Mechanical Engineering

Act of rotating PDCA (1) The plan When the Managing Points (MP) and Checking Points (CP) of a functional head are deployed to his/ her subordinate, then the CP of the HOD becomes the objective of the subordinate. We can say that the Managing Points and Checking Points when deployed, becomes Individual objectives and key strategies become Individual action points. The Individual objectives are owned by the subordinates and the Procon Achieving the objectives is known as the rotation of PDCA. The plan of PDCA is the objectives owned by individuals. They can be stratified in terms of PQCDMS. (2) Execution of plans: The plans are executed by following Standard Operating Procedures (SOP) The plans are often accomplished by engaging teams such as QCCs, SITs and CFTs. The teams execute projects of improvements. (3) Checking and analysis: 1) Visual Control System (VCS) The status of the progress is checked on an hourly/daily/weekly basis. That is why this process is called Daily Management. ...

 Deployment of Managing Points and Checking Points: As stated earlier, the Managing Points which are the functional objectives of HOD are derived from the expectations of internal and external customers. Checking Points are derived from the functional strategies. The subordinates(or) the functional heads inherit the Checking Points of their Boss (HOD) as their own individual objectives and execute them on an hourly/ Daily /weekly basis. By executing the strategies of the HOD, the subordinates HOD to achieve his / her Managing Points. Thus, the Managing Points and Checking Points of HOD are deployed as Individual objectives and Individual actions points of the subordinates.

The PDCA of Daily Management Plan of Daily Management lies in establishing the Managing Points,Checking points and deploying them as individual objectives and Individual action points Do of Daily Management is in the execution of plans by functional departments and teams. The 'TEI' is leveraged fully for the execution of  plans Check step includes both checking and analysis of the status on an hourly/daily/weekly basis. Action of PDCA is in taking countermeasures based on the previous step of checking and analysis The above four steps, when carried out continuously, become the act of rotating PDCA. If and when the rotation of PDCA is based on 'facts', done in Gemba using QC story methodology and statistical tools, then it becomes the art of rotating PDCA which is the art of winning customer loyalty.

 Checking Point in Performance Measurement System (1) Introduction: The definition and deriving of Managing Points have clarified all the Ws of the 5W1H.. The roles and responsibilities give the purpose (Why). The functional objectives, when defined with metric and target, give the direction (What). The Managing Points is always owned by the process owner (Who). The place (Where) is always the gemba. The pursuance of objective is happening day-in and day-out (When). What is left out in the 5W1H is the How which is defined by the Checking Points. (2) Defining the Checking Points (CP) The functional objectives, as defined by the Managing Points, give the goals to be achieved. But we need to decide the way for reaching the goal. This is given by the functional strategies which are known as Checking Points. Thus Checking Points clarify what is required to be done for achieving the Managing Points. Checking Points lay down the functional strategies for achieving functional objectives. C...

 Managing Points in Performance Measurement System 1) Introduction:  For the purpose of practicing the self-sustaining chain reaction, namely Kaizen we need to define the following:  1) Where are we? 2) Where do we want to go?   Point 1) requires us to define our roles, responsibilities, and deliverables expected of an individual.  The metrics associated with the deliverables give the magnitude of the functional requirements.  This defines the what.  Point 2) Indicates the desired destination.  When all the aspects associated with the above points are defined clearly, then the Managing Point of a person is said to have been defined. 2) Defining the Managing Point (MP) Managing Point, as seen from the above explanation, is the functional objective accountable of the business process defined with appreciate metrics and targets. Managing point clarifies the output of the process for which a person is an account.    Managing Point which...

 What is Performance Measurement System in TQM? "God created everything by number, weight, and measure" - Sir Issac Newton.   'Even if you throw something into a river, measure and throw' - Tamil saying  The method of establishing the Managing Points and Checking Points for HODS

 Concept of Process owners  (1) Structure of organizations:  The organization with its resources works for achieving its mission which is either explicitly stated or implicitly understood by all concerned.  The organization carries out its Mission by organizing itself into various departments, each one is responsible for a specific function (s).  Many a time, a department can be responsible for more than one function.  For example, the Human Resource Development department may be responsible for functions such as recruitment, performance appraisal, competency enhancement, etc.  The function can be defined as the specific deliverables expected from the process owned by the functional head.  The process is a set of pre-defined activities carried through a Standard Operating Procedures (SOP).  Thus, we see each of the above four entities which are required for the functioning of an organization, flow sequentially as shown below: organization__ d...

 Concept of Target setting  What is the Concept of Target setting in TQM? - Mechstudytips  (1) Targets:  A target is a number indicating the level of improvement aimed at.  The target must contain the following three points: 1) What?   2) By when?  3) By how much?  Targets are the goals that must be expressed in concrete, easily understood terms  (2) Rules for target setting: There are no fixed rules for deciding on targets values, but they are usually chosen from considerations such as the following:  1) The quantity by which we want to improve such as reducing the number of defects or increasing the sales, etc. 2) By comparison with values ​​set by other divisions, competitors, industry norms (Benchmarking)  3) Values ​​that must be logically so  4) Values ​​that must be achieved regardless of other considerations  (Eg. Those relating to safety and pollution prevention)  (3 ) Target setting approaches:  Th...

