QUALITY - Striving for Excellence out of four speakers’ organisations during last four years were...
Transcript of QUALITY - Striving for Excellence out of four speakers’ organisations during last four years were...
Three out of four speakers’ organisations during last four years were
Deming Award winners. They were from Lucas TVS Ltd in 2013, Rane
Engineering in 2014 and Mahindra & Mahindra's (M & M's)Automotive
and Farm Equipment sector in 2016. All of them achieved Business
Excellence through Deming route. None of them stopped after getting
Deming Application Prize. Instead challenged Japan Quality Medal
(now Deming Grand Prize) after three years to demonstrate their zeal
towards sustainability.
Close scrutiny of their approaches will reveal that they followed number of
Benchmarked Practices. In this edition, in subsequent paragraphs, I would like to present you
generic as well as some of the company specific best practices.
1. As we know, as many as 7 out of 14 (50%) of Deming's Business Philosophy Points (BPs)
relate to “Psychology and Understanding of Human Behavior”. Based on this “Total
Employee Involvement” has been prioritized by each of them.
1.1 They handled “Change Management“ well. In fact M & M had to take to BPR (Business
Process Re-engineering) to transform their work culture. Towards 24x7 care for
employees Dr. N. Ravichandran, CEO of Lucas TVS, comes to factory even on
Sundays to be with volunteer workmen engaged in Housekeeping and CSR activities.
1.2 All vigorously pursue Kaizen, Quality Circles and other DWM (Daily Work
Management) and similar SGIAs (Small Group Improvement Activities) including
“Suggestion Schemes”.
1.3 All of them are making extensive use of “Visual Management” including OPLs (One
Point Lessons) in four categories:
make problems visible such as red tag area
keep everything under control like maintenance of Control Charts
help employees perform their job such as marking the gauges green for operating
and red for non operating zones and
develop communication mechanism inside the company such as creating a “Feel
Good Corner”.
1.4 All three of them took 5S, TPM and Lean Six Sigma as their core improvement
initiatives. In fact Mahindra & Mahindra's Tractor division recently got Level III TPM
ExcellenceAward which involved practically all employees.
2. Next in order of priority (3 out of 14 BPs) relates to “SystemsApproach”. Strict adherence of
validated systems has been DNAof each one of them.
2.1 All developed number of relevant KPIs (Key Performance Indices) using “SMART”
principle and integrated them with KRAs (Key Result Areas) of functional heads. These
KPIs are regularly trended with e-mail alert. CEO carries out structured reviews on them in a
planned manner.
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Contd..3
January-March 2016Vol.IV No. 1
NATIONAL CENTRE FOR QUALITY MANAGEMENT
QUALITY - Striving for Excellence
www.ncqm.com
D L Shah Trust for Applied
Science, Technology, Arts &
Philosophy...........................2
7 D L Shah Memorial
Lecture Proceedings...........4
Past, Present and Future of
M&M’s Deming Journey
compiled by Mr. B. Banerjee
...............................................7
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NCQM News...................
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2015 BEQET Winners
Qulity in the 21st Century by
Dr. Manu K. Vora ........
Enablers to Growth &
Competitiveness by
Mr. Navin S. Dedhia
C O N T E N T S
We are thankful
to
D. L. SHAH TRUST
for
sponsoring this
Newsletter
Issue
30 Years in the Service of Quality
President’s Page
B. Banerjee
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Born on 13th June 1907. Passed away on 3 May 1999.
A Well-know industrialist, philanthropist and a
great visionary. Made tremendous contributions to
the Indian Industry in general, and the Machine Tool
Industry in particular.
His company Perfect Machine Tools (PMT) was a
pioneering company in the machine tool industry.
He was the President of the Indian Machine Tool
Manufacturing Association and Machine Tool
Marketing Association of India for number of years.
Quality' was a passion with Mr. Shah. It was his life's
desire and objective that “Made in India” brand
should be recognized and respected all over the
world. He worked tirelessly and with unwavering
determination towards this objective.
He was one of the founders of the National Centre for
Quality Management (NCQM).
During his life time he received several awards and
honors, some of which are listed below:
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Gold Insignia & Citation (highest award given to a
Foreigner) of Govt. of Poland for promotion of Indo-
Austrian Award, given by the Austrian Govt., for
promoting Austrian business in India.
Quimpro Platinum Standards Award for Quality
Management.
Shiromani Award, conferred by the Shiromani
Institute.
Bajaj Auto Outstanding Quality Award', bestowed
b y N C Q M , w h i c h w a s p r e s e n t e d b y
Mr. R. Venkataraman, Former President of India.
The 'Ambassador for Quality in India' Award, of the
American Society for Quality Control. This was
presented by the U.S. Consul General.
IMC's 'Juran Quality Medal'. This was presented by
the Prime Minister of India.
D. L. Shah Trust has published a number of books on
Quality, Productivity & ISO Standards on Quality,
and has distributed them free-of-charge to
organizations, institutions and professionals.
D. L. Shah Trust has instituted National Awards on
Quality in association with the Quality Council of
India since 2006 known as the QCI-D.L. Shah Award
on Economics of Quality. The First award in 2006 was
given to the winners by the then Hon'able
Rashtrapati of India Dr. Abul Kalam. The Award
ceremony is held in Delhi every year and these
awards now known as the QCI - D.L. Shah Quality
Award are handed over to the winners by VVIPs in
the country in a Quality Conclave which is attended
by over 700 to 800 Quality professionals.
Polish trade.
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Recently the trust, in collaboration with QCI, has
sponsored the printing of a book - Quality Best
Practices - Selected QCI - D.L. Shah National
Quality Award Winning case studies. These
books are priced at Rs. 300/- each and are available
at the Trust office and at QCI office.
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� He donated all his life's earnings to the D. L. Shah
Trust that he founded in order to continue his
mission for better India in all walks of life.
D. L. SHAH TRUST FOR APPLIED
SCIENCE, TECHNOLOGY, ARTS & PHILOSOPHYWebsite – Email –www.dlshahtrust.org [email protected]
January - March 2016 : 2 : Quality: Business Excellence through TQM & TPM
“A hundred times every day, I remind myself that myinner and outer life depended on the labours of othermen, living and dead, and that I must exert myself inorder to give in the same measure as I have received andam still receiving”.
Albert Einstein
DAHYABHAI LALLU BHAI SHAH
D. L. SHAH
TRUSTFOR APPLIED SCIENCE, TECHNOLOGY,
ARTS & PHILOSOPHY
The trust has setup the D.L . Shah Quality Research
Centre, in association with Quality Council of India, in
New Delhi which has become operational since March
2013. It is perhaps, the first research centre in the country
on the subject of quality. The Trustees have guided and
instructed the Research Centre to currently concentrate
on the Quality of Primary Healthcare and Primary
Education, for which competent personnel have been
recruited.
The present Trustees of the D. L. Shah Trust are :
Mr. H. K. Taneja – Former Chief Executive of 'Indian
Register of Shipping'.
