China is considered to be the ultimate destination for manufacturing. No doubt India is catching up. But, it is beyond doubt that China is THE manufacturing hub for the world as of now!! China as a market also is a complex one. Every manufacturing Engineer tries to understand the manufacturing secrets of China! It is a dream for every Manufacturing Engineer to work in China and get that experience!
Vijaykumar M is one such lucky Engineers!! He spent 5 years in China working for Elgi equipments limited. He achieved a lot in terms of establishing a Quality system in a faraway land! He worked well with the suppliers, Chinese employees and adjusted with the cultural differences very well.
Vijay dealt with Chinese customers, Chinese government officials , Chinese suppliers with equal comfort. He learned Mandarin formally in China.
He had to put up with severe weather and number of issues on his family front during this period of 5 years.
But, as only Manufacturing Engineers can do, he worked hard and selflessly to ensure that the company’s objectives of setting up a manufacturing unit are met!
Vijay was a true ambassador for Indian Manufacturing in China! He is a real Star of Indian Manufacturing!!
Well done Vijay! You can be proud of your achievements !!
In Manufacturing, the implementation of systems is a critical experience for an Engineer. He /she needs to learn the system in the first place. Many times Engineers get this chance early in their career. When they get the chance they need to learn the principles / concepts in a clear manner. Only then they can hope to implement those systems elsewhere. Not every Engineer learns these concepts well.
Anbukumar Subramanian is definitely one of those who learned the concepts of Lean and Quality principles in companies like Rane TRW, Nokia etc.
After this when he joined his next company, he was well equipped with good concepts.
Anbu managed the cultural differences very well to implement the Lean principles in Elgi Equipment limited’s China factory. He worked with the local team under the able guidance of his boss and implemented Lean / TQM principles in China factory of Elgi. Anbu got a unique chance to implement several projects and he made good of every one of them.
Anbu can deal very well with the people element. He develops good relationships and ensures the people are bought in to the system that he is trying to implement. This is a very critical quality for a Systems implementer.
Anbu is definitely one of the progressive Engineers who learnt Lean / Quality concepts and is capable of reproducing them in companies that he works for.
Anbukumar Subramanian is a true manufacturing star! Keep it up Anbu!!
Implementing new best practices on the shop floor always involves the human element. The shop managers will have to show a lot of understanding of the human element, address the concerns of the shop employees, if required demonstrate them that the new way of working is actually possible by doing the work themselves!
Those Managers who are able to do the work with their own hands and demonstrate the new ways can command respect of the shop employees! This is needed as the Managers will have to understand the working conditions themselves!
While this sounds simple, some of the Managers in Indian Manufacturing fail at this test!
Vijay kumar is one of those Managers who does the work with his hands if need be to demonstrate a new concept. This quality helped him to implement Lean practices on the shop and improve the productivity manifold! He is a hard working person who has high standards for himself and his work on the shop! Vijay is well versed in Lean principles and he improved the shop productivity in most of the places that he worked! Vijay gets along with the Shop floor employees very well and he leads his team in a very democratic manner!
While there are some shop floors which have seen big productivity improvements, there are many more which have not seen this.
Managers like Vijay are very much needed in the Indian Manufacturing to improve the Productivity manifold!
Vijay, you are a real star of Indian Manufacturing! Keep it up! Keep spreading the productivity principles!!
Migrant labour had been a common phenomenon in India and elsewhere. Many of the South Indian Manufacturing companies had been benefitting from the workmen from North. These people are hard working. They work in difficult circumstances, away from home and need to deal with different languages. They do it wonderfully well ! South Indian Manufacturing companies cannot do without them!!
One such team is the above one working with Sandfits foundries, Coimbatore. This team not only works hard, but works out good improvements in their working methods. When the Management team suggested the improved way of working, they were more than willing. They experimented with the way of working and improved it. They were happy to see that their work eased out and also the productivity has improved!!
Mithilesh and team have contributed to the progress of the company that they are working for and they are the true stars of Indian Manufacturing !!
Keep up the good work team !!
Improving efficiency of people with the help of implementing systems is a priority in all the organizations in Indian Manufacturing. But, only a few companies are successful in making this happen. This is due to the fact that it is not easy to implement and sustain organizational initiatives (Like TQM, TPM, 6Sigma) It requires a firm commitment from the Management. Next to this , the most important thing is the quality of Co-ordinator for this activity.
Every company needs a full time co-ordinator for pushing the organizational initiatives. This is a very crucial position. The co-ordinator has to formulate a clear plan for implementation of the Organizational initiative. He has to deal with a wide variety of people from across the organization and across various levels of the organization. He has to be very patient and at the same time focused on the objective.
