Submitted by:

Dipti Patel

Harshada Anavkar

Rohit Bhatt

Rupam Dhawan

Masood

Canon Production System (CPS)-Total Quality Management

“Quality is everyone's responsibility." ~ Edward Deming

TQM refers to an integrated approach by management to focus all functions and levels of an organization on quality and continuous improvement. Over the years TQM has become very important for improving a fi rm's process capabilities in order to achieve fi t and sustain competitive advantages. TQM focuses on encouraging a continuous fl ow of incremental improvements from the bottom of the organization's hierarchy. TQM is not a complete solution formula as viewed by many – formulas can not solve managerial problems, but a lasting commitment to the process of continuous improvement

Why TQM?

1.Continuous improvement

2.Competitive Benchmarking

3.Employee empowerment

4.Team Approach

5.Decisions based on facts rather than opinions

6.Knowledge of tools

7.Supplier Quality

8.Quality at the source

9.Suppliers are partners in the process.

Elements of TQM

Aspect Traditional TQM

Overall Mission Maximise return on investment

Meet or exceed customer expectations

Objectives Emphasis on short term

Balance of short term and long term

Management Not always open, sometimes inconsistent objectives

Open, consistent objectives

Role of manager Issue orders, enforce

Coach,remove barriers

Customer requirements

Not highest priority Highest priority

Problems Assign blame Identify, resolve

Problem solving Not systematic Systematic

Improvement Erratic Continuous

Focus Product oriented Process oriented

Encourages a strategic approach to management at the operational level through involving multiple departments in cross-functional improvements and systemic innovation processes

Provides high return on investment through improving effi ciency Works equally well for service and manufacturing sectors

Allows organizations to take advantage of developments that enable managing operations as cross-functional processes

Fits an orientation toward inter-organizational collaboration and strategic all iances through establishing a culture of collaboration among diff erent departments within organization

Main Advantages of TQM

In the spirit of our corporate philosophy of Kyosei – all people, regardless of race, religion or culture, harmoniously living and working together into the future – Canon takes an approach to business that is socially responsible and economically logical. Canon seeks to be a truly excellent global corporation. For our customers, we offer the best products possible. Simultaneously, we strive to improve our relationships with local communities and to increase our respect for the environment as we contribute to the prosperity of the world and the happiness of its people.

Our company's commitment and contribution to the environment and to the world community are an integral part of Canon's management structure, product design, manufacturing, and corporate culture.

At the heart of Canon's commitment to the world community is the belief that we are building a better world for future generations."- Joe Adachi, President and CEO, Canon U.S.A., Inc

Origin-The name began in 1947 after the company changed its name Kwanon

Products-maufacturer of business and consumer imaging products which includes printers, scanners, binoculars, compact digital cameras, fi lm and digital SLR cameras, lenses and video camcorders ,digital copiers ,projectors,electronic dictionaries and latest calculators.

Lesser known products include medical ,optical and broadcast euipments including lenses, semiconductors and Handy Terminal solutions

Canon has regional headquarters in the Americas, Europe, Middle East, Afr ica, Japan, Asia and Oceania ( including Austral ia & New Zealand)

Company overview

3 Basic types of CPSQuality assurance(QA)

Product Assurance(PA)

Personal Training(PT)

Canon Production System (CPS)

The involvement of work people in Japan has lead mainly to process improvement rather than to product improvement." ~ Prof. Sasaki

To manufacture better quality products at lower cost and deliver them faster.The CPS aims at bringing about continuous improvements in performance and has provided the spring-board for Canon

The Objectives of CPS

Canon tries to ensure the best quality in all stages of development, production, and delivery to gain worldwide respect for their products.

1. Quality Assurance (QA) System

PA is aimed to achieve just-in-time manufacturing, fast delivery, low cost, and also adopt the "visual control" philosophy. Canon has devised two subsystems to attain these PA goals: Canon's HIT System (equivalent to just-in-time) and Signal System. The HIT System means making parts and products only when needed and only in the quantity needed. Canon uses either HIT cards or signals for this purpose.

2. Production Assurance (PA) System

Each Canon employee receives a 55-page pocket-size CPS Notebook that explains the CPS, how to get Kaizen targets, and the award system.These have special pages entitled "My Self-Development Goals – Method, Tools, and Investment" to be fi lled in by the worker

CPS Notebook

Under this system, Canon's employees are continually educated through a life-long education program.

The other critical instruments for realizing CPS objectives are the "four investments" (technologies, human resources, facilities, and welfare) and "elimination of 9 wastes"

.