Mr. Rohan Shah – An eminent advocate, Sr. Partner
of Economic Law Practice.
Mr. Gautam Doshi – Group Managing Director of
'Reliance Anil Dhirubhai Ambani' Group.
Mr. S. M. Pathania – Former Director – General of
Police, Maharashtra State.
Mr. K. K. Nohria – Former Chairman & MD of
Crompton Greaves Ltd.
To be known as the leading NGO to promote and
propagate the ideas and visions of Late Mr. D L Shah,
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The trust's mission is
Founder D L Shah Trust for Applied Sciences,
Technology, Arts and Philosophy by introducing
systems, methods, mechanisms and practices to better
the over- all Quality of life in INDIA.
To promote research and other activities related to
the preservation, protection and improvement of the
ecology and environment.
To promote and foster the movement of Quality
consciousness & Quality awareness as regards
products & services provided in India.
To promote the development & use of environment
friendly industry process and water management
techniques.
To promote research & development as to safety
measures and practices followed in industrial
concerns.
To work towards the introduction of systems,
methods, mechanisms and practices to the
betterment of the over-all Quality of life in India.
To make Quality of dealings & business ethics to
inspire
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confidence and faith among all public.
To make “Made in India” label synonymous with
“Quality of Excellence”.
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Its objectives in brief are:
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Continued from Pg No.1 President’s Page
2.2 While they outsource processes like procurement,logistics, warehousing, distribution etc. two processesare never outsourced by any of them.
They are
(a) Understanding exact requirements of customers andtranslating them into engineering specifications and
(b) designing the product or service with added feature byintegrating reliability, safety, maintainability and userfriendliness.
2.3 Each adopted cross industry benchmarking for bestpractices, then they went for next best practices andfinally went for global benchmarking.
3. Next two categories namely “Nature and Scope ofKnowledge” and “Statistical Approach towardsVariability reduction” having 2 out of 14 BP points each,brought focus on extensive training at various levelsparticularly for grass root level of people and made themequipment/process competent.
3.1 Enhanced skills of employees and improved processcapabilities prior to empowering them. In fact DMAICapproach in Six Sigma followed by PDCA Cyclesapproach helped them in reducing variability on eachprocess as well as product CTQs (Critical to Quality).
3.2 Focused on “Processes”, carried out PFMEA (ProcessFailure Mode and Effect Analysis) and Poka –Yoke(Mistake –Proofing) most of the processes.
3.3 Each company exhibits: Customer Centricity”, possessesgreat “Visionary Leadership” as well as high degree of“Executive Leadership”. They work with the theme“Excellence is the journey, Perfection is the destination”.
3.4 Institutionalizing Lean Six Sigma they are able to makebetter quality products at a competitive rate and achieve ontime in full (OTIF) delivery.
In fact TQM policy in one of award winning companies was“To provide right quality products & services to customers atright price, at right quantity and at right time” which theyreckoned as 4R's of TQM.
B. Banerjee
January - March 2016 Quality: Business Excellence through TQM & TPM
Lecture Proceedings
Seventh D. L. Shah Memorial Lecture was held on February 27, 2016 at Hall of Harmony, Nehru Centre,Worli Mumbai.
Mr. B.Banerjee, President, NCQM welcomed the guests and dignitaries who included, among others, learnedspeakers Mr. K.G.Shenoy & Mr. R.Chatterjee of M&M. Mr. H.K.Taneja –Trustee of D.L.Shah Trust (DLST),Mr. Khushroo Khambata-CEO of DLST, Shri Mahesh . V. Gandhi & Dr. H.M.Mehta , Trustees of NCQM.
Mr. H.K.Taneja gave an update on D.L.Shah Trust for Applied Science, Technology, Arts & Philosophy andits activities.
Mr. B.Banerjee , President of NCQM gave an update of NCQM's activities & achievements over past 26years. Then he briefly introduced the speakers as their CV was already there in the invitation letter itself.
To start with Mr. Raja Chatterjee talked about processes & products of M & M's Tractor & Farm equipmentdivision and their Deming journey towards Business Excellence. He highlighted the need for high levelcommitment & involvement of Top Management to set business objectives & strategies which are key to“Vision Achievement”. He emphasized their relentless pursuit of TQM towards enhancing employeecapability and thereby ensuring “Sustenance”.
In this journey M & M took assistance from several well known Japanese Gurus like Dr. Washio & Dr.Yamadawhich helped them to acquire DemingApplication Prize first and then Japan Quality Medal (presently knownas Japan Grand Prize) in not only at their Kandivali Tractor division but also to its other affiliates such asSwaraj (Punjab Tractors) and Mahindra Powerol.
Mr. K. G. Shenoy traced history of M & M's TPM journey till its “kick off” on 11 November 2006 andproudly announced their receipt of Level III TPM ExcellenceAward in January 2016.
Towards “Customer Centricity”, he stressed Farm Tech's vision aswhich he felt is the correct route to an organization's World Class journey. He narrated 5 steps such as“Operational Excellence”, “Supply Chain Excellence” , “ Improvement through Lean towards Sustenance”etc , each step requiring 3 years. He further added that “Cultural change” is needed to succeed in
like automated material handling, making over 70% operations “Mistake Proof orPoka –Yoke” etc.
Towards TPM journey they now intend going for “Advanced Special Award” and move towards.
Their lectures were followed by lively Question-Answer session.
130 plus professionals from over 45 organizations attended this prestigious event.
Details of their lectures are subsequently brought out.
Mr. H.K.Taneja presented silver plaque to each speaker as a gesture of appreciation to them.
Mr. Santosh Khadagade, Hon. Secretary of NCQM proposed vote of thanks to all concerned who made this
prestigious event a grand success.
The evening concluded with a social meet over high tea.
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“Work towards customers' prosperity”
“Themebased innovations”
“Smart”factory through “Digitization”
7 D. L. SHAH MEMORIAL LECTURETH
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Past, Present and Future of Mahindra & Mahindra's Deming journey by
Mr.K.G.Shenoy, Sr.VP-Mfg., SCM & CME and Mr. R. Chatterjee, Sr. GM, (B.E.)
