Head, Mechanical Engineering g Department & Coordinator, Centre for Quality Management System, Jadavapur University, Kolkata, India

Transcription

1 TQ2ESMS On 27 th March 2013 At Taipei, Taiwan By Prof Dr Sadhan K Ghosh h Head, Mechanical Engineering g Department & Coordinator, Centre for Quality Management System, Jadavapur University, Kolkata, India sadhankghosh9@gmail.com 1

2 Agenda 1. TQ2ESMS: Overview 2. P-D-C-A A&7 7- QC Tools : Basics 3. Activities 4. Case Study 5. EMS, OHSAS 6. Group Dynamics 2

3 Let us understand TQ2ESMS Total Quality, Environment, Energy and Safety Management System An integrated approach 3

4 Principles 1.Customer Focus 2.Leadership 3.Involvement of People 4.System Approach 5.Process Approach 6.Compliance to environmental and safety regulations 7. Energy and resource conservation 8.Continual Improvement 9.Factual Approach to decision i making 10.Mutually beneficial Partnership with suppliers and other stakeholders 11.Image building

5 Definition of TQM Total Quality Management is: A set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers at the appropriate time and price 5

6 System Approach OBJECTIVE Effectiveness fitness for objectives INPUT SYSTEMS OUTPUT Efficiency = Output / Input 6

7 TOC - a Process of on going improvement of the complete system 7

8 TQM Vehicles Policy Management Daily Management Small Group Activities (QC Circles) Improvement through PDCA rotations are required in each of these vehicles 8

9 TQM Vehicles - Boat Model Future Direction line staff CEO Cross- Functional Management Daily Management SGA Teams Policy Management Current tongoing Direction 9

10 Policy & Daily Management Target Set by Management Pe erformance e Policy Management Daily Management Year 0: Year 1: Time Current Future Trend line indicates performance levels required if additional stretched targets set by management are to be achieved Trend line indicates performance levels if existing processes are to continue 10

11 Importance of Daily Management Im mprove ement Big Improvement by Policy Management, Problem Solving/Task Achieving etc. Keep stable, Improve progressively Month All the members must commit continuously, long term 11

12 If Daily Management is Poor?? Impro ovemen nt Big Improvement by Policy Management, Problem Solving/Task Achieving etc. All the efforts, investments would be gone Month 12

13 TQM Roles Senior Management Policy Management Front Line Employee TQM Promotion Daily Management 13

14 For us TQ2ESMS means understanding.. 1. The objective of your job 2. Your customer/s and their requirements (MoU) & compliance to legislative requirements and surpassing those 3. The input, process and product characteristics of your processes 4. Process characteristics you monitor and control to achieve product characteristics (Control chart/trend chart etc.) 5. Implementation of ISO 9001, ISO 14001, OHSAS The SOPs you observe to achieve the product characteristics 7. The corrections/corrective actions you take in case of deviation in a systematic way 8. Awareness of customer complaints and actions thereon 9. Importance of participating in Small Group Activity (SGA) and how it helped in solving the problems through Kaizens (TPM/ QC circle) 10. Importance of knowledge sharing session (MASS) and suggestion management- examples of knowledge acquired through MASS 11. Awareness of the DTQMP s (Company, Divisional, Departmental) 14

15 Quality Management in TQM How PDCA work / How PDCA don't work

16 Management is defined as all the necessary activities for achieving a PDCA Cycle certain objective in the long term, efficiently and economically ACT PLAN CHECK DO Management / Improvement Cycle 16

17 SDCA Cycle ACT STANDARD CHECK DO Cycle for Maintaining i i Current Level 17

18 CHAIN OF QUALITY Acceptance Installation Dispatch Packaging Inspection Assembly CUSTOMER marketing Design Development Product testing Production Planning Purchasing Inspection Manufacture Suppliers 18

19 SDCA Cycle for Maintenance Favorable Cycle S D C D C S C D Recurrence Prevention (A2) Immediate Remedy (A1) Inspect (C) Standardize (S) Operate (D) Cycle of Immediate Remedy S D C A1 D C A1 A1 S C D 19

20 SDCA & QC Story Steps 3) Analysis 6) Standardization 2) Symptom Grasping 1) Theme Selecting (A) Act Check (C) (S) Standard Do (D) 5) Effect Confirming 4) Take Actions 20

21 Correct PDCA Cycle 21

22 Zero Defects an Important Concept? Key Element in our capability to eliminate waste. Defects Inventories Misused resources Untapped Resources Motions Delays Processes 22

23 Continuous Improvement Is the continuous elimination of waste 23

24 The types of waste 9 Wastes and additioanal areas in TQ2ESMS Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped resources Misused resources Loss in environmental performance Loss in accidents Energy loss Loss due to stand alone process 24

25 Elimination of Waste The Method Check and measure results Identify waste Implement continuous improvement Search for causes 25

26 Power of 7- QC Tools We have been doing many projects every year sometimes using the advanced SPC tools for problem solving. Did we ever notice that just by using 7 elementary QC tools, we can solve => 95 % of our problems? Do we remember them? Do we really use them effectively??? 26

27 Juran s Quality Trilogy Quality Planning CO OPQ Quality Control (During operations) Sporadic Spike Original Zone of Quality Control Chronic Waste Quality Im mprovement New Zone of Quality Control 10 0 Lessons Learned Time 27

