A

MICROPROJECT REPORT

ON

“REPORT ON TQM, 5S, KAIZEN AND SIX SIGMA”

Submitted by

Mr. Kale Onkar Jalindar

Under the guidance of

Mr.Baganawar R.S.

Dnyan, Kala, Krida and KrishiPratishthan’s

LATE BABASAHEB PHADTARE POLYTECHNIC,

Kalamb-Walchandnagar Tal:IndapurDist: Pune-413114

2019-2020
 Dnyan, Kala, Krida and KrishiPratishthan’s
LATE BABASAHEB PHADTARE POLYTECHNIC,
Kalamb-Walchandnager Tal:IndapurDist: Pune.-413114

CERTIFICATE
This is certified that the micro project entitled
“REPORT ON TQM, 5S, KAIZEN AND SIX SIGMA”

Submitted by

Mr. Kale Onkar Jalindar

It is a record of bonafide work carried out by them under the guidance of Mr.Baganawar
R.S.
This work is submitted toward the partial fulfilment of the requirement of MSBTE, Mumbai.

Date:

Place:

Project Guide HOD Principal

2019-2020
 TABLE OF CONTENTS

Sr. No. Content

01 Introduction Of TQM

02 TQM Features And Principle

03 Kaizen

04 5s

05 Six Sigma

06 Reference
 INTRODUCTION OFTQM

Total quality management (TQM) consists of organization-wide efforts to "install and

make permanent climate where employees continuously improve their ability to provide on
demand products and services that customers will find of particular value." "Total"
emphasizes that departments in addition to production (for example sales and marketing,
accounting and finance, engineering and design) are obligated to improve their operations;
"management" emphasizes that executives are obligated to actively manage quality through
funding, training, staffing, and goal setting. While there is no widely agreed-upon approach,
TQM efforts typically draw heavily on the previously developed tools and techniques
of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s
before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.
PRINCIPLE OF TQM
 FEATURES OF TQM.

Features

There is no widespread agreement as to what TQM is and what actions it requires of

organizations, however a review of the original United States Navy effort gives a rough
understanding of what is involved in TQM.

The key concepts in the TQM effort undertaken by the Navy in the 1980s include:

 "Quality is defined by customers' requirements."

 "Top management has direct responsibility for quality improvement."
 "Increased quality comes from systematic analysis and improvement of work processes."
 "Quality improvement is a continuous effort and conducted throughout the organization."

The Navy used the following tools and techniques:

 The PDCA cycle to drive issues to resolution.

 Ad hoc cross-functional teams (similar to quality circles) responsible for addressing
immediate process issues.
 Standing cross-functional teams responsible for the improvement of processes over the
long term.
 Active management participation through steering committees.
 Use of the Seven Basic Tools of Quality to analyze quality-related issues.
 Kaizen

Kaizen is the Sino-Japanese word for "improvement". In business, kaizen refers to

activities that continuously improve all functions and involve all employees from the CEO to
the assembly line workers. It also applies to processes, such as purchasing and logistics, that
cross organizational boundaries into the supply chain. It has been applied in
healthcare, psychotherapy, life coaching, government, and banking.

By improving standardized programmes and processes, kaizen aims to eliminate

waste (see lean manufacturing). Kaizen was first practiced in Japanese businesses after World
War II, influenced in part by American business and quality-management teachers, and most
notably as part of The Toyota Way. It has since spread throughout the world and has been
applied to environments outside business and productivity.

The Japanese word kaizen means "change for better", without inherent meaning of
either "continuous" or "philosophy" in Japanese dictionaries and in everyday use. The word
refers to any improvement, one-time or continuous, large or small, in the same sense as the
English word "improvement".However, given the common practice in Japan of labeling
industrial or business improvement techniques with the word "kaizen", particularly the
practices spearheaded by Toyota, the word "kaizen" in English is typically applied to
measures for implementing continuous improvement, especially those with a "Japanese
philosophy". The discussion below focuses on such interpretations of the word, as frequently
used in the context of modern management discussions. Two kaizen approaches have been
distinguished:
Fig. Kaizen System
 5s

5S is a workplace organization method that uses a list of

five Japanese words: seiri , seiton , seisō , seiketsu and shitsuke. These have been translated
as "Sort", "Set In order", "Shine", "Standardize" and "Sustain". The list describes how to
organize a work space for efficiency and effectiveness by identifying and storing the items
used, maintaining the area and items, and sustaining the new order. The decision-making
process usually comes from a dialogue about standardization, which builds understanding
among employees of how they should do the work.