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Mr. Rajdeepak Chatterjee delivering the Lecture
Few Snap Shots of the Memorable Event
Mr. H. K. Taneja, Trustee & Mr. K. Khambata, CEO of D. L. Shah Trustgarlanding Late Shri D. L. Shah’s photo
Mr. K. G. Shenoy delivering the Lecture A section of the Audience listeningto the speaker with rapt attention
Mr. B. Banerjee, President, NCQM presenting welcome Lucky Treeto speaker Mr. Rajdeepak Chatterjee
Mr. B. Banerjee, President, NCQM presenting welcome Lucky Treeto speaker Mr. K. G. Shenoy
Mr. B. Banerjee, President, NCQMintroducing the speakers
Mr. H. K. Taneja, Trustee of D. L. Shah Trust giving an updateon Late Shri D. L. Shah and the Trust
: 5 :January - March 2016 Quality: Business Excellence through TQM & TPM
Presentation by Team LeaderBEQET 2015 1st prize winner
Mr. C. V. Gopalakrishnan Mr. Santosh Khadagade, Hon. Secretary, NCQMproposing vote of thanks
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Question-Answer session in progress
Question-Answer session in progressAnother section of engrossed audience
Mr. H. K. Taneja, Trustee of D L Shah Trustpresenting Memento to speaker Mr. Shenoy
Mr. Mahesh V. Gandhi, Trustee of NCQMpresenting Memento to speaker Mr. Chatterjee
Mr. Mahesh V. Gandhi explaining details regarding BEQET Award whichin memory of his father Late Shri Vadilal Gandhiwas introduced
January - March 2016 Quality: Business Excellence through TQM & TPM
1. Plan for the sessions
2. M & M's BE journey through Deming route using
TQM approach
2.1Brief history of the company
2.2Certain startling facts
2.3 Milestones of M&M’s Deming journey
The topic was broken up in two parts. First part on M & M's
achievement of Business Excellence through Deming journey
using TQM route. This part was handled by Mr. Raja Chatterjee.
The second part on sustainability through TPM and future plans
was highlighted by Mr. K. G. Shenoy. Both of them participated
in lively question-answer session which followed their
educative, innovative and inspiring presentations.
M&M was formed in 1945 with automobile business and today
it is a most trusted company in India with a work force of over
200000 globally and a presence in over 100 countries with a
diverse portfolio of Aircraft to Automobiles and Hospitality to
Home Finance. The core values of M&M include Good
Corporate Citizenship, Professionalism, Customer First, Quality
focus and Dignity of the Individuals.
M&M is No. 1 for Tractor in terms of volume, highest
domestic market share over 30 years
Mahindra tractors is spread over more than 40 countries,
enduring partnership with Mitsubishi, TYM, Yueda
Yanchang, and Huanghai etc. and a very strong presence in
USA.
It has India's most advanced tractor R&D facility in Chennai;
developing technologically advanced tractors for domestic as
well as overseas customers.
World's first and only tractor manufacturer to win the
prestigious Deming Application Prize and Deming Grand
Prize formerly known as Japan Quality Medal.
Head quarters in Mumbai with a sales network of over 1500+
and service network of over 1800+
1963: Formation of International Tractor Company of India
Ltd
1953: Achieved leadership position in Indian tractor market.
1994: Autonomous sector of M&M- Farm Division (FES)
Subsidiary company Mahindra USA (MUSA) formed
1997: The Vision of Global Leadership conceived
2003: Won the Deming Application Prize
2004: Entry in China- JV established (MCTCL)
2007: Won the Japan Quality Medal (Now named as Deming
Grand Prize)
2008: JV with Yancheng Tractor Company China
2009: M&M the no.1 tractor company in the world by volume.
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2.4 Vision, Mission and Goals
“Become
World's largest tractor company by 2009”.
2.5 TQM Way-Path to Vision
2.6 Unique TQM activities
2.7 Why Deming Prize
Sharper definition of vision enunciated in 2005 was
Immediate
Mission was to have more Mahindra brand tractors to be sold
around the world compared to any other single brand of tractors.
Key goals set in 2005 for 2009 : Volume No.1, CSI No.1, High
ESI, ROCE at Benchmark Level.
TQM model comprised five pillars as Standardization, Policy
Deployment, Daily Work Management, PDCA and Kaizen with
Total Employee Involvement.
Establishment of TQM at M&M went through the following five
phases :
1990- 1994: Introduction Phase: Improve Quality of Products
1995- 1999: Promotion Phase: Improve Quality of Processes
2000- 2003: Development Phase: Improve Quality of
Management
2004- 2007: Consolidation Phase: To achieve Vision
2008 onwards: Post JQM Phase: To achieve Vision and
Excellence everywhere
Towards achievement of vision, unique TQM activities were as
follows :
Quality Assurance System- End to end Quality Chain
Improving M&M Sales System (MSS) an unique Activity
for market growth
Building an emotional bond with the customer-
CSO to be no.1
Strengthening New Product Development Process -
Block Buster Products
Manufacturing Excellence through Total Productive
Maintenance
Employee Development and Involvement
Further Strengthening focus on Overseas Business
Corporate Social Responsibility Budget 1% of PAT
Coupled with top management Involvement and continuous
communication
This route was to build M&M's existing quality improvement
initiatives, encourage organization to achieve “global level”
recognition, institutionalize proven best TQM practices in the
organization and finally realization of vision through top
management involvement.
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Past, Present and Future of M & M’s Deming Journey
Key note Speakers : Mr. Rajdeepak (Raja) Chatterjee, Sr. GM, Business Excellence (BE) and
Mr. K. G. Shenoy, Sr. VP, Manufacturing , SCM and CME
of Mahindra & Mahindra's (M & M), Tractor & Farm Mechanisation Business (TFMB)
: 7 :January - March 2016 Quality: Business Excellence through TQM & TPM
2.8 Benefits of Deming Prizes
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2.9 Extension of Deming Journey to Swaraj Tractor
2.10 Extension of Deming Journey to “Powerol”
2.11 Key learning from this excellence journey
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Improved quality, development of new products, reduced
costs and started Engine business.
Led to retain market leadership, sustained and increased
market share, helped to maintain profitability.
M & M's tractor business ranking in 1997 became in
2003. Excellence journey continued.
Most importantly Deming Prize helped M & M to survive
the 2002 crisis.
Being encouraged with the success of Deming route through
TQM at M & M's TFMB at Kandivli, the excellence journey was
extended to “Swaraj” tractors which was known as Punjab
Tractors Ltd., (PTL) till 2000. In 2007, M & M, acquisitioned
PTLas its top management decided to regain its past glory.
Historical background of Swaraj Tractors is tracked below :
1970: Punjab Tractors Ltd (PTL) established by Punjab Govt.
1974: First Indigenous Tractor –724 introduced
2000: PTL(Swaraj) became Indian Blue Chip Company
2007: Acquisition by M&M Ltd (Majority stake)
2007: Vision Formulated & TQM journey initiated
2009: Company merged with M&M & became M&M Swaraj
Division
2011: Swaraj achieved highest CSI in tractor industry
2012: Won Deming Prize from JUSE and TPM Excellence
Award from JIPM
2013: Rolled out 1 Millionth Tractor
2014: Won TPM ConsistenceAward from JIPM
Deming journey benefit was spectacular. Swaraj which was
No.5 in 2002 presently holds No.2 position It cleared 2015
Deming surveillance assessment of JUSE. The assessors were
very appreciative of the company’s higher maturity in TQM
activities, implementation and results.
The unprecedented drop in tractor business in 2002 led to
inception of Mahindra's Powerol business. Deming journey got
extended here also. Some of the breakthrough improvements
achieved by Powerol after winning Deming Prize in 2014 are:
Quality improvement & Customer Centricity:
Customer quality No.1 in CSI
Schedule adherence : As high as 98%
Employee involvement : 75% improvement in
number of Kaizen done per employee, Zero FSI, ESI-84
(amongst top 3 in AFS)
Market share : 30% improvement in Telecom MS / and
No. 1 in Telecom Segment.