28 Juran s Quality Trilogy 1. QUALITY PLANNING Determine the customers & their needs Develop product or service features as per the customer s s needs Develop processes which are able to produce these product or service features Transfer the resulting plans to operating personnel 2. QUALITY CONTROL - Evaluate actual operating performance - Compare actual performance to goals - Act on the difference (problem) 3. QUALITY IMPROVEMENT - Better quality for users/ customers - Increase in customer satisfaction - Reduced levels of defects/ errors. 28

29 7 - Quality Control Tools 1. Check Sheet (Data Collection) 2. Pareto Diagram 3. Cause and Effect Diagram 4. Graph and Chart 5. Stratification 6. Histogram 7. Scatter Diagram 29

30 Environment and Energy and Safety specific 30

31 Environmental aspects, impacts are to be reduced 11/23/99 Version No

32 41 11/23/99 Version No. 2 Environmental aspects, impacts are to be reduced 32

33 Source: Australian Government, Bureau of Meteorology, /22/2013 Green Manufacturing 33 33

34 Environmental Aspects General trash Spent aerosol cans Welding fumes Waste paint & solvents Automotive exhaust Paint spray emissions Car wash water Compressed air use Electricity Natural gas Wastewater discharge Storm water runoff Storage tanks Contaminated land 11/23/99 Environmental aspects Version No. 2 to be identified 50 34

35 Core of the EMS Categorize Develop Environmental Develop Objectives and Management Programs Procedures and Targets Project Plan Work Practices Significant Aspects EMP s Control/ Maintain (e.g., Regulatory Improvement Compliance) (e.g.,energy Reduction) Objectives and Targets Study (e.g., Feasibility Stud y) Tasks, Responsible Parties, Time Frames Operational Controls Monitoring and Measurement Environmental Management Programs Procedures Work Prt.1 Work Prt.2 Work Prt.3 Procedures/Work Practices Environmental EMPs 11/23/99 Version No

36 LOSS LACK OF CONTROL BASIC CAUSE IMMIDIATE CAUSE INCIDENT LOSS

37 INCIDENT LACK OF CONTROL BASIC CAUSE STRUCT STRUCT BY FALL TO FALL ON CAUGHT IN CAUGHT BETWEEN CONTRACT WITH OVER STRESS

38 LOSS CAUSATION MODEL Lack of Basic Immediate Control Causes Causes Substandard Inadequate Personal Acts/Practices System Factors Standards Job/System Substandard Compliance Factors Condition Incident Event T H R E S H O L D Loss Unintended Harm or Damage L I IN CASE INCIDENT DEOS NOT EXCEED M TLV, THE CASE IS NEAR MISS. I T 38

39 THREE STAGES OF CONTROL TH RE SH Lack of Basic Immediate control Causes Causes Incident OL D L I M I T Loss Pre-contact Controls These are all pro-active approach. Contact Controls Postcontact Controls 39

40 Substandard conditions are those which do not meet an accepted standard. They are more likely to result in a less Substandard conditions are often seen in one of the following forms: 1. Inadequate guards or barriers. 2. Inadequate or improper protective equipment. 3. Defective tools, equipment or materials. 4. Congestion or restricted action. 5. Inadequate warning systems. 6. Fire and explosion hazards. 7. Poor housekeeping; disorder. 8. Hazardous environmental conditions: gases, dusts, smoke, fumes, vapors. 9. Noise exposures. 10. Radiation exposures. 11. High or low temperature exposures. 12. Inadequate or excessive illumination. 13. Inadequate ventilation.

41 Job Title -->: Water conditioning in Flue Gas HIRA No.: SGS/HIRA/OPS/39 Date: Rev. A HIRA Prepared By: Before Additional Controls Mr. C. Roy, Mr. T.P Majumder After Additional Controls Job Step / Task R / N / E / I / L Hazard Control (s) Stressor rs (Y/N) # of People A B Frequency Severity C D Likelihood Risk* =AxBxC CxD Controls) Added to Reduce Risk rs (Y/N) Stressor A # of People B Frequency Severity C D Likelihood CxD Risk* = AxBx % Risk Reduction *Risk: 0 to 20 = Negligible; 21 to 40 = Acceptable; 41to60=Moderate;61 61 to 80 = Substantial; 81 = Unacceptable Stressors indicate the presence of external factors associated with the conditions under which the job is performed which may increase the risk of the hazard e.g. working under unbearable heat / in poor visibility condition etc.. Indicate Y for Yes / N for No Check up & line up of the water line by manual opeining of the valves. L Fall, slip on the surface, injury due to collision because of inadequate head room. Attending the job using appropriate PPEs (Shoes, N MP Helmet & Hand Gloves). Line up of Flow Meter (Water). L Fall, slip on the surface. Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves). N Charging of the Air and adjusting Air pressure. L Fall, slip on the surface. Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves). N Charging of the Water and adjusting Water flow. L Fall, slip on the surface. Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves). N Checking of flow through the pipes by physical sense. L Fall, slip on the level, Attending the job using uneven surface / walk appropriate PPEs (Shoes, on staircases. Helmet & Hand Gloves). N

42 Conclusion TQ2ESMS is a very powerful system in the organisation for sustainable business in present day where customers and stakeholders are interested to get good quality of products and services that does not harm environment including its eco friendly process of manufacturing in safe work practice taking care of occupational health hazards of the people. In short every body in the world needs sustainable development. 42

43 Best wishes from Prof Sadhan K Ghosh, Thank you 43