Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

PROJECT CHARTER
Background of the Project Quality management is also a very important aspect of operations management in every organization. Every company is considerate about its products developed for the customer in the market place. Quality management is crucial to effective operations management, particularly continuous improvement to match the consumers taste and preference at all times. More recent advancements in quality, such as benchmarking and Total Quality management have resulted in advancements to operations management. Since the late 1980s, firms around the world have launched Total Quality Management (TQM) programs in an attempt to retain or regain competitiveness in order to achieve customer satisfaction in the face of increasing competition from around the world in this era of globalization. TQM is an integrative philosophy of management for continuously improving the quality of products and processes. In lieu of the vital importance of Operations Management and TQM, this project was suggested by Dr.Wasim Khan, and in order to study the implementation of TQM standards we chose Hino Pak Motors as our reference industry. The company through its reengineering and benchmarking activities has always earned the leadership in the market. Project Scope This project charter covers details regarding the scope, objective and statement of work. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders and provides a road map towards project implementation phase. It serves as a reference of authority for the future of the project. This project encompasses all details regarding the imple mentation of TQM principles. Automobile sector is primarily chosen for the study of this project. TQM plays an important role in the survival and growth of the automobile sector. Although there are various dynamic interactions among the sub systems of TQM and the implications of these interactions are very much interlinked, therefore we have chosen application of a single tool of TQM in the automobile industry. Hino Pak Motors Ltd appeared to be the most appropriate choice for this project since this organization is in a dynamic growth phase and expansions and efficient a nd effective utilization of latest designs and technology is a culture at Hino Pak. Moreover Hino
1| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

gives immense importance to quality standards and is in process of implementing TQM tools and methodologies and has a separate team dedicated for TQM implementation. A brief introduction of Hino Pak Motors In a business entity like Hino Pak, the use of TQM is very necessary through out the fabric of the companys activities because it is used to ensure and sustain efficiency and effectiveness in the organization. The company reduces its cost of production by ensuring that tangible and intangible resources are not over stretched or wasted in the organization. This is a situation where the company carries out effectively its objectives to ensure the principles of Lean Manufacturing and TQM. Hino Pak stands on a firm structure of 3 main divisions of operation and other support mechanisms. An organogram and further details about Hino Pak are shown (refer to Exhibit 1 and Exhibit 2). The Main Objective Rather than trying to bite the entire elephant, we have tried to understand manageable pieces. The main goal is to identify the fundamental ingredients for implementation of TQM by providing an empirical analysis based on the framework of 5S as the implemented tool of TQM at Hino Pak. The study has been carried out around the execution of 5S in the Maintenance workshop of the Body Operation Plant (BOP). Project Constraints When the project was at its interim stage the biggest constraint was making a practical visit to the facility since the work was is the disruption due to the hit to the Supply Chain of Hino Pak Motors caused by the recent devastating earth quake in Japan. This disruption has forced the company to cut down its production to half. Also a practical demonstration of 5S at the shop floors and the maintenance workshop wasnt possible, since the permission wasnt granted due to the confidential element of manufacturing and production for the Pak Army and other armed forces of Pakistan. Stakeholders The main stake holders for the implementation process of TQM are the Employers; a unique combination of Japanese and Pakistani Management. The Japanese principles of supreme and
2| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

premiere quality levels in all production and management levels have been reflected on the whole team of Hino, the Management, the staff and employees, the skilled and non skilled labors, the vendors and suppliers and the esteemed customers. All of the stake holders form a quality circle at Hino and confer themselves with the responsibility of Quality at each and every level of Production and usage. (Refer to Exhibit 0 for a brief over view on the activities of the project in the light of Project Management Body of Knowledge PMBOK tools)

3| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

TOTAL QUALITY MANAGEMENT AT A GLANCE

TQM is an integrative philosophy of management for continuously improving the quality of products and processes. It is used around the world. TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. Total Quality management refers to a management process and set of disciplines that are coordinated to ensure that the organization consistently meets and exceeds customer requirements. TQM engages all divisions, departments and levels of the organization. Top management organizes all of its strategy and operations around customer needs and develops a culture with high employee participation. TQM companies are focused on the systematic management of data of all processes and practices to eliminate waste and pursue continuous improvement. Perhaps a better way of understanding TQM is to compare a "TQM organization with what we might call a "traditional organizations". Let's look at a number of differences.

