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. ...

  Task Forces (TF) in TEI       (1) What are Task Forces?   Task Forces team with full-time members formed for implementing breakthrough projects  (2) Salient features:  Task Forces consist of full-time members and they are not expected to do their functional work during the period of project execution  Task Forces employ project management tools, in addition to problem-solving methodology and TOM tools to successfully execute their plans  New product introduction, lean implementation, ERP implementation, setting up a new factory, etc., are some examples of breakthrough projects executed and handled by Task Forces  TQM Promotion Office (TPO) coordinates with the team for facilitating the implementation of projects.  team members by the Necessary training and exposure are given TOM Promotion Office.   Team members are identified as future leaders of the company and thus, the succession plans evolve from successful team...

 Cross-Functional Teams (CFT) in TEI (1) What are Cross-Functional Teams?  Cross Function Teams are formed by drawing members from different functions to solve inter-departmental issues.   (2) Objective of CFT:  When the annual goals of the company are deployed, various action plans require the coordinated efforts from more than one department or function.  To implement such action plans quickly, Cross-Functional Teams are formed.   (3) Other details: The other details such as the salient features, the role of the TQM promotion office, the performance indicators, the rewards, and recognition are all similar to what was described for Supervisory Improvement Teams   (4) Conclusion (Applicable to SIT & CFT): \ By employing the teams, the organization achieves its objectives speedily  Implementation of Daily Management and Policy Management becomes easier, faster, and smoother  Problems solving skills get entrenched. Organizati...

 Supervisory Improvement Teams (SIT) in TEI (1)  What are Supervisory Improvement Teams?    Supervisory Improvement teams are formed with members drawn from the same department to address intra-departmental issues.   (2) Objective:   As will be explained in the chapters on Daily Management and Policy Management, the execution of the plans is tracked continuously.  This is known as rotating the PDCA Cycle.  Such rotation identifies gaps in performance if any, and such gaps (or) problems are resolved by forming teams to tackle the issues.  If such issues are pertaining to one department only, then the team members drawn from the same department, join together to analyze the reasons for the gap and take action to improve the situation.     (3) Salient features:  The teams are formed with members from the same department  The aim is to solve intra - departmental issues - the problems that are blocking the achievement...

   Quality Control Circles ( QCC) in TEI (1) What is QCC?   The concept of Quality Control Circles was originated in Japan by Dr.  Kaoru Ishikawa.  QC Circle is a powerful movement for enabling groups of employees, working in the same area, to come together to take up work-related problems and solve them systematically.   The concept rests on the TQM dictum of Respect for humanity, Tea working, and Fact-based Management .  It is an emphatic recognition of the fact that intelligence and creativity are not the prerogative of few but are lying dormant with everyone in the organization, especially with those who work with their hands - on.   (2) Objectives of QCC:  The objectives of Quality Control Circles are:  Develop the inherent capabilities of employees to help them realize their fullest potential and eventually draw out infinite possibilities  Train and involve employees to solve work-related problems systematically usi...

 Performance indicators of TQSS The performance indicators (metrics) for the TQSS are as follows Participation level (100% participation is aimed at)  Number of suggestions/employees/year employees Implementation time/suggestion (lead  time for implementation) Annual benefit to the organization  Rewards and recognition:  The reward system can include initiatives such as: Awards such as cash awards, gifts, etc  Award for the best employee (The employee who gave the maximum number of suggestions in a month or best suggestion in a month).  The best employee can be given the honor of explaining his / her suggestion to all employees in the monthly communication meeting and receive the award from the President of the company  Many other innovative methods of recognition and celebrations,  suited to the individual needs of the organizations, can be adopted such as annual awards at the annual day of the company, dinner, tour with family, coupons for ...

  Role of TQM Promotion Office (TPO) in TQSS 1. TQM Promotion office is the driving force for achieving the performance indicators 2. TQM Promotion Office (TPO) is responsible for preparing the Standard Operating Procedures (SOP) for the TQSS. The SOP gives the procedure to be followed by the employee for implementing his/her ideas, the format, the criteria for evaluation, etc 3. The evaluation criteria can include factors such as: Creativity Originality Efforts taken benefits (Tangible and intangible) 4. TQM Promotion office is also responsible for organizing training to enable employees to generate more ideas 5. The training can include programs such as: About TQSS About products About processes About customers On The Job Training ( OJT) Creativity workshops, etc. 6. TQM Promotion Office is the agency for administering awards, rewards, recognition, and celebrations.                                 ...

  Benefits of TQSS  These are the benefits of TQSS 1. The system of encouraging suggestions from employees is the explicit acknowledgment of the innate intelligence lying dormant within each employee 2. It demonstrates the TQM dictum; RESPECT FOR HUMANITY 3. The ideas of individuals bring intangible benefits, in terms of savings, to the organization 4. The beneficial side effects are better Industrial Relations and better Industrial Climate 5. The employee is no longer considered as yet another resource but an invaluable asset 6. The TQSS can be thought of as an effective antidote to groupthink and an effective way of accommodating diverse thinking and opinions of employees

 Best ways to rewards and recognition for TQSS The reward system can include initiatives such as: 1. Awards such as cash awards, gifts, etc 2. Award for the best employee ( The employee who gave the maximum number of suggestions in a month or best suggestion in a month) 3. The best employee can be given the honor of explaining his / her suggestion to all employees in the monthly communication meeting and receive the award from the President of the company 4. Many other innovative methods of recognition and celebrations, suited to the individual needs of the organizations, can be adopted such as annual awards at the annual day of the company, dinner, tour with family, coupons for purchasing articles from supermarkets, etc.                                             

