TOTAL
QUALITY MANAGEMENT
IE673
ASSIGNMENT
REPORT 6
By
DHRUV SHAH
UCID: dds29@njit.edu
ID: 31327792
Under
Professor
Paul
Ranky
1.
Explain
why continual quality improvement is important.
Ans.
The basis for constant change is that it is important so as to contend
in the worldwide commercial center. Simply keeping up business as usual,
regardless of the fact that existing conditions is high caliber, resemble stopping
in a race. Since customers' needs are steadily changing constant quality change
is basic. Late thing improvements quickly get the opportunity to be standard
and affiliations must stay centered in the overall business focus by meeting
customers developing needs.
2.
What
is management’s role in continual quality improvement?
Ans. Administration can assume the vital
initiative part and that basically is its part in nonstop change by doing the
accompanying:
·
Building up an association wide quality chamber
and serving on it.
·
Working with the quality committee to build up
particular quality change objectives with timetables and deadlines.
·
Providing the important good and physical
backing. Moral bolster shows itself as responsibility. Physical bolster comes
as the assets expected to perform the quality change destinations.
·
Planning occasional advancement surveys and
giving acknowledgment where it is merited.
·
Incorporating persistent quality change with the
customary prize framework, including advancements and boosts in salary.
3.
Discuss
the Kaizen approach
Ans. Kaizen is the name given by the Japanese to
the concept of continual incremental improvement. Kai means, “change” and Zen
means “good.” Kaizen, therefore, means making changes for the better on a
continual, never-ending basis. The improvement aspect of Kaizen refers to people,
processes, and products.
If the Kaizen
philosophy is in place, all aspects of an organization should be improving all
the time. People, processes, management practices, and products should improve
continually: “good enough” is never good enough.
Ø
Kaizen
value system.
The underlying
value system of Kaizen can be summarized as continual improvement of all
things, at all levels, all the time, forever. All of the strategies for
achieving this fall under the Kaizen umbrella. Executive managers, middle
managers, supervisors, and line employees all play key roles in implementing
Kaizen.
Ø
Role of
executive management
Executive managers are responsible for
establishing Kaizen as the overriding corporate strategy and communicating this commitment to all
levels of the organization; allocating the resources necessary for Kaizen to
work; establishing appropriate policies; ensuring full deployment of Kaizen
policies; and establishing systems, procedures, and structures that promote
Kaizen.
Ø
Role of
middle managers.
Middle managers are
responsible for implementing the Kaizen policies established by executive
management; establishing, maintaining, and improving work standards; ensuring
that employees receive the training necessary to understand and implement
Kaizen; and ensuring that employees learn how to use all applicable problem-
solving tools.
Ø
Role of
supervisors.
Supervisors are
responsible for applying the Kaizen approach in their functional roles,
developing plans for carrying out the Kaizen approach at the functional level,
improving communication in the workplace, maintaining morale, providing
coaching for teamwork activities, soliciting Kaizen suggestions from employees,
and making Kaizen suggestions.
Ø
Role of
employees.
Employees are responsible
for participating in Kaizen by taking part in teamwork activities, making
Kaizen suggestions, engaging in continual self-improvement activities,
continually enhancing job skills through education and training, and
continually broadening job skills through cross- functional training.
Ø
Kaizen
and quality.
In a total quality
setting, quality is defined by customers. Regardless of how customers define
quality, it can always be improved and it should be, continually. Kaizen is a
broad concept that promotes quality from the all-encompassing Big Q perspective
4.
How
would you describe a lean system?
Ans.
Lean is a TQM approach originally designed for manufacturing, but since
adapted to any kind of organization. It is intended for smoother, more flexible
process flow, reducing waste, and improving the organization’s competitive
posture. A lean framework is unified with a business change strategy that
delivers better items or administrations with less assets. A lean framework
concentrates on diminishing and taking out the accompanying sorts of waste.
Ø
Overproduction
waste- this incorporates making to a greater extent an item than is
required
Ø
Stock
waste- stock waste is conveying alludes to conveying a greater amount of a
stock than is required at a given time
Ø
Movement
waste- this is the superfluous development of a creation methodology or
conveyance of an administration
Ø
Transportation
waste- exorbitant development of parts in the assembling procedure is
considered transportation waste
Ø
Over
processing waste- running past client prerequisites with no identifiable
included quality is waste
Ø
Deformities
waste- rejected work or revamp from a procedure or generation run is
imperfections waste
Ø
Holding
up waste- individuals or machines sitting unmoving in light of the fact
that the procedure is not prepared for info is waste
Ø
Underutilization
waste- the under use of gifts, aptitudes, individuals and innovation is
inefficient when assets are not being completely misused.
5.
What
is lean six-sigma and how would you apply it to a quality management system?
Ans. Kaizen is the name given by the Japanese to the concept of continual
incremental improvement. Kai means “change” and zen means “good.” Kaizen,
therefore, means making changes for the better on a continual, never-ending
basis. The improvement aspect of Kaizen refers to people, processes, and
products.
