TQM Strategy for Continual Improvements the SRF Way

Transcription

1 TQM Strategy for Continual Improvements the SRF Way 3 rd Continual Improvement and Innovation Symposium DQG, Dubai S. Ilango Associate Vice President - TQM 17 th Nov 2011

2 Backbone of our TQM Journey We are what we repeatedly do. EXCELLENCE, therefore, is not an act but a HABIT - Aristotle 2

3 Contents of this Presentation About SRF The Deming Challenge Early Phase: Momentum Phase: TQM - for Continual Improvements TQM Models TQM Practices Results 3

4 About SRF 4

5 SRF at a glance A multi-business manufacturing entity India, Thailand, UAE and South Africa 12 (nine in India) 800 million USD 5500 globally 75 countries 5

6 Products SRF Manufactures CB Yarn Griege Fabric Refrigerant Gases CMS TTB EPB Dipped Fabric EP - Chips PFB Packaging Film Belting Fabric Coated Fabric Fishnet Twine 6

7 Diverse applications TTB CB PFB EPB Touching your lives every day 7

8 Present in four countries Bhiwadi Gwalior Pantnagar Kashipur Business Dubai Dahej Indore Trichy Thailand Thailand TTB CB PFB EPB Port Elizabeth Manali Gummidipoondi 8

9 Global Foot Prints for SRF Products Meeting requirements of customers in more than 75 countries 9

10 SRF Proud Winner of Deming Application Prize 10

11 The Deming Challenge 11

12 How TQM was chosen How TQM as SRF was Management chosen Way Negative forces Positive forces Adverse union relationship QC Circles born 1981 and ended 1987 Economic reforms from 1991 Import of tyrecord fabric Possible closure Opportunity to become World class Exposure to Denso Low desire for change of Management way Any way we are making good profit TQM programme for Top Management at JUSE TQM Way Chosen 12

13 TQM Introduction: Early Phase: JUSE Program attended by TOP Management Decision to adopt TQM Creation of TQM Cell Communication from Chairman Design of TQM Frame Work TQM Education 5S Training and Introduction 13

14 TQM Introduction: Momentum Phase: Elements of Quality Quality First Approach Modernization - Technology Breakthrough Equipment Design People Development and Involvement 5S, Kaizens QCC and PSP Maintenance Practices People Red Book Daily Management Strengthening System Policy Management Management Diagnosis 14

15 TQM The SRF Way, for Continual Improvements 15

16 Continual Improvement Framework Design of TQM Frame Work Cherokee Wisdom Management Diagnosis Annual Planning Improvement Hierarchy Constant Training and Communication People Participation Initiatives Internal People Participation Initiatives - External ARC- Acknowledgement, Recognition and Celebrations 16

17 He who has a hundred miles to walk should reckon ninety as half the journey. Thank You

18 Transformation Model Master Sensei (Truth sayer) Guru Leap of Faith Awareness Attitude Cultural change Action Theory-in-use adapted from Don Wheeler 18

19 Message from the then Vice-chairman Vice-Chairman 1992 It is vital that SRF builds up its strengths and becomes a world class company, able to compete with the world s best. TQM is a means to that end. The road to Total Quality will be a long one, spanning many years. In fact, over the next nine months, we are simply going to prepare ourselves to introduce TQM. Arun Bharat Ram (Chairman and Managing Director) 19 19

20 Constant Training and Communication 5S Training Kaizen Training Program Basic TQM Training Program Control Points Training Program AM Training Program Training PSP Training Program Action 20

21 Progress of 5S Arrangement for all items APC Training View of Stores Gangway Markings 5S Introduction Mass Cleaning Filing System 5S Coordinator s training Factory Internal View 5S Introduction of Trophies Factory External View 5S Recognitions 21

22 14 Dimensions of Quality Upstream QA (Q0) Product planning (Q1) Product development (Q2) Preparation for mass production (Q3) Sign off for mass production Down stream QA (before supply) (Q4) Vendor items (Q5) Intermediate product (Q6) Physical properties (Q7) Roll rating (Q8) Packing and logistics (Q11) (Q12) Down steam (after supply) (Q9) Tyre processability (Q10) Tyre Performance Application Service Commercial service (Q13) Relationship 22

