LECTURE NOTE
HOUSE OF TQM
WORLD-CLASS MANUFACTURER
TOTAL QUALITY MANAGEMENT
Capable and Efficient
PROCESSES
Involved, Committed
& Creative
PEOPLE
Delight customers
PRODUCTS
Mistake-free ● Fast ● Lean ● Flexible ● Environment-friendly
TQM CORE INITIATIVES
Continuous
Improvement
Teams
Quality
Management
System
Autonomous
Maintenance
& 5S
TQM
EHS
Management
System
Innovative
Creative
Circle
Lean
Manufacturing
Employee
Suggestion
Scheme
Training &
Education
TRANSFORMATION
Continuously Steering Towards Excellence
AMS – 5 FOCUS TARGET
QUALITY
COST
1-Elimination of customers
downtime
2-Reduction of in-process ppm
3-Reduction of customer
reject ppm
4-Reduction in suppliers
in-coming
parts ppm
5- Certified to International
standards.
6-Reduce cost of quality
MORALE
1-Improve in Employee Satisfaction Index
2-Increase in number of employees
suggestions and implementations.
3-Improve in employee rewards
4-Improve in the training hours
per employee
5-Increase in numbers of improvement
projects.
6-Reduce employees
absenteeism & turnover
1- Improve profit
2- Reduction of:
a) Raw material, WIP and FG
b) Utilities costs
c) Space usage
d) Overtime cost
e) Maintenance cost
f) Labor employed
g) Equipment downtime
h) New investment
5
FOCUS
TARGETS
EHS
1-Zero accident
2-Compliance to DOE & DOSH regulation
3- Certify to OHSAS & EMS
4-Increase S.H.E awareness
5-Good housekeeping & improve 5S index.
DELIVERY
1-Reduction of through put time
2-Reduce non-value added work
3- Increase stock turn
4-On-time-delivery to customer
5-Reduction of lot size
6- Improvement of OEE.
7- Change-over time
8- Optimization of logistic
DETERMINING THE AMS PRINCIPLE
5
FOCUS
TARGETS
VALUES
VISUAL MANAGEMENT
TOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT
LONG TERM BUSINESS THINKING
QUALITY RIGHT 1ST TIME
WASTE ELIMINATION
STANDARDIZATION
PRODUCTION LEVELLING
PULL SYSTEM
brainstorming
FLEXIBILITY
REFERENCES
a) TOYOTA Production System
b) MERCEDES Production System
c) BOSCH Production System
d) ISUZU KAIZEN Network System
e) FORD Production System
LONG TERM BUSINESS THINKING
VISUAL MANAGEMENT
TOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT
QUALITY RIGHT 1ST TIME EVERY
TIME
STANDARDISATION
PRODUCTION LEVELLING
FLEXIBILITY
WASTE ELIMINATION
PULL SYSTEM
HOUSE OF AMS
QUALITY RIGHT 1ST TIME
EVERY TIME
STANDARDISATION
PRODUCTION LEVELLING
FLEXIBILITY
WASTE ELIMINATION
5
FOCUS
TARGET
PULL SYSTEM
HMS STRUCTURE
VISUAL MANAGEMENT
TOTAL EMPLOYEE INVOLVEMENT & DEVELOPMENT
LONG TERM BUSINESS THINKING
KEY PERFORMANCE INDICATORS (KPI)
13
INITIATIVES
HMS 9 PRINCIPLES (OVERVIEW)
P1. Long Term Business Thinking
Business decisions are guided by long term thinking and being
embraced by every employee.
P2. Total Employee
Involvement & Development
Committed and engaged employees are involved in their task
with sense of ownership and responsibility.
P3. Visual Management
Make visible status, deviations, and install self explaining control
systems and procedures.
P4. Quality Right 1st Time Every Time
Deliver right quality to the next customers by avoiding nonconformity through preventive actions all the time.
P5. Pull System
Produce based on actual customer demands and avoid over
production throughout the processes.
P6. Waste Elimination
Continuously improve to eliminate all type of wastes.
P7. Flexibility
Flexible with regards to human resources, processes, logistics &
volume variations.
P8. Production Leveling
Eliminate unevenness in production scheduling and level out
workload of manufacturing and service processes.
P9. Standardization
Standardize for consistency, maintain predictability, regular timing
and consistent output of processes.
HMS INITIATIVES
STRATEGIC
MANAGEMENT
PROCESS OWNERSHIP
THINKING
5S
VISUAL MANAGEMENT
Strategies that involved business plan, KPI, investment, customer
satisfaction, employee satisfaction and product analysis.
To develop K-Worker, meaning that workers having knowledge in
technical, method, application, human and social responsibilities.
Activity that make working environmental tidy and systematic .
To enable all the status of process or system to be visualized and
understand without explanation. i.e. Visual Board, Footprint , Obeya, etc.
HMS INITIATIVES
QUALITY MANGEMENT
SYSTEM
3 TYPES OF CERTIFICATION :
(a) TS16949 (b) ISO14001 (c) ISO 18001
EMPLOYEE
SUGGESTION SCHEME
To encourage employee to give and idea or suggestion for improvement.
SMALL GROUP
ACTIVITIES
Employee involvement in continuous improvement program for QCDMS.
JUST-IN-TIME (JIT)
Production process with the method of ‘One piece continuous flow’’ without
extra raw material or finish good product (zero inventory).
HMS INITIATIVES
AUTONOMOUS
MAINTENANCE (AM)
VALUE STREAM
MAPPING
AUTONOMASI (JIDOKA)
SINGLE MINUTE
EXCHANGE DIE (SMED)
Activity that encourage machine operator to carry out basic maintenance on
his/her machines. Objective of AM are zero defect, zero downtime and zero
accident.
A method that use to analyse overall production process starts from supplier,
production and customers.
One of the method to use for controlling the product quality (quality control
process) by using certain methods (engineering).
Quick changeover method using for model change process from old method
to new within the shortest time.
12
HMS INITIATIVES
FLEXIBILITY
Flexibility Production System is the system that able to accommodate
the variable production planning either it was plan or not. There
are two category of flexibility system :
1) Resource flexibility – includes the flexibility of the system to produce
new product..
2) Routing flexibility – includes variety of line and system that able to
produce high productivity and capicity at any time required..