The Five-Step Plan
is the Japanese approach to implementing:
Ø
Step 1:
Straighten up. This step involves separating the necessary from the unnecessary
and getting rid of the unnecessary in such areas as tools, work in process,
machinery, products, papers, and documents.
Ø
Step 2:
Put things in order. This step involves putting such things as tools and
material in their proper place and keeping things in order so that employees
can always find what they need to do the job without wasting time looking.
Ø
Step 3:
Clean up. This step involves keeping the workplace clean so that work can
proceed in an efficient manner, free of the problems that can result when the
work site is messy.
Ø
Step 4:
Standardize. This step was originally aimed at standardizing how the first
three of the Five-S’s were implemented and maintained, but since then expanded
to include standardizing on best practices. Visual management is also a major
component of standardization.
Ø
Step 5:
Discipline. This step involves careful adherence to standardized work
procedures. This requires discipline.
6.
Define
benchmarking Ans.
Ans.
Benchmarking is a procedure for contrasting an association's operations
or procedures and those of a best-in class entertainer. The target of
benchmarking is real execution change accomplished rapidly. Benchmarking
spotlights on procedures and practices, not items. Benchmarking is done between
consenting associations. Benchmarking accomplices are every now and again from
diverse businesses. Benchmarking is a part of aggregate quality. Benchmarking
must be drawn nearer in a sorted out, arranged way, with the regard and
investment of top administration. Benchmarking groups must incorporate the
individuals who work the procedures. Benchmarking is not limited inside of
industry limits, but rather just to best-in-class forms.
7.
How can
you apply benchmarking data?
Ans. Benchmarking data first should be assembled
and inspected to center fissure between the under entertainer and the best in
class. The accumulated data can be used as a piece of game plans that will help
close the fissure. A pilot model can be used to apply the amassed benchmarked
data with get ready for directors, suppliers or customers. With preparation and
setting up the benchmarked data can be used to execute another method. With the
new process set up beginning issues can be worked out to help close the
opening. As the methodology is situated up and issues are being worked out
progression should be watched and benchmarks should be redesigned to end up
best in class.
8.
What
is a JIT system?
Ans.
JIT/Lean is an administration logic that looks to take out all types of
waste. As a creation framework, JIT/Lean delivers just what is required, when
it is required, in the amount required. Taiichi Ohno is credited with the
improvement of the Toyota Production System and JIT/Lean. The root support for
JIT/Lean is enhanced item quality with lower expenses. JIT/Lean started as a
method for lessening the seven squanders. After some time, the JIT/Lean
framework came to be a force framework whose little parcel generation is upheld
by lessened setup times. All out profitable upkeep and measurable procedure
control were coordinated to give the important generation unwavering quality
and consistency. Persistent change gives the vehicle to the persevering assault
on all squanders.
9.
What
are the benefits of JIT/lean?
Ans. A discussion of the benefits of JIT/Lean
must include four very important topics: inventory and work-in-process, cycle
time, continual improvement, and elimination of waste. The discussion could be
expanded to include such topics as reduced time-to-market, improved employee
work life, flexibility, and employee ownership. All of these are definite
benefits of JIT/Lean, but this discussion will be confined to the critical four
mentioned. These are the usual targets of a JIT/Lean implementation.
Inventory and Work-in-Process
Just-in-time/Lean
attempts to drive inventory to zero. But remember that this is a philosophical
objective—an aiming point, if you will. In reality, zero inventory makes no
sense. Without some inventory, you have nothing from which to produce your
goods. The real objective is to minimize the inventory to the maximum possible
extent without shutting down production. It is also important to recognize that
there are at least three kinds of inventory. First, there is the inventory of
raw materials and parts needed to make the product. Traditionally, these have
filled warehouses, with enough on hand for several weeks of production, or
longer. Second, there is the work-in-process (WIP) inventory of semi-finished
goods. WIP includes all materials and parts that have been put into the
production system, including the various stages from the first process to the
last within the factory.
Cycle Time
Production cycle
time is defined as the period bounded by the time materials are sent to the
manufacturing floor for the making of a product and the time the finished goods
are dispatched from the manufacturing floor to a customer or to finished goods
storage. Generally speaking, the shorter the production cycle time, the lower
the production cost. That may be reason enough to pay attention to cycle time,
but there are other benefits. Short cycles improve a factory’s ability to
respond quickly to changing customer demands. The less time a product spends in
the production cycle, the less chance there is for damage.
Continual Improvement
You should have a
good understanding of continual improvement as applied in a total quality
context. Continual improvement seeks to eliminate waste in all forms, improve
quality of products and services, and improve customer responsiveness— and do
all of this while at the same time reducing costs. A note of caution should be
added in regard to interpretation of what constitutes improvement: Problem
solving is not necessarily improvement. If a process that had previously been capable
of producing 95 out of 100 good parts deteriorates to a level of 50 good parts
and the problem is found and corrected to bring the process back to where it
had been—that is maintenance not improvement. Maintenance is restoring a
capability that previously existed. On the other hand, if a process was capable
of 95 good parts out of 100 produced and a team developed a way to change the
process to produce 99 good parts—that would be improvement.
10.
