total qualtiy management(tqm)2

8/7/2019 TOTAL QUALTIY MANAGEMENT(TQM)2

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TOTAL QUALTIY

MANAGEMENT(TQM)A Presentation on

Total Quality Practices targeting

Value Analysis & Value Engineering

Total Product Maintenance

Presented by:


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Concept of TQM Practices

Deal with the methods adopted by project managers to ensure the project reaches itsexpected quality.

It follows the concept of zero defects and stresses on doing the work right the very

first time.

Highlights the different approaches or practices followed to ensure the highest level of

customer satisfaction in a product or service.

It involves all stakeholders and stresses on the importance of work responsibility from

every member.


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Some practices of TQM

Continuous improvement process (CIP) -CustomerSatisfaction does not become a

one-time phase but an ongoing, continuous practice right from start to finish. The way

things are done, or in other words the 'process quality' is what forms the basis for

'product quality'.

Zero Defects: Zero Defects means that when a product or service is created it should

be of the most superior quality


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Continued.

Six Sigma: It is a method of calculating measurable improvements or defects in a

product. It is defined in terms of 'the number of defects per million opportunities'

PDCA cycle: The PDCA cycle simply put, is Plan - Do- Check - Act.

product is undertaken, there should first be a plan which is then implemented (Do)

'checked' for defects When defects are found, the team has to act on it, by planning again and carrying

on the process till zero defects are achieved.


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Elements ofValue Analysis

a systematic, formal and organized process of analysis and evaluation

concerns the function of a product to meet the demands or application needed by a

customer

Understanding the use of a product means specify the level of fit between the product

and the value derived by the customer

To succeed, the formal management process must meet functional specification andperformance criteria consistently in order to give value to the customer


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Rules for application ofVA

No cost can be removed if it compromises the quality of the product or its reliability

this would lower customer value, create complaints and inevitably lead to the

withdrawal of the product or lost sales.

Sale ability is another issue that cannot be compromised

as this is an aspect of the product that makes it attractive to the market and gives

it appeal value.

Any activity that reduces the maintainability of the product increases the cost of

ownership to the customer and can lower the value of product.


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Types OfValue Analysis Exercises

VA for Existing Products

simply to select an existing product that is sold in relatively large volumes.

An existing product unites all the different managers in a business, each with an

opinion and list of complaints concerning the ability to convert the design into a

saleable product. Problems are understood like change existing product designs, high levels of

purchased costs with suppliers etc.


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VA for New Products

the team will need to modify theV

A approach will operate in an environment that is less certain and has poor levels of available

information upon which to make decisions

the analysis and systematic process of review for new products is known as Value

Engineering (VE)

V

E approach is similar to that ofV

alue Analysis but requires a much greater level of investment by the organization in terms of the

skilled, experienced and proficient human resources seconded to the group


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V

A for Product Families- Horizontal Deployment team finds commonalties with many products manufactured by the company, then

it is possible to extend the benefits to all these other products concurrently

In this manner, all affected products can be changed quickly to bring major

commercial benefits and to introduce the improvement on a factory-wide basis

activity has many advantages both in terms of financial savings and also therelatively short amount of time required to introduce the required changes to the

product design.


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CompetitiveV

A VA is often used as a competitive weapon and applied to the analysis of

competitor products in order to calculate the costs of other companys products

termed as strip down

This analysis is to understand how competitor products are made, what

weaknesses exist, and at what costs of production together with an understanding

of what innovations have been incorporated by the competitor company.


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Example ofVA

An office stationary company conducted a VA exercise on a range of paper staplingdevices and hole punching devices.

The team found that the traditional designs had always incorporated metal as the main

material. After several exercises that looked at the way in which the products wereused and also the function required of the product,

the company converted the product from metal to a plastic design at a major cost

saving


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Value Engineering

VE is a process that triggers a complete overhaul of the system, alternate design,

alternate material, design verification for strength, durability & safety;

manufacturing process & testing.

VE is initiated as a reaction to field failures, market feedback and competitivepressures. e.g. after you have launched your product, a competitor brings in a product

a lower cost or at same cost with better features, then it becomes almost essential to

re-look at your product so as to stay competitive in the market.


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VE begins as a response to market feedback which we call reactive VE.

Once the benefits become visible, VE is adopted as a tool for cost reduction

and quality improvement.

Finally organizations reach a proactive VE phase where VE results are fed into

continuous improvement and product

development.

These, many a times, result into product or technology innovation and give

companies a leap forward in the market.

Proactive VE can also feed in information from competitive tear down and

benchmarking activities to R&D, which can help R&D develop more efficient designs

for future product line


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Areas around Value Engineering

Performance

ImprovementAlternate Mfg. Process Weight Reduction

Alternate

Design

Design

Optimization

Feature

Enhancement

Alternate

MaterialVariant Reduction

Material

Optimization


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Total Productive Maintenance (TPM)

an evolving process, starting from a Japanese idea that can be traced back to 1951,when preventive maintenance was introduced into Japan from the USA (Deming).

Nippondenso,part of Toyota, was the first company in Japan to introduce plant wide

preventive maintenance in 1960.

a maintenance process developed for improving productivity by making processes

more reliable and less wasteful. TPM will provide practical and transparent ingredients to reach operational excellence.


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Implementation of TPM

First step in plant maintenance activity, effort is to either hire or appoint a TPM

coordinator

Responsibility of the coordinator to sell the TPM concepts to the work force through

an educational program

Coordinator is convinced that the work force understand TPM and its implications,

teams are formed

Teams are usually made up of people who directly have an impact on the problem

being addressed.


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Operators, maintenance personnel, shift supervisors, schedulers, and upper

management might all be included on a team. Each person becomes a "stakeholder" in the process and is encouraged to do his or

her best to contribute to the success of the team effort

Total Productive Maintenance action teams are charged with the responsibility of

pinpointing problem areas, detailing a course of corrective action, and initiating the

corrective process. Recognizing problem "benchmarking" and is one of the greatest assets of the TPM program.


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Example of TPM

Kodak reported that a $5 million investmentresulted in a $16 million increase in profits whichcould be traced and directly contributed to

implementing a TPM program. One appliancemanufacturer reported the time required for diechanges on a forming press went from severalhours down to twenty minutes!


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total qualtiy management(tqm)2

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