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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