ThilipIndiran is one of such excellent Co-ordinators ! Thilip is a B.Tech and an MBA. He is currently ‘Head – Manufacturing Excellence’ in Johnson Matthey. He worked in Danaher, Elgi in similar positions. Thilip contributed a lot to the progress of the Organizational initiatives in all the companies that he worked for. He is patient with people and helps them to absorb the change and get used to the new situation that is brought about by the Organizational initiative. His persistent efforts have yielded very good results.
By contributing to these organizational initiatives Thilip has contributed to the progress of many of the companies that he worked for. The fact that he had been working in the Organizational excellence area in his past 3 jobs is a testimonial for his expertise in this area.
People like Thilip are very critical to the Indian Manufacturing to make it to that next level!
Thilip is a true star of the Indian Manufacturing !! Keep going Thilip !!
Manufacturing Companies need to continuously save money on their operations. The biggest cost in any manufacturing is the cost of Input raw materials. Cost reduction on Input Raw materials becomes a very important subject for any Manufacturing company.
With development of Internet, the globe has shrunk for the Sourcing manager in Manufacturing companies. He/She can access any supplier anywhere across the globe. But, still only the best of the Sourcing Managers can identify and access the cheapest sources in the world ! This requires a deep commitment on the part of the Sourcing Manager to chase down the suppliers across the globe, negotiate hard with them and deliver sizeable cost reductions for their companies!
Sivakumar Krishnamurthy is one such Sourcing Managers. Siva has done a great work for Elgi Equipments limited till a few years back when he left that company for better opportunities. Siva identified some of the cheapest sources across the world and developed excellent relationships with them. He has wonderful knowledge about the sources for many industrial parts. He dealt with different international cultures with his down to earth approach!! He is always on the lookout for that cheaper source! He never compromised on Quality while looking for cost reduction!
Siva saved Crores of rupees for the companies that he worked for. He adopted the “Total Cost of Ownership” approach to look for cost reduction opportunities. Siva is very persistent in his approach and chases down everyone concerned to complete the Cost reduction projects on time. Sourcing managers like Siva are great assets to any manufacturing company!
Siva is a valuable star of Indian manufacturing!! Keep on saving Siva!!
Foundry is a difficult place to work in. The physical environment is punishing. It is very difficult to motivate the team to perform better every day! One needs to deal with many variables. It takes a very good leader to motivate the team and maintain good standards in a foundry.
D.T .Victor Paul Vethanayagam is one such leader. He is a B.S from BITS Pilani and M.S in Management from the same institute. Victor is heading the team in Eltex Supercastings Private limited, Coimbatore. Victor is a great motivator of people. He understands the Foundry situation very clearly. He challenges the team members and at the same time supports them to go to the next level.
His understanding of the foundry practices and his leadership abilities help him to deliver in a foundry situation.
Victor is passionate about learning. Even though he has put in 26 years in to the industry, his passion for learning has not waned. Infact it is increasing by the day. His learning ability is helping him make steady progress in his career.
Victor is a ‘hands on person’. He gets in to all major shop issues and helps his team solve them! Victor is helping his company to serve some of the biggest automotive customers in India. He is contributing directly to the success of a number of Indian Manufacturing companies. He is a real star of the Indian Manufacturing industry! Keep it up Victor !!
TQM: An implementer’s point of view
Sharath Chandra Peddi graduated with Mechanical engineering from Kakatiya University, Warangal, Andhra Pradesh. He has 22 years experience, the first 11 years with Rane Brake Linings Limited, Hyderabad ( Rane Group), 2 years with TC Springs (TACO), Pune, 2years with Delphi Steering Systems, Bangalore and for the last 7 years working with Mahindra Institute of Quality as Deputy General Manager. Sharath implemented TQM in various companies that he worked for. As a result, he gained some really good insights in to the subject.
Here, he is sharing his thoughts with The Indian Manufacturing.Com .
The Indian Manufacturing.Com (TIM):
How old is your TQM Knowledge?
Sharath Chandra Peddi (Sharath):
What is the formal definition of TQM?
TQM 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. The focus of TQM is not only product / service quality (i.e. Small q), but Big Q (i.e. Quality, Productivity, Cost, Delivery, Safety,Morale and Environment)
How is it useful to Companies?
Systematic use of Quality Management principles, techniques and tools in managing all processes and operations of a company with the goal of meeting the needs of all stakeholders with greatest efficiency and sustainability .Seeking Excellence in everything the company does Product – Process – People
Is it useful only to Manufacturing Companies?
No, it is useful for any business, manufacturing /service
What are the major components of TQM? Can you explain them briefly?
