OIM552 LEAN MANUFACTURING 100

Marks
Answer Key
PART A - 2 Mark Questions (10x2=20)
1. Define TPM.
TPM (Total Productive Maintenance) is a holistic approach to equipment maintenance that strives
to achieve perfect production:

 No Breakdowns
 No Small Stops or Slow Running
 No Defects
In addition it values a safe working environment:

 No Accidents
TPM emphasizes proactive and preventative maintenance to maximize the operational efficiency of
equipment. It blurs the distinction between the roles of production and maintenance by placing a
strong emphasis on empowering operators to help maintain their equipment.
2. List the benefits of just in time (JIT) manufacturing..
 More cost-efficient production
 Continuous quality improvement
 Waste Elimination
 Improve supplier relationships
 Improve storage space used
 Reduce costs associated with storage
 Reduce manufacturing time
 Reduce work in progress
3. What are the responsibilities of quality council?
The Quality Council typically approves new programs and monitors their implementation and
subsequent reviews; assesses significant changes, and audits the quality assurance mechanisms
within institutions. Since this activity is always tertiary appraisal, it is fundamentally an audit
function. Audits result in forms of approval or disapproval: either permission to commence (in the
case of new programs) or to continue, sometimes with conditions (a clean slate is the desired
outcome for an institution).
4. Mention the benefits of employee empowerment.
 Instill greater trust in leadership
 Encourage employee motivation
 Lead to greater creativity 2
 Improve employee retention
5. List the advantages of customer satisfaction.
 An increase in revenue. 86% of buyers are willing to pay more for a great customer
experience, which means happy customers will lead to more revenue. ...
 An increase in brand loyalty.
 More brand buzz.
 Less negative word of mouth.
 A difference in competition
6. Define total quality management.
TQM is a structured system for satisfying internal and external customers and suppliers by
integrating the business environment, continuous improvement and breakthrough with
development, improvement and maintenance cycles while changing organizational culture.
7. How the time is calculated?
he production time for a component is the total time required to produce a component and is
composed of the following: (1) setup time Ts, which is the time it takes to load and unload each
component and to return the tool to its starting point; From: Comprehensive Materials Processing
8. What is PDCA cycle?
The Plan-do-check-act cycle is a four-step model for carrying out change. Just as a circle has no end,
the PDCA cycle should be repeated again and again for continuous improvement. The PDCA cycle is
considered a project planning tool.
9. Brief the scope of six sigma principle.
 Create and circulate the shared vision for smooth Six Sigma journey
 Incorporate the required changes in the working culture
 Establish the framework for optimized interventions in line of priority
 Develop the requisite capabilities within organization
 Manage the implementation of new policies in challenging environment
10. Give some example for employee motivation methods.

 Be a respectful, honest and supportive manager.

 Offer employee rewards.
 Give them room to grow.

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  Share positive feedback.
 Be transparent.
 Offer flexible scheduling.
 Offer food in the workplace

PART B - 13 Mark Questions (5x13=65)

11.a Describe the various steps for implementation of Total Preventive Maintenance. 13
 State Plans for TPM implementation
While you may be tempted to introduce TPM activities across an entire facility at once,
getting started with one pilot area, or even one machine, will allow you to pay close
attention to what works, what doesn’t, and what may need to be adjusted for the
future. It also allows early adopters of the program to become champions who will help
support the rollout of the program later on.

 Identify an area for a channel TPM program

When selecting pilot equipment, you may choose to start with a simple machine that is
not critical to production, or conversely, with machinery that causes a bottleneck or is
highly critical. There are costs and benefits to each approach. Starting with a simple
machine is low-risk, but makes it harder to measure the effectiveness of the
improvements made. Choosing a highly critical piece of equipment can have a big
effect, but can be risky if the TPM process is not carried out correctly. You’ll know
which approach is best for your team.