1. Customer-Driven vs. Company-Driven 2. Long-Term vs. Short-Term Orientation 3. Data-Driven vs. Opinion-Driven
4| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

4. Elimination of Waste vs. Tolerance of Waste 5. Continuous Improvement vs, Fire Fighting 6. Prevention vs, Inspection 7. Cross-Function Teams vs. Fortressed Departments 8. High Employee Participation vs. Top-Down Hierarchy 9. Problem-Solving vs, Blame 10. Systems Thinking Vs. Isolation 11. Leadership vs. Management There are multiple tools of TQM being implied at Hino Pak, for this study project we have focused on Lean Manufacturing. "Lean," is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. 5S is one of the most successful tools implied at Hino for the execution of the TQM principles. Lets have a look at what 5S is all about.

5| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

THE ROAD MAP TO LEAN MANUFACTURING- 5S

5S was created by Japanese Guru Iwao Kobayashi who originally compiled these simple steps to produce the most effective working environment. As corporations and businesses find ways to optimize production, they understand that 5S creates a higher quality of life and self-esteem for everyone in the organization. This causes a boost in the productivity and the quality of plant, processes, and products. 5S works wonders in the business world. According to Mr. Waqas Moin Siddiqi, QA Manager, QAD, at Hino Pak, the best way to stabilize and understand a process is 5S. HinoPak first deployed 5S on a part delivery process. The work area assembled a variety of components into a single product. Before 5S, the area was not well-organized, and the process was inefficient. According to Mr.Siddiqi, 5S made substantial improvements in the "point-of-use kiting" area. With 5S implementation, the area saw 93% reduction in the space employees' travel to complete the tasks and a 42% reduction in overall floor space. The system has become a one-piece flow operation between assembly and mechanics, enabling everyone involved to know what the station has and what it needs. Value Stream mapping now provides diagrams of the workstation, indicating the locations of essential tools and materials. But the process has not been easy. The company has made tremendous gains in small pockets, but it has been difficult to implement the process throughout the entire company. One way Hino Pak continues lean implementation is with a training program dedicated to distributing lean information. 5S is the foundation for successful lean implementation. 5S is the tool to begin, support, and sustain the lean journey. 5S program is done through the involvement of employees. We integrate maintenance and safety into the 5S program because that gets employees involved in those critical programs at the shop floor level. This is a train- implement as we go program where we facilitate the training, the implementation, and coach throughout the implementation. Additional practices are frequently added to 5S, under such headings as 5S Plus, 6S, 5S+2S, 7S, etc. The most common additional S is for Safety mentioned above. In physical work areas the idea is to organize and clean up the area, make sure that there is a place for everything and that everything is in its place, and that there is a system in place to
6| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

ensure that the improvements are sustained. The classic example is the maintenance workshop, wouldnt it be nice if the mechanic met the requirements above and if could instantly find exactly what is needed and when. The same principle applies to the office, the truck, the shop, and to the conference room. In the digital work space (hard drives, network drives, etc.) the idea is to have the folders and files well-organized and clear of duplicate and unnecessary files. Wouldnt it be nice if the manager could immediately go to the file that needed without searching through multiple directories, folders, and files. Its very difficult, if not impossible, to determine how much waste is associated with unorganized workspaces (physical and digital). However, one can think of many examples from just the past week, of time that was wasted looking for a particular tool, part, file, phone number, book, form, or other objects or data that was needed to do the job.

7| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

5S ACTIVITIES LIST
As manufacturing activity slows, plant managers shift their attentions to increasing efficiency in their plants through lean manufacturing methods. But knowing exactly where to begin their lean journey is the first task facing plant managers and improvement teams. The answer is simple The 5S program. 5S is the name of a workplace organization methodology that uses a list of five Japanese words which are seiri, seiton, seiso, seiketsu and shitsuke. The decision- making process usually comes from a dialogue about standardization which builds a clear understanding among employees of how work should be done. It also instills ownership of the process in each employee. The Activity list describes how items are stored and how 5S tools are implemented in the Maintenance Workshop of the Body Operation Plant.