Top Management Leadership: Top Management should clearly communicate the purpose of TQM introduction from a business perspective and announce an unwavering commitment to accomplish that purpose, exercise leadership to solve cross functional problems, conduct executive diagnosis, encourage TQM promotion in every area and department of the organization. Policy Deployment: Policy Management is a vehicle in Total Quality Management for formulating challenging and direction-changing strategic and operational goals as well as the means by which they may be achieved, and deploying the means down and across the organization through further means for powerful execution Daily Work Management & Standardization: Daily Management comprises all the routine activities that must be carried out efficiently, while Maintenance activities are the main, concern, Improvement activities are also part of Daily Management. SOPs & QCPC will play a major role in this journey. Cross Functional Management: Activities that are carried out with the cross-departmental coordination and cooperation through establishing companywide objectives for PQCDSM
What are the typical issues that come up in the implementation of TQM and how do you handle them?
Some of the issues faced during the TQM implementation are -resistance to change, lack of experience in Quality Management,lack of resources, emphasis on short term gains, lack of top management commitment, poor focus on education & training. Majority of the issues are improved by strong focus on communication at all levels ( with focus on top management communication meets at all levels), education and training, creating confidence in people, rewards & recognitions etc Professor Ishikawa said” Quality starts and ends with Education and Training”
How can TQM be useful in Marketing function?
TQM helps in aligning company strategy to customer needs and expectations. TQM can be useful in understanding product life cycle analysis ( what stages of the life cycle are our products in?-infancy, growth, maturity & decline stages), Positioning analysis ( positions of the products in terms of market segment),Competitive analysis (analysis of competitors and their positioning), helps in identifying the Must be quality, performance quality, attractive quality and indifferent quality requirements of customers.
How do you promote TQM usage in a company?
Top Management to declare the clear intent of TQM. Start a program for establishing basic conditions. Start an intensive communication program across the organization. Work on removing a couple of big stumbling blocks. Give up some unnecessary programs. Start TQM activities in pilot area and then slowly expand. Build participation of all employees first. Train all departments at all levels. Review internally, review through external counsellors at regular intervals, Visit to good TQM practising organizations, Participate in external competitions to showcase the improvements and also to understand the improvements done by outside companies
Can TQM address all the functions in a Company?
A full time co-ordinator is necessary for TQM implementation?
Yes, it helps to synchronize all the activities across the organization. Typically co-ordinator has to develop and implement a TQM education and training plan, Promote policy management ,Daily Management & standardization. He /she should organize top management diagnosis, TQM counselling sessions & establish a company wide QC circle promotion. Should hold TQM promotion events and participate in outside company events
What are the types of Results that you can expect from TQM usage in a company?
Results in PQCDSME ( Productivity, quality, cost, delivery, service,morale and Environment) parameters
How long will it take to implement TQM in a company and start getting results?
It takes close to 5 years to achieve Deming Prize, but we can start getting the results right from the start of TQM implementation. In my own experience I noticed that we need to spend more time and energy during the initial period of implementation to remove the resistance for change, once we create the confidence in people that TQM is for our own betterment, people participation increases leading to small improvements across organization.
Best Practice Sharing: Effective implementation of systems – Shop floor approach
By R.Damodar Rao
I started my career as a shop floor supervisor way back 1995 and at present working as a UNIT Head in one of the reputed organization in India. In my 20 years journey towards establishing myself as competent manufacturing manager I have been “seasoned” with different type of cultures, people across the regions.
In general, in most of the companies “PEOPLE” (I mean “White collar employees”) will talk a lot in conference halls but they failed to verify what was happening in shop floor –actually where the product is getting manufactured. This could be because of two reasons – 1). Lack of time 2). Take it as a granted. According to me European countries are very good in implementation of systems, they will take lot of time for framing systems but once they decided they will implement in true spirit. In India we are quite opposite to this, we hurry in to making systems and unfortunately systems will collapse in same fashion.
What I learnt from my experience is that, only one thing differentiating us from European community. And that is “lack of discipline”. This discipline comes from our “attitude& commitment” towards our day to day work. The TOP management commitment is very essential. But we need not keep blaming on it every day. Let us forget about what others are not doing and start doing something new every day. If you have this attitude it is very easy to implement systems in shop floor!
Typical shop floor people always chasethe daily numbers instead of establishing systems. We must believe that we will get numbers automatically if system is in place! Well proven systems like LEAN, TQM, TPM, SIX SIGMA, QFD,& WCM etc will give EXCELLENT benefits in longer run if you are disciplined enough to implement across the shop floor through team work.
I learnt a lot and was instrumental in implementation of each one of above mentioned systems across the companies like RANE BRAKE LININGS LIMITED (LEAN & TQM), OMAX AUTOS LIMITED (QFD), GENERAL OPTICS (ASIA) LTD (TPM) & SAINT GOBAIN GLASS INDIA LTD (SIX SIGMA, TPM. WCM). At the same time we as a team have faced challenges too in implementation but fortunately we had good leaders at TOP level who supported us.
