Quality Function Deployment

A key to improving quality through TQM is linking the design of products or services to the processes that produce them. Quality Function Deployment (QFD) is a means of translating customer requirements into appropriate technical requirements for each stage of product or service development and production. Bridgestone Tire and Mitsubishi Heavy Industries originated QFD in late 1960s adn early 1970s when they used quality charts that take customer requirements into account in the product design process.

Continuous Improvement: The Essence of Kaizen

Continuous improvement, based on Japanese concept called KAIZEN, is the philosophy of continually seeking ways to improve operations. It involves identifying benchmarks of excellent practice and instilling a sense of employee ownership of the process.

Just-In-Time System in Services

The Just-in-time philosophy also can be applied to the production of services. We have already discussed some of the elements of the JIT system used u a McDonald’s restaurant. In general, service environments may benefit from JIT systems if their operations are repetitive, have reasonably high volumes, and deal with tangible items such as sandwiches, mail, checks, or bills. In other words, services must involve “manufacturing-like” operations.

Formal Work Group and its Role in Continuous Improvement: Quality Circles

Quality Circle Training

Formal work groups result primarily from the organizing function of management. In other words group of people who report to a supervisor is a formal work group. The role of formal work group is very important in achieving quality and productivity at workplace. There are different team configurations that strive hard to achieve these objectives. One such use of formal work group is the quality circle, which originated in Japan. A quality circle is composed of a group of employees (usually 5 to 15 people) who are members of a single work unit, section, or department. The unit’s supervisor or manager is usually included as member of the quality circle. These employees have a common bond; they perform similar service or function by turning out a product, part of a product, or a service. Membership in a quality circle is almost always voluntary. The basic purpose of a quality circle is to discuss quality problems and to generate ideas that might help improve quality.

5S in Toyota Motor Corporation

Here are few images taken from Toyota Motor Corporation that explain how this great organization follows principles of 5S in their factories and offices:

5S in Engine Assembly Plant

 

Place for everything and everything in its place

 

Cleanliness is the cornerstone of 5S philosophy

 

The 5S Culture in Office Setting

An example of perfect sorting

 

.

 

.

 

.

 

.

 

.

 

.

 

An aerial view of one of the many plants of Toyota Motor Corporation

Credit: Special thanks to Mr.Salman Raja and his TQM group for sending me these lovely images that remind me of my wounderful days in Toyota Motor Corporation when I stayed in Tokyo, Nagoya and Osaka on my training assignment.

Kaizen: The Life Blood of Standardized Work

Standardized work and KAIZEN are the means by which people make the Toyota Production System work. People are by far the most important element of the entire system. Without the support of everyone involved, no part of the system will work. No matter how ingenious the method of production or service  may be,  for example, if the workers do not follow rules, the entire system of production control will fall apart.

Standardized Work in Toyota Production System

The foundation of the everyday operation  in Toyota Production System is Standardized Work,  standardized procedures that regulate every single work step in the entire process of producing an automobile. Concentrating on human movements, Standardized Work sets up the best work sequence for each manufacturing and assembling process. Once the most efficient sequence has been determined, it is always repeated in exactly the same way, thereby avoiding unnecessary motion and wasted effort, maintaining quality, assuring safety, and preventing damage.

Jidoka-The Second Pillar of Lean Production System

Jidoka is Japanese word which is usually translated to English as automation. But at Toyota, Jidoka refers to as the ability of production lines to be stopped in the eventuality of such problems as equipment malfunctions, quality problems or work being late, either by machines which have the ability to sense abnormalities or by employees.

Understanding the Concept of Muda (Waste)

MUDA is one what we call the “3Ms” . The other two are MURI, overburden, and MURA, unevenness. Eliminating all three of these will result in efficient, rationalized production.

MUDA : Non-value added or waste

MURI : Overburden

MURA : Unevenness

Deming Cycle: The Wheel of Continuous Improvement

The essence of continuous improvement lies in employees involvement. This happens when they improve their process, product or services by applying their creative faculties on  their work related problems and routine jobs. Kaizen (Japanese word meaning continuous improvement) provides these employees a platform to unleash their creativity.

Dr. J.Edward Deming, the famous quality guru, provided a simple yet highly effective technique that serves as a practical tool to carry out continuous improvement in the workplace. This technique is called PDCA Cycle or simply Deming Cycle. PDCA is acronym of Plan, Do, Check and Action. Deming Cycle provides conceptual as well as practical framework while carrying out Kaizen activities by the employees.  Let’s understand the concept with following illustration:

Deming/PDCA Cycle

 The four steps Plan, Do, Check and Action should be repeated over time to ensure continuous learning and improvements in a function, product or process.