3333
MEASURE - ‘As Is’ ProcessMEASURE - ‘As Is’ Process
Yes
34
Key Findings – Lessons LearnedKey Findings – Lessons LearnedThe books printed by Rosette Printers are mostly rejected by their
CEO due to quality issues like out of registration printing, ink
related issues, plate making issues and picture resolution issues
The errors were caused by negligence and lack of skills of the staff.
Errors are identified once the book is printed and there is a need for
back working the process to find the source
There is no proper procedure followed to keep a check and balance
on the books printed that leads to blame game played by the staff.
35
There is no proper database maintained of the number of jobs
rejected and the reason for their rejection.
Data has been estimated with the help of VOC.
No proper acceptance of the errors made by the respective
personnel.
Proper monitoring and quality check will be needed at each
stage.
Key ChallengesKey Challenges
3636
ANALYZE PHASEANALYZE PHASE
37
ANALYZE - ContextANALYZE - ContextTools used in Analyze Phase are:
Pareto Chart
Fishbone Diagram
3838
ANALYZE – Pareto ChartANALYZE – Pareto ChartProblem
TypeOut of registration
printing Ink related
issues Picture resolution
issues Plate related
issues Count 12 6 3 2
% 52% 26% 13% 9%Cumulativ
e % 52% 78% 91% 100%
3939
ANALYZE – Fishbone DiagramANALYZE – Fishbone Diagram
40
Data Analysis & SummaryData Analysis & SummaryBased on the Histogram, Fishbone Diagram and Brainstorming
sessions, we have ascertained that the root causes of the problems
are :
Lack of proper procedures and checks
No proper training institute exists for the printing technicians
so they fail to differentiate quality errors
Since the machines are second hand, they tend to break down
and their parts aren’t readily available
Paper delivery can sometimes be the cause of printing defects
as they paper is normally ordered on phone and not checked
41
Plan for ImprovementPlan for ImprovementCreate a plan for improvement:
Generating creative solutions ideas
Analyzing the solution options and selecting the best
alternative (s)
Developing implementation plan
Learning from the pilot test and implementing the solutions
full-scale
42
Proposal for Better Resolution of the Proposal for Better Resolution of the IssueIssue
In order to resolve the errors in the book printing process, we have
decided to appoint 2 quality inspectors. Their job description will be
as follows:
Ensure that the paper specifications match with the paper
delivered.
Check for errors in film making by the Process House
Ensure that the plates are not over/under exposed and are intact
43
Proposal for Better Resolution of the Proposal for Better Resolution of the IssueIssue
Make sure that the machine operators maintain the
machine, clean it after every job, check the roller and
keep a close eye for out of registration printing errors.
Check the concreteness of ink prior to the entire
printing of books with regular testing.
4444
IMPROVE PHASEIMPROVE PHASE
4545
IMPROVE – ContextIMPROVE – Context In order to improve the overall performance and resolve
the issue at all levels it is important to evaluate the different
alternatives or options that spring from brainstorming. It is
also essential to understand how these alternatives would
help meet the set target along with specifying the criteria
for selection.
4646
IMPROVE – ContextIMPROVE – Context Tools used in Improve Phase are:
Brainstorming
To Be Process Map
Solution Evaluation Matrix
Stakeholders’ Analysis
Communication Matrix
Training Schedule
4747
IMPROVE – IMPROVE – BrainstormingBrainstorming
Replacing roller after a specified time interval.
Appointing quality controller to check the overall
operating process’s quality and identify and remove
bottlenecks.
Jobs should not become burdensome for the employees.
Timely maintenance of machineries.
Adding quality checks to the JD of the operator.
Check the volume and mixing of ink before the printing
starts to avoid ink from spreading over the paper
4848
IMPROVE – IMPROVE – BrainstormingBrainstorming A sample print should be done to make sure ink is in the
right volume
A sample print should be done to make sure that picture
resolution is superior
Check points to review quality on each step/stage
All machines should be regularly maintained and checked
before any job is to be started
All employees should be given proper training and
incentives to make sure all human errors are avoided and
proper checks are maintained throughout the process
4949
Control over delivery of specified/desired cards/books to
client should be our ultimate motto as our job is not only to
print quality books but also to deliver to customer :)
Proper scheduling the tasks assigned to workers to reduce
over flow & avoid heat-up of machines which could also be
the cause of text missing or blurred pictures/text
Quality Assurance officer & Quality Controller ;
Establishment of Quality Control Dept
IMPROVE – IMPROVE – BrainstormingBrainstorming
5050
IMPROVE – Selected IMPROVE – Selected SolutionsSolutions Appointing quality controller to check the overall operating
process’s quality and identify and remove bottlenecks.