 Focus on renovating targeted equipment to prime working condition

 Measure OEE
OEE, or overall equipment effectiveness, measures how available your equipment is,
how it performs, and what kind of quality it produces. Measuring this regularly will
give you a great indicator of whether or not your TPM program is performing as
planned. This will provide you with data-backed confirmation on whether your efforts
to eliminate downtime are working, and then track the effectiveness of your efforts
over time.
 Address major loss causes
This step is carried out using the “focused improvement” pillar of TPM. Once OEE has
been established, it’s important to assemble a cross-functional team that can look at
the OEE data that has been produced and identify main reasons for losses that have
occurred. After a root cause analysis has been conducted, measures can be taken to
eliminate these losses where possible. Continued use of OEE measurement will verify
whether the focused improvement efforts are working as planned.
 Implement proactive maintenance
The final stage of implementing a TPM program is planning and scheduling
maintenance activities. Since the goal of total productive maintenance is to eventually
eliminate unplanned breakdowns, planned maintenance with a CMMS solution should
entail the preventive maintenance that will allow your machinery to run as planned
after all TPM activities have been carried out successfully.

Of course, there are other pillars to a successful TPM program, such as training and
education and new equipment management. These pillars should be continually
carried out as you gather learnings from your implementation efforts.
 Implement specific TPM concepts as needed
OR
11.b Figuratively explain in detail about JIT building block. 13
Just-in-time (JIT) production systems were developed in Japan to minimize inventories, especial 1)' WlP.
WIP and other types of inventory are seen by the Japanese as waste that should be minimized or
eliminated, The ideal just-in-time production system produces and delivers exactly the required number of
each component to the downstream operation in the manufacturing sequence just at the time when that
component is needed. Each component is delivered "just in time." This delivery discipline minimizes WIP
and manufacturing lead time as well as the space and money invested in WIP, The JIT discipline can be
applied not only to production operations but to supplier delivery operations as well

Whereas the development of JIT production systems is largely credited to the Japanese, the philosophy
of JIT has been adopted by many U.S. manufacturing firms. Other terms have sometimes been applied to
the American practice of JIT to suggest differences with the Japanese practice. For example, continuous
flow manufacturing is a widely used term in the United States that denotes a JIT style of production
operations. Prior to JIT, the traditional U.S. practice might be described as a just In case" philosophy. that
is, to hold large in process inventories to cope with production problems such as late deliveries of
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components, machine breakdowns. Defective components, and wildcat strikes,

The JIT production discipline has shown itself to be very effective in high volume repetitive operations,
such as those found in the automotive industry (6J, The potential for accumulation in this type of
manufacturing is significant due to the large quantities of products made and the large numbers of
components per product.

The principal objective of JIT is to reduce inventories, However, inventory reduction cannot simply be
mandated to happen. Certain requisites must be in place for a JlT production system to operate
successfully. They are: (I) a pull system of production control, (2) small batch sizes and reduced setup
times, and (3) stable and reliable production operations. We discuss these requisites in the following
sections.

12.a What are the records to be maintained while executing six sigma projects? 13
1. Focus on the customer.
The main purpose of every company is to offer a product or service that customers are willing to pay for.
Here is why Lean Six Sigma advises that you put customers and their needs first. Before you do anything
else, try to jump into your customer’s shoes and realize whether your product would match their
expectations. Remember, successful companies deliver added value defined by their customers’ needs.
At the end of the day, it doesn’t matter whether you came up with a great idea if the customer doesn’t get
any value from it.
2. Map the value streams to understand the work process.
A value stream map displays all the steps in your work process necessary to deliver value to the customer.
It represents the flow of work and resources from your organization to the end customer.

Identifying and mapping your value streams is crucial for creating a successful company for the following
reason: it helps you improve your work processes and become more effective.
Let’s see how value stream mapping supports continuous process improvement.
3. Manage and improve the process flow.
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Having your value streams mapped is not enough. It is just the beginning. From here, you can identify the
problems in your workflow, discover process bottlenecks and investigate the root cause of all process
issues.