Activity Sequencing
Hino includes the following 5s sequence in their maintenance workshop - steps that are used to make all work spaces efficient and productive, help people share work stations, reduce time looking for needed tools and improve the work environment. Seiri(Sort): Sorting out of unneeded maintenance items(red tag)

HinoPak, in their maintenance department, separates items that are essential to the job (such as tools, parts, material and lubricants) from those that are not. They do Basic organization can be accomplished by: o Performing Red Tag Activity to highlight all un wanted items o Organizing spare parts, files, tools and other occasionally used items in storage o Placing the most vital tools in convenient locations o Dealing with the causes of defects, noise, and leaks o Treating defects, leaks, and breakages o Discarding unwanted (red-tagged) items o Aiming for a one is best policy, for instance one- location filing, one-stop service for other departments, etc. Seiton(Straighten): Systematic arrangements

8| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

Seiton consists of putting everything in an assigned area so it can be used and returned as quickly and safely as possible. Commonly used tools should be easily accessible, saving both time and effort. HinoPak is also fully aware that neatness reduces the time it takes to locate or store items. Neat work areas can also lead to an increased feeling of pride and ownership in the work being performed. To accomplish this step, Hino focus on:
o

o o o o o o o

With color coding tools can easily be found, used, and returned to their proper places. Color coding and labeling eradicates confusion by making tools easily distinguishable by following standard color code guidelines. Clearly designated names and places in the maintenance workshop. Functional placement of parts, tools, lubricants and materials. Quick (30-second) and easy retrieval of documents, parts, and tools Neat and easy-to-read notice boards (with special attention paid to the removal of old and obsolete boards) Filing standards and controls properly Arrangement for first- in, first out Proper, marked and allocated place for everything tool, lubricants and other maintenance stuffs.

Seiso(Shine): Keep area clean.

In HinoPak, addition to being neat or orderly, they are also keeping their physical environment clean. This involves assigning cleaning duties and responsibilities to specific individuals. If a working environment is clean and remains clean, individuals will all start to chip in to maintain the cleanliness. This instills a sense of pride. Its hard to do quality work, and it is hard to feel good about your work, in a dirty and unkempt environment. To be effective, the clean environment must be stressed and reinforced. They are accomplishing this by:
o o o

Assigning specific cleaning responsibilities to specific people. Adopting simple methods for cleaning and inspection. Regular and thorough cleaning activities in that area.

Seiketsu (Standardize): Standardizing

This element emphasizes the continual reinforcement of Hino Pak, cleanliness and neatness characteristics. By following standard guidelines, employees in the maintenance area better understand the working environment and work within it quickly and safely. Standardization process at HinoPak includes:

9| P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

o o o o

Certification of inspections using labels, tags, etc. Danger warning marks and signs when required Color coding of files, pipes, and containers Directional markings on pipes and gangways

Shitsuke(Sustain): Self-discipline or perseverance

Discipline, the most difficult step in the 5-S practice, involves instilling the defined rules and regulations into the day-to-day working culture of the organization. To accomplish this in their maintenance area, Hino emphasize that people should: o Follow all safety rules, such as wearing safety helmets, gloves, and shoes while working in work shop. o Execute individual responsibilities o Communication effectively o Practice dealing with emergencies o Understand, check and follow 5-S practices

Activity Resource Estimation

Estimating schedule activity resources involves determining what resources (persons, equipment, or materiel) and what quantities of each resource will be used, and when each resource will be available to perform project activities. The Activity Resource Estimating process is closely coordinated with the Cost Estimating process. In case of HinoPak

They construct a project team that is familiar with the 5S tools. Such knowledge of often readily transferred through Training and Development programs. Maintenance work shop team at HinoPak is familiar with the latest in maintenance technique techniques. For the requisite knowledge they hired a consultant, by sending different people of work shop to a seminar on preventive maintenance, or by including someone from Maintenance as a member of the project team.

Activity Duration Estimation

Schedule Development No matter the size or scope of the project, schedule is a key part of project management. The schedule tells you when each activity should be done, what has already been completed, and the sequence in which things need to be finished. Scheduling is not an exact process. It's part estimation, part prediction, and part 'educated guessing.'
10 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

Similarly, in Hino Pak, since uncertainty is involved, the schedule is reviewed regularly, and it is often revised while the project is in progress. It continues to develop as the project moves forward, changes arise, risks come and go, and new risks are identified. The schedule essentially transforms the project from a vision to a time-based plan. Schedules also help them do the following:

