Care

Entreprene Respect

QC Awareness
urship

Core Training
Trust Values Innovation

Integrity Excellence

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 TQM
TQM describes a management approach to long
term success through customer satisfaction .In
TQM all members of an organization participate
in improving processes ,Products ,services &
the culture in which they work .

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 8 Universal principles of
quality management
1.Customer focus

2.Leadership

3.People involvement
4.Process approach

5.Systematic approach to management

6.Continual improvement
7.Factual approach to decision making

8.Mutually beneficial supplier relations.

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 Idea

Definition :
Any thought or suggestion for
improvement/change is called as an
idea

YTD Targets:
Target for generation=Total no. of
employee *2
Target for accepted idea=No of
generation*60 %
Target for Implementation =Total no. of
accepted ideas*80 %
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 Idea

5
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Types of waste in Lean manufacturing

Transportation:-(Multiple storage locations,extra forklifts,Improper layout)

Inventory:-(Additional material handling resources,Investment,Storage
space,quality issue,FIFO)
Motion:-(Human motion,Lack of visual control,Looking for tools,Walk
time,Machine motion)
Waiting:-(People waiting for machine or resources)
Over production:-(Just in case Reward system)
Over Processing:-(Extra copies or excessive information)
Defects:-(Quality problems, Extra resources to
inspect/test/rework ,Insufficient training)
Underutilized Skill:-(Over qualification ,Under performance )
Wrong use Of Automation:-(Over/Under automation, Unnecessary
Automation)
Wrong Use of Metrics :-(In correct data collection ,Misaligned targets &
goals )
 Concept of Kaizen

Change for the better

Or
Continuous improvement

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 Concept of Kaizen

Kaizen is a Japanese word. Which means continuous

improvement or good change .
Kaizen is a system of continuous improvement in Quality,
Technology, Company culture,Productivity,safety & leadership.
It’s a regular process.Kaizen eliminates hard work & wastes from
the system .
Kaizen is based on making little changes on regular basis, Always
improving safety, productivity & effectiveness by reducing waste .

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 Concept of Kaizen

Tools Used in Kaizen:

1.PDCA Cycle (Also known as Deming cycle/Shewart cycle)
2.Why-why analysis
3.Root cause analysis by cause & effect diagrams .
(Identify all possible cause of variation)

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5 Elements of Kaizen
Teamwork.1
Personal discipline.2
Improved morale.3
Quality circles.4
.suggestions for improvement.5

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 Kaizen Ideas

Problem:
The man cannot reach the tool
box kept on the shelf.
Man is too short to reach the
tool box.
The tool box is placed too high.

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 Solution

Place the toolbox

at a lower shelf

Footstool

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 KAIZEN EXAMPLE

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 KAIZEN EXAMPLE

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 KAIZEN EXAMPLE

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 KAIZEN EXAMPLE

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 KAIZEN EXAMPLE

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 QUALITY

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 QUALITY CIRCLE

Quality Circle or Quality Control

Circle concept originated from
Japan. In April 1962, Dr. K.
Ishikawa, presented this idea in
the inaugural issue of the
JUSE's journal 'Gemba to QC'.

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 TOTAL QUALITY (सम्पूर्ण गुणवत्ता)

TOTAL QUALITY MANAGEMENT

(सम्पूर्ण गुणवत्ता प्रबन्धन)

TOTAL QUALITY PEOPLE

(सम्पूर्ण गुणवान व्यक्ति)

DEVELOPED PEOPLE
(विकसित व्यक्ति)

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 Quality Circle In India

In India:

1980-81 :
Bharat Heavy Electricals Limited (BHEL),
Ramachandrapuram

April 1982:
QCFI founded with HQs at Hyderabad

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Work Without brain & heart Work With brain & heart
 Quality Circle - Definition

QC Circle is a small group of 5-6 people who work in the first line work
place, continually improve and maintain the quality of products,
services, job and so on.

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 Structure & Role

PLANT LEVEL
CO-ORDINATION Top
Mgt. & St.
Comm.

