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TOTAL QUALTIY
MANAGEMENT(TQM)A Presentation on
Total Quality Practices targeting
Value Analysis & Value Engineering
Total Product Maintenance
Presented by:
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Concept of TQM Practices
Deal with the methods adopted by project managers to ensure the project reaches itsexpected quality.
It follows the concept of zero defects and stresses on doing the work right the very
first time.
Highlights the different approaches or practices followed to ensure the highest level of
customer satisfaction in a product or service.
It involves all stakeholders and stresses on the importance of work responsibility from
every member.
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Some practices of TQM
Continuous improvement process (CIP) -CustomerSatisfaction does not become a
one-time phase but an ongoing, continuous practice right from start to finish. The way
things are done, or in other words the 'process quality' is what forms the basis for
'product quality'.
Zero Defects: Zero Defects means that when a product or service is created it should
be of the most superior quality
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Continued.
Six Sigma: It is a method of calculating measurable improvements or defects in a
product. It is defined in terms of 'the number of defects per million opportunities'
PDCA cycle: The PDCA cycle simply put, is Plan - Do- Check - Act.
product is undertaken, there should first be a plan which is then implemented (Do)
'checked' for defects When defects are found, the team has to act on it, by planning again and carrying
on the process till zero defects are achieved.
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Elements ofValue Analysis
a systematic, formal and organized process of analysis and evaluation
concerns the function of a product to meet the demands or application needed by a
customer
Understanding the use of a product means specify the level of fit between the product
and the value derived by the customer
To succeed, the formal management process must meet functional specification andperformance criteria consistently in order to give value to the customer
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Rules for application ofVA
No cost can be removed if it compromises the quality of the product or its reliability
this would lower customer value, create complaints and inevitably lead to the
withdrawal of the product or lost sales.
Sale ability is another issue that cannot be compromised
as this is an aspect of the product that makes it attractive to the market and gives
it appeal value.
Any activity that reduces the maintainability of the product increases the cost of
ownership to the customer and can lower the value of product.
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Types OfValue Analysis Exercises
VA for Existing Products
simply to select an existing product that is sold in relatively large volumes.
An existing product unites all the different managers in a business, each with an
opinion and list of complaints concerning the ability to convert the design into a
saleable product. Problems are understood like change existing product designs, high levels of
purchased costs with suppliers etc.
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VA for New Products
the team will need to modify theV
A approach will operate in an environment that is less certain and has poor levels of available
information upon which to make decisions
the analysis and systematic process of review for new products is known as Value
Engineering (VE)
V
E approach is similar to that ofV
alue Analysis but requires a much greater level of investment by the organization in terms of the
skilled, experienced and proficient human resources seconded to the group
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V
A for Product Families- Horizontal Deployment team finds commonalties with many products manufactured by the company, then
it is possible to extend the benefits to all these other products concurrently
In this manner, all affected products can be changed quickly to bring major
commercial benefits and to introduce the improvement on a factory-wide basis
activity has many advantages both in terms of financial savings and also therelatively short amount of time required to introduce the required changes to the
product design.
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CompetitiveV
A VA is often used as a competitive weapon and applied to the analysis of
competitor products in order to calculate the costs of other companys products
termed as strip down
This analysis is to understand how competitor products are made, what
weaknesses exist, and at what costs of production together with an understanding
of what innovations have been incorporated by the competitor company.
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Example ofVA
An office stationary company conducted a VA exercise on a range of paper staplingdevices and hole punching devices.
The team found that the traditional designs had always incorporated metal as the main
material. After several exercises that looked at the way in which the products wereused and also the function required of the product,
the company converted the product from metal to a plastic design at a major cost
saving
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Value Engineering
VE is a process that triggers a complete overhaul of the system, alternate design,
alternate material, design verification for strength, durability & safety;
manufacturing process & testing.
VE is initiated as a reaction to field failures, market feedback and competitivepressures. e.g. after you have launched your product, a competitor brings in a product
a lower cost or at same cost with better features, then it becomes almost essential to
re-look at your product so as to stay competitive in the market.
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VE begins as a response to market feedback which we call reactive VE.
Once the benefits become visible, VE is adopted as a tool for cost reduction
and quality improvement.
Finally organizations reach a proactive VE phase where VE results are fed into
continuous improvement and product
development.
These, many a times, result into product or technology innovation and give
companies a leap forward in the market.
Proactive VE can also feed in information from competitive tear down and
benchmarking activities to R&D, which can help R&D develop more efficient designs
for future product line
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Areas around Value Engineering
Performance
ImprovementAlternate Mfg. Process Weight Reduction
Alternate
Design
Design
Optimization
Feature
Enhancement
Alternate
MaterialVariant Reduction
Material
Optimization
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Total Productive Maintenance (TPM)
an evolving process, starting from a Japanese idea that can be traced back to 1951,when preventive maintenance was introduced into Japan from the USA (Deming).
Nippondenso,part of Toyota, was the first company in Japan to introduce plant wide
preventive maintenance in 1960.
a maintenance process developed for improving productivity by making processes
more reliable and less wasteful. TPM will provide practical and transparent ingredients to reach operational excellence.
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Implementation of TPM
First step in plant maintenance activity, effort is to either hire or appoint a TPM
coordinator
Responsibility of the coordinator to sell the TPM concepts to the work force through
an educational program
Coordinator is convinced that the work force understand TPM and its implications,
teams are formed
Teams are usually made up of people who directly have an impact on the problem
being addressed.
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Operators, maintenance personnel, shift supervisors, schedulers, and upper
management might all be included on a team. Each person becomes a "stakeholder" in the process and is encouraged to do his or
her best to contribute to the success of the team effort
Total Productive Maintenance action teams are charged with the responsibility of
pinpointing problem areas, detailing a course of corrective action, and initiating the
corrective process. Recognizing problem "benchmarking" and is one of the greatest assets of the TPM program.
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Example of TPM
Kodak reported that a $5 million investmentresulted in a $16 million increase in profits whichcould be traced and directly contributed to
implementing a TPM program. One appliancemanufacturer reported the time required for diechanges on a forming press went from severalhours down to twenty minutes!
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