TOTAL QUALITY

MANAGEMENT

By: -Hakeem–Ur–Rehman

PCBA–UCP

T MQCONTINUAL QUALITY IMPROVEMENT APPROACHES TQM, 3rd Edition, By: Besterfield (Chapter # 5 & 16) 5–S Handouts

IMPROVEMENT STRATEGIESR

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IMPROVEMENT STRATEGIESREPAIR: “Anything broken must be fixed so that it functions as

designed.” Strategies divided into two levels:

1. Temporary or Short- term measure2. Permanent measure

REFINEMENT: “Activities that continually improve a process that is not

broken.” Refinement improves efficiency and effectiveness.

RENOVATION: “Strategy results in major or breakthrough improvement.” Innovation & technological advancement are key factors in this

approach.

REINVENTION (RE-ENGINEERING): “Reinvention begins by imagining that the previous condition

does not exist; A clean sheet of paper”

PROBLEM SOLVING METHOD

“Also called the Scientific method”

“ Some People approach every problem with an open mouth.”

(Adlai Stevenson)

PROBLEM SOLVING METHOD

Identity the

opportunities

Implement

Develop the

optimal Solution

Analyze the

Process

Standardize

the solution

Study Results

Plan for

The Future act

doStudy

plan

WHICH QUALITY APPROACH?

Continuous (i.e., Non–Stop) or Continual (i.e., Recurring often improvement frameworks)

– KaiZen

– Six–Sigma

– Benchmarking

KaiZen “Kai” Change; “Zen” Better

Kaizen Make it Better (Improvement)

KaiZen is a System of accumulated improvement.

The main purpose of Kaizen is to evolve total employee participation andit also helps in building capable work force for an organization

The results of Kaizen are not very drastic but incremental that’s whycontinuous improvement leads to accumulated improvement.

Kaizen is a process-oriented thinking and not result oriented thinking:

PROCESS ORIENTED RESULT ORIENTED

Self discipline

Time management

Skill Management

Participation & involvement

Communication

Morale

I don’t care, you get it done justgive me one result

10 Hints for doing successful KaiZen

1. No Excuses: Don’t make excuses… Don’t acceptexcuses…Explanations are often still excuses (if you havetime to makeup excuses, you have time to think ofimprovement ideas).

2. Don’t be a concrete head: Throughout traditional concepts…Think how a new method can work, not how it won’t.

3. Do Kaizen by getting your hands dirty on the shop floor

4. Quick & Crude is better than slow and elegant: Don’t seekperfection… 50% improvement rate is as long as it is doneon the spot.

5. Produce Actual Improvement

6. Implement Kaizen Newspaper items as committed: Don’t Putof kaizen until tomorrow.

10 Hints for doing successful KaiZen

7. Do Kaizen by adopting ideas of workers: Put yourself in theworker’s position … The idea of 10 people are better thanthe knowledge of one.

8. Do Kaizen without spending lots of money: Many smallimprovements add up to big results … Implement quicklywith less risk.

9. Don’t overlook even the smallest waste (Muda): Overproduction, delay, transportation, processing, inventory, etc.

10. Document results on target progress report: Document andreport results at regular report outs. Fill in the conditioneven if there has been no change.

DIFFERENT STYLES OF CHANGES

KaiZen : 5S

5S movement is a determination toORGANIZE WORK PLACE, To Keep ItNeat, TO CLEAN, TO MAINTAIN THEDISCIPLINE to do a good job.

Japanese concept for house keeping– Sort (Seiri)– Straighten (Seiton)– Shine (Seiso)– Standardize (Seiketsu)– Sustain (Shitsuke)

Decide what is needed and what is not,

and dispose of all items that are not necessary

1 SORT / SIFTING

Car Parking AreaShould these barrels

be in car parking area?

5S PRINCIPLES

5 S PRINCIPLES

2 STRAIGHTEN

Provide orderly storage in the right place for

all necessary items so that they can be easily

found and used when needed.

EQUIPMENT STORAGE AREA

Easy to determine

equipment location

5S PRINCIPLES

3 SHINE / SWEEPING

Maintain a clean worksite at all times in order

to make work easier, safer, healthier and more

satisfying

I am motivated to

work in this standards

Service Workshop

5 S PRINCIPLES

4 STANDARDIZE

Continuously keep work

area orderly and clean

5 SUSTAIN / SELF-DISCIPLINE

Make it habit to engaging 5S activities daily basis by establishing standards.