Top management Leadership, belief and commitment;
systematic strategies & objectives to achieve vision Alignment
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of individuals roles with business priorities, Thorough
understanding of customers & their requirements, Strong
Quality Management systems, TEI: High skill, morale and
kaizen; Companywide use of TQM practices ent;, Thus leading
from Customer Satisfaction to Customer Delight.
TQM experts from all over the world visited FES for a study on
“Best Practices”
Principles & practices of TQM continues at M & M from Market
Leadership to Sustained Profitable Leadership to Global
Leadership with a Vision of becoming a
M & M started the process of TPM in the year 2006
Shri Gautam Natekar did the kick off on 11 November 2006.
The TPM Vision was that M & M's customers must prosper
which will automatically bring prosperity to M & M
Towards sustainability through TPM, M & M adopted the
following five steps TPM process spending 3 years for each step.
Step 1: 2006-10 : Operational Excellence
(TPM Excellence Award in 2010)
Step 2: 2011- 2012: Sustain &Improve Operational Excellence
Acquired TPM ConsistencyAward in 2012.
Step 3: 2013-15: Supply Chain Excellence
(TPM SpecialAward)
Step 4: Total Profit Management
(Advanced TPM SpecialAward)
Step 5: World Class Company ( World Class TPM achievement)
Majority of improvements showed 90% and above
During TQM ExcellenceAward the first journey focused on zero
accident, zero breakdown, zero defect zero setup time My
machine- “I will maintain” is the motto for the operator.
Activities were oriented to eliminate and prevent constraints and
losses which impede total cash flow in the entire manufacturing
flow:
Sustained the achievement - aligned to the organization to TPM
thinking
Initiatives aimed to achieve – in defects,
breakdown, safety & losses
2.12 Promoting TQM beyond
“World Class
Company”
3. Sustainability through TQM and Future Plans
3.1 Start of TPM at M & M
3.2 Five step TQM process
These significant results were achieved in first phase itself.
In the second phase developed Organization wide TPM
policy
Phase 3 Journey focused on TPM ConsistencyAward:
To start with the scope of TPM initiative was broadened.
“Absolute zero”
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Results could be seen immediately. Examples are:
Significant improvement in all PQCDSM (productivity
quality, cost, delivery, safety and morale) parameters
Phase 4 Journey concentrated TPM Special Award
3.3 Lean Manufacturing
3.4 Theme based innovations for Lean
Machine to tell when unwell.
This is an M & M's own patented technology.
3.5 Results achieved through TPM Special Award
Note: These Significant improvement in all PQCDSM
parameters & hence won the prestigious Special Award for
Farms Division.
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No. of breakdown on A category machines : 98% reduction
No. of breakdown of all machines : 87% reduction
Rework of machined components: 84% reduction
Total Inventory in days: 40% reduction
Reportable accidents in numbers: 45% reduction
Kaizen per team in numbers: 100% improvement
Total loss Cost: 28% reduction
It encompassed entire Business Chain Approach towards
TPM Special Award:
End to end Supply Chain
Suppliers: Compact TPM for identified suppliers
Manufacturing: Strengthening through existing pillars
Dealers: Initiative of Symphony II
Lean Management system across the product flow
& New Product development and sustainability
Lean is a process of eliminating wastes by creating Value:
There are several Lean tools
VSM (Value Stream mapping) is at the base of Lean
Tag lines for its functional coverages were as follows:
Planned Maintenance :
Kobetsu Kaizen:
- Much more with much less
- Man less machine shopSafety, health & environment: Safety at Mahindra
Supply Chain Management :
- Automated material handling
- Kitting in Assembly area
- Auto declaration of complete line
Sustainability : Save power, be Stronger
Single digit field quality RPH sustained
Defects reported at dealers end: 85% improvement
Logistic cost: 32% reduction
Manufacturing Conversion Cost: 22% reduction
Availability of tractor at dealership: 90% within 24 hrs
Supplier to stock yard lead time: 45% reduction
Zero accidents since 100+ days
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4. Future plans
“Smart factory through
digitization”
4.1 Materials Management & Logistics
4.2Equipment Management
4.3Quality Management
4.4 Resource Management
4.5 Creative TPM Award
Digitalization
M&M will in 2 years possibly win Advanced Special Award.
i.e. Creative TPM
Most of them are confidential. Hence not detained here. Broad
focus is to convert M & M into a
. In manufacturing it will encompass.
Auto planning through APO
Auto creation of production plan
Auto scheduling of vehicles
Real time tracking of vehicles for travel time & location
Auto freight bill passing
TEM: Time Based Monitoring
CBM: Condition based monitoring
Machine to tell when unwell
Real time MTBF & MTTR measurement & Analysis
No fault forward/ Error proofing
Genealogy
Real time quality data & analysis from shop floor,
assemblers and dealers
Optimization of manpower
Group leader concept
Lean Parameters
Safety/ Poka Yoke
Sustainability
Paperless shop floor
Energy and water consumption
will involve as soon as the operators enters the
plant and punches, computer will tell him where to go and he will
have to go to that machine and again punch card for the machine
to start.
Similarly as and when a customer enters order, the system will
allocate orders to suppliers, work to the operators.
The futuristic organization will not be with plant heads but more
on materials management head, Quality management head etc
who will plan and execute both at central level as well as plant
level functioning.
Tomorrow office will be more like a control room and virtual
room.
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Compiled by Mr. B. Banerjee
: 9 :January - March 2016 Quality: Business Excellence through TQM & TPM
First Prize winner :The South Indian Education Society,
Nerul, Navi Mumbai
“Reduce Electricity Costs”
Team Leader: Mr. C. V. Gopalakrishnan
Team Members:
Mr. D. Senthilkumar
Mr. S. Gopalakrishnan
This case demonstrates effects of passionate leadership and
innovative approach towards continuous improvement
undertaken to reduce electricity costs. Most of the
improvement efforts involve performance of what is called as
Small Group Activities (SGA), wherein small groups drawn
from related departments are made to work together during a
stipulated time through PDCA based improvement
methodology. The group made use of various productivity and
quality improvement tools & techniques like Theory of
constraints, Pareto analysis, GEMBA and PDCA. The group
also gets involved in implementation of solutions derived by
them. One of such SGA activities has been documented in this
case study.
Our efforts have been recognised by National Centre for
Quality Management and we have been awarded the First prize
in 10 BEST EDUCATIONAL QUALITY ENHANCEMENT
(BEQET) PRESIDENTAWARD 2015.
The South Indian Education Society (SIES) is one of the oldest
educational societies in Mumbai and was pioneered in year
1932.What started with a strength of six students has now
become a conglomerate of various institutions with nearly
25000 students under its wing. SIES has established a high
school, science & commerce colleges with academic and other
institutions of higher learning.