Facilitator/
UNIT LEVEL
Coordinator
CO-ORDINATION
Leader / Dy. Leader

Members

Potential Members

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 Quality Circles

Problem Solving Process & Tools

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 12 QC Steps
1. Identification of Work Related Problems 1. कार्य से संबधित समस्याओ की पहचान
2. Selection of Problem 2. समस्या का चयन
3. Defining The Problem 3. समस्या को परिभाषित करना
4. Analysis of The Problem 4. समस्या का विश्लेषण
5. Identification of Causes
5. संभावित कारण की पहचान
6. Finding of Root Causes
6. मूल कारण को जानना
7. Data Analysis
7. आकँ ड़ा विश्लेषण
8. Developing Solution
8. समाधानो का विकास
9. Foreseeing Probable Resistance
9. संभावित प्रतिरोधो का पूर्वानुमान लगाना
10. Trial Implementation & Check
10.समाधान का प्रयोग करो एवम उसका परिणाम देखो
Performance
11. नियमित लागूकरण
11. Regular Implementation
12. Follow-up & Review 12. अनुवर्तन
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 Seven Problem Solving Tools

Brain Storming
Pareto Analysis

Cause-and-Effect Diagrams
Flowcharts

Checklists / Check sheet

Histograms

Scatter Diagrams
Control Charts
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 Step 2: Selection of Problem

Categorise Problems using ‘A’ ‘B’ and ‘C’ classification.

‘C’ Category Problem
Management sanction may be needed in
implementing the solution.

‘B’ Category Problem

Involvement of other departments is required

‘A’ Category Problem

Minimum involvement of other departments

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 Problem Selection Criteria

• Control
• Importance
• Difficulty
• Time
• Resources
• Customer Satisfaction
• Safety
• Delivery
• Productivity

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 Problem Selection Matrix

EFFECT ON  
S.No. Problem description Total
Quality Cost Delivery Customer
1 Coal leakage through Bunker        
 

Compressed Air leakage through

2        
gauge
 
         
   

         
   

         
   

0 - No severity ; 1 - Low severity ; 2 - Medium severity ; 3 - High severity

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 Step 3: Defining the Problem

•Flow charts are nothing but graphical representation

of steps involved in a process.

•Flow charts give in detail the sequence involved in the

material, machine and operation that are involved in
the completion of the process.

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 Flow Diagram

Symbols: Use

• Activity Symbol – • Defining the problem

• Defining the process & its flow
• Start / End - • Identifying the root causes
• Implementing the solution
• Decision Symbol - • At the time of follow up/ review

• Database Symbol -
Connecting Symbol
Flow diagram is a graphical or pictorial way to
represent a process. With the help of a flow diagram
one can show the clear process sequence. Often it is
called as an arm chair journey as it helps to have
clarity of the process without visiting the actual spot.

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 Step 4: Analyse the Problem
120
“DATA COLLECTION” 100
100
90
86
is collection of the 80
80

required information in 60
45
35 40
the form of Figures for 40 30

statistical analysis of a 20

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essential. There may

be certain dimensions of
the problem which are
not understood by all. A
discussion will help in
pooling up ideas.

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 Step 5: Identification of Causes

BRAINSTORMING followed by a CAUSE And EFFECT

DIAGRAM, logically linking the causes to the main contributory
factors.
Identification of causes is not only what we think as cause for
that situation but also all possible causes. What is expected is a
total analysis and presentation in the form of Cause and Effect
diagram. It needs to be studied and discussed in detail.

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 Cause & Effect Diagram
This diagram is helpful in representing the relationship between
an effect and the potential or possible causes that influences
problem. It is also called Fish Bone Diagram & Ishikawa
Diagram

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 Step 6: Finding out the Root Causes
Identifying the main causes in ‘CAUSE and EFFECT
DIAGRAM’ by ‘DATA COLLECTION’ and discussion.
Root cause has to be established with the help of data. In case,
for any reason, it is not possible to collect data it may be
established based on experience. But experience has also to be
quantified

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 Step 8: Developing Solutions

‘BRAINSTORMING’
Multiple Causes –
multiple Solutions
Show in sequence

Select the
appropriate solutions –
Seeing advantages and
disadvantages of all

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Step 9: Foreseeing the Probable
Resistance
‘BRAINSTORMING’
Identifying the probable
constraints and finding ways
to overcome them. Make a
presentation to all involved with
the solution i.e. Dept. head,
Facilitator, other officials and
non-members involved with the
implementation. Discuss and
evaluate a system for
implementation.

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Step 10: Trial Implementation

Data collection after implementation compared with

the data collected before solving the problem. Collect
fresh data using control chart and watch process
trends. Analyze the result, discuss and incorporate
the changes needed.

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 Step 11: Regular Implementation

Once validity is checked and improvement observed

with data, regular implementation can be effected.
Incorporate the suggestions in the working system or
work instruction sheets (Process cards.)

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 Step 12: Follow up & review

METHOD
Implement evaluation procedure, use Control
Chart, have six monthly report for evaluation.
Make modifications if necessary.

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 CHECKLIST / CHECK SHEET

Check sheets are nothing but forms that can be used to

systematically collect data.

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 Glimpses of 14th Internal Convention – Jul’19

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Glimpses of 14th Internal Convention – Jul’19

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Thank You

Bharat Aluminium Company Limited

Korba, Chhattisgarh
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