To uncover bottlenecks and resolve flow impediments, you can use different tools and techniques. For
example, with a Kanban board, you can visualize your workflow, spot bottlenecks, and analyze where
work gets stuck. Once you know where the issues are, you can use different techniques such as 5 Why
analysis to find potential causes and resolve them.
4. Remove non-value-added steps and waste.
The idea of eliminating waste originates from the Toyota Production System. Taiichi Ohno, who is
considered one of the fathers of TPS, dedicated his career to building a solid and efficient work process.
In the world of Lean, waste means “non-value-added activity”. Mr. Ohno himself describes what Toyota
does with the following sentence: "All we are doing is looking at the timeline, from the moment the
customer gives us an order to the point when we collect the cash. And we are reducing that timeline by
removing the non-value-added wastes."

Eliminating wasteful activities can help companies dramatically improve their operational efficiency,
optimize resources and increase profitability.
There are 7 types of wastes:

 Waste of Transportation
 Waste of Inventory
 Waste of Motion
 Waste of Waiting
 Waste of Overproduction
 Waste of Over-processing
 Waste of Defects
Before we move on, you have to remember to differentiate Necessary waste from Pure waste.
Necessary waste – This is a non-value-adding activity, which, however, is essential to get things done in a
quality manner—for example, testing, planning, etc.
Pure waste – This is non-value-adding and unnecessary activity. It represents anything that doesn’t
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produce customer value and can be removed from the process immediately.
5. Manage by fact and reduce variation.
If there are two things that every organization strives to achieve, these are cost-efficiency and high
customer satisfaction. This is why Lean Six Sigma preaches reduction of variation and standardization.
Reducing variation and increasing standardization makes it possible for companies to be more cost-
efficient and have higher customer satisfaction.
To put this in perspective, let’s see the following example:
You have a pizzeria. However, every employee puts a different amount of cheese on cheese on the pizza while
preparing it. This creates variations. In other words, it is highly likely that different customers will have
different customer experiences. Respectively, this can lead to customer dissatisfaction. You can avoid this by
creating clear standards and process policies. For example, the amount of cheese that should be put on every
pizza is 100 grams.
If you want to be sure that your organization makes the most of standardization, here are a few tips:

 Document your processes.

 Make sure that everyone knows and follows the same steps.
 Establish and share best practices.
 Provide adequate training to all employees.
6. Involve and equip people in the process.
Process improvement is an integral part of the Lean Six Sigma culture. However, to make the right
decisions about what needs to be improved, you have to listen to the people involved in the process on a
day-to-day basis. Have in mind that front-line employees are highly likely to have insightful feedback on
how a process can be improved.
Also, Lean Six Sigma strongly advises you to have a dedicated process improvement team responsible for
Six Sigma processes. This is because improvements don’t occur occasionally but as a result of collective
efforts and a shared vision. To support the team, your organization has to provide process improvement
training and make sure employees are familiar with different Lean Six Sigma tools and measurement
methods.
7. Undertake improvement activity in a systematic way.
Lean Six Sigma requires a lot of change. You need to create a culture where employees are ready to
embrace change. However, nobody likes random changes. This is why they should be backed up by data.
How does data help?
By using data-based arguments, you can show workers where a change comes from and how you made
the decision. Furthermore, numbers make it much easier to explain the benefits of any change in the work
process.
Lean Six Sigma offers highly scientific and systematic approaches and tools for collecting, quantifying, and
analyzing data, such as the DMAIC, Kanban boards, 5S, and more.

