An Assignment

On
TQM of PRAN-RFL Company

Submitted To
Tahmina Rita Anika
Lecturer
Management Studies
Jagannath University

Submitted By
Group: Titan
BBA 4th Year 2nd semester
12th Batch
Management Studies
Jagannath University
 GROUP: TITAN

NAME ID
MST Nusrat Jahan Sondha B160202013
Abdullah Al Mahbub B160202027
Nayan Kanti Roy B160202036
Mahedi Hasan B160202055
Ashraful Islam Niloy B160202056
Halima Akter B160202069
Beauty Khanam B160202071
 INTRODUCTION
▪ PRAN started its journey on 1981
▪ RFL started its journey on 1980
▪ PRAN-RFL combined together on 1981
▪ Founder of PRAN RFL GROUP is Major Gen.(Retd.) Amjad Khan Chowdhury
▪ Pran is the largest food & nutrition company in Bangladesh
▪ RFL is the market leader in cast iron, pvc & plastics
▪ PRAN has 84000 employees
▪ RFL has over 12000 employees
▪ PRAN-RFL are growing rapidly by ensuring their Total Quality Management

Company Overview:
PRAN (Programme for Rural Advancement Nationally) was established in 1981 by retired Major
Gen (Retd.) Amjad Khan Chowdhury and has become one of the largest food and beverage
brands in Bangladesh. PRAN pioneered agribusiness in Bangladesh by providing farmers with
guaranteed prices. PRAN Foods, a subsidiary of the PRAN-RFL Group, produces a number of
agricultural products under the PRAN banner. PRAN established a subsidiary company in U.A.E
in 2003.In 2008 the company announced plans to open a production facility in Tripura, India
after the Indian government lifted the ban on direct investment from Bangladesh in 2007. The
PRAN group's exports had reached 10 billion taka by 2016, with the biggest markets for the
company in India, Saudi Arabia, the UAE, Malaysia and Oman. The same year the revenue for
PRAN exceeded US$500 million. PRAN started exporting potatoes in March 2016 In April
2016, PRAN started to export cassava and the first shipment, worth US$3 million, was sent to
New Zealand. PRAN has 80 thousand direct employees and 200 thousand indirect employees.
PRAN exports to over 118 different countries.
Awards:
For brightness in trade advertise including item headway, showcase advancement thus on: they
have been granted different trophies in home and abroad. PRAN accomplished “Best National
Export Grant) for 11 back to back monetary years(FY 2002-03, 2003-04, 2004-05, 2005-06,
2006-07, 2007-08, 2008-09, 2009-10, 2010-11, 2011-12, 2012-13, 2013-14,2014-15, 2015-16)

As of late, PRAN has granted “ UDC BUSINESS AWARD 2016” as the best nourishment and
refreshment things maker in Malaysia. PRAN RFL has just because gotten IMS authentication as
the principle nourishment handling organization in Bangladesh.

PRAN-RFL has got Best Brand Award from Bangladesh Brand Forum.
 BACKGROUND OF TQM

 In 1924,W.A Shewhart of bell telephones labs developed a statistical chart for the control
of product variables- the beginning of SQC & SPC
 In the same decade H.F. Dodge and H.G. Roming of Bell telephone Labs developed
statistical acceptance sampling instead of 100% inspection
 In 1946 the American Society for Quality Control was formed

 In 1950 Edwads Deming who learnt SQC from Shewhart taught SPC & SQC to Japanese
engineers and CEO’s
 In 1954 Joseph M.Juran taught Japanese managements their reponsibility to achieve quality
 In 1960 the first quality control circles were formed SQC techniques were being applied
by Japanese workers

 In 1990s the ISO 9000 model become the world wide standard for Total Quality
Management System

TQM PRACTICES:
 Customer Focus: customer focus include not only buyer but also stakeholder such as users,
customers and beneficiaries
 Quality: Quality indicates usability like functions, psychological characteristics, reliability
and safety. The impact to third parties, society, environment and future generation should
also be considered.
 Product and Service: Product and service include finished products, parts and raw materials
and service as well as everything provide to customers including systems, software, energy
and information.
 Running all corporate units effectively and efficiently: Under the appropriate organization
management, all division and all stall in all levels of an corporate purpose along with
integration of management system.
 Systematic activity: Systematic activity is an activity which defines clean mid to long term
vision and appropriate quality strategy and conducted under a strong sense of mission and
leadership.
 BACKGROUND OF KAIZEN

Kaizen was formed in Japan following World War II. After World War II, to help restore the
nation of Japan, American occupation forces brought in American experts of statistical control
methods that were familiar with the War Department’s TrainingWithin Industry (TWI) training
programs. TWI programs included Job Instruction (standard work) and Job Methods (process
improvement). In conjunction with the Shewhart cycle taught by W. Edwards Deming, and other
statistics-based methods taught by Joseph M. Juran, these became the basis of the kaizen
revolution in Japan that took place in the 1950s ( Kaizen,2010).

