TQ2ESMSTQ2ESMSTQ2ESMSTQ2ESMSOn 27On 27thth March 2013March 2013On 27On 27thth March 2013 March 2013 At Taipei, Taiwan At Taipei, Taiwan

ByByP f DP f D S dhS dh KK Gh hGh hProf Dr Prof Dr SadhanSadhan K K GhoshGhosh

Head, Mechanical Engineering Department & , g g pCoordinator, Centre for Quality Management System,

Jadavapur University, Kolkata, Indiasadhankghosh9@gmail com

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sadhankghosh9@gmail.com

Agenda

1. TQ2ESMS: Overview

2 P D C A & 7 QC Tools : Basics2. P-D-C-A & 7- QC Tools : Basics

3. Activities

4. Case Study

5. EMS, OHSAS

6 Gro p D namics6. Group Dynamics

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Let us understand TQ2ESMS

Total Quality, Environment, Energy

and Safetyand Safety Management System –

An integrated approach

3

Principles1 C t F1.Customer Focus2.Leadership3.Involvement of Peoplep4.System Approach5.Process Approach6 Compliance to environmental and safety regulations6.Compliance to environmental and safety regulations7. Energy and resource conservation8.Continual Improvement9 F l A h d i i ki9.Factual Approach to decision making10.Mutually beneficial Partnership with suppliers and

other stakeholders11.Image building

Definition of TQM

Total Quality Management is:

• A set of systematic activities

• carried out by the entire organization

• to effectively and efficiently achieve company objectivesto 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

System Approach

ff iOBJECTIVE Effectivenessfitness for objectives

S SSYSTEMINPUT OUTPUT

Efficiency = Output / Input

6

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

7

TQM Vehicles

• Policy Management

• Daily Management

• Small Group Activities (QC Circles)

Improvement through PDCA rotations

8

are required in each of these vehicles

TQM Vehicles - Boat Model

Future

Direction

staffline Policy Management

CEOCross-

Functional

line Policy Management

Daily Management

C t O i

Management

SGA Teams

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Current Ongoing

Direction

Policy & Daily Managemente

Target Set by Management

l

Policy Management

erfo

rman

ce

Year 0: Year 1:

Daily Management

Pe

Current Future

Trend line indicates performance levels required if additional ‘stretched’ targets set

Time

required if additional stretched targets set by management are to be achieved

Trend line indicates performance

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levels if existing processes are to continue

Importance of “Daily Management”

emen

t

Big Improvementby Policy Management, Problem Solving/Task

mpr

ove Problem Solving/Task

Achieving etc.

M h

Im

Keep stable, Improve progressively

Month

All the members must commit continuously, long term

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If “Daily Management” is Poor??

Big Improvement

nt

Big Improvementby Policy Management, Problem Solving/Task

Achieving etc.

ovem

enIm

pro

Month

12

All the efforts, investments would be gone

TQM Roles

Senior

Policy Management

Management

Daily

TQM Promotion

Daily

ManagementFront Line

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Front Line Employee

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 thosesurpassing those

3. The input, process and product characteristics of your processes

4. Process characteristics you monitor and control to achieve product characteristics (Control h t/t d h t t )chart/trend chart etc.)

5. Implementation of ISO 9001, ISO 14001, OHSAS 18001

6. 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

f S G (SG )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

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knowledge acquired through MASS

11. Awareness of the DTQMP’s (Company, Divisional, Departmental)

“Quality Management” in TQM”

How PDCA work / How PDCA don't work.