OR
12.b Explain in detail about methods of drawing value stream mapping with an example. 13
Value stream mapping is a flowchart method to illustrate, analyse and improve the steps required
to deliver a product or service. A key part of lean methodology, VSM reviews the flow of process steps and
information from origin to delivery to the customer. As with other types of flowcharts, it uses a system of
symbols to depict various work activities and information flows. VSM is especially useful to find and
eliminate waste. Items are mapped as adding value or not adding value from the customer’s standpoint,
with the purpose of rooting out items that don’t add value

It’s important to keep in mind that customers, whether external or internal, care about the value of the
product or service to them, not the efforts it took to produce it, or the value that may flow to other
customers. Value stream mapping maintains that focus. A typical process is to draw a current state VSM
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and then model a better way with a future state and/or ideal state VSM. You can start off sketching by
hand and then move to VSM software for better communication, analysis and collaboration.
VSM purpose and benefits
Value stream mapping is a powerful method to ferret out waste in any process, not just manufacturing.
That’s its core purpose. You detail each significant process step and evaluate how it’s adding value—or not
adding value—from the customer’s standpoint. That focus on value keeps the analysis targeted to what
really matters, allowing the company to compete most effectively in the market. Foreseeing or facing any
competitive threat, lean practitioners can make good use of VSM to produce the most value for the
customer in the most efficient way possible. It can and should be used on an ongoing basis for continuous
improvement, bringing better and better process steps on line. VSM allows you to see not only the waste,
but the source or cause of the waste.

Value stream mapping, as with other good visualizations, serves as an effective tool for communication,
collaboration and even culture change. Decision makers can clearly visualize the current state of the
process and where waste is occurring. They can see problems like process delays, excessive downtime,
constraints and inventory issues. And with the Future State and/or Ideal State VSM, they can see precisely
how to improve.

Although its typical purpose is eliminating waste, VSM can also be seen from the perspective of adding
value. After all, that’s what the customer cares about. Eliminating waste is the means to an end of creating
value, such as a lower price and/or better-quality product or service. Value is something a customer is
willing to pay for. The title of a popular VSM book is even: Learning to See: Value Stream Mapping to Add
Value and Eliminate Muda, by Mike Rother and John Shook. (Muda is lean terminology for waste.)

13.a What are the essential qualities of leaders in TQM aspect? Explain. 13
1. Transparency
When a leader is transparent, they are challenged less by those they oversee. Good leaders use 13
transparency to help those around them embrace change, which can be accomplished with a combination
of communication, informed debate, shared decision-making, reaching a consensus, and using social 13
media. People should know why and how a leader has come to a decision and in what ways it will affect
them. Transparent leaders are not micromanagers; they give credit to others when success occurs, and
take the blame for failures. 6
7
2. Learn from Failure
Experiencing failure has the power to shape a leader. It is a powerful resource for learning and teaches 13
survival, renewal and innovation. Embracing failure enables us to change and inspire others. Leaders must
be willing to take great risks and fail or great reward can never be attained. In the process, leaders gain 13
great perspectives about people and who it is they can trust.

3. Trust
One of the core principles of leadership is trust. In the past, leadership was scarce and special, a function
of powerful people. In the modern-day, that vertical model of leadership is less effective. Today, success is
attained by being able to collaborate with someone a leader has no power over in pursuit of common
goals. In other words, a good leader no longer trusts in power but places their faith in the power of trust.
Additionally, a leader is a trustee in any relationship and in order to be effective, must be trustworthy as
well as willing to take the risk of placing trust in the people around them.

4. Confidence
A good leader embodies confidence. No one will follow a leader that isn’t self-assured, and people can see
through a façade of confidence. A leader who can articulate their goals and stand by decisions is far more
effective than someone trying to hide their insecurities behind a mask of arrogance. Even after failure, a
good leader is able to trust their gut and take on any decision. Confident leaders are generally happier,
create better relationships, remain open to risks, accept feedback, think for themselves, recognize success,
and are more motivated.

5. Decisiveness
A good leader weighs a decision carefully, but once they make up their mind, they are not easily put off
course. This shows commitment, which breeds consistency, both of which are traits that pay off well in
leadership. Scott Hoffman, the owner of Folio Literary Management, told Entrepreneur.com that he often
looks back on advice he received from a mentor when learning how to officiate basketball games; “Make
the call fast, make the call loud and don’t look back,” he said. He went on to note that many times, wrong
decisions over trivial matters made in a decisive manner yield better long-term results and a strong team
mentality than “wishy-washy” decisions that end up being correct.

