Deeming’s 14-points for

Quality awareness program

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• Management commitments to the aims
and purposes of the company
• Learn new philosophy throughout all areas

• Purpose of inspection. It should evaluate

process improvements and cost
reductions
• End the practice of awarding business on
the basis of price alone
2
• Improve constantly and forever the system
of production and service
• Institute training
• Teach and institute leadership
• Create trust, climate for innovation
• Optimize all efforts towards the aims and
purposes of the company

3
• Eliminate exhortations for the work force
• Eliminate quotas / MBO
• Remove barriers that rob people of pride
of workmanship
• Encourage education and self
improvement for every one
• Take action to accomplish the
transformation
4
 Juran’s trilogy
• Planning
• Control
• Improvement

• Quality planning
• Quality control
• Quality improvement

5
 TQM – Path light to success
• Just in Time (JIT) / Waste Elimination
• Total Employee Involvement
• Total Quality Control

6
 History of JIT
• Japanese manufacturing management
method developed in the 1970s.
• They looked for a way to gain the most
efficient use of limited resources to gain:
"optimal cost/quality relationship".
• Toyota

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 What Exactly is JIT?
• JIT seeks to increase an
organization’s ability to compete
with others and remain
competitive over the long run.
• Increasing efficiency within the
production process.

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 What Exactly is JIT? Cont’d…..
• Efficiency is obtained through
the increase of productivity and
decrease of cost.
• Reducing wasted materials, time
and effort.
• It can help to reduce the costs.

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10
 The 5 S stands for
• Seiri - Proper Arrangement
• Seiton – Orderliness
• Seiso – Cleanliness
• Seiketsu – Cleanup
• Shitsuke - Discipline

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 The essence of the JIT revolution and
Lean Manufacturing
• Try to reduce the system operational
inefficiencies and the resulting waste by
identifying the sources of these inefficiencies
and working proactively to eliminate them as
much as possible.
• In the emerging philosophy, inventories should
be carefully controlled and they should not
function as the mechanism for accommodating
the system inefficiencies => Just-In-Time (JIT)

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• The aforementioned effort should be an
ongoing process towards continuous
improvement rather than one-time/shot
effort.

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Targeting the sources of inefficiency
– input
• unreliable quality of raw material
• unreliable delivery times
– operation
• unreliable processes in terms of
– required processing times
– process outcome
• complex interacting process flows
• long set-up times
• unreliable (irresponsive and irresponsible)
personnel
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– output
• Highly variable production requirements in
terms of
– production volume, and
– production scope

15
 JIT enabling factors and practices
• Emphasis on quality at both the process and the supply
side by promoting
– Statistical Process Control (SPC) theory and practice
– Quality certification programs
– Deployment of stable automated processes and foolproof
practices (like checklists and machines gauges) to guarantee
the desired performance
– Employee empowerment and knowledge management (quality
circles)

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• “Tightening” of the supply chain by promoting
– Long-lasting and trustful relationships between the different
parties in the supply chain
– Timely and reliable information flow across these parties that
takes advantage of modern IT technologies, like
• Electronic Data Interchange (EDI), and e-commerce
practices
• Real-time communications and global positioning systems
– Promotion of vendor owned and managed inventory practices
that
• Establish economies of scale and protection to variability
through pooling
• Enhance the demand visibility across the entire supply chain.

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 JIT enabling factors and practices
(cont.)
• Simplification of the process flows by promoting cellular
manufacturing practices
– Dedication of separate production cells to product families with
similar processing requirements
– U-shaped layouts for facilitating employee sharing
– Employee cross-training for more flexible and higher utilization

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 JIT enabling factors and practices
(cont.)
• Set-up time reduction through
– The adoption of cellular manufacturing
– Externalization of set-up times
– Employment of flexible processes and
pertinent auxiliary equipment like pertinent
fixtures
– Part standardization

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 JIT enabling factors and practices
(cont.)
• Focus on repetitive manufacturing and promote
the establishment of stable production rates
through
– Smoothing of the aggregate production requirements
by appropriate quota setting
– Pertinent sequencing of the final assembly to support
a desired product mix
– Use of buffer capacity (planned overtime) to protect
against slippages from the target production rates
– Component standardization

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 Employee Involvement.
• Kaizen & House Keeping, 5 S Technique
• Small Group Activity / Quality Circles
• Business Process Re-engineering (BPR)

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 Small Group Activity / Quality
Circles
• QC Circles were born and brought up in
the workshop in Japan.
• QC Circle activities are guided by the
monthly magazine "QC".
• This is a group activities. It accommodates
everyone including those who are
indifferent. It is not a stage for a limited
few.
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• Members are engaged in the activity when
they are working. QC Circle activities do
not exist outside of ordinary work.
• Specific problems are taken up. It is not a
spiritual or abstract activity.
• Starting from immediate and smaller
problems, the ability to solve more difficult
problems will be gradually acquired.
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• Members will appreciate the pleasure of
solving problems.
• Establishment of a state of control to
ensure a stable , controlled operation and
to take positive measures to stop recurring
problems and anticipate new ones.
• Improvement of work to implement
improvement measures if it is within the
capability of the workshop to do so.
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• Operators are involved-It is not a
monopoly of supervisors or leaders.
• Participation by all. It is not for a limited
number of people, capable people,
vociferous people, prominent stars, but for
everyone to participate voluntarily.
• Discussion. All the participants can talk
freely and frankly. This is an opportunity to
listen to others with an open mind.
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• Sharing problems. Everyone in a group
without exception shares a problem
according to individual ability.
• Practice. Members study techniques and
present ideas. Not only that, theories and
ideas must be applied in the workshop.
• Pleasure of accomplishment-By solving a
problem, one feels pleasure, confidence
and a desire to do more.
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• Learning problem-solving techniques. It is
not a simple spiritual movement. Members
study QC techniques and other means to
solve problems. In addition they apply
these techniques and learn by practice
how they work.
• Learning necessary technology and
methods of improvement. Members study
to further improve their level of knowledge.
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• Voluntary participation-Members are
voluntarily involved, it is not because
somebody forced them to do so.
• Members of a QC Circle are all equal-A
leader must see to it that members share
a job equitably according their ability and
cooperate with each other.