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PDCA CycleManagement is defined as “all the necessary activities for achieving a certain objective – in the long term, efficiently and economically

ACTACT PLANPLAN

CHECKCHECK DODO

Management / Improvement CycleManagement / Improvement Cycle

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SDCA Cycle

ACTACT STANDARDSTANDARD

CHECKCHECK DODO

C l f M i t i i C t L lC l f M i t i i C t L l17

Cycle for Maintaining Current LevelCycle for Maintaining Current Level

CHAIN OF QUALITY

A tCUSTOMER

Acceptance

Installationmarketing

DesignDevelopment

Dispatch

Packaging

DevelopmentProduct testing

Production

Inspection

Assembly

PlanningPurchasing

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y

Inspection Manufacture Suppliers

SDCA Cycle for Maintenance

Favorable Cycle

I di tI di tStandardizeStandardize

Recurrence Recurrence PreventionPrevention

（（A2A2））

S D C D C

SImmediate Immediate

RemedyRemedy（（A1A1））

（Ｓ）（Ｓ）

DC Cycle of I di t R dInspectInspect

（（CC））OperateOperate（（DD））

Immediate RemedyS D C A1

D C A1

SA1

19DC

SDCA & QC Story Steps

3) Analysis

6) Standardization6) Standardization

2) Symptom

Grasping

StandardAct（S）（Ａ）

Standard

DoCheck

Act1) Theme

Selecting

（Ｄ）（Ｃ）

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4) Take

Actions5) Effect

Confirming

Correct PDCA Cycle

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“Zero Defects” an Important

Concept?

Key Element in our capability to

eliminate waste.

Defects Misused resources

Inventories Untapped Resources

Motions

Delays

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Delays

Processes

Continuous Improvement

Is the continuous elimination of waste

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The types of wasteO d tiOverproductionDelays (waiting time)TransportationTransportationProcessInventories

9

Wastes InventoriesMotionsDefective products

and

additioanal Untapped resourcesMisused resourcesL i i t l f

areas in

TQ2ESMSLoss in environmental performanceLoss in accidentsEnergy loss

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Energy loss Loss due to stand alone process

Elimination of Waste

The MethodThe Method

Identify

Check and

y

waste

Search formeasure results

Search for

causes

Implement

continuous

improvement

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Power of 7- QC Tools

We have been doing many projects every year sometimes p j y yusing the advanced SPC tools for problem solving.

Did we ever notice that just by using 7 elementary QC tools, g y ,we can solve => 95 % of our problems?

Do we remember them?

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Do we remember them?Do we really use them effectively???

Juran’s Quality Trilogy

50 Sporadic Spike

Quality Planning Quality Control (During operations)

40Original Zone of Quality Control

Spike

Qua

lity

mpr

ovem

ent

30

OPQ

.

Quality Control

New Zone of

Im

10

20

CO

Chronic WasteQuality Control

0

10

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TimeLessons Learned

Juran’s Quality Trilogy

1. QUALITY PLANNING– Determine the customers & their needs

Develop product or service features as per the customer’s needs– Develop product or service features as per the customer 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

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- Increase in customer satisfaction

- Reduced levels of defects/ errors ………….

7 - Quality Control Tools

1. Check Sheet (Data Collection)

2. Pareto Diagram

3. Cause and Effect Diagram

4 Graph and Chart4. Graph and Chart

5. Stratification5 St at cat o

6. Histogram

297. Scatter Diagram

Environment dand

EnergyEnergy andand

Safety specificSafety specific

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1311/23/99 Version No. 2Environmental aspects, impacts are to be reduced

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4111/23/99 Version No. 2Environmental aspects, impacts are to be reduced

333/22/2013 Green Manufacturing 33

Source: Australian Government,

Bureau of Meteorology, 2008

E i t l A tEnvironmental Aspects

General trash Compressed air useGeneral trashSpent aerosol cansWelding fumes

Compressed air useElectricityNatural gasg

Waste paint & solventsAutomotive exhaust

gWastewater dischargeStorm water runoff

Paint spray emissionsCar wash water

Storage tanksContaminated land

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5011/23/99 Version No. 2Environmental aspects to be identified

Core of the EMSCore of the EMSCategorize

Objectives andDevelop EnvironmentalManagement Programs

Core of the EMSCore of the EMSDevelop

Procedures andTargets “Project Plan” Work Practices

EMP’sSignificantSignificant

AspectsAspects

Tasks, Responsible Parties, Time Frames

Procedures

Operational Controls

Monitoring and Work Prt.1

Work Prt 2

Control/Maintain

(e.g., RegulatoryCompliance)