This includes establishments of Centre for Excellence in
Management Research & Development (CEMRD), SIES
School of Packaging, SIES Indian Institute of Environment
Management Graduate School of Technology (an Engineering
Ins t i tu te ) , S IES Senior ' s home and SIES Sr i
Chandrasekarendra Saraswathi Veda Vidya Pitha are the latest
initiatives of SIES. Education blends with tradition at SIES,
which in turn reflects on individual and personal growth. This
has achieved through the foresight, wisdom and dedication of
the founders with strong emphasis on high standards of
academic, professional and societal performance. Our
institutions are located at Sion (East), Sion (West), Matunga
and Nerul.
Ms. Poornakala K. Kaushik
Mr. V. Perumal
Abstract
Introduction
th
Analysis of problemElectricity charges is one of the major expenditure for our
organisation and for the financial year 2014-15 we had spent
Rs 2,85,22,899/- on electricity alone . With a view to control
reduce electricity charges a team was constituted to study the
existing system and suggest ways & means to improve the
same. The values given below are in Rs Lacs.
The team analysed the electricity consumption for the specific
month and the report is as detailed below.
In order to achieve maximum impact we decided to study the
electric power consumption at Nerul which contributes to nearly
65-70% of total consumption.
On analysing the electricity bills of Nerul it was observed that the
power factor was observed to be 0.918 - 0.922 which was very low
and in the month of June 2015, we had paid penalty of Rs 62000/-
as the power factor was below 0.90.
2015 Best Educational Quality Enhancement Team (BEQET)Prize Winners Presentations
Competition held on January 30, 2016 at NCQM Learning Centre, Vikhroli, Mumbai
: 10 :
Repairs & MaintenancePrinting & StationeryElectricity ChargesAdvertisement & publicityLab consumablesHouse keeping & security
58
285
37 37
137
271
January - March 2016 Quality: Business Excellence through TQM & TPM
Electricity Consumption Centers
SIESInstitutions
MatungaHigh School
College Sion(East)
College Sion(West)
SIES (Nerul)
Summary of electricity consumptionper month
Institution
Matunga HighSchool
Sion eastNerul
Sion WestTotal
Units Consumed Amount %
17072
1726213788217872
190088
269,168
295,5341,634,385348,361
2,547,448
11
126414
Source:November Electricity billsImplementation of reduction in electricity charges startedat Nerul for maximum impact and to be applied elsewhere.
In addition to issue of power factor we had issue of meters
exceeding the contract demand thereby incurring the penalty for
over loads. It was also observed that in some meters the billing
demand was much lower compared to the contract demand.
We decided to enlist the services of two consultants to separately
evaluate the reason for such low power factor. We had already
installed adequate capacitor banks of capacity 300KVAR & 250
KVAR. The contractors were instructed to check each capacitor in
the bank and it was observed that in 250 KVAR all the capacitors
were defunct and in the 300KVAR the capacitors were okay but the
contactors had burnt off. In addition theoretical studies on the
design of the capacitors were undertaken with the help of our
Engineering College and based on their studies and
recommendation optimum capacitor requirement were derived.
The issue was elevated to the highest level in Management and
permission for investment for capacitors and contactors were
obtained in the month of August 2015. Approval were given to us
on 21/08/2015 and the consultant was asked to commence the job
immediately on an urgent basis and the same was completed within
a period of 15-20 days' time. In the month of September 2015 we
were able to improve the power factor to 0.98 resulting in incentive
of Rs 58697/-. Even after installing new capacitors and change of
contactors we were not reaching the desired power factor of unity
and the values were reaching only 0.98. Further technical
discussions were held with the consultants and it was decided to
install additional KVAR to compensate the reactive load of the
transformers. We had two transformers of capacity 1000KVA &
625 KVA.We had to take a shut down for both the transformers and
additional capacitors of 25KVAR rating were serially connected to
the transformers. Eventually in the month of October 2015 we were
able to obtain the power factor of unity and incentive of
Rs 154264/-.
Currently we are still getting the power factor of unity with manual
intervention of capacitor banks due to reduced load in the evening
and automation is still pending The reactive load of transformers
are still to be optimised and we have to undertake the load using
power analyser . This we propose to carry out when there is
maximum load on transformers and is scheduled in the month of
March 2016 after the vacations are over. Subsequent to the study
the optimum capacity of capacitors required for the transformers
will be calculated and same will be serially connected to the
transformers. We have spent a total of Rs 183339/- in this initiative.
We are scaling up the initiative of saving the electricity on the
demand side by reducing the utilisation during peak hours,
resetting the temperature of air conditioners to 25Deg C and other
proven measures. We are planning to hold a conference on
conservation of energy in the month of December 2016 to sell the
message of conservation of electricity across the institution and get
the support of all in the institutions and achieved the objective of
reduced electricity charges
Development of solutions
Installation of solar power
As a longer term measure to reduce power cost we have decided
to install a 100KWp solar power plant We started the project in
the month of November 2015 and the installation was
inaugurated on 12/01/2016 and currently generating 400 units
daily. We will be saving around Rs 16 Lacs annually on
electricity charges with this installation.
: 11 :January - March 2016 Quality: Business Excellence through TQM & TPM
1. Improvement in power factor in Matunga
Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16
1.02
1
0.98
0.96
0.94
0.92
0.9
0.88
0.86
0.920.93
0.92 0.92 0.92
0.98
1 1 1 1
Improvement in Power factor
Improvement in power factor
Consumer No. Parameter
Power factor
Incentive
Power factor
Incentive
Power factor
Incentive
Oct-15
2028.39
485.84
0
0.969
0.969
0.952
Nov-15
5493
750.81
996.98
0.985
0.99
0.961
202-030-153
202-000-206
202-020-083
Photograph of solar plant installed at SIES Nerul
3,000
2,500
2,000
1,500
1,000
500
0
0
2119.511435.55
0
1655.89
0
0
2036.3 2150.71
058.7
2228.18
154.26
2420.74
1634.38
104.16 99
1546.92
90
Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16
Analysis of electricity charges
Bill Value Rs 000’s Incentive in 000’s
1405
Weekly report of electricity generated through solar power
Balancing of loads
In addition to issue of power factor and we had issue of meters
exceeding the contract demand thereby incurring the penalty
for over load. We have to study the existing loading pattern and
availability of capacity in other meters and increase capacity of
fuses, contactors etc. Currently we have balanced the loads in
all meters and we hope to realise the benefits effective
December which will reflect in the Feb 2016 bill.
Extra KVAavailable from existing supply
Reduction in voltage drop in long enables
Reduced heating of cables & electrical component
Intangible Benefits
Reduction in power Consumption - Improved energy efficiency
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Sustainability
Bench Marking
Continued benefits will be reaped from implementation of the
solutions across all the Campuses
Continuously monitored by the Central Improvement team
Cleaning of PV modules carried for improved efficiency
Automate loading of capacitor banks
Annual Maintenance Contract given for inspection of all the
control panels and maintenance carried out once in 6 months
Savings to be utilized for further expansions.
