Driving and Sustaining Quality & Innovation in Manufacturing Processes

Thursday, January 19, 2012 1Quality Presentation - EFY

2Driving & Sustaining Quality & Innovation - EFY

Date :16th Feb 2012Devang Khamar

Head Quality , Environment & Six sigma

Contents• Driving Quality Through Business

Processes

• Defining Business Processes

• Employee Involvement & Empowerment

• Defining Business Measures

• Measures Review Mechanism

• Continual Improvement & Process

Innovation

• Continual Improvement By Involvement

• Business Process Reengineering

• Benchmarking

• Reward & Reorganization

Thursday, January 19, 2012

3Driving & Sustaining Quality & Innovation - EFY Thursday, January 19, 2012

Driving Quality Through Business Processes

Defining Business Processes

4

Business processes are set of work activities and associated resources that produces something of value to a customer.

Interaction of Business Processes

Rules & Procedures

Instructions

Forms

Level-1

Level-2

Level-3

Level-4

Business Process Manual

Mission Why Organization Exist

Core Values What Organization Believe In

VisionWhat Organization Want to Be

Organizations Direction

Process ApproachThursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Employee Involvement & Empowerment

5

Interaction of Business Processes

Organizations Rules & Policies

Instructions

Forms

Level-1

Level-2

Level-3

Level-4

Business Process Manual

Mission Why Organization Exist

Core Values What Organization Believe In

VisionWhat Organization Want to Be

Organizations Direction Employee Involvement & Empowerment

Top Management(Management Team,

Business Owners & Customers)

Middle Management(Process Owners, Line Managers

& Leaders)

Executors(Line Engineers & Operators)

Joining forces for improvementThursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Employees Involvement in to Organizations Business Processes is Giving Empowerment in their defined work area.

Setting up of Right Business Measures

6

Business Measures must support Business Mission and the Vision.Measures can be categorized in to Major 4 Categories - Financial - Customer - Internal - Learning & Growth

Measures Needs to be set at all levels in “SMART” Manner - S : Specific - M : Measurable - A : Achievable - R : Realistic - T : Time Bound

Focus Drives SuccessThursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Review Mechanism

7Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

The Power of Focus

• It is a structured and Time Bound Process to review Business Measures

• Pre-defined Meeting schedules • Structured & clearly defined agenda• Active participation from the accountable area /

process owners• It shall be Transparent, efficient, inclusive and

impartial• Track the action points closer with owner & within

agreed time lines

8Driving & Sustaining Quality & Innovation - EFY Thursday, January 19, 2012

Continual Improvement & Process Innovation

Continual Improvement

9Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

7 QC ToolsQuality Circles5SSingle Minute Exchange of Die (SMED)MUDAPoka YokeStatistical Process Control (SPC)KiazenDaily Work Management (DWM)BenchmarkingTotal Productive Maintenance (TPM)Total Quality Management (TQM)Lean Six Sigma

• Continual Improvement is an integral part of operations to improve the operations in the business & to be competitive in the market.

Problem Solving ToolsSmall Group ActivityWorkplace organizationEffective Change over of ProductWaste EliminationMistake / Error ProofingProcess Monitoring & ControlSmall ImprovementsDaily performance reviewImplement Best PracticesImprove Assets effectivenessInvolvement by AllBreakthrough Improvement

Process Owner, Line Leader, OperatorOperatorsAll employeesLine Leaders, OperatorsLine Leaders, OperatorsProcess Owner, Line Leader, OperatorsProcess Owner, Line Leader, OperatorAll employeesProcess OwnerAsset OwnersAll employeesProcess Owner, Line Manager, Leaders

Tools & Techniques Description Levels of Involvement

Think different, Think Out Of Box

Tools & Techniques

Elcoteq Way of Innovation & Continuous Improvement

10Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Innovation Strategy Management Commitment Rewards & Recognition

Awareness Events

Kaizen

Poka Yoke

Small Group Activity (SGA)

Quarterly CIP Contest

Quarterly Plant Communication Meeting

- Platinum , Gold , Silver Awards For 6 Contest - Highest Performer in Quiz (Top3)

Monthly Innovation Round

Quarterly SGA Contest

Industry Contest (QCFI)

Monthly Innovation Round

- Kaizen & Poka Yoke Star - Best SGA Awards - External Rewards

Weekly Management Round

Quarterly Plant Communication Meeting

- 5S Champion- - Best 5S Area (Team)

Process Innovation

11Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

• Business Process Re-engineering (BPR) is fundamental thinking &

redesign of the business processes, to achieve a dramatic

improvement in Critical Success Factors like Cost reduction, Quality

Enhancement, Service Improvement & Cycle time Reduction.

• Why Business Process Reengineering ? - Economy is liberalized.

- Today’s Market is going Global.

- Customers are become Choosy.

- Competition is getting Hot.

- Companies cannot afford any more profit less turnover….

So the companies do not reengineer their business processes will simply

go out of Business in next few years.

BPR is no more a choice but it is a necessity in today’s Business

B P R

Business Process Reengineering

12

The Power of Focus for revolutionary improvement

Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Defining the scope of the reengineering

Project / ProcessDefine the Objective

Study the process with Customer,

Employees, Competitors &

new technology

Create plan based on gaps & Implement

the solution (Redesign)

• Collect the data for the

business processes.

• Analysis of the

business processes

based on the data.

• Selection of the

bottleneck processes.

• Based on the historical

information define the

“to be” state.

• Allocate the resources

• Learn the processes

with customer,

employees,

competitors for their

inputs.

• Collects inputs from

the new technologies

in the business.

• Creation of the

roadmap to fulfill the

gaps between current

process, technologies.

• Implement the

solutions to get the

desired results.

(Redesign the process)

Process

Benchmarking Practices

13Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

• Benchmarking is an art of finding out in a systematic & legal

way the best practices of successful Processes and Implement

them to reach higher level of Excellence.

Types of Benchmark

ing

Strategic

Product

Performance

Process

• Helps Organization to learn from

Experience of others

• Gives Organization a comparison to

“Best in the world”

• Is a Proactive Solution

• Gives organization a Relative

performance comparison vs.

competitors

• Speeds up the Improvement

activities….

Benefits of Benchmarking Types of Benchmarking

Process Innovation

Benchmarking Practices

14

Identification of Areas for

Improvement

Define the team & Organize / Execute

the visit

Identify the Improvement points

& Roadmap

Implement & Monitor the result

• Identify the areas for

improvement (Bottle

Neck Process)

• Survey the similar

process / practice

industries

• Identify the team for

study (All related

Process Owners)

• Define the Clear

Learning Plan

• Organize & Execute

a well planned Visit.

• Summarize the

observations &

Learning by each

member

• Formulate the time

bound action plan with

clear measures for

Improvement

• Document the

implementations

for sustenance

• Monitor the process &

Measures for continual

improvement

Share your Experience with others to generate new Innovative Approaches

Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Process

Rewards & Reorganization

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• Companies strength is motivated work force

• Rewards and recognition is a powerful tool for employee motivation and

performance• Shows the Top Management Commitment for the Performing Employees• Effects long-term Positive cultural change• Team Rewards Builds solid Team work• Improves employee retention to organization• Improves employee Loyalty• Helps to sustain the continual improvement & Innovation culture

“Thank you for the Good Work”

16Thursday, January 19, 2012Driving & Sustaining Quality & Innovation - EFY

Continual Improvement is a Ongoing Process