6. Humility
This trait is important to keep leaders grounded and connected with the people around them. Being
honest, having integrity, and listening to employees will only help gain their respect, which will pay off
when it comes time to exercise decisiveness. The best leaders possess an open mind and flexibility and are
able to adjust to new ways of thinking or alternative methods when necessary. These leaders take
criticism in stride and view it more as an opportunity for growth than an assault on their character. While
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it’s true that everyone loves confidence, humility creates a likable persona, making others more
comfortable with their position.

7. Creativity
Many decisions a leader will encounter will be unique to the business and will require more thought than
simply throwing a canned solution at it. Teams will often look to a leader for innovative thinking, so being
able to tap into previous experiences and a treasure chest of new ideas will pay off for any leader. For
Aubrey Marcus, founder of dietary supplement company Onnit, innovation is a key element of survival in
the modern business world. “The innovators are our leaders. You cannot separate the two,” Marcus said in
the Entrepreneur.com interview.

While leadership styles may need to be tailored to suit specific situations and businesses, these seven
traits can provide the tools necessary to steer an organization down the path of success. Some people may
be born leaders, but these are characteristics anyone can display with the right amount of determination.
OR
13.b Demonstrate the steps in implementing a complete 5S system in a production shop floor.
The 5S approach is a simple but powerful method for shopfloor improvement. Progressive
shopfloor improvement techniques are vital for companies who want to stay competitive and to achieve
world-class excellence. Companies must find new ways to ensure the survival in this competitive
environment by adapting to the changing business needs.

5S is a powerful improvement process that gives impressive results. Main challenge of implementing 5S is
developing a shopfloor understanding of its key points and tools.

Learn how to put this powerful and proven improvement tool in the hands of your entire workforce.
Implementation of five pillars of 5S is the starting point in the development of improvement activities.

Sort
Sort means that you remove all items from the workplace that are not needed for current production (or
clerical) operations. Implementing this first pillar helps in

Effective utilization of space, time, money, energy, and other resources

Reducing problems and annoyances in the work flow
Improving communication between workers
Increasing product quality and productivity
Red Tag Technique for 1S
It means implementing 1S by tagging all unneeded items with conspicuous “Red Tag”.The most difficult is
to differentiate what is needed or what is not or may be needed later. Three key factors that helps
determine what is needed or not are:

How useful the item is in our daily workflow?

If the item isn’t needed it should be disposed of

How frequently the item is needed?

If it is needed infrequently it can be stored away from the work area

How much quantity of the item is needed at work?

If it is needed in limited quantity the excess can be disposed of or stored away from the work area
a neat and clean workplace has higher productivity

2Systematic Arrangement
Systematic Arrangement means that you arrange needed items so that they are easy to use and label them
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so that anyone can find them and put them away.Key steps of systematic arrangement are what to store,
how much to store, where to store and how to store.

In order todecide on appropriate locations, 5S Map is a tool that can be used to evaluate current locations
of parts, jigs, tools, equipment, and machinery, and to decide best locations for these items.
The next step is to identify best locations using The Signboard and Painting Strategies that helps to
identify, what should go where and in what quantities.

3Shine
Shine means that we keep everything swept and clean. Key purpose is to keep everything in topcondition
to be ready to use as and when needed.In order to implement Shine in your workplace, one should
determine:

Shine targets
Shine Assignments
Shine Methods
Shine Tools and
Implement Shine

5S Schedules and the Five-Minute Shine are the common tools used in the implementation of Shine.

Once cleaning becomes a part of our process, it’s important tostart incorporating systematic inspection
procedures into our Shine procedures. This turns “cleaning” into
“cleaning/inspection.”Cleaning/Inspection Checklists and Checklists of Needed Maintenance Activities
helps in inspection process.