3. Personal Training (PS) System

At Canon, a Model Workshop means a workshop where:

Performance is continually improving

Manpower development efforts are continually made

There is always Kaizen for reducing wastes.

Individual roles and goals are clearly defined

The agreed-upon rules are strictly obeyed

A Model Workshop

Everything can and should be improved.

Not a single day should go by without some kind of improvement being made somewhere in the company.

Don't just crit icize, suggest an improvement.

Think beyond common sense. Challenge assumptions.

Any management activity should eventually lead to increased customer satisfaction.

Imagine the ideal customer experience and strive to provide it.

Quality fi rst, not profi t fi rst – an enterprise can prosper only if customers who purchase its products or services are satisfi ed.

Establish a corporate culture where everyone can freely admit these problems and suggest improvements.

Think of how to improve it instead of why it can't be improved.

See problem solving as cross-functional collaborative and systemic approach.

Establish a way of thinking oriented at improving processes, and a management system that supports and acknowledges people's process-oriented eff orts for improvement.

Start with scarcity. It 's hard to see the need for Kaizen when resources are plentiful.

When there is a worker or supplier performance problem, don't replace them. Keep them and help them improve instead.

Kaizen System

Award SystemEmployees are offering aroungd 50 improvement ideas per year per employeeAwards for individuals, small groups and workshop units to show management’s appreciationA unique canon’s sugestion system is lifetime cumulative award systemPresidential awardsModel Workshop AwardAward for eliminating 9 wastesCPS performance awardExcellent small group activity award

At Canon, it is the supervisor's responsibil ity to attempt to give each employee the widest possible range of skil ls. This is achieved both by formal training and through job rotation.

Managers attach considerable importance to the direct involvement of employees in process design, process improvement, and the achievement of smooth harmonious production.

In each working area, matrix charts are displayed. The vert ical axis l ists the names of al l operators in the department and the horizontal axis is divided into columns, each describing a specifi c ski l l or task. The boxes in the chart are shaded against each employee to show at a glance the skil ls each has acquired

Human Resources Development

Five Ss at Canonrefers to five Japanese principles for workplace management to increase efficiency

Seiri (Sort): eliminate unnecessary items from the workplace. Keep the strict minimum

Seiton (Set in order): Specify a location for everything. Put things where they belong. Set in order and identify useful items in order to locate them more easily. "A place for everything and everything in its place." Designate Location by number, color coding, name. etc.

Seiso (Shine): Specify recommended procedures for cleanup. Follow the procedures. Thoroughly clean the work area or work place.

Seiketsu (Standardize): Standardize best practices in the work area. Keep equipment and the workplace in the best possible condition.

Shitsuke (Sustain): Scrutinize practices; expose the wrong ones; learn correct practices and make sure you use them

The Five-S movement helped change attitudes. Employees started readily follow workplace rules (keeping parts and tools in the right place, etc.), that previously had been diffi cult to employ.

As a result, performance measures such as defect rates, equipment breakdowns, and number of accidents have all been improved.

Benefits

"The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time." ~ Henry Ford

Guidelines of the Canon's Suggestion System1.Always show a positive response to suggestions for improvement. 2.Help workers to write easily and give them helpful suggestions about their work. 2.Try to identify even the slightest inconvenience for the workers. (This requires very good superior-subordinate communication.) 3.Make the target very clear. Example: How many suggestions do we need this month? Which area (quality, delivery, manpower, etc.) do we need to work on now? 4.Use competition and games to arouse interest, such as displaying individual achievement charts. 5.Implement accepted suggestions as soon as possible. Give awards before payday.

Canon’s suggestion system

Three Stages of the Suggestion System1. Encouragement. In the first stage, management should make every effort to help the workers provide suggestions, no matter how primitive, for the betterment of the worker's job and the workshop. This will help the workers look at the way they are doing their jobs.2. Education. In the second stage, management should stress employee education so that employees can provide better suggestions. In order for the workers to provide better suggestions, they should be equipped to analyze problems and the environment. This requires education.3. Efficiency. Only in the third stage, after the workers are both interested and educated, should management be concerned with the economic impact of the suggestions.You'll encounter difficulties if you try to skip stages one and two and move straight to the third stage.

Quality is the culmination of efforts of the entire organization.

Quality management is a never ending pursuit of quality that involve everyone in the organization.

The driving force is customer satisfaction and a key philosophy is continuous improvement.

Training of managers and workers in quality concepts, tools and procedures is an important aspect of the approach.

Teams are an integral part of TQM.

Summary

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