TQM Strategy for Continual Improvements the SRF Way€¦ · Associate Vice President - TQM 17th Nov...

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

Transcript of TQM Strategy for Continual Improvements the SRF Way€¦ · Associate Vice President - TQM 17th Nov...

Page 1: TQM Strategy for Continual Improvements the SRF Way€¦ · Associate Vice President - TQM 17th Nov 2011 TQM Strategy for Continual Improvements – the SRF Way 3rd Continual Improvement

S. Ilango

Associate Vice President - TQM

17th Nov 2011

TQM Strategy for Continual

Improvements – the SRF Way

3rd Continual Improvement

and Innovation Symposium

DQG, Dubai

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Backbone of our TQM Journey

We are what we repeatedly do….

EXCELLENCE, therefore, is not an act but a HABIT

- Aristotle

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Contents of this Presentation

About SRF

The Deming Challenge

Early Phase: 1991-1999

Momentum Phase: 2000-2004

TQM - for Continual Improvements

TQM Models

TQM Practices

Results

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About SRF

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A multi-business manufacturing entity

India, Thailand, UAE and South Africa

5500 globally

75 countries

SRF – at a glance

12 (nine in India)

800 million USD

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Yarn Griege Fabric

Dipped Fabric EP - Chips

Refrigerant Gases CMS

Fishnet Twine Belting Fabric

Packaging

Film

Coated Fabric

Products SRF Manufactures

TTB

CB

PFB

EPB

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Business

TTB

CB

PFB

EPB

Port Elizabeth

Dubai Thailand

Manali

Thailand

Gwalior

Gummidipoondi

Trichy

Pantnagar

Kashipur

Indore

Bhiwadi

Dahej

Present in four countries

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Meeting requirements of customers in more than 75 countries

Global Foot Prints for SRF Products

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SRF – Proud Winner of Deming Application Prize

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The Deming Challenge

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Adverse union

relationship

Low desire for change

of Management way

TQM Way Chosen

• QC Circles born 1981 and ended

1987

• Any way we are making good profit

Opportunity to become

World class

Exposure to Denso

TQM programme for

Top Management at JUSE

Economic reforms

from 1991

How TQM was chosen

• Import of tyrecord fabric

• Possible closure

Positive forces Negative forces

How TQM was chosen as SRF Management Way

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JUSE Program – attended by TOP Management

Decision to adopt TQM

Creation of TQM Cell

Design of TQM Frame Work

Communication from Chairman

TQM Education

5S Training and Introduction

TQM Introduction: Early Phase: 1991-99

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Quality First Approach

People Development and

Involvement

Strengthening System

TQM Introduction: Momentum Phase: 2000-04

14 Elements of Quality

Modernization - Technology

Breakthrough Equipment Design

5S, Kaizens

QCC and PSP

Maintenance Practices

People Red Book

Daily Management

Policy Management

Management Diagnosis

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TQM – The SRF Way , for Continual Improvements

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Annual Planning

Design of TQM Frame Work

Management Diagnosis

Improvement Hierarchy

People Participation Initiatives – Internal

Continual Improvement Framework

People Participation Initiatives - External

ARC- Acknowledgement , Recognition and Celebrations

Cherokee Wisdom

Constant Training and Communication

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Thank You

He who has a hundred miles to walk should reckon

ninety as half the journey.

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Cultural change

Awareness

Leap of

Faith

Action

Attitude

Transformation Model

— adapted from Don Wheeler

Theory-in-use

Sensei

Master (Truth sayer)

Guru

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Message from the then Vice-chairman

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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)

1992

Message from the then Vice-Chairman

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Kaizen Training Program

Control Points Training Program

Constant Training and Communication

5S Training Basic TQM Training Program

AM Training Program PSP Training Program Training

Action

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5S – Coordinator’s training

APC Training 5S Introduction – Mass Cleaning

5S – Introduction of Trophies

Progress of 5S

View of Stores

5S Recognitions Factory External View Factory – Internal View

Arrangement for all items

Filing System

Gangway Markings

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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

Down steam

(after supply)

(Q9)

Tyre

processability

(Q10)

Tyre

Performance

(Q11)

Application

Service

(Q12)

Commercial

service

(Q13)

Relationship

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Production

came

first

Demonstrating Quality First:

Investing in Technology & Facilitates

Yarn

Before Economic

Reforms,

Conventional

Education

on

Quality First

“We believe in the principles of

Quality First and Market In…”

Quality First

Spin draw

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

Technology Before Now

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285 parts

converted

WACKY IDEA

Cost: 25% of

new twister

Twisting Machine

Convert 2-stage

twisters uniquely to

single stage

• Half the lead time, waste rate, power

cost, space, maintenance cost.

• Double the productivity

Results

Revolutionary Equipment Design

Cabling Machine SADC Machine

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Problem:

Blue

(Workmen)

Blue

(Officers &

Supervisors)

Silver

Gold

Local Business Process Business Unit

Impact

of

Impro

vem

ent

Problem Solving Process

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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

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People Red Book

Months

People Red Book

People Related Issues

Work Related Treatment Related Admin Related Personal Problems

People Red Book System

Communication

Correction

Corrective Action

Preventive Action

Diagnosis

and

Surveys

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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.

Skillful means Affirmation

Clear intention

Successful

work

- From Peter Scholtes

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Quality

(Customer Focus)

Systematic Improvement

(Process Focus)

All one team

(People Focus)

Leadership

1. Mobilise everyone

to create value

for customers

2. Sense reality by

being at the

workplace

TQM Triangle

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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

SRF TQM FRAMEWORK

“People satisfy customers efficiently.”

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Diagnosis - Five Stage Capability Model

Hardware

Software

Human ware

Vision

Strategy

Structure

Shareholders Employees Customers Society

Business Results

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Basic conditions

required are

not present

0

Basic conditions

are established

1

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

A Happier World

Diagnosis - Five Stage Capability Model

How Effective

are systems

for

MIT?

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Annual Planning

Inputs from Strategic Plans

Routine Plans + Breakthrough Plans

Financials

Inputs

fro

m

Dia

gnosi

s

Planning Process

Exte

rnal

Develo

pm

ents

Vision

Communication of Plans at Various Levels

Hierarchy

of Reviews

Achievement Measurement

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World Class R&D Facilities

Activity Level

Improvements

System Level

Improvements

Process Level

Improvements

Sub-Process Level

Improvements

5S,AM, Kaizens

QCC, PSP Blue,

TPM

PSP Silver, Gold,

NPD

Business Process

Re-Engineering,

Transformation,

Breakthrough

Technology

Improvement Hierarchy

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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

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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

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Glimpses of External Competitions

• 80 external accolades during

2010-11

• Already 46 external accolades in

H1 of 2011-12