Better environment by using solar energy
We had made a study of management of electricity by other
educational institutions within Mumbai and our report is as
follows.
Awards and recognition
Our efforts have been recognised by National Centre for
Quality Management and we have been awarded the First prize
in 10 BEST EDUCATIONAL QUALITY ENHANCEMENT
(BEQET) PRESIDENT AWARD 2015. The management of
our institution have appreciated our efforts and issued us an
appreciation letter.
th
: 12 :
Factors SIES College 1 College 2
Month Jan-16 Jan-16 Dec-15
Power factor 0.999 1 99.4
Units 125901 7448 153984
January - March 2016 Quality: Business Excellence through TQM & TPM
Sensor Card/Box (#1)
Irradiation [kWh/m ]2
Energy [kWh]
Total system
100800 Wp
Inv No. 1-34.2kWp (#1)
34200 Wp
Inv No. 2-34.2kWp (#1)
34200 Wp
Inv No. 3-33.3kWp (#1)
32400 Wp
kWh/m2
kWh kWh kWh kWhDate
15.02.2016
16.02.2016
17.02.2016
18.02.2016
19.02.2016
20.02.2016
21.02.2016
4.6091
4.3316
4.5270
4.7194
4.4827
4.0246
4.3902
428.5024
402.6603
418.7321
428.2792
406.7496
375.5367
397.4400
2,857.9003
148.9980
140.1321
145.5401
149.3346
142.0380
134.8812
147.5131
1,008.4370
150.8119
141.9258
146.5470
151.8962
144.0494
128.4678
143.7608
1,007.4588
128.6925
120.6024
126.6450
127.0483
120.6622
112.1877
106.1662
842.0045
Conclusions
Tangible benefits for the year 2015-16
Investment in Payback period Savings in Rs
Rs
174723
12616
6,600,000
2 months
1 month
6 years
750,000
88,000
280000
1,118,000
Action
Improvement in
power factor
Balancing of
loadsInstallation of
solar power
Total
Photograph of load changed one meter to another one
BEQET 1st Prize Winner Team with NCQM dignitaries
Second Prize winner :Dr. B. M. N. College of Home Science,
Matunga, Mumbai
SRISHTEE
Erase E-Waste
(Social Responsible Indians Saving
Hazardous Technological Effects on Environment):
Team : Mr. Nitin Pawar
Dr. Shilpa Charankar Ms. Milina Pareira
Mr. Shahajahan Khan Mrs. Sharada Sirsilla
Mrs. Usha Kumar Ms. Shilpa Surulkar
Mr.Abdul Rahman Ms. Neetu Singhi
In spite of the introduction of the EVS (Environmental
Science) course by S.N.D.T. Women's University, the
Students' academic presentations revealed the following
points:-
Astounding data on environmental hazards in Air, Soil
and Water
Callous attitude among students regarding
environmental concerns
Harmful Effects on health due to lack of awareness and
social negligence
Effects on Bio-diversity
Alarming data on the role of Electronic waste and its
effects on the Environment.
Leader
Team Members:
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This paper includes the report of the project '
which was carried out on 305 students
(FYBCA, SYCBCA and TYBCA) from the Department of
ComputerApplication from November 2014 - January 2016.
This project report shows how the Department of Computer
Application (B.C.A.) started with an aim of making students
aware of their role and responsibility towards the society.
With the intention of instilling a moral responsibility, the
Department implemented the project titled as
ocially esponsible ndians aving azardous
echnological ffects on nvironment A deeper interest
was created which in turn brought in a great sense of social
accountability. Different strategies were used like an
e-Questionnaire survey was conducted to find out
SRISHTEE:
Erase E-Waste'
SRISHTEE
(S R I S H
T E E ).
The mission of Dr. B.M.N. College of Home Science is 'To
impart quality education to women and enable them to
become independent and competent, thereby benefiting our
society and country at large’. Keeping this goal in mind the
Department of Bachelor of Computer Applications has
initiated a number of steps.
students' awareness, knowledge and concern regarding
E-Waste Management (3R's:- Reduce, Reuse, Recycle).
The data from the feedback displayed both a lack of
knowledge and even worse a lack of concern towards
E-Waste Management. Based on these findings, strategic
activities revolving around spreading awareness was
planned and scheduled throughout the project period. These
were carefully monitored and analyzed. The results were
extremely satisfactory as showing a rise:
Awareness-87.54%
Reduce-69.18%
Reuse-45.90%
Recycle-79.67%
E-waste collection Drive (155Kg. to 630 Kg.)-406.45%
Participation in E-Waste Drive-89.93%.
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: 13 :January - March 2016 Quality: Business Excellence through TQM & TPM
BEQET 2nd Prize winner Team receiving trophy & certificatefrom Mr. K. Khambata, CEO of D. L. Shah Trust
BEQET 2nd prize winner team at the time of competitionday Jan 30, 2016 with three Judges andNCQM’s Governing Board Members
Third Prize winner :
Shri M D Shah Mahila College of Arts &
Commerce, Malad, Mumbai
ASTITVA – A journey towards self-
actualization
Team Leader
Team Members:
: Dr. Deepa Sharm
Ms. Geeta Patil Ms. ShubhaAcharya
Dr. Ranjana Mishra Ms. Vidyalaxmi Desai
The degree of confidence, called self-confidence, is the trust or
faith that one has in oneself and his/her abilities. Self-esteem is
the opinion one has of self and this
Self-confidence allows a person to have positive yet
realistic views of the self and the situations in which he/she is
involved. If he/she has self-confidence, typically the person
does not fear challenges, is able to stand up for what he/she
believes, and has the courage to admit one's limitations.
Shri M D Shah Mahila College ofArts & Commerce working in
the area of building competent and confident students to
become a significant part of mainstream society noticed a
drastic decline in the academic performance of students. With
an aim to support students towards overall development
keeping the primary focus as improvement in academics, a
team of teachers formed a Quality Circle to look for means to
eradicate this decline in academic performance.
The QC team used NGT to collect information on areas
impacting low academic performance. Following the NGT
scores, the team located the key area to be tapped to boost
overall performance of students. Most of these students were
first generation learners with illiterate parents. They possessed
some common drawbacks, some of which were -
Irregularity in attendance
Poor academic performance
Conservative thought process
Lack of opportunities
With this background information, the team identified 100
students who were interviewed and then enrolled into the
program. Thus was born “ASTITVA”, a project to lead students
towards self-actualization. Parent consent sessions were
organized at the start of the project, as the sessions were planned
for Sundays and public holidays. Parents were intimated in
regular intervals about their child's progress during the training
period. The select group of students were those who belonged to
socially and economically weak background. The training did
not include any academic sessions; rather it focused on
personality development, skill development and community
exposure. Sessions were conducted to impart computer literacy,
-
-
-
-
has a profound effect on
one's life.
learn performing arts like dramatics and dance, enhancing soft
skills, etc. These activities were intended to increase their
employability, language skills, public relations skills, and
understanding of entrepreneurship. Astitva thus aimed to
unleash self confidence amongst the students with poor
academic performance.