4Standardise
Standardise helps to maintain the first three pillars-Sort, Set in Order, and Shine.

Why standardise?

To be able to do & sustain 3S (Sorting, Systematic arrangement and Shining Cleaning) work in the best
known way

To ensure that quantity & quality of work is consistent

To provide a basis for improvement

To provide a basis for daily management/ supervision

To provide a basis for training new employees

Here are some of the Standards to be created as a part of 5S implementation:

Sorting Standards
What items should be kept in the areas & what items should not be kept

Red Tagging and Red Tag disposal Standards

Systematic Arrangement Standards

Standards on How much to Store

Standards on Where to Store

Standards on How to Store

Labeling& Signboard Standards

Floor Marking Standards
Shadow Board Standards
Standards for Shining / Cleaning
Cleaning Schedule

Cleaning Standards

5Sustain
Sustain means maintain 4S- Sort, Systematic arrangement, Shine and Standardize.

Maintain the gains from other 5S activities and improve. Workplace with commitment to sustain 5S
conditions enjoy high productivity and high quality. It includes:
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Determine 5S Level of Achievement
Perform routine checks
Analyse results of routine checks
Measure progress and plan for continuous improvement
Conduct 5S Training to everyone in Production using 5S Training plan
Conduct Regular Audits on 5S by setting 5S Audit calendar
To help sustain 5S activities in your company, it’s important to conduct 5S campaigns using mostcommon
tools – 5S Slogans, 5S Posters, 5S Photo Exhibits and Storyboards, 5S Newsletters, 5S Pocket Manuals, 5S
Department Tours, and 5S Months.
14.a Discuss PDSA cycle in detail with neat sketch.
PDSA, or Plan-Do-Study-Act, is an iterative, four-stage problem-solving model used for improving
a process or carrying out change.

When using the PDSA cycle, it's important to include internal and external customers; they can provide
feedback about what works and what doesn't. The customer defines quality, so it would make sense to
also involve them in the process when appropriate or feasible, to increase acceptance of the end result.

These four steps incorporate inductive-deductive interplay and have been a simple and scientific
approach for problem-solving (process-improving). It follows the curve of how we acquire knowledge
through constant reflection, standardization, and modification.

PLAN

The PDCA framework begins with a planning phase where a problem or a process to be improved is
identified. This involves not only the goal setting and finding possible solutions, but also hypothesizing
methods that can be used to reach the ultimate goal. Another thing that needs special attention is defining
the success metrics. This simply means a clear evaluation matrix is ideally to be set beforehand

DO

Then, the solution(s) will be tested in the Do process. To detach the Do, there could be two steps: making
the Do multiple To-Dos by splitting the task and defining them with a specific time, personnel, and steps,
and collecting real-time data and feedback.

STUDY

Using the aim statement drafted in Stage 1: Plan, and data gathered during Stage 2: Do, determine:

 Did your plan result in an improvement? By how much/little?

 Was the action worth the investment?
 Do you see trends?
 Were there unintended side effects
ACT
The Act step closes the cycle, which involves adjustment on the initial goal or solutions and integration of
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all key learnings by the entire process, to standardize successful parts and avoid error recurrence. In a
nutshell, the Act phase summarizes the current cycle and prepares for the next.

OR
14.b Write short notes on the following.
i) Employee Involvement
ii) Continuous process improvement

15.a Explain Deming’s fourteen principles in detail.

