Total quality management

Improve quality, you automatically improve productivity

Dr.W.Edwards Deming
 Our agenda
1. KAIZEN
2. KANBAN
3. JIT
4. 5S PRINCIPLE
5. QUALITY CIRCLE
6. ZERO DEFECT

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 2

 KAIZEN
Kaizen is a Japanese term that refers
to continuous improvement, and it is
a philosophy that focuses on making
small, incremental changes to
processes and systems to achieve
greater efficiency, quality, and
productivity over time.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 33

• Kaizen's roots can be traced back
to the early 20th century in Japan.
• The concept of Kaizen was first
popularized in the West by
Masaaki Imai, a Japanese
management consultant, in his
book "Kaizen: The Key to Japan's
Competitive Success," which was
published in 1986.
• Kaizen is closely associated with About kaizen
the Toyota Production System,
which was developed in the 1950s

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 4

 Identifying
problems

Standardizing Understandin
the solution g current
process

IMPLIMENTING
Measuring Analyzing the
KAIZEN
the result problem

Testing the Finding the

solution solution

5
 Key elements of
TEAM WORK kaizen
PERSONAL DISCIPLINE

IMPROVE MORAL

QUALITY CIRCLE

SUGGESTION FOR
IMPROVEMENT

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 6

 KANBAN TECNIQUES OF KAIZEN
• Kaizen is must to achieve for total quality. Kaizen
ZERO DEFECT encompasses usage of most tools and techniques
normally being applied by any organizations
• According to massaki imai, who introduced kaizen to
the international audience Kaizen is an umbrella
QUALITY CIRCLE concept for a large number of Japanese business
practices

FIVE S

JUST IN TIME

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 7

KANBAN
• A Japanese manufacturing system in
which the supply of components is
regulated through the use of an
instruction card sent along the
production line.
• Kanban is an inventory control system
used in just-in-time (JIT)
manufacturing. It was developed by
Taiichi Ohno, an industrial engineer at
Toyota, and takes its name from the
colored cards that track production
and order new shipments of parts or
materials as they run out.
Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR
8
Kanban boards Kanban bins

• The kanban process utilizes kanban boards,

organizational systems that clearly outline
the elements of a process. A kanban board
often has three elements: boards, lists, and
cards.
Kanban bins are any type of bin or storage system
• Kanban boards are the biggest picture of a that is made specifically to assist with the visual
process that organizes broad aspects of a communication used in a properly operating
workflow. system
Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 9
• To enable real-time demand
signaling across the supply chain, Electronic kanban system
electronic kanban systems have
become widespread. These e-
kanban systems can be integrated
into enterprise resource planning
(ERP) systems. These systems
leverage digital kanban boards,
lists, and cards that communicate
the status of processes across
departments

• Toyota, Ford Motor Company and

Bombardier Aerospace are among
the manufacturers that use e-
kanban systems.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 10

JUST IN TIME

• The just-in-time (JIT) inventory

system is a management strategy
that aligns raw-material orders from
suppliers directly with production
schedules. Companies employ this
inventory strategy to increase
efficiency and decrease waste by
receiving goods only as they need
them for the production process,
which reduces inventory costs. This
method requires producers to
forecast demand accurately.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR

11
• Just-in-time manufacturing is also
known as the Toyota Production
System (TPS) because It was first
developed and perfected within
the Toyota manufacturing plants
by Taiichi Ohno as a means of
meeting consumer demands with
minimum delays.
• For JIT manufacturing to succeed,
companies must have steady
About JIT
production, high-quality
workmanship, glitch-free plant
machinery, and reliable suppliers.
Maximize
Efficiency

Minimize
Inventory

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 12

 JIT vs Traditional Purchasing
Area Of Difference Traditional Purchasing JIT Purchasing

Buyer-Seller Relationship Adversarial Partnership.

Contract Period Short or long Long Term

Quality Inspection on receipt Self Certification(no incoming

inspection)

Number of suppliers More the better Few or single source

Supplier Involvement in design No supplier involvement Supplier early involvement with

product design

Delivery Monthly Weekly or daily

Incase of failure of supplier to give Threaten to change supplier Assist supplier to improve quality
quality or delivery and delivery

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 13

 Five S
5S is a organization
methodology that results in a
workplace that is clean,
uncluttered, safe, and well
organized to help reduce
waste and optimize
productivity. It is designed to
help build a quality work
environment, both physically
and mentally.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 14

 FiveS

SORT STRAIGHTEN SHINE STANDARDIZE SUSTAIN

This refers to the process This involves creating a This step involves the next step is to create The final step is to sustain
of organizing the specific place for cleaning and maintaining standardized procedures the improvements that
workplace and removing everything and making the workplace to ensure and processes to ensure have been made by
any unnecessary items. sure that items are stored that it is always in good that these improvements continually reviewing and
The goal is to keep only in the most appropriate condition. This includes are maintained. This refining processes and
what is needed and location. This can help to regular cleaning and involves creating standard procedures. This involves
remove anything that is reduce the time and effort maintenance of operating procedures creating a culture of
not. This can help to required to find and equipment, as well as (SOPs) and work continuous improvement.
reduce clutter, improve retrieve items, and can cleaning and organizing instructions that specify This can help to ensure
safety, and increase also help to reduce the workspaces. The goal is to how tasks should be that the workplace remains
efficiency. risk of errors. create a clean, safe, and performed. organized, efficient, and
pleasant working productive over the long
environment. term.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 15

Quality circle
• Quality circles are groups of employees
who regularly meet with the aim to solve
problems, improve the quality control of
products and facilitate high standards in
the workplace.

• Quality circles originated in Japan in the

1960s as a part of the Total Quality
Control (TQC) movement. The concept of
quality circles was first introduced by
Kaoru Ishikawa, a Japanese engineer and
quality control expert, who believed that
the quality of products and services could
be improved by involving workers in the
quality improvement process.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 16

Quality Circle Structure

• A bridge between top management and

the QCC members.
• Generally the area supervisor. • Project planning – Annually/Monthly.
• Key role in presenting the • Monitoring weekly meetings.
project- act as a teacher, • Taking responsibility for QCC related
Coach, Guide, & Motivator. training.
• Coordinate with the • Arranging monthly management
departments. presentations
• Responsible for the
effectiveness of the circle.
Administrator

• Weekly meeting adherence.

• Brainstorm and select Facilitator
problems.
• Discuss and sort out useful • Responsible for weekly meetings.
ideas. Leader • Agenda for a weekly meeting.
• Implement and check the • Lead roll-on presentation to top
benefits. management
• Present to the top
management.
Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR
Members 17
 Operation of quality circles

Formation of the Problem identification

Training of members Problem analysis
circle & selection

Management Monitoring the

Recommendations Approval
presentations effect

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 18

ZERO defects
• The phrase "zero defects" was first
coined by Philip Crosby in his 1979 book
titled, "Quality is Free."

• Zero defects is a way of thinking and

doing that reinforces the notion that
defects are not acceptable, and that
everyone should "do things right the first
time." The idea here is that with a
philosophy of zero defects, you can
increase profits by eliminating the cost of
failure and increasing revenues through
increased customer satisfaction.

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 19

 ZERO defects principles

Higher customer
satisfaction

Lower cost

No defects

Prevention

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 20

Presented By : Vikram, Harpreet & Sahil, MBA NIT KKR 21
ThankYou
Harpreet singh
Vikram singh
sahil

22