It provides a basis for them to monitor and control project activities at maintenance work shop. It helps them to determine how best to allocate resources so you can achieve the project goal. It helps them assess how time delays will impact in their maintenance work. It enables Hino to figure out where excess resources are available to allocate to other maintenance work in project. It provides them a basis to help in order to track their work. (refer to Exhibit 8 for Activity sequencing)

Schedule Control The Schedule Control process is involved with determining the current status of the project schedule and influences factors that create schedule changes. Any changes are managed as they occur. Schedule control is a component of the Integrated Change Control process. Schedule control includes four steps in Hino Pak:

Analyzing the schedule determine which areas in maintenance workshop may be need corrective action. Deciding what specific corrective actions should be taken. Revising the plan to incorporate the chosen corrective actions. Recalculating the schedule to evaluate the efforts of the planned corrective actions for that area.

If the planned corrective actions do not result in an acceptable schedule these steps are repeated. Throughout a project each time schedule is recalculated whether its after actual data or project changes are incorporated after the corrective actions, it is necessary to analyze the newly calculated schedule to determine whether it needs further attention. The schedule analysis includes identifying critical path and any path of activities of the work shop.

11 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

WORK BREAK DOWN STRUCTURE

Seiri : The Red Tag Activity- First Step of 5S The major element of Seiri is simply a critical look at the area. Involving cross- functional teams, or looking at each other's areas, is an obvious first step. People tend to be blind to failings in their own work place and a fresh pair of eyes can be useful. Another element of the standard approach is 'red tagging' where items are given a tag which says what the item is, which location it is in and when it was identified in this location. We then leave the area for a while and anybody using the item notes this. We go back some time later and can readily identify things that haven't moved, or been used. Items which have not been used can then potentially be disposed of. As a first pass we should perhaps create a quarantine area before throwing items away, selling them or reworking them into something else. Other items may be deemed necessary but used infrequently and so an alternative location can be found. If the operator needs a particular tool only once or twice a month then a 20-yard walk is not a problem - especially if the space thus saved on the workbench helps to make the workplace more productive, or helps address quality issues. Red Tags are used to keep the process of change going throughout the 5S workshop while remaining organized in the process. 5S Red Tags are used for visual management of a workspace, clearly marking items that need to be moved creating workplace organization (Exhibit 3) A part of the Sort step, Red Tag is placed to the items that donot belong to that area. These items are then placed in the red tag holding area. When following the Red Tag processes, following steps are taken, 1. 2. 3. 4. Identify Unneeded misplaced items Attach red tags Move the items to a holding area Dispose off the truly unneeded items.

12 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

The next steps to take the Red Tag Activity forward towards completion include following the Red Tagging Criteria, Identify the Targets related to following stages in the Mechanical Workshop: 1. 2. 3. 4. 5. 6. Inventory Equipment Furniture Storage Fittings and fixtures Out dated signs and poster and notice boards

Finally a critical look is taken in the Red Tag holding Areas and a red tag is usually available for one week, until it is monitored and reworked upon.

13 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

Seiton The sorting out process is essentially a continuation of that described in the Seiri phase. Removing items to be discarded or held in an alternative location will create space. This space will be visible and facilitate the alternative layout of the area. Restructuring the work content so that certain operations can be carried out within the cycle of others. This is done by performing a number of actions described bellow: 1. 2. 3. 4. 5. Keeping shelves in order in the storage places Proper placing of tool after usage. Tools should be kept with in maintenance workshop Ensure quick and systematic search of tools Outline locations of equipment, supplies, common areas and safety zones with lines: a. Divide r lines define aisle ways and work stations. b. Marker lines show position of equipment. c. Range lines indicate range of operation of doors or equipment. d. Limit lines show height limits related to items stored in the workplace. e. Tiger marks draw attention to safety hazards. f. Arrows show direction.

Seiso Ensuring the following critical elements in warehouse is the building block for the third s tep of 5S activity i.e. Seiso 1. 2. 3. 4. 5. Ensure proper handling and usage of tools for their long life No trash material/non conform part should be with in maintenance area. Cleanliness of storage area Tooling must be cleaned of contaminants Tooling not in used must also be in ready state and clean.