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• QC Circle should not be confined within a
narrow workshop-Members should
participate in exchange meetings in and
outside the company as well as
presentation meetings, QC Circle
conferences, study meetings, etc. in order
to broaden their mental horizons and
strengthen their will.

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• To think and use one's wisdom in one's
work. A workshop is not simply a place for
mere physical labour. It should be seen as
a place where one's creativity can be
applied.
• Harmonious relations are created within
workshop through QC Circle activities.

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• A group provides a forum for educating
and cultivating individuals in an effort to
establish relations with others.
• One can appreciate the pleasure of
discovering a new aspect of self and
developing one's potential.
• To find pleasure and meaning of life in
one's work.
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• Voluntary and pleasant activities within the
framework of the organization.
• Managers' understanding QC Circles can
grow only if managers are committed to
give guidance and training, support, and to
show respect for humanity. Managers
should get rid of their traditional distrust of
shop workers.

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• In harmony with nationwide QC Circle
activities.
• With a spirit of give-and-take, QC Circles
can help each other, transcending
corporate boundaries while still developing
friendly rivalry.
• QC Circles help each other and are
dedicated to each other.
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• As an integral part of company-wide
Quality Control in cooperation with the top
management, managers, supervisors and
staff.
• QC Circles cultivate and build up
personality.

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 Kaizen
• The Japanese word "KAIZEN" means
improvement.
• Kaizen is a popular word in industry, worldwide,
to claim practicing innovative management
methods.
• Japan has long been sensitive about waste, as
the land and raw materials are scarce.
• Waste can be turned into profit if it is eliminated
and everybody is encouraged to participate
improvement efforts.

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• The Japanese word "KAIZEN" means
improvement, improvements without spending
much money, involving everyone from managers
to workers, and using much common sense.
• The Japanese way encourages small
improvements day after day, continuously.
• The key aspect of KAIZEN is that it is an on-
going, never-ending improvement process. It's a
soft and gradual method opposed to more usual
western habits to scrap everything and start with
new.
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 Ways of Kaizen
• First and most common is to change
worker's operations to make his job more
productive, less tiring, more efficient or
safer.
• To get his buy-in as well as significant
improvement, worker is invited to
cooperate, to reengineer by himself and
with help of team mates or a Kaizen
support group.

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• The second way is to improve equipment,
like installing foolproof devices and/or
changing the machine layout.
• Third way is to improve procedures.
• All these alternatives can be combined in
a broad improvement plan.

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 How to do it …..
• The first stage is reviewing the current
work standards to check the current
performance and than estimate how and
how much performance can still be
improved.
• When new leap is done, upgrade the
standards.

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• Kaizen is controlled; It is not acceptable to
let anybody change designs, layouts or
standards for some pretended
"improvement".
• Most often Kaizen is controlled by
improvement groups and everybody,
regardless to rank or position, is
encouraged to suggest trough suggestion
submitting system (TEIAN in Japanese).
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• Suggestions will be discussed by
authoritative committee.
• Suggestions likely to be turned into
application are usually rewarded
according to the global gain.
• Improvement idea can be a response to a
problem exposed by KAIZEN committee
or come out spontaneously.
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 Muda = Waste
• Japanese word muda made its way into
western industry languages.
• Muda means waste, but the word carries a
deeper connotation.
• Any non-value activity is muda.
• Searching around to retrieve tools is
muda.
• Muda exists in many forms and is to be
eliminated
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 Muda defined..
• Overproduction and Inventory, items not
immediately needed
• Defective products requesting repair or
scraping
• Motion; unnecessary movement and
energy used to perform tasks
• Process imposing inefficient and/or
unnecessary tasks, fail to synchronize
systems
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• Idling; by excessive set-up or equipment
breakdowns
• Transport, poor timing; too frequent or
infrequent movement of goods and
deliveries.

44
• All categories of muda result in direct loss of
money or at least fail to increase efficiency and
customer satisfaction.
• Turning loss into profit by muda elimination is
one of the easiest ways for a company to
improve its operations.
• Elimination of waste, one of the manifold
aspects of Kaizen, does not request many
efforts.

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 Gemba = Real Place
• "Gemba" a word associated with Kaizen
• GEMBA is a Japanese word meaning real
place, where the real action takes place.
• In business, GEMBA is where the value-
adding activities to satisfy the client are
carried out.

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• Kaizen activities can be carried out
endlessly, but only Kaizen on "the real
place" is likely to yield some efficient
improvement.
• In Production (e.g industrial activity),
Gemba is often used as "work place",
shop floor.

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• The workplace is often not recognized as
the means to generate revenue, far more
emphasis is on such sectors as financial
management, marketing, sales, and
product development.
• When defining Kaizen action plan, go to
gemba first.
• Get a sense of the reality at gemba, talk
with gemba people.

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• Kaizen isn't a method itself, as all usual
analyzing or creativity techniques will still
be used.
• It's an incentive and formal system.
• The KAIZEN concept stands for a panel of
improvement activities

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• SMED
• Zero defect
• Fool proof (Poka-Yoke)
• Just in Time (JIT)
• All this means improvement and in some
extend is Kaizen.

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Total Quality Control

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