A sample print should be done to make sure ink is in the
right volume and sample print for the picture resolution also
to be taken
All machines should be regularly maintained and checked
before any job is to be started and proper scheduling the
tasks assigned to workers to reduce over flow & avoid heat-
up of machines
The paper placement should be checked to make sure that
printing is done orderly and without any overlapping
5151
IMPROVE - ‘To Be’ ProcessIMPROVE - ‘To Be’ Process
5252
IMPROVE – Solution Evaluation IMPROVE – Solution Evaluation MatrixMatrixList of Root
Cause (s) List Solutions % of Effect
Estimated Cost
Complexity
Estimated Benefits Risk Priori
ty Validatio
n ?
Out of registration
printing (Unclear Text &
Picture)
1. A sample print should be done to
make sure that picture resolution is
superior & text is clear
95% PKR 350/- 1 hour
This would prevent the time loss in reprinting the whole
job
Low 2 Yes
2. Reviewing quality (proper placement
of paper whilst printing) & ensure
machine is performing optimally
90%PKR
15000 (salary of
QC)2 hour
This would prevent the time loss in reprinting the whole
job
Low 1 Yes
Picture resolution
issues (Shaded Pictures,
Pictures looks double,etc)
1. Proper scheduling of
machine to avoid heatup causing ink to spur over paper
95% - 30-45 min planning
Crispness in images leading to
good quality print
High 1 No
2. Match with dummy and this
task should be given to QC & paper
quality should be checked before
printing
95%
PKR 500 (cost of sample printing
of pictures)
1 hourA move towards customer
satisfactionLow 2 Yes
Concreteness of ink (Density & unnecessary
lines)
1. Check the volume and mixing of ink
before the printing 85% 1 hour
Cost savings as ink would
not be wasted due
to negligence
Med 1 No
Inadequate Plates
1. QC ensures at first that plates are
designed as per specification.
90% PKR 250 1 day
This would prevent the time loss in reprinting the whole
job
Low 1 Yes
5353
IMPROVE – Risk AnalysisIMPROVE – Risk AnalysisList the
Solution or Major
Elements of solution
Failure Mode (What can go wrong) List each failure
mode
Severity, S
(1-10) 10 is Worst
Probability, P
(10 is very
probable)
Score = S X P(High score need
attention)
Action Plan Owner
Due Date for
Action
Reviewing Quality with the help of a
quality inspector
If the quality controller himself
is ill informed9 7 63
CEO will have to train the
quality controller with the
knitty gritties of printing
and regularly monitor his
activities and guide him
through the initial days.
Shaheedulla
h Baray
18-Mar
Proper scheduling of machine to
avoid heat up
Negligence on the part of the
machine operator,
underestimating the machine
capacity, machine break down sooner,
spare parts not easily available
7 4 28
Hameed will undertake a proper check
of all the machine
critical parts prior to every printing job
and conduct a follow up
after the job is printed.
Hameed
Before and after every job
5454
IMPROVE – Stakeholders’ AnalysisIMPROVE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
Shaheedullah Baray (CEO
of the Company)
x
CEO completely agrees with the
suggestions being provided by the Project Team. As he is
the one, who has identified the key problems at the
company
Low
The complaints were internal and are very critical in nature and this has
lead to the increasing rejection rate of the job; the business was facing huge overhead costs
and facing losses. Hence a detailed Six Sigma Project was implemented upon
the company
AHSAN (Production Manager)
x
He is very supportive and helpful as he
wants the company to earn more profits and provide better quality to the customers
Low
After the complete analysis of the
rejection rate of the jobs, Ahsan has got
the urgent resolution of the problem and now
this can be eliminated by strict Quality control and Quality Assurance activities on each step of printing
5555
IMPROVE – Stakeholders’ AnalysisIMPROVE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
ASHRAF (Purchase Manager)
x
He is indifferent and fears that his
work might increase due to
this.
Med
Since his job is to purchase the raw
material such as ink and paper from the market, After the implementation of Six Sigma at the
Company, Now he will have to ensure that the best raw
materials would be purchased. After the implementation of this, the reason of the rejection rate would not be the
quality of paper or ink
HAMEED & RIZWAN (Machine
Operators) x
They are moderately
supportive of the TQM philosophy as they feel that their expertise is doubted. There are however,
willing to give it a try.