Seiketsu 1. Rules for placing and manipulating SDVs must be posted in the right places 2. Workers should abide discipline there will be no rule deviation. 3. Identification plates, name plates, badges and work
14 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

clothes must be clean and adequate 4. Instructions during preventive maintenance must be observed? (Refer to Exhibit 4 and 5) Shitsuke The fifth pillar is more than this; it is not simply the mechanical means by which we continue to monitor and refine, it is the set of approaches we use to win hearts and minds, to make people want to keep applying best practice in shop organisation and housekeeping. In this sense, discipline is perhaps an unfortunate term as it implies people forced to do something, with consequent penalties if they do not. The way in which management achieves this establishment of ongoing commitment within the workforce depends, of course, on the culture already in place. As with the adoption of kaizen (continuous improvement) or quality circles we have to press the right buttons to stimulate people. If the business has a history of treating people like cattle, giving no credence to their suggestions and simply trying to improve performance by driving the workers ever harder, then enthusiasm for any sort of initiative aimed at building a better environment is going to be hard to generate. Auditing is the key towards continuous improvement and maintaining the ongoing process parameters of 5S. The QAD team and the 5S team carries out periodic (monthly) audits for 5S and the findings are submitted to the concerned managers, and the management (refer to Exhibit 6) There are a number of elements to any ongoing improvement activity in any business. Which take pre-eminence in a particular organisation varies with the history and culture of that organisation. Suffice to say that key points are: Communication

We need people to be aware of what we are trying to achieve, and why. Education

They need to understand the concepts and the individual techniques. Rewards and Recognition

People need to feel that their efforts are recognised. Whether the reward is a senior manager walking past and saying "that's very good, well done" or some form of award (financial gain, prize or formal presentation of a certificate) depends on the organisation.
15 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

Time

If we want people to spend five minutes every four hours removing swarm from the floor around their machine we have to make sure that we allow them this time. We cannot give this as an instruction yet at the same time push for more time spent achieving productivity targets. Structure

We need to identify what is to be done, by whom, and ensure that schedules are updated and clearly visible. A typical schematic of the Work Breakdown Structure of the 5S process in the Maintenance Workshop is given below:

16 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

WORK BREAK DOWN STRUCTURE 5S AT MAINTENANCE WORKSHOP 5S WBS FOR THE WORKSHOP

Seiri(Sort)

Seiton (Straighten)
Functional Placement
Quick & easy retrieval Proper marked places

Seiso(Shine)

Seiketsu (Standardize)
Warning marks and Signs
Certification

Shitsuke (Sustain)

Red Tag Activity Sorting

Sense of Ownership
Up to date maintenance No trash material

Follow all rules

Effective communication Individual responsibility

Organizing

Color Coding

Treating defects

Regular Cleaning Activities

Directional marks

Auditing

Placing

17 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

ONTINUINING WITH

THE EXECUTION PHASE

While there are five Ss and five steps perceived by the operator on the production floor, there are 7 Steps to 5S implementation. Today, we are looking at the first step: Promotion & Implementation Plan The Promotion and Implementation Plan is critical to the success of 5S in the Maintenance Workshop. It includes the following 8 components: 1. The 5S Lead Team This team is cross functional and includes Continuous Improvement Leader and floor operators. This team needs to be able to make decisions quickly to keep the 5S effort moving forward. This team makes quick decisions on color coding, forms, etc. This team is different from Site Steering Committee. The 5S Steering Team includes at least one member of the Site Steering Committee. This team will also become the Autonomous Maintenance Pillar Team if Hino Pak will prepare to launch TPM i.e. Total Productive Maintenance. 2. Site Steering Committee The BOP, AOP and the Maintenance Workshop already have a Steering committee, Leadership Team, or Staff that is already guiding the plant. This leadership team needs to allocate resources and provide support to the 5S Steering Team and t he 5S Pilot Team. 3. Zone Maps These are maps to include the owner of each zone. Each zone will need to have a team assigned to that zone as you expand 5S. For example in case of the Maintenance Workshop the zone map is the Mechanical and Electrical Workshop of the Maintenance Department, the office of the Maintenance Manager, the Stores and the general workshop. 5. 5S Training. A lot of training on 5S is delivered by the QAD Department. As per the Train the Trainer program, the QAD manager and the QA team received diversified set of trainings from training consultants home and abroad. They developed an intense training schedule and carried out trainings for the Management, the employees, the Managers, Supervisors, Skilled and Un Skilled Labor for all the departments of the Organization. Trainings build the anticipation and desire for 5S. The training is best if it is Just-In-Time. It is also best if much of it is conducted on the floor. Its also best to keep the training sessions small. Big groups wont ask as many questions.
18 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

