Total Quality Management

March 23, 2010

Some Images of 5S Houskeeping in Factories

Filed under: Toyota Production System — Tags: , , , , , , — Ferhan Syed @ 8:10 am

There are number of websites on internet that explain the concept of 5S Housekeeing. I have collected and uploaded selected images here so that concept could be understood easily.  Here they are: (more…)

September 1, 2009

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. (more…)

May 5, 2009

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

Quality Circle Training

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. (more…)

April 19, 2009

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

5S in Engine Assembly Plant

 

Place for everything and everything in its place

Place for everything and everything in its place

 

Cleanliness is the cornerstone of 5S philosophy

Cleanliness is the cornerstone of 5S philosophy

 

The 5S Culture in Office Setting

An example of perfect sorting

An example of perfect sorting

 

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

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.

March 18, 2009

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. (more…)

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. (more…)

March 16, 2009

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. (more…)

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 (more…)

February 25, 2009

Deming Cycle: The Wheel of Continuous Improvement

Filed under: Management of Process Quality — Tags: , , — Ferhan Syed @ 7:01 pm
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

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. (more…)

December 1, 2008

Kaizen

kaizen

Published with Permission of Norman Bodek author of book "The Idea Generator."

Kaizen is a Japanese word. It is basically composed of two words “KAI” means change and “ZEN” means better. In other words it means change for betterment or improvement.

Kaizen is a philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is the process of continuous improvement in small increments that make the process more efficient, effective, under control, and adaptable.

Improvements are usually accomplished at little or no expense, without sophisticated techniques or expensive equipments.

It focuses on simplification by breaking down complex processes into their sub-processes and then improving them.

The Kaizen improvement focuses on the use of:

  1. Value-added and non-value-added work activities.
  2. Muda, which refers to seven classes of waste-overproduction, delay, transportation, processing,inventory, wasted motion, and defective parts.
  3. Principles of motion study and use of cell technology.
  4. Principles of material handling and use of one-piece flow.
  5. Documentation of standard operating procedures.
  6. The five S’s for workplace organization. (Already explained in Lean Production Post)
  7. Visual management by means of visual displays that everyone in the plant can use for better communications.
  8. Just-in-time principles to produce only the units in the right quantities, at the right time, and with right resources.
  9. Poka-yoke to prevent or detect errors.
  10. Team dynamics, which include problem solving, communication skills, and conflict resolution.

Kaizen relies heavily on a culture that encourages suggestions by operators who continually try to incrementally improve their job or process.

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