1. Create a Constant Purpose Toward Improvement
Plan for quality in the long term.
Resist reacting with short-term solutions.
Don't just do the same things better – find better things to do.
Predict and prepare for future challenges, and always have the goal of getting better .
2. Adopt the New Philosophy
Embrace quality throughout the organization.
Put your customers' needs first, rather than react to competitive pressure – and design products and
services to meet those needs.
Be prepared for a major change in the way business is done. It's about leading, not simply managing.
Create your quality vision , and implement it.
3. Stop Depending on Inspections
Inspections are costly and unreliable – and they don't improve quality, they merely find a lack of quality.
Build quality into the process from start to finish.
Don't just find what you did wrong – eliminate the "wrongs" altogether.
Use statistical control methods – not physical inspections alone – to prove that the process is working.
4. Use a Single Supplier for Any One Item
Quality relies on consistency – the less variation you have in the input, the less variation you'll have in the
output.
Look at suppliers as your partners in quality. Encourage them to spend time improving their own quality
– they shouldn't compete for your business based on price alone.
Analyze the total cost to you, not just the initial cost of the product.
Use quality statistics to ensure that suppliers meet your quality standards.
5. Improve Constantly and Forever
Continuously improve your systems and processes. Deming promoted the Plan-Do-Check-Act approach to
process analysis and improvement.
Emphasize training and education so everyone can do their jobs better.
Use kaizen as a model to reduce waste and to improve productivity, effectiveness, and safety.
6. Use Training on the Job
Train for consistency to help reduce variation.
Build a foundation of common knowledge.
Allow workers to understand their roles in the "big picture."
Encourage staff to learn from one another, and provide a culture and environment for effective teamwork.
7. Implement Leadership
Expect your supervisors and managers to understand their workers and the processes they use.
Don't simply supervise – provide support and resources so that each staff member can do their best. Be a
coach not a policeman.
Figure out what each person actually needs to do their best. For example, hardware, software, other tools,
and training.
Emphasize the importance of participative management and transformational leadership .
Find ways to reach full potential, and don't just focus on meeting targets and quotas.
8. Eliminate Fear
Allow people to perform at their best by ensuring that they're not afraid to express ideas or concerns.
Let everyone know that the goal is to achieve high quality by doing more things right – and that you're not
interested in blaming people when mistakes happen.
Make workers feel valued, and encourage them to look for better ways to do things.
Ensure that leaders are approachable and that they work with teams to act in the company's best
interests.
Use open and honest communication to remove fear from the organization.
9. Break Down Barriers Between Departments
Build the "internal customer" concept – recognize that each department or function serves other
departments that use their output.
Build a shared vision.
Use cross-functional teamwork to build understanding and reduce adversarial relationships.
Focus on collaboration and consensus instead of compromise.
10. Get Rid of Unclear Slogans
Let people know exactly what you want – don't make them guess. "Excellence in service" is short and
memorable, but what does it mean? How is it achieved? The message is clearer in a slogan like "Always be
striving to be better."
However, don't let words and nice-sounding phrases replace effective leadership. Outline your
expectations, and then praise people face-to-face for doing good work.
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11. Eliminate Management by Objectives
Look at how processes are carried out, not just numerical targets. Deming said that production targets can
encourage high output but result in low quality.
Provide support and resources so that both production levels and quality are high and achievable.
Measure the process rather than the people behind the process.
There are situations in which approaches like Management By Objectives are appropriate, for example, in
motivating sales-people. As Deming points out, however, there are many situations where a focus on
objectives can lead people to cut corners with quality.

You'll need to decide for yourself whether or not to use these approaches. If you do, make sure that you
think through the behaviors that your objectives will motivate.

12. Remove Barriers to Pride of Workmanship

Allow everyone to take pride in their work without being rated or compared.
Treat workers equally, and don't make them compete with colleagues for monetary or other rewards.
Over time, the quality system will naturally raise the level of everyone's work to an equally high level.
13. Implement Education and Self-Improvement
Improve the current skills of workers.
Encourage people to learn new skills to prepare for future changes and challenges.
Build skills to make your workforce more adaptable to change, and better able to find and achieve
improvements.
14. Make "Transformation" Everyone's Job
Improve your overall organization by having each person take a step toward quality.
Analyze each small step, and ask yourself how it fits into the bigger picture.
Use effective change management principles to introduce the new philosophy and ideas in Deming's 14
points
OR
15.b Discuss various barriers for implementation of TQM.