6. Implementation Plan For the development of the plan resources are needed from all departments when 5S is to be launched throughout the plant and the workshop. One very important aspect is to define the scope of your 5S initiative. 7. 5S Objectives. Goals are set for the implementation of 5S. How many teams does the team want to have in place and in what stage of 5S by when? The maintenance department must set goals for Safety, improved change over time, reduction of work- in-process (WIP). You should also find a way to measure morale and set a goal for improved moral as part of the 5S effort. 8. Promotion Plan. Communicate the basics and the benefits to 5S throughout. Bring some positive excitement to it early. Instill enough knowledge that people will be excited by the progress of your pilot team. This will build a desire for 5S expansion. Take the time to do your early planning right. Dont plan to the point of needlessly delaying the launch. You will be modifying your plan as you go anyway. Reserve the right to learn and improve as you go.

The Bottom Line

Mr.Waqas Moin Siddiqi selected the Maintenance team as the pilot line when 5S activity was initiated at Hino Pak approximately couple of years ago and he is the 5S Champion for his plant. He has an implementation plan that is ready to go. He has had a 5S Orientation with the entire plant with the support of his Site Steering Committee. In fact, he is well on the way to improved housekeeping and organization. His team is excited that they are addressing the root cause of their recent poor change over. They are ready to roll out 5S and have just one more thing to do. Mr.Waqas and his QAD team carries out the Sustaining Activity for 5S by carrying out scheduled 5S Audits as per plan.

19 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

MONITORING AND CONTROL

Continuous training, development and auditing A consistent practice of effective and continuous training and developme nt schedule provides 5S trainings at Hino Pak for all stake holders; the Management staff, the non managerial staff, workers and operators, Customers and Vendors. Monthly QA activity reports are generated that encompass all sectors of Quality development and TQM implementation (enclosed: attachment). The control measures for monitoring of process implementations include, Defect Ratios Month wise Vehicle Audit Top defect analysis and measures In House Trainings Vendors Trainings Customers Trainings Process Audits

There are proper audit schedules for periodical monitoring of 5S activities, and all other TQM Activities that are being carried out at Hino Pak, namely Pareto chart, Histogram , Fish Bone , Flow Chart, 5-Check points, Scatter Diagrams that actually constitute the section of Statistical Process Control tools (SPC). Also activities like Five Whys give a supporting element to the Red Tag Activity carried in the 5S implementation stage.

20 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

ROJECT

LOSING

It is important to have continuous education about maintaining standards. When there are changes that affect the 5S program such as new equipment, new products or new work rules, it is essential to make changes in the standards and provide training. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining standards.

Critical Analysis
It is a very clear objective of Hino Pak to create an effective communication system through the implementation of 5S and cater the opinions of employees. The last activity for 5S i.e. Shitsuke: Sustain actually calls for regular updates and feedback from the management and the 5S team in order to maintain the standards of 5S. During the s urvey of 5S implementation at the mainetenance workshop we have noted a few discrepancies and the existence of few non conformities. It was noted that there were no records found for the last monthly 5S audit for the maintenance workshop. The Audit hadbeen delayed for two months and moreover the maintenance team had also recruited new personnel that were not given the proper training for 5S. The QAD relates these non conformances with the recent down ward progress of production and manufacturing processes that forced the facility to work at half of its capacity and the regular schedules for Preventive Maintenance had not been followed.

Recommendations
We suggested a few recommendations for the 5S Sustain Activity in order to match up the standard. These recommendations included: Formation of a Team Leader out of every team in production/maintenance/quality department who carries a voluntary final check over the product before moving it to the next department. The maintenance team works with 5 technicians in a shift. Out of these 5, one technician should be chosen who keeps a check on all requirements for the fulfillment of 5S
21 | P a g e

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

activities including proper fulfillment of Preventive/Corrective/Autonomous maintenance schedules and calculate the reduction in downtime. 5S checklist (attached Exhibit 5) must be used effectively because it covers all essentials for the 5S implementation.

On an overall basis, Hino Pak has successfully implemented a number of TQM tools as explained above, and they plan to extend their plans for Quality improvement techniques to all suppliers and customers and they are way far on the plans to approach superior Quality techniques and move towards zero defects through superior automation and flawless quality.

22 | P a g e