In some quarters, 5S has become 6S, the sixth element being safety.

Other than a specific stand-alone methodology, 5S is frequently viewed as an element

of a broader construct known as visual control, visual workplace, or visual factory Under
those (and similar) terminologies, Western companies were applying underlying concepts of
5S before publication, in English, of the formal 5S methodology. For example, a workplace-
organization photo from Tennant Company (a Minneapolis-based manufacturer) quite similar
to the one accompanying this article appeared in a manufacturing-management book in 1986.

5S was developed in Japan and was identified as one of the techniques that
enabled Just in Time manufacturing.

Two major frameworks for understanding and applying 5S to business environments

have arisen, one proposed by Osada, the other by Hiroyuki Hirano. Hirano provided a
structure to improve programs with a series of identifiable steps, each building on its
predecessor. As noted by John Bicheno, Toyota's adoption of the Hirano approach was '4S',
with Seiton and Seiso combined.

A precursor development to the Japanese system of management was outlined

by Alexey Gastev's development and the Central Institute of Labour (CIT) in Moscow.
Fig. 5S System
 Six Sigma

Six Sigma (6σ) is a set of techniques and tools for process improvement. It was
introduced by engineer Bill Smith while working at Motorola in 1980. Jack Welch made
it central to his business strategy at General Electric in 1995. A six sigma process is one
in which 99.99966% of all opportunities to produce some feature of a part are statistically
expected to be free of defects.

Six Sigma strategies seek to improve the quality of the output of a process by
identifying and removing the causes of defects and
minimizing variability in manufacturing and business processes. It uses a set of quality
management methods, mainly empirical, statistical methods, and creates a special
infrastructure of people within the organization who are experts in these methods. Each
Six Sigma project carried out within an organization follows a defined sequence of steps
and has specific value targets, for example: reduce process cycle time, reduce pollution,
reduce costs, increase customer satisfaction, and increase profits.

The term Six Sigma (capitalized because it was written that way when registered as a
Motorola trademark on December 28, 1993) originated from terminology associated with
statistical modeling of manufacturing processes. The maturity of a manufacturing process
can be described by a sigma rating indicating its yield or the percentage of defect-free
products it creates—specifically, within how many standard deviations of a normal
distribution the fraction of defect-free outcomes corresponds to. Motorola set a goal of
"six sigma" for all of its manufacturing.

Doctrine

Six Sigma doctrine asserts:

 Continuous efforts to achieve stable and predictable process results (e.g. by reducing
process variation) are of vital importance to business success.
 Manufacturing and business processes have characteristics that can be defined, measured,
analyzed, improved, and controlled.
 Achieving sustained quality improvement requires commitment from the entire
organization, particularly from top-level management.

Features that set Six Sigma apart from previous quality-improvement initiatives include:

 A clear focus on achieving measurable and quantifiable financial returns from any Six
Sigma project.
 An increased emphasis on strong and passionate management leadership and support.
 A clear commitment to making decisions on the basis of verifiable data and statistical
methods, rather than assumptions and guesswork.

Fig. Six Sigma System

 REFERENCE

 Book Referred:
Industrial Engineering And Quality Control of Diploma Engineering of Vi-Semester.

 Web Sites Referred:

1) https://asq.org/quality-resources/total-quality-
managementhttps://www.britannica.com/science/hydroelectric-power
2) https://www.zapmeta.co.in/ws?q=what%20is%20six%20sigma%20lean&asid=zm_in
_gb_1_gc1_01&mt=b&nw=s&de=c&ap=&ac=1854&gclid=Cj0KCQiAhojzBRC3ARIsAGt
NtHXWWjBvuYrOIyMs9RPcUOCIDHISsgClL-
0_KZnrjIBXQX2RYpHaPMcaApMXEALw_wcB

3) https://www.5stoday.com/what-is-5s/