The focal point of the project was to give exposure to the
students about a world of opportunities lying within grasp. The
different mode of knowledge acquisition kindled students'
interest in the activities and enhanced their curiosity to collect
new information. Opportunities were created to involve them in
the CSR project initiated by Hotel Renaissance, Powai where
they experienced a three-day stay in a 5star hotel. They wrote,
directed and enacted street plays in the community nodal
centres. They celebrated festivals and cultural events with
gusto. They spoke in public events and hosted programs
themselves. They found themselves in the centre of
innumerable activities which they had never attempted or
thought themselves capable of being a part. The realization of
the wealth of potentiality within them helped them overcome
many disturbing factors in life which marred their academic
performance.
The project brought many tangible and intangible changes in
the students. Some success stories are -
Ms. Bhosale a student of this project was someone who had
enrolled in the college with 4 mark sheets. Today she is not
only a gold medallist in History but has gone ahead to take
up civil service by clearing MPSC exams.
Ms. Madhura is a radio jockey with OYE FM.
Ms. Bharati is pursuing higher studies and is also an
entrepreneur of a mobile beauty salon “Gojiri”.
The entire batch of 100 students passed their
College/University exams with high scores. Astitva project
gave 100 students a reason to believe in themselves and helped
them to create an identity for themselves.
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: 14 :January - March 2016 Quality: Business Excellence through TQM & TPM
BEQET 3rd Prize winner team receiving Trophy &certificate from Dr. H. M. Mehta, Trustee of NCQM
� Outline of the lecture�
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TQM – Organizational Performance Excellence
USA Baldrige Performance Excellence Program
Benefits
Framework of MBNQA (Malcom Baldrige National
Quality Award)1. Leadership2. Strategic Planning3. Customer Focus4. Measurement, Analysis, and Knowledge
Management5. Workforce Focus6. Operations Focus7. Results
� References
Quality in the 21 Centuryst
Guest Lecture by Dr. Manu K. Vora,held on March 19, 2016 at NCQM Learning Centre, Mumbai
: 15 :
PRO-TEC Coating Company (Baldrige Winner, Small
Business - 2007): Strategic Planning
Leadership …that Mysterious Talenthttp://www.youtube.com/watch?v=UDp87fxfXoM&featu
re=related (4.36 min)
January - March 2016 Quality: Business Excellence through TQM & TPM
: 16 :January - March 2016 Quality: Business Excellence through TQM & TPM
Strategic Planning Process
Strategic Objective / End
Determine Measures, Assign Owners,
Align with Strategic Initiatives/Way
Determine who reviews and at
what frequency
Collect and Validate Data
Communicate results report via SMS,
Compare to target
NoTarget
Met ? Yes
Gap Analysis
/ Action Plan
Revision
Improvement
Cycle
Daily, Weekly, Monthly, Quarterly, Annual Scorecard,
Reports and Responsive Ad Hoc Reporting
Pri
or y
ear p
erfo
rman
ce e
valu
atio
n ut
ilize
d as
an in
put i
nto
Str
ateg
ic p
lann
ing
proc
ess
and
as a
mea
sure
of e
ffec
tive
ness
ARDED : Measurement, Analysis, and Knowledge Management
• Ensures That Performance
Aligns and Supports
Strategy
• Ownership Assigned
• Basis for Fact-Based
Decision Making
Baldrige Winners – Multiple Awards(Major Transformations: 1988-2015 –> 110 winners)
References
•
Source: http://www.nist.gov/baldrige
Case study of no. of applicantsvs Leadtime in weeks for results
ASQQuality Press, Milwaukee, WI.Kotter J. P. (2012). Harvard BusinessSchool Press, Boston, MA.Lencioni, P. (2004). , Jossey-Bass,San Francisco, CA.
AT&T
BoeingCargill Corn Milling
Dana Corporation –MEDRADMESAMotorolaNorth Mississippi Health Services
Ritz CarltonSolectron CorporationTexas Nameplate Company, Inc.
Xerox –
Dr. Manu Vora is also Ishikawa Prize Winner
– 3 (1992 – Mfg; 1992 – Service; 1994 – Service)
• – 2 (1998 – Mfg.; 2003 – Service)• – 3 (1999 – Small Bus., 2005 – Mfg.,
2008 – Mfg.)• 2 (1996 – Service; 2000 – Mfg.)• – 2 (2003 – Mfg., 2010 – Mfg.)• – 2 (2006 – Small Bus., 2012 – Small Bus.)• – 2 (1988 – Mfg.; 2002 – Mfg.)• – 2 (2006 – HC; 2012 –
HC)• – 2 (1992 – Service; 1999 – Service)• – 2 (1991 – Mfg.; 1997 – Mfg.)• – 2 (1998 – Small Bus.;
2004 – Small Bus.)• 2 (1989 – Mfg.; 1997 – Service)
AT&T (1988). PIssue 1.1.
Baldrige Performance Excellence Program, (2015-2016). U.S.Department of Commerce, NIST, Gaithersburg, MD,
Collins, J. (2001).HarperCollins, New York, NY.
Goodman J., DePalma D., & Broetsmann S. (1996),“Maximizing the Value of Customer Feedback,”
, December .Kessler S. (1996). M
rocess Quality Management & ImprovementGuidelines,
Good to Great: Why Some Companies Makethe Leap .. and Others Don't,
ASQ QualityProgress
easuring and Managing Customer
http://www.nist.gov/baldrige
Satisfaction: Going for the Gold”,
Leading Change,
Death by Meeting
Contd...19
: 17 :January - March 2016 Quality: Business Excellence through TQM & TPM
: 18 :
Abstract
Introduction
Growth Enablers
Growth means getting bigger in profit, revenue, size or
resources or expanding market share with organizational
influence. However, more is needed to achieve
competitiveness. Competitiveness implies development or
getting better at the key purpose for an organization –
improvement that is differentiated or delivery of truly attractive
quality. Adapting quality according to changing business
environment will bring fruitful results. Organization has to
develop agility, resilience and value added actions. In a
changing business environment, quality discipline must remain
relevant and prove value to achieve growth and be ahead of the
competitors.
The first objective of organization is to survive followed by
other key objectives to sustain, grow and be the best. Precious
resources have to be preserved and use these resources
effectively and efficiently to achieve business objectives.
Organizational resources include human capital, skills,
education level, training, equipment, material, etc. Growth
requires joint efforts and team work between design,
development, manufacturing, marketing and sales teams.
After sale service and care will take care of the competitors.
Above all, inspiring leadership and human skills management
will play critical roles in achieving growth and competitiveness
Successful organizations pay attention to production, quality,
cost, delivery, environmental impact, safety, service,
inspiration and motivation to make profit, grow the business
and be ahead of competition. Technological companies such as
Apple, Google, Facebook, Lenovo, etc. are considered growth
companies. Utility companies such as electrical and water
supply, etc. are considered mature companies with little or no
growth. Competitive companies are Coke, Pepsi, General
Motors, Ford, Toyota, Nike, Reebok, etc. Conglomerates such
as Hitachi, GE, General Mills, etc. are multi-industry and
multi-national companies.