Improvement(e.g., Energy

Study(e.g.,

FeasibilityMeasurement Work Prt.2

Work Prt.3Objectives and Targets Environmental

Management ProgramsProcedures/Work

Practices

p ) (e.g., EnergyReduct ion) Study)

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4811/23/99 Version No. 2

Management Programs Practices

Environmental EMPs

LOSSLACK OF CONTROL

BASIC CAUSECAUSE

IMMIDIATE CAUSE

INCIDENT

LOSS

INCIDENTLACK OF CONTROL

BASIC CAUSECAUSE

• STRUCT • CAUGHT IN• STRUCT• STRUCT BY• FALL TO

• CAUGHT IN• CAUGHT BETWEEN• CONTRACT WITHFALL TO

• FALL ONCONTRACT WITH

• OVER STRESS

LOSS CAUSATION MODEL

Lack of Basic ImmediateIncident

TH

LossControl

Inadequate• System

Causes

Personal Factors

CausesSubstandard

Acts/Practices

Incident RES

LossUnintended

Harm• System• Standards

• Compliance

Factors

Job/System

Factors

Substandard

Condition

Event HOL

orDamageL

DDamage

LIMIN CASE INCIDENT DEOS NOT EXCEED

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ITTLV, THE CASE IS NEAR MISS.

THREE STAGES OF CONTROLTH

Lack of Basic ImmediateIncident Loss

THRESHOLD

control Causes CausesIncident LossL I

M I T

P C l CPre-contact ControlsThese are all pro-active approach.

Contact Controls

Post-contact ControlsControls

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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.p7. Poor housekeeping; disorder.8. Hazardous environmental conditions: gases, dusts, smoke,

fumes, vapors., p9. Noise exposures.10. Radiation exposures.11. High or low temperature exposures.11. High or low temperature exposures.12. Inadequate or excessive illumination.13. Inadequate ventilation.

Job Title -->: Water conditioning in Flue Gas

HIRA No.: SGS/HIRA/OPS/39 Date: A HIRA Prepared By:

A B C D CxD A B C D CxD

After Additional Controls

C )

Before Additional Controls

S / E / I

/ L

14.02.2009

rs (Y

/N)

rs (Y

/N)

% Risk C ( )

Mr. C. Roy, Mr. T.P MajumderRev.

# of

Peo

ple

Freq

uenc

y

Seve

rity

C

Like

lihoo

d

Ris

k* =

AxB

x C

# of

Peo

ple

Freq

uenc

y

Seve

rity

C

Like

lihoo

d

Ris

k* =

AxB

x

*Risk: 0 to 20 = Negligible; 21 to 40 = Acceptable; 41 to 60 = Moderate; 61 to 80 = Substantial; ≥ 81 = Unacceptable

Controls) Added to Reduce RiskJob Step / Task

R /

N /

E

Stre

ssor

Stre

ssor Redu-

ctionHazard Control (s)

Check up & line up of the water line by L

Fall, slip on the surface, injury due to collision because of

Attending the job using appropriate PPEs (Shoes N 1 5 3 4 60 MP 05

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

Risk: 0 to 20 = Negligible; 21 to 40 = Acceptable; 41 to 60 = Moderate; 61 to 80 = Substantial; ≥ 81 = Unacceptable

manual opeining of the valves.

L collision because of inadequate head room.

appropriate PPEs (Shoes, Helmet & Hand Gloves).

N 1 5 3 4 60 MP - 05.

Line up of Flow Meter (Water). L Fall, slip on the

surface.

Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves).

N 1 3 2 2 12

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 1 3 2 2 12

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 1 3 2 2 12

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Water flow. Helmet & Hand Gloves).

Checking of flow through the pipes by physical sense.

LFall, slip on the level, uneven surface / walk on staircases.

Attending the job using appropriate PPEs (Shoes, Helmet & Hand Gloves).

N 1 1 3 2 6

Conclusion

TQ2ESMS i f l t i th• TQ2ESMS is a very powerful system in the organisation for sustainable business in present day where customers and stakeholders areday where customers and stakeholders are interested to get good quality of products and services that does not harm environmentservices 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.

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Best wishes from Prof Sadhan K Ghosh, Thank you

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