 Lack of management commitment

 Lack of faith in and support to TQM activities among management personnel
 Failure to appreciate TQM as a cultural revolution. In other words, inability to change
organizational culture
 Misunderstanding about the concept of TQM
 Improper planning
 Lack of employees commitment
 Lack of effective communication
 Lack of continuous training and education
 Lack of interest or incompetence of leaders
 Ineffective measurement techniques and lack of access to data and results
 Non-application of proper tools and techniques
 Inadequate use of empowerment and team work
PART C - 15 Mark Question (1x15=15)
16. List all the Toyota Production System Principles. Draw the block diagram of the TPS House
and explain each house elaborately and its integration with other pillars. Demonstrate 15
how would TPS implementation will help an automobile company to improve its
production process.

Toyota Motor Corporation's vehicle production system is a way of making things that is sometimes
referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system," and has come to be well
known and studied worldwide.

This production control system was established based on many years of continuous improvements, with
the objective of making the vehicles ordered by customers in the quickest and most efficient way, in order
to deliver the vehicles as swiftly as possible. The Toyota Production System (TPS) was established based
on two concepts: "jidoka" (which can be loosely translated as "automation with a human touch"), as when
a problem occurs, the equipment stops immediately, preventing defective products from being produced;
and the "Just-in-Time" concept, in which each process produces only what is needed for the next process
in a continuous flow.

Based on the basic philosophies of jidoka and Just-in-Time, TPS can efficiently and quickly produce
vehicles of sound quality, one at a time, that fully satisfy customer requirements.

TPS and its approach to cost reduction are the wellsprings of competitive strength and unique advantages
for Toyota. Thoroughly honing these strengths is essential for Toyota's future survival. We will use these
initiatives and develop our human resources to make ever-better cars that will be cherished by customers.

❶ Reduced Setup Times

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All setup practices are wasteful because they add no value and they tie up labor and equipment. By
organizing procedures, using carts, and training workers to do their own setups, Toyota managed to slash
setup times from months to hours and sometimes even minutes.

❷ Small-Lot Production

Producing things in large batches results in huge setup costs, high capital cost of high-speed dedicated
machinery, larger inventories, extended lead times, and larger defect costs. Because Toyota has found the
way to make setups short and inexpensive, it became possible for them to economically produce a variety
of things in small quantities.

❸ Employee Involvement and Empowerment

Toyota organized their workers by forming teams and gave them the responsibility and training to do
many specialized tasks. Teams are also given responsibility for housekeeping and minor equipment
repair. Each team has a leader who also works as one of them on the line.

❹ Quality at the Source

To eliminate product defects, they must be discovered and corrected as soon as possible. Since workers
are at the best position to discover a defect and to immediately fix it, they are assigned this responsibility.
If a defect cannot be readily fixed, any worker can halt the entire line by pulling a cord (called Jidoka).

❺ Equipment Maintenance

Toyota operators are assigned primary responsibility for basic maintenance since they are in the best
position to defect signs of malfunctions. Maintenance specialists diagnose and fix only complex problems,
improve the performance of equipment, and train workers in maintenance.

❻ Pull Production

To reduce inventory holding costs and lead times, Toyota developed the pull production method wherein
the quantity of work performed at each stage of the process is dictated solely by demand for materials
from the immediate next stage. The Kamban scheme coordinates the flow of small containers of materials
between stages. This is where the term Just-in-Time (JIT) originated.

❼ Supplier Involvement

Toyota treats its suppliers as partners, as integral elements of Toyota Production System (TPS). Suppliers
are trained in ways to reduce setup times, inventories, defects, machine breakdowns etc., and take
responsibility to deliver their best possible parts.

Pilivalam P.O, Pudukkottai Dt., Tamil Nadu. Pin - 622 507, Fax: 04333 – 277125, Ph: 04322 - 320801, 320802, Website: www.mzcet.in, Email: [email protected]
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