23 Quality First Before Economic Reforms, Production came first Demonstrating Quality First: Investing in Technology & Facilitates Technology Before Now Yarn Conventional Spin draw Education on Quality First Weaving Shuttle Shuttle less Dipping Multiple, Slow Single, High Speed Power Elec Board Captive Power Plant Shed Uncontrolled AC Conditioning Flooring and Roofing Old Epoxy Flooring We believe in the principles of Quality First and Market In 23

24 Revolutionary Equipment Design Twisting Machine Cabling Machine SADC Machine WACKY IDEA Convert 2-stage twisters uniquely to single stage Results Cost: 25% of new twister 285 parts converted Half the lead time, waste rate, power cost, space, maintenance cost. Double the productivity 24

25 Problem Solving Process Impact of Improvement Gold Blue (Officers & Supervisors) Silver Blue (Workmen) Problem: Local Business Process Business Unit 25

26 Autonomous Maintenance Ownership of Machines People Daily Cleaning, Lubrication, Abnormality Tagging and Minor Corrections Knowledge on machine parts, operation, process and inspection Machine cleaning and Inspection Machine cleaning and Inspection 26

27 People Red Book Diagnosis and Surveys Preventive Action People Red Book Months Corrective Action Correction Communication People Red Book System Work Related Treatment Related Admin Related Personal Problems People Related Issues 27

28 Cherokee Wisdom According to Cherokee tribal lore, there is an ancient formula for success : Clear intention : You must know what your purpose is and persist in its pursuit. Skillful means : You must have good methods and be skilled in their use. Affirmation : Your task must have integrity, it must not clash with fundamental values, it needs support from the tribe and from your own heart. Clear intention Successful work Skillful means Affirmation - From Peter Scholtes 28

29 TQM Triangle (Customer Focus) Quality Leadership 1. Mobilise everyone to create value for customers 2. Sense reality by being at the workplace Systematic Improvement (Process Focus) All one team (People Focus) 29

30 SRF TQM FRAMEWORK Our Own Unique TQM Framework Integrates Principles, Methods, Systems and Tools Integrates Productive Maintenance and Toyota Production System The Way We Do Think and Do Things The Way We Manage The Results that we want to achieve People satisfy customers efficiently. 30

31 Diagnosis - Five Stage Capability Model Hardware Vision Strategy Software Structure Human ware Business Results Customers Shareholders Employees Society 31

32 Diagnosis - Five Stage Capability Model How Effective are systems for MIT? Basic conditions are established Maintenance and continuous improvement are institutionalised 2 Breakthrough improvement and upstream management are institutionalised 3 Benchmarks are set for the rest of the world 4 Basic conditions required are not present 0 1 A Happier World 32

33 Inputs from Diagnosis External Developments Planning Process Vision Inputs from Strategic Plans Annual Planning Routine Plans + Breakthrough Plans Financials Communication of Plans at Various Levels Hierarchy of Reviews Achievement Measurement 33

34 Improvement Hierarchy World Class R&D Facilities System Level Improvements Business Process Re-Engineering, Transformation, Breakthrough Technology Process Level Improvements PSP Silver, Gold, NPD Sub-Process Level Improvements QCC, PSP Blue, TPM Activity Level Improvements 5S,AM, Kaizens 34

35 Constant Training and Communication Some of the key Topics: TQM Basics About Company, Products, Process, Customers, Suppliers 5S, Kaizens, QCC, AM PSP, Lean, TPM, DOE Knowledge and Skill Improvements Leadership, Team working 35

36 Improvement Hierarchy Kaizen Week QCC Day AM Day DM Week 5S Week Plan 13-17th June 18-22nd July 17-21st Oct 14-18th Nov 23-27th Jan Actual 13-17th June 18-22nd July 17-21st Oct 36

37 Glimpses of External Competitions 80 external accolades during Already 46 external accolades in H1 of