Organized By: Facilitator: Syed Arshad Ali, Consultant Corporate - - PowerPoint PPT Presentation

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Organized By: Facilitator: Syed Arshad Ali, Consultant Corporate - - PowerPoint PPT Presentation

Apr 17, 2023 281 likes •762 views

Organized By: Facilitator: Syed Arshad Ali, Consultant Corporate Quality SPEAKERS PROFILE AT A GLANCE Basically an Automotive Engineer, undergone advance trainings on Quality and Maintenance Management from Japan. Having over 40-years

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Facilitator:

Syed Arshad Ali,

Consultant Corporate Quality Organized By:

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SPEAKER’S PROFILE AT A GLANCE

SYED ARSHAD ALI

Basically an Automotive Engineer, undergone advance trainings on Quality and Maintenance Management from Japan. Having over 40-years experience of working very closely with Japanese experts during his long association with multi-national joint venture project of Hino Motors LTD. in a capacity of General Manager of quality & product support divisions. Beside his internal 25-years services to Hinopak Motors Ltd. Karachi- Pakistan , having the previllage of sharing good management practices with

  • ther organizations at national and international levels. So far have

interacted with more than 10,000 business executives on various quality & service management practices as Trainer. He is a visiting faculty member of several reputable universities & business management institutes , dissiminating the acquired knowledge of his real experiences on quality & service maintenance issues. Japanese style management approaches for continues quality improvements viz. Kaizen ,5S, QC circles, QC tools are his expertise as trainer.

Age: 60 years Cell No: (0300) 827 5125 E-mail: arshad-ali54@hotmail.com

He is a regular guest speaker in seminars on quality and presented many papers in national & international

  • conferences. He is senior member American Society for

Quality (ASQ) and imparting trainings countrywide on modren TQM approaches that are widely practiced in Japan.

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,

Personally I Believe,

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Improvement initiatives

Approaches Proactive Reactive

  • R & D
  • Problem solving
  • Prevention Action
  • Kaizen
  • QC Circles Activities

“ ,

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  • Incremental

All require systematic and structured approach to problems solving Each can be

QUALITY IMPROVEMENTS

  • Continuous
  • Breakthrough
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Eliminating Symptoms or casual factors are good enough for maintaining status quo.

UP UP Level UP UP Level UP UP

Elimination of root cause is the real recurrence prevention measure. Recurrence Prevention Measures Enhance Quality Levels little by little and develop Technology.

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Improve Quality & Develop Technology Diagnosis

  • f

Process Understanding

  • f Actual Situation
  • r Pertinent Facts
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WHAT IS KAIZEN KAIZEN IS A JAPANESE WORD

KAIZEN

KAI

(CHANGE)

ZEN

“GOOD (FOR THE BETTER)”

MAKE IT BETTER

CONTINUOUS IMPROVEMENT

  • A Selection of better means or a change of Current Method for achieving

an objective.

  • Gradually, Orderly and Continuous Improvement.
  • An a accumulation of Small Changes.
  • Ongoing Improvement Involving Everyone.
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Performance Declining Performance Declining Performance Declining Performance Declining Innovation Innovation Innovation Innovation Net Improvement Innovation Innovation Innovation Innovation Net Improvement Kaizen Activity Kaizen Activity Kaizen Activity Kaizen Activity

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Purpose of Kaizen

  • 1. To make the work easier, environment better and

to reduce wastage.

  • 2. The purpose is to reduce or eliminate useless work.

JOB KAIZEN

  • Less important things
  • Useless things
  • Replaceable things
  • Things that should never be

neglected or omitted;

  • Safety
  • Quality
  • Delivery Deadlines etc.
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Two kinds of Technologies

'Y'- technology 'X' - technology

  • Purely new technological break
  • through.

eg: jet propulsion, semiconductor

  • An application technology utilizing

bulk of nitty gritty improvements and practical skills to support Y-technology.

  • Not able to produce any product only

with y-technology

  • Can be conceived in the brain of single

genius.

  • Stays as a universal principle.
  • Are made possible by people..
  • Is constantly renewed and added.
  • Normally non-professional employees

are encouraged to participate. eg, QC-circles, employees suggestion schemes, team concepts.