Med
After the successful Implementation of Six Sigma at the
Company, both the machine operators
will have to be trained on quality
control measures so that the need for
reprinting is reduced.
5656
IMPROVE – Stakeholders’ AnalysisIMPROVE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
WAQAR & FAZAL
(Assistant Machine
Operators)
x
They are indifferent as
they say it is not their job to
control quality. They just do as they are told.
Med
After Six Sigma Implementation,
they will ensure that the whole printing process will run smoothly and the
machines would be cleaned after each
job and no technical cause of print
rejection occurs
WAQAR AHMED
(Plate Maker) x
Supportive towards the idea, following proper
procedures of plate making
Low
Waqar will ensure that the plates would be made
error free and they will not cause any
problems of miss or double printing or
color spillage
5757
IMPROVE – Stakeholders’ AnalysisIMPROVE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
IBRAHIM (Die Cutter) x
Ibrahim is supportive
towards the idea and follows the
standard practices of die
cutting
Low
Ibrahim will ensure the whole die
cutting process to run smoothly and error free. He will make sure that no any rejection rate occurs due to the cutting. He will
ensure the quality assurance in die cutting process
MEHFOOZ (Binder)
x
Supportive towards the idea, so as to maintain a better level of service in the
printing industry
Low
Mehfooz will ensure the proper binding of the jobs and will be involved in the
Quality control process. If he will
find any miss printings during binding he will
report to the higher management
5858
IMPROVE – Stakeholders’ AnalysisIMPROVE – Stakeholders’ Analysis
Your best estimate of the stakeholder's attitude, from
supportive to opposed.
List of Stakeholders
by dept / Individual
names
Strongly
Supportive
Moderate
ly Supportiv
e
Neutral
(indifferent
or undecided)
Strongly
Against/
Opposed
Moderately
Against/ Opposed
Reason for Resistance
Level of Resistance (High,
Med, Low)
Actions
Quality Inspector(s) x
Strongly supportive as
they are employed for
ensuring quality
-
The Quality inspectors employed at various levels will ensure that all the
processes are followed
5959
IMPROVE – Communication IMPROVE – Communication MatrixMatrixAudience Method Frequency Owner
Sponsor – Mr. Shaheedullah Baray, CEO, Rosette Printers
Face to Face
Daily as required or 2-3 times a week
Project Manager
Stakeholder - AHSAN (Production Manager)
Face to Face
Daily as required, At times Weekly
Project Manager
Stakeholder- ASHRAF (Purchase Manager)
Face to Face
Daily as required, At times Weekly
Project Manager
Stakeholder - HAMEED & RIZWAN (Machine
Operators)Face to
FaceDaily as required, At
times Weekly Project
Manager
Stakeholder - WAQAR AHMED (Plate Maker)
Face to Face Weekly Project
ManagerStakeholder - IBRAHIM (Die
Cutter) Face to
Face Weekly Project Manager
Stakeholder - MEHFOOZ (Binder)
Face to Face Weekly Project
Manager
6060
IMPROVE – Training ScheduleIMPROVE – Training ScheduleTraining Schedule - Pre Live Training
Sr. No
Pre - Live Training Program
Training Schedule Date
Responsibility
1 Orientation of the new process 17-Mar Project
Manager
2 Detail description of procedures 17-Mar Project
Manager
3 Departments role and responsibilities 18-Mar Project
Manager
4 Process Monitoring tools 19-Mar Project Manager
5 Mini case studies 20-Mar Project Manager
6 Role Play 21-Mar Project Manager
7 Quiz on New process flow 21-Mar Project Manager
Training Schedule - Post Live TrainingSr. No
Post - Live Training Program
Training Schedule Date
Responsibility
1 Discussion Sessions 22-MarProcess Owner
2 Review of Process 23-MarProcess Owner
3Refresher Training on the
Process 24-MarProcess Owner
61
Key Findings – Lessons LearnedKey Findings – Lessons LearnedImplementation of the solution was an interesting task
since we had placed checks at every level.
The CEO’s guidance and support in mapping and
implementing the process was an add on.
Objective measurement of the results was needed.
62
CONTROL PHASECONTROL PHASE
62
6363
CONTROL – ContextCONTROL – Context The main objective of this area is to ensure that the entire
process has close controls and is being monitored.