 5 performance indicators of TQSS The PI for the TQSS are as follows: 1. Participation level ( 100 % participation is aimed at) 2. No of suggestions / Employees / Year 3. No of Training programs for improvement suggestions from employees 4. Implementation time / Suggestion (lead time for implementation) 5. Annual benefits to the organization

 Salient features of Total Quality Suggestion Scheme ( TQSS) 1. Suggestions are given by individuals ( or group of individuals also) 2. Suggestions are work-related only. The suggestions are the result of individual brainstorming in solving work-related problems 3. The person who gives the suggestion implements the suggestion 4. Suggestions, after implementation, are evaluated by the immediate supervisor 5. Suggestions are evaluated based on a set of criteria and employees who implement the suggestions are awarded suitably 6. The employee is expected to use the prescribed format for giving suggestions and the same form is used for evaluation after implementation, by the supervisor 7. The form will contain,    i) Name of the person    ii ) Employee number    iii) Department    iv) Date     v) Details of suggestion    vi) Supervisor comments / Manager Comments    viii) Award amount based on achieved marks 8. No sug...

 6 Objectives of Total Quality suggestion Scheme 1. To fulfill the TQM principle of Respect for humanity and human capability 2. To harness the intellectual and creative abilities of employees to benefit both the individuals and the organization 3. To recognize the fact that the person who does the job, knows about it better 4. To give expression to the employees' sense of ownership and involvement 5. To derive tangible benefits from the ideas of employees and deploying it horizontally, wherever applicable 6. To provide pride of workmanship and thus improving the Industrial Relations (IR) climate                                                         

 "Total Quality" about TQSS This suggestion scheme, though individual-oriented ( not team-oriented), enshrines the basic principles of TQM, namely 1. Respect for humanity 2. Involvement of employees 3. Faster response of the organization to satisfy its customers ( the originators of suggestions) Hence, it is only befitting to call the scheme as "Total Quality" suggestion scheme (TQSS)                                                 

 8 Performance indicators for TPO These are the 8 performance indicators for TPO Participation level in TQSS No of suggestions/employee/year Participation level in QC circles No of Projects / Circle/Year ( Generally 4 /Year) Participation level in CFT/SIT No of Projects completed by CFTs / SITs No of training programs conducted and training man-days achieved for promoting TQM Tangible savings achieved through TEI activities                                                       

 6 Roles and Responsibilities of TPO These are the 6 roles and responsibilities of TPO Promoting TQM culture in the company Developing and nurturing the TEI vehicles such as TQSS, QC circles, SIT, CFT, etc Improving the involvement and participation of all employees and improving the quality of TEI projects Being and becoming an important wing of HRD by consolidating the training needs for promoting TQM and organizing the training as per plan Promoting TQM awareness by organizing conventions, competitions, rewards, recognition and celebrations Achieving the performance indicators of TPO                                                        

 TQM Promotion Office ( TPO) TPO : Establishing a TQM promotion office is the first and foremost task to be taken up by top management for promoting and sustaining TQM practice in the company. Create a small Organization for TQM promotion which is to be headed by a person with an excellent track record of performance and culture with leadership qualities and a core team to assist him/her in fulfilling the roles and responsibilities of TPO

 What are the 7 key steps to create TEI? 1. Create the environment for Team-Working 2. Establish TQM promotion Office 3. Introduce Total Quality Suggestion Scheme 4. Launch QC Circle movement 5. Leverage SITs for solving intra-departmental issues 6. Unleash CFTs to resolve complex inter-departmental issues 7. Engage Task Forces to implement breakthrough projects

 What is TQSS in TEI? TQSS - Total Quality Suggestion Scheme This is the scheme for enabling employees to suggest ideas for improvement and implement the same for the benefit of the organization. In a TQM company, this concept undergoes a significant and profound transformation, as indicated by the underlined words in the following sentence.  In a TQM company, the worker gives only his/ her work-related suggestion and implements the suggestion himself/herself ( if necessary, with the help of the immediate supervisor ).  The employees are suitably awarded based on an objective evaluation of the suggestions made which include tangible benefits to the organization In a typical TQM environment, the suggestions are not first ( Evaluated and implemented) but they are first (implemented and then evaluated ) for conferring awards and recognition.

 5 Vehicles of TEI 1. TQSS - Total Quality Suggestion Scheme 2. QCC - Quality Control Circles 3. SIT - Supervisory Improvements Team 4. CFT - Cross-Functional Teams 5. TF - Task forces

 How to create the right environment for TEI?  These are the ways to create the right environment for TEI 1. First, it is the TOP MANAGEMENT's job to create the right environment for TEI 2. The values, vision, and mission statements of the company should reflect the commitment to team working 3. All employees shall be encouraged to adopt team culture through external disciplines and manifestations, as indicated below, which would bring internal transformation Same uniform for all employees ( from President to shopfloor worker) Everyone is expected to be punctual on all occasions, at all times All employees including the President to swipe their identity cards for attendance Open office and open-door policy Sane treatment for all employees in hospitals, cafeteria, sports arenas etc., Transparent communication - on a daily basis, by Heads of the Departments ( HODs) and monthly communication by President 4. Implementation of 5S across the company 5. Cultivating the culture of hum...