I have summarized all my learnings in to following KEY SUCCESS FACTORS for better understanding.
05 KEY FACTORS for successful implementation of systems in Shop floor are…
1). Attitude and commitment - We must have “URGE” internally to do something new.
2). Lead by example – We must be a Role model in shop floor
3). Selecting Right Person for Right Job: We need “GO GETTERS” not “FOLLOWERS”.
4). Effective Communication: 90% of Indian companies fail in systems implementation because of poor communication.
5). Recognition and Reward: This is very important because we have to differentiate “PERFORMERS” and “OTHERS”.
RCM (Reliability Centered Maintenance) vs TPM (Total productive maintenance)
RCM is strong in determining what maintenance to do, while TPM is allabout improving rather than merely maintaining your processes
• TPM is a company-wide team-based effort to build quality into equipment and to improve overall equipment effectiveness (OEE)
• TPM has basically 3 goals - Zero Product Defects, Zero Equipment Unplanned Failures and Zero Accidents.
• TPM identifies the 7 losses (muda), namely set-up and initial adjustment time, equipment breakdown time, idling and minor losses, speed (cycle time) losses, start-up quality losses, and in process quality losses, and then works systematically to eliminate them by making improvements (kaizen). 8.3
• TPM has 8 pillars of activity, each being set to achieve a “zero” target. These 8 pillars are the following: focussed improvement (Kobetsu Kaizen); autonomous maintenance (JishuHozen); planned maintenance; training and education; early-phase management; quality maintenance (HinshitsuHozen); office TPM; and safety, health, and environment. Few organisation also add Pillars according to their Work Place like: Tools Management; Information Technology & more.
• Focussed improvement (Kobetsu Kaizen) - Continuously even small steps of improvement.
• Planned Maintenance - It focusses on Increasing Availability of Equipments & reducing Breakdown of Machines.
• Initial Control - To establish the system to launch the production of new product &new equipment in a minimum run up time.
• Education & Training - Formation of Autonomous workers who have skill & technique for autonomous maintenance.
• Autonomous Maintenance (JishuHozen) - It means "Maintaining one's equipment by oneself". There are 7 Steps in & Activities of JishuHozen.
• Quality Maintenance (HinshitsuHozen) - Quality Maintenance is establishment of machine conditions that will not allow the occurrence of defects & control of such conditions is required to sustain Zero Defect.
• Office TPM - To make an efficient working office that eliminate losses.
• Safety, Hygiene & Environment - The main role of SHE (Safety, Hygiene & Environment) is to create Safe & healthy work place where accidents do not occur, uncover & improve hazardous areas & do activities that preserve environment.
• The Base for the TPM Activity is 5S; Seiri (Sorting out the required or not required items); Seition (Systematic Arrangement of the required items); Seiso (Cleaniness); Seiketsu (Standardisation); Shitsuke (Self Discipline).
Reliability Centered Maintenance (RCM)
RCM was first conceived in the early 1960’s by the airline industry. It is a technique for reviewing equipment failures and for determining the right maintenance tasks
• RCM ensures that all performed maintenance is cost effective
• RCM contradicts the traditional precepts that the reliability of equipment is directly related to operating age
• RCM focuses on preserving the functions of equipment, not on preserving the equipment itself
Example of RCM at work:
• In 2005, The City of Montreal’s Wastewater Treatment Plant applied RCM to analyze their screen systems. Because of this analysis, they were able to meet their operating targets, while claiming to achieve an initial annual savings of $100,000. The analysis also identified assets that were excessively maintained. Correcting these inefficiencies contributed to a more effective use of the maintenance budget.Analysis of the bull screens revealed a serious level of degradation. The screens required frequent rectification for optimum level of operational health. Analysis of the total system showed that some bull screens were used more often than others. The solution was to change the frequency of maintenance tasks from straight calendar-based frequencies to frequencies based on the hours of operation of each screen and the screen system’s current condition. This linked maintenance easily and effectively to the individual requirements of each screen. Some of the maintenance cost savings were realized by reducing unnecessary maintenance on screens that did not need it. Standardization of visual inspections means that operator knowledge is effectively captured and can easily shared, both with maintenance and with other operators. Analysis of the maintenance procedures revealed that some tools and safety devices were missing or that operators were not aware of them.
• Operationsidentifies the functions and performance standards
• Maintenanceidentifies the types of failures, defines the most appropriate condition monitoring techniques,builds a program
• Maintenance and operationscollaborate on the consequences of identified failures,carry out the program