Organizations have to face number of forces and challenges for
growth and sustain. These forces and challenges include global
business responsibility, increased consumer awareness,
increased rate of change, workforce of future, aging
population, innovation, value creation activities, changes in
quality practices, social responsibility, diversity in work force,
new and distant suppliers, virtual organization, digital
operation, emerging technologies, global acquisition and
mergers, changing business environment, etc.
Growth includes the act or process or a manner of growing a
business. Growth companies find innovative ways to introduce
concepts, methods and approaches for efficient operations.
Growth enablers include:
Management leaders with proactive and positive mindset
Creating customer centric action oriented strategy
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Taking advantage of developing economy
Effective way to implement and deploy strategy Value
added processes, operations and products
Work on areas of improvements
Use SWOT (Strength, Weakness, Opportunity, Threat)
techniques to create awareness, increase understanding
and identify areas for improvement
1) Introducing new products with new feed and speed
2) Expanding market in other geographical segments
3) Building, defending and dominating market share ingeographical areas
4) Attracting new socio demographic segments
5) Maximizing profit and minimizing risk through sellingof existing product in new market
6) Developing new core services
7) Acquisitions and mergers in segments of low growth
8) Partnership and collaboration with other companies
9) Delighting customers to make them loyal customers
10) Retain and increase customer base with innovativeapproaches
11) Joint venture with other companies
12) Diversify business
13) Integrate business or operations
14) Using alternative channels to sale products and services(ex: Online, Retail Store, Rental vs. Sale, etc.
Competitiveness pertains to the ability and performance of afirm in relation to the ability and performance of other firms.Competitive organization has strong desire to succeed.Competitive organization has a significant amount of value addability to offer products and services that excel in all aspects.To be competitive, organization has to control the cost andactively drive down. Enablers to strengthen competitivenessinclude:
1) Creating innovative products and services – creating rare
and inimitable products and services
2) Creating Agile organization - Developing capabilities
faster and better than competitors to identify, assess and act
on opportunities or potential threats
3) Creating resilient organization by developing capability to
withstand stress or developing robust organization to reach
higher level with continuous improvements, or creating an
enduring organization to withstand shock or major
disruptions in order to return to a normal state of stability
quickly than the competitors.
4) Being quick in finding alternative solutions to recover
quickly from unexpected, unpredictable natural or other
disaster events
Growth Strategy should revolve around
Competitiveness Enablers
January - March 2016 Quality: Business Excellence through TQM & TPM
Enablers to Growth & CompetitivenessGuest Lecture by Mr. Navin S. Dedhia,
Chairman of NCQM's International Committee
held on February 6, 2016 at NCQM Learning Centre, Vikhroli, Mumbai
: 19 :
Continued from Pg No.17Quality in the 21st Century
Lencioni, P. (2002). ,Jossey-Bass, San Francisco, CA.Rath, Tom (2007), Gallup Press,New York, NY.Nelson, B. (1997),Workman Publishing, NewYork, NY.Nelson, B. (1994),Workman Publishing, NewYork, NY.Vora, Manu K. (2015). “7 Steps to Link QualityManagement toYour Supply Chain”, Supply ChainManagement Review, pp. 44-51, July/August.Vora, M. K. (2013). “Business Excellence throughSustainable Change Management”, Viewpoint Article,The TQM Journal, Vol. 25, No. 6, pp. 625-640. Octoberissue.Vora, M. K. (2005). “Managing Human Capital” chapterin P. 471-500,McGraw-Hill, NewYork, NY.Vora M. K., Harthun S. & Kingen R. (1993). “ASQCCertification Committee Practices What It Preaches”,Quality Progress, pp. 99-103, November issue.
The Five Dysfunctions of a Team
Strengths Finder 2.0,
1001 Ways to Energize Employees,
1001 Ways to Reward Employees,
Six Sigma for Transactions and Service,
TQM Lessons to RememberAMA:
AbilityMotivationAttitude
II. 3Hs:HeartHeadHands
III. Leadership
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determines what you are of doingdetermines it
determines it
– Emotions– Ideas and Logic
– Implementation
Leadership is all about andrdinary people to do extraordinary things.
(3.24 min)
capablehow you do
how well you do
(a Catalyst of Change):Influencing, Igniting,
Inspiring o
Change is Good..… You Go First
http://www.youtube.com/watch?v=jwxrsngEJDw&feature=rela
ted
January - March 2016 Quality: Business Excellence through TQM & TPM
5) Being ready to harness powers of new technology
6) Using lessons learned from previous projects to improve
approach and responsiveness
7) Being adaptable to environment
8) Creating a learning organization to find an unique solution
9) Using principles of Rethink, Reinvent, Reengineer or
Redesign
10) Retaining and recruiting talented and skillful personnel
11) Making good better and making better the best
Dynamic and innovative organization can achieve growth and
competitiveness easily. Innovation and not imitation is an
answer to growth and competitiveness. Out of box thinking
will help to achieve goals or continuously innovating value add
and unique products and services. Unfair business practices,
not responding to challenges and opportunities, bureaucratic
operation and lack of support and team spirit will be hindering
growth and competitiveness. Prevention oriented, sustainable,
continuous improvement approaches in all kinds of activities
will help in growth and competitiveness. The four R's namely
1) Remove bureaucracy, 2) Revise rules, 3) Relax controls and
4) Release are important for any organization to move forward.
Management has to set rules for right vision, policy and
guidance to the organization. Management must have a
passion to win and ambition to achieve desired goals and
objectives. Aim has to be to move forward to soar to new
heights and staying ahead of the game. Continuously growing
in future with same vigor, excitement and enthusiasm will be
winning factors.
Navin S. Dedhia, of San Jose, California, USA, is a retired
quality management consultant, having worked at IBM's
facilities in E. Fishkill, N. Y. and San Jose, CA for 35 years and
Hitachi Global Storage Technologies, Inc. for 3 years. He is a
former National Director of the American Society for Quality
(ASQ) and Fellow of ASQ as well as recipient of the ASQ
Distinguished Service Medal, the E. Jack Lancaster Medal,
among a number of other ASQ roles and awards. He is a
member of the International Academy for Quality (IAQ).
Mr. Dedhia is a holder of MBA, and M. S. in electrical
engineering and is ASQ certified in four quality discipline
fields. He has served community by holding high profile
positions in many other organizations.
Conclusion
Author:
Mr. Navin Dedhia attending Question-Answer session.On the dias L-R Mr. S. Khadagade, Mr. Navin Dedhia &
Mr. B. Banerjee
Dr. Manu Vora attending Question-Answer session
A section of the Audience
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ISO 9001:2015 Transition Auditors’ Certificate Course
Effective Management of Work Place Through Principles
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From ISO 14001 : 2004 to ISO 14001 to 2015
Supervisory Skills Development
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