  • Brings variety of more dependable and

economical sub-technologies.

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A single step forward, taken by one hundred people, is more important and valuable than One hundred steps forward, taken by a single man, Today we need no hero!

….Shuichi Yoshida

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Kaizen Quality Circles Quality Teams Six Sigma Projects

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,

Performance depends on 3 Factors

  • 1. Capability / Competency
  • 2. Facility / Resources

Capability Performance

  • 3. …………………….
  • 3. Opportunity to perform

?

Opportunity

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,

Quality of Output Quantity produced

OUTPUT OUTCOME Sports Production Service

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,

ICEBERG MODEL OF TPS

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“ ,

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ELIMINATE

  • Abolition
  • Discontinuance
  • Exclusion
  • Removal

Approach

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REDUCE

  • Simplification
  • Centralization
  • Standardization
  • Integration
  • Combination

Approach

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CHANGE

  • Alteration
  • Conversion
  • Diversification
  • Separation

Approach

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Waste elimination is one of the most effective way to increase the profitability of any business. Processes either add value or waste to the production of a goods

  • r service. The seven wastes originated in Japan,

where waste is known as “muda”. INTRODUCTION

  • 1. MUDA OF OVER – PRODUCTION . . . . . . . . . . . . .
  • 4. MUDA OF PROCESSING . . . . . . . . . . . . . . . . . . . . .
  • 2. MUDA OF WAITING . . . . . . . . . . . . . . . . . . . . . . .
  • 3. MUDA OF CONVEYANCE / TRANSPORTATION . . .
  • 5. MUDA OF INVENTORY . . . . . . . . . . . . . . . . . . . . . .
  • 6. MUDA OF MOTION . . . . . . . . . . . . . . . . . . . . . . . . .
  • 7. MUDA OF REPAIR / REJECTS . . . . . . . . . . . . . . . . . .
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Reduction of Efficiency of Capacity by Parts Disaaembly Delivered the parts individually which were delivered at assembly, and promoted the effieicncy of capacity as having in-house made for the sub assembly.

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Reduction of transfer frequency by changing container Shallowed the bottom of polyethylene containers to increase the efficiency

  • f capacity, and reduced the transport frequency.
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Hanging Method for Electric Fan Hung the standing type electric fan from the ceiling.

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Change in Earth wiring connections The scattered wiring connections were shifted to a common Earthling Terminal.

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Removal of Fluorescent Lamp at Parts Yard Removed Fluorescent lamps at the parts yard. Installed an exclusive switch for 2nd shift to use it as occasion demands.

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Improvement of Washing Machine Outlet Chute Fixed a chute on the part outlet to prevent a different kind of part from mixing together.

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Prevention of Body Scratch Fixed a clock on the wall so that operators don’t have to wear a watch and scratch car bodies.

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The Sequence of spot welding to the Flange was prescribed from right to The left in order. Many defectives Were found at the last spot at (5) The sequence was changed as shown in the picture below. The mismatch

  • f

the spot welding reduced.

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Removal of Hose Hung the reel type overhead hose as the hose was too long.

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Reduction of walk by Changing Layout Reduced walk, and abolished conveyors by changing layout

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Obviousness of opening and closing of Air Valve Change the method from revolving to ball valve.

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,

Minimize / Avoid 3Ms for Business success

  • 1. MURI
  • 2. MUDA
  • 3. MURA

. . . . . . . . . . . . . . . Impossibility . . . . . . . . . . . . . . . Waste . . . . . . . . . . . . . . . Waviness (unevenness)

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COMMITMENT

TO

CONTINUOUS IMPROVEMENT

IN

KAIZEN Stands For

  • PHILOSOPHY
  • PROCESS
  • PEOPLE
  • PARTNERSHIP
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NIH SYNDROME

(Not Invented Here)

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Do you feel:

  • THAT’S NOT OUR WAY
  • THEIR CULTURE IS SPECIAL
  • WE DID NOT LEARN THAT WAY
  • WE’VE TRIED, BUT …
  • WE ARE DOING IT ALREADY

If any of above feeling is there; you are suffering with NIH Syndrome.

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