3 Improve work efficiency

4 Increase employee moral & motivation

Eliminate various kind of Waste2

5 Contribute in work management

Create clean, healthy & safe working environment1

5 S PRINCIPLES MERIT

TOTAL PRODUCTIVE MAINTENANCE

Total Productive Maintenance (TPM) is keeping the currentplant and equipment at its highest productive level throughcooperation of all areas of the organization.

Generally, the first task is to break down the traditionalbarriers between maintenance and production personnel sothey are working together.

TOTAL: All encompassing by maintenance and productionindividuals working together.

PRODUCTIVE: Production of goods and services thatmeet or exceed customers’ expectation.

MAINTENANCE: Keeping equipment and plant in as goodas or better than the original condition at all times.

TOTAL PRODUCTIVE MAINTENANCE

The Overall goals of TPM are:

1. Maintaining and improving equipment capacity

2. Maintaining equipment for life

3. Using support from all areas of the operation

4. Encouraging input from all employees

5. Using teams for continuous improvement

Successful TPM results are:

1. Zero Unplanned downtime

2. Zero performance loss

3. Zero defects

4. Zero energy loss

5. Zero accidents

Overall Equipment Effectiveness (OEE) Overall Equipment Effectiveness (OEE) provides a metric or measure to

continually monitor how effectively the equipment is performing andwhere the losses are with the potential for improvement.

IMPROVEMENT NEEDS:Six major loss areas need to be measured and tracked:

DOWNTIME LOSSES:1. PLANNED:

a. Start–Upsb. Shift changesc. Coffee & lunch breaks

2. UN-PLANNED DOWNTIME:a. Equipment breakdownb. Changeoversc. Lack of material

REDUCED SPEED LOSSES:3. IDLING AND MAJOR STOPPAGES4. SLOW DOWNS

POOR QUALITY LOSSES:5. IDLING AND MAJOR STOPPAGES6. SLOW DOWNS

OEE … (Cont…) These losses can be quantified into three metrics and can be summarized into one

equipment effectiveness metric. Downtime losses are measured by EQUIPMENT AVAILABILITY using

the equation:

A = (T / P) X 100

Where: A = Availability T = Operating Time (P – D) P = Planned Operating Time D = Downtime

Reduced Speed Losses are measured by tracking PERFORMANCEEFFICIENCY using the equation:

E = (C X N/ T) X 100

Where: E = Performance Efficiency C = Theoretical Cycle Time N = Processes Amount (Quantity)

Poor Quality Losses are measured by tracking the RATE OF QUALITYPRODUCTS produced using the equation:

R = (N – Q/ N) X 100Where: R = Rate of Quality Products N = Processed amount (Quantity) Q = Non–conformities

OEE … (Cont…)

BENCHMARK: Some of the literature suggests that world – class

firms have AVAILABILITY greater than 90%,PERFORMANCE EFFICIENCY greater than 95%,and a RATE OF QUALITY PRODUCTS greater than99%.

Therefore, the OEE for world – class companiesshould exceeds 85%.

OEE = A X E X R

OEE: EXAMPLELast week’s production numbers on machining center JL58 were as fellows: Scheduled operation = 10 hours/day; 5 days/week Manufacturing downtime due to meetings, material outages, trainings, breaks, and

so forth = 410 minutes / week Maintenance downtime scheduled and equipment breakdown = 227 minutes/week Theoretical (Standard) cycle time = 0.5 minutes/unit Production for the week = 4450 units Defective parts made = 15 units

P = (10 hours/day) X (5 days/week ) X (60 minutes/hour) = 3000 minutes/week D = 410 minutes/week + 227 minutes/week = 637 minutes / week T = (P – D) = 3000 – 637 = 2363 minutes

A = (T / P) X 100= (2363 / 3000) X 100= 78.8%

E = (C X N / T) X 100= (0.5 X 4450 / 2363) X 100= 94.2%

R = (N – Q / N) X 100= (4450 – 15 / 4450) X 100= 99.7%

OEE = A X E X R = 0.778 X 0.942 X 0.997 = 0.740 (74%)

NOTE:

The equipment availability should be improved to reach the goal of 85%equipment effectiveness.

Questions& Answers

Questions& Answers

QUESTIONS &

ANSWERS