 The involvement of each of these groups differs in terms of their contribution to three planning cycles.   ii) Contribution of Top management:  The contribution of top management is high in the Innovation cycle, which brings about breakthrough results.  In a TQM company, this is accomplished during the policy establishment stage These plans are expected to be proactive, intuitive, and creative in nature - the result of out-of-the-box thinking However, the top management's contributions to Improvement cycles are moderate and  their involvement in the Retainment cycle is very little iii) Contribution of Middle Management:  The middle management involves fully in the Improvement cycles (Kaizens) and its contributions to the Innovation cycle and Retainment cycle may not be high but are quite significant.  iv) Contribution of Operating Strata:  The operating strata of the organization, which are working in Gemba, contribute fully to the Retainmen...

Three types of Planning Cycles:  The three types of planning cycles are: a) Retainment cycle (Level -1) b) Improvement cycle (Level -2)  c) Innovation Cycle (Level - 3)  (a) Retainment cycle:  This is level - 1 of the planning cycles.  The Retainment cycle is what is known as Standardization.  It is represented by the SDCA Cycle  Standardization is to be practiced prior to moving to the next levels of the planning cycle, namely, the Improvement cycle and Innovation cycle. Aim  : Consistency Objective : To provide consistent quality to customers The PDCA process Plan     : Establish Standards Do       : Execute as per SOP Check  : Check for abnormality Action  : Restore process to original condition Process Control Control Points of SOP Examples Operation Standards Control Plans SOP's Work Instructions, Etc., (b) Improvement cycle:  These are incremental in nature and can be called Kaizens, meaning  cont...

Concept of customers - External / Internal  (1) Process approach:  In TQM culture, it is important to view the whole activities leading to external customer satisfaction as a value chain or supply chain.  In this model, the previous process is the supplier and the next process is the customer - the internal customers.  The external customers, as we know, are at the end of the value chain who use our products and services.  (2) The Concept:  In TQM, the cherished principle is: 'Next process is our Customer'  It must be everybody's effort to satisfy the customers - both internal and external.  While defining the PQCDMS, we need to keep the internal customers in mind.  Customers' expectations determine the various roles and responsibilities As a demanding customer, we also need to keep in mind the fact that we are also suppliers - suppliers of information to our suppliers, who are providing physical products and services to us.  We should p...

Concept of PQCDMS  (1) Stratification of Improvement Plans:  In TQM practice, the improvement plans or Kaizens are categorized under PQCDMS.  Such categorization provides the focus areas.  (2) Definition PQCDMS:  The PQCDMS are defined as follows: P (Productivity)   -  Increasing the output for a given input or using lesser resources to deliver increased output.  Q (Quality)          -  Meeting the customer expectations in terms of product quality and services. C (Cost)                -  All costs associated with the business activities, such as variable cost, fixed cost,                                      quality cost, etc. D (Delivery)        - On-time delivery of products and services to the customers. M (Morale)         -  Im...

 Concept of SDCA & PDCA (1) The need for understanding SDCA and PDCA:  They are central to the practice of Total Quality Management.  To understand SDCA & PDCA in-depth, we need to understand three types of planning cycles. (2) Three types of Planning Cycles:  a) Retainment cycle (Level -1) b) Improvement cycle (Level -2)  c) Innovation Cycle (Level - 3) (3) Contribution of hierarchy to the planning cycle  i) Three layers of hierarchy:  The hierarchy in the organization can be distinguished as follows:  a) Top management      : The most senior staff of an organization or business, including the heads of departments led by the  chief executive  b) Middle Management : The level of management consisting of executives or supervisory staff in charge of the detailed running of the organization, reporting to top management  c) Operating strata           : The group of people who work in ...

Daily Management - An Overview Daily Management - An Overview - Mechstudytips (1) What is Daily Management?   Daily Management (DM) is the process of accomplishing one's roles and responsibilities - efficiently and effectively. (2) What is the meaning of accomplishing efficiently?   It is the ability to achieve targets - on time, every time.  In a TQM company, this is achieved by targeting focus areas and rotating PDCA and SDCA cycles.  This process is known as continuous improvement (or) Kaizen  (3) What is the meaning of accomplishing effectively?   The effective way is the way of doing the right things, that is, the things which we are expected to do.  In a TQM company, we are expected to satisfy our customers by meeting their ever-changing and ever-increasing expectations on a daily basis, day-in, and day-out.  Hence, our effectiveness can be defined by the level of satisfaction of our customers.  (4) Daily Management - Does it mean...