Control is required at all levels of the new process.
Number of Graphs were used to measure the effectiveness
of the process.
The control phase helped us to fix the process and shows
the level of commitment and seriousness required at the
different stages of the process
Tools used in Control Phase are:
Control Chart Control Plan
64
CONTROL – Charts CONTROL – Charts Books Calendars Cards Others Total
September 12 0 3 0 15October 13 0 0 5 18November 13 0 5 3 21December 16 7 1 2 26January 15 1 3 1 20February 14 1 1 4 20March 13 0 5 0 18April 17 0 0 3 20May 15 0 2 2 19Total 128 9 20 20 177
Histogram 1: Types of jobs printed by the company per month
64
65
Total Jobs of
BooksSeptember 12October 13November 13December 16January 15February 14March 13April 17May 15Total 128Histogram 2: Total number of jobs of Books in 9
months
65
CONTROL – Charts CONTROL – Charts
66
Rejected Jobs of
BooksSeptember 5October 4November 2December 3January 4February 5March 1April 2May 1Total 27Histogram 3: Total number of jobs of Books
rejected in 9 months
66
CONTROL – Charts CONTROL – Charts
67
Total Jobs of BooksRejected Jobs of
BooksSeptember 12 5October 13 4November 13 2December 16 3January 15 4February 14 5March 13 1April 17 2May 15 1Total 128 27Histogram 4: Total number of jobs of Books and their
rejection per month
67
CONTROL – Charts CONTROL – Charts
68
Histogram 5: Type of defects per month
Out of registration
printing Ink related
issues Plate related
issues Picture resolution
issues TotalSeptember 2 2 0 1 5October 2 1 0 1 4November 1 0 0 1 2December 2 0 1 0 3January 2 1 1 0 4February 3 2 0 0 5March 0 1 0 0 1April 1 0 0 1 2May 0 0 1 0 1Total 13 7 3 4 27
68
CONTROL – Charts CONTROL – Charts
6969
CONTROL – Plan (‘To Be’ CONTROL – Plan (‘To Be’ Process)Process)
7070
IndicatorsContr
ol Limit
Checking Item Checking Frequency Responsibility
T1: Delivery of the specified paper for printing
1 DayPaper sets returned to the supplier
Every time a new job is ordered
Quality control staff, Admin, purchase manager
T2: Plate making 1 Day
Inaccurate plates returned to the pre press department for remaking
Every time a new job is printed
Quality control staff, plate maker
T3: Preparation of ink
1 Hour
Inaccuracy in ink preparation and returned for re preparation
Every time a new job is printed
Quality control staff, machine operator, production manager
T4: Printing of books
2 Days
Books being reprinted due to inaccuracy
After every job of books are printed
Quality control staff, production manager, machine operator, CEO
T5, T6, T7: Cutting, Creasing & Binding of books
1 Day
Inaccuracy in cutting, creasing or binding and returned to the post press department
For every job of books printed
Quality control staff, Cutter, Binder, Assistant Binder
CONTROL – Plan CONTROL – Plan
71
Key Findings – Lessons LearnedKey Findings – Lessons Learned
Strict monitoring of all activities and procedures is
compulsory
Regular updates with machine operators, plate makers
and Process House is needed to ensure that problems are
identified and resolved in due time.
Accurate registration of complaints
Quality inspectors will have complete responsibility to
ensure that the processes are followed but the employees
will also have to take responsibility
Training of operation staff is mandatory
72
Key Findings – Team Lessons LearnedKey Findings – Team Lessons Learned
A prerequisite for implementing Six Sigma effectively is
team work
All team members had to give in their time and effort to
understand the entire printing process prior to starting work
on Six Sigma implementation
Since the CEO was our group member’s father, the data
collection process was convenient
Six Sigma helped in the identification of the loopholes in
the process and provided a solution to reduce the errors
73
APPENDIXAPPENDIXTools used in the project were:
Project PlanProject CharterProcess MappingVOC to CTQStakeholders’ Analysis in Define PhaseData Collection PlanMeasure – Various Histograms Detailed ‘As is’ Process MapPareto ChartFishbone Structure (Cause And Effect)‘To be’ Process MapSolution Evaluation MatrixStakeholders’ Analysis in Improve PhaseCommunication MatrixTraining ScheduleControl – Various HistogramsControl Plan
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