Discuss
automation system ideas for JIT/lean.
Ans. Automation may be advantageous in many
applications, but if you have not solved the problems in the human- operated
versions of those same applications, you are not ready to automate them
effectively. If you try, you will auto- mate your problems and will find the
robots far less adept at working around them than the humans they replaced.
It is frequently
found that the need for automation is decreased or eliminated by converting to
JIT/Lean. We certainly found that to be the case in two electronics plants. We
were well into a program to build a factory of the future. The building was
ready, much of the automation was on hand, and the rest—several million
dollars’ worth—was on order when we started the conversion to JIT/Lean. Within
months, it had become obvious to everyone, including the designers of the new
factory, that we were getting more out of JIT/ Lean for almost no investment
than could be projected for the new automated plant. The outstanding orders for
automation equipment were cancelled and penalties were paid, and we walked away
from the whole idea. We had learned in those few weeks of exposure to JIT/Lean
that world- class manufacturing equates to JIT/Lean in a total quality
environment, not to a factory full of robots and automatic guided vehicles.
JIT/Lean and automation are compatible, but one should look long and hard at
the need, and the company’s readiness for it, before automating processes.
Having said that,
automation clearly has its place in harmony with JIT/Lean. There are many examples
of very successful automated plants, especially for high-volume manufacturing.
Automation and JIT/Lean are completely compatible. Probably the best example of
that is in today’s auto industry. Two such plants have recently come on-line in
Alabama and Georgia. Hyundai opened its first American plant in Montgomery,
Alabama, in May 2005, making 300,000 vehicles per year there. The
Alabama-produced Sonata sedan has been ranked in the top three in J. D. Power
and Associates’ mid-size sedan category in 2008, 2009, and 2010.
Social Networking:
Article1: What I Gained from Choosing the
Rocky Road.
Now this is an
article I can relate to. I have consistently stretched my capabilities by going
through situations which I was very unprepared for. In other words comma I have
quite often taken the rocky road. It's a brilliant piece of advice. A few years
ago I would have never imagined that I would be able to edit films and videos.
And today I'm putting it on my resume as one of my skills. This is only because
I took a leap at the chance in doing things that were not so easily in front of
me.
Taking risks in
life has forced me to adapt and learn new things. It has been said that no
experience goes to waste. And this is no doubt true. I'll send some may feel
down on themselves if they feel their circumstances are less than what they
would consider appropriate or successful. But comma keeping in mind that no
experience go to waste, one may view one's current circumstances through a
different perspective.
For example,
interning at a company, where responsibilities may include filing papers and
answering the phone is a very valuable experience, particularly if you have
never worked in an office before. This experience now makes you richer and more
valuable As you move forward into your future.
Even jobs that may
seem menial at times have great benefits. If we take a person's life to be
total quality case comma then it's about continual Improvement of one's
characteristics and circumstances. In order to improve comma one must be aware
of areas that require or can be improved upon. Without stretching oneself and
moving into new and possibly uncomfortable situations, one is not tested.
Having never worked in an office before, one could not be counted upon to know
how to file papers and answer phones. Which, if one desires to move up in the
corporate world, they must have a Mastery of.
Article2: Before I Became a
Stylist, I Sold Shoes at the Mall. Here's What I Learned
I concur with Kim with regards to discussing continually working with
a grin all over and an inspirational state of mind. This is even more genuine
when working in a retail domain. Despite the fact that this is critical the two
things that stood out most to me in this article were identified with being
monetarily autonomous and privilege. I have dependably felt as if I needed to
be monetarily autonomous. I for one never enjoyed depending on others to
purchase me things that I needed to acquire myself. This ties over into what
Rachel Zoe expressed about privilege. Certain regions of New Jersey are
extremely affluential and when families that live in these regions give their
children everything that they need growing up they never take in the estimation
of a dollar. By having an occupation as a youngster, particularly a lowest pay
permitted by law work, one really figured out how hard it can be to simply have
a couple of additional dollars in their pocket to spend at their relaxation.
Without this experience numerous youthful grown-ups have a troublesome time
managing their own funds. Again this can tie into expert professions as
individuals will be more shrewd about budgetary choices for organizations on
the off chance that they have this involvement in their childhood.
Article3: Dream Big But Be
Humble: Lessons That Led Me from the Factory Floor to the Executive Floor
Working in this present reality is a mix of book learning, road
information, and now and again "tribal" learning. Applying that book
learning instantly does not compare to the right choice. The world is not
obvious. There are numerous more variables that new graduates essentially won't
consider, or even know not of. Like Blace said, there ought to be something to
extension this hole or help with transitioning understudies to working
representatives. Numerous universities have coop and entry level positions
which are great. Yet, I additionally feel that school classes ought to be
reasonable more than essentially book learning. I concur with Ralph from the
article that being unassuming, taking your prescription and proceeding onward
is the most ideal approach to learn. Concede you are new, discover a coach, and
retain however much as could reasonably be expected from those individuals.
Despite the fact that we switch jobs,whether an alternate position or
organization, there are numerous life lessons we learn along that way that can
be connected to anyplace we go.