Kaizen come from kanji word. In Japanese, kaizen are divide by kai which is means change or
the action to correct. Meanwhile, zen give means good. In Chinese, it is pronounced by gai shan.
Gai shan means changes for the better or improve which is also divide gai and shan. Gai give
means change or the action to correct and shan means good or benefit. In Japanese, Kaizen is the
one of the key to competitive success and most important concept in management. The kaizen
philosophy has been implemented in all organization around the world because of Japan’s
success in improvement production value. In the United State (US), kaizen is often known as
“Kaizen Blitz” or “Kaizen Event”.

Features of Kaizen:

• Improvements are based on many, small changes rather than the radical changes that
might arise from Research and Development
• As the ideas come from the workers themselves, they are less likely to be radically
different, and therefore easier to implement
• Small improvements are less likely to require major capital investment than major
process changes
• The ideas come from the talents of the existing workforce, as opposed to using R&D,
consultants or equipment – any of which could be very expensive
• All employees should continually be seeking ways to improve their own performance
• It helps encourage workers to take ownership for their work, and can help reinforce team
working, thereby improving worker motivation

Kaizen can contribute in assembling as well as each other office in an organization.

Principles of Kaizen:
There are as much as 10 kaizen principles, in terms of TQM:

1. Never stop philosophy:

There is no last word of having done in terms of quality. No matter how successful the company
has been though. Just keep improving the quality and make the product more qualitative.

2. Eliminate old, traditional concepts:

At the every inch of an industry, the modern technology has put a great revolution to improve the
efficiency and effectiveness of its system.
For example,
Rule of thumb is all but eliminated by the use of scientific management tools.

3. Not reactive, Be proactive:

Just accept no excuses and make things happen. Also Don't be hesitate on your decision. Just
focus on your goal and move forward.

4. Don't Assume New method will Work:

In simple words, this basically means that, something has worked for someone. This doesn’t
mean this will work for you as well.

5. Make corrective Action:

If something of the process is wrong, correct the process to help the cause of improvement in
TQM perspectives.

6. Empower everyone to take part in problem-solving:

Kaizen says no to solve problem personally. It rather says to engage all the related people to
solve any problem and take a better decision.

7. Crowd source:
Get information and opinions from multiple people and get some new ideas on things that can
create continuous improvement.

8. 5 Why Method:
Before making decisions, ask “why”-questions five times to get to the root cause. By asking 5
times, you are likely to find the reason behind the problem.

9. Be economical:
Save money through small improvements to spend the saved money on further improvements.
What the manager can do is that consider specific things from which money can be saved. Just
identity them and then fix them.

10. Don't Stop:

Never even say that, your task has been finished.
Improvement has no limits and it can be continued on an infinite level.
Benefits of Kaizen:
• Increased Productivity
• Quality Products
• Reduction in Wastage
• Less Rework
• Reduced Human Efforts
• Low Manufacturing Cost
• Optimal Use of Resources
• Empowerment
• Continuous Improvement

Draw Back of Kaizen:

• Considered As Barden
• Highly Costly For its Training Strategy
• Withdrawing Decision is irreversible and Costly
 IMPLEMANTATION OF KAIZEN
Kaizen method has gigantic impact on take of a firm, including structure, dissemination,
advertising and so forth and in this manner all degree of a company’s management. Kaizen is basic
in practically all assembling ventures like PRAN-RFL. Kaizen demonstrates a procedure of
consistent improvement. The explanation behind the fame of kaizen is straightforward. This is on
the grounds that kaizen improves profitability, builds benefits and diminishes cost.

The Cycle of Kaizen:

There has a constant cycle of Kaizen which exists with the sole focal point of progress. The Kaizen
has 7 stages and they bare as per the following:

• Involve employees
• Process analysis
• Think of the solution
• Implementing the solution
• Analysis of results
• Standardize if results are optimal
• Repeat

INVOLVE

FIND
REPEAT
PROBLEM

THINK
STANDARDISE
SOLUTION

CHECK IMPLEMENT
Activities of Kaizen in PRAN-RFL:
 Habiganj industrial park: Habiganj Industrial Park (HIP) has recently completed
KAIZEN work on M&S forming machine at M&S production line of PCL to increase the
production capacity by increasing M&S forming machine capacity and full filling the
sales demand by existing m/c without any investment. They have completed some works
in this machine to increase the productivity like changed the Gear sprocket, modify the
Gear box plate, set newly mold for product shape quality, Increase cooling temperature
and so on. As a result, productivity has increased almost 47.8% with the consuming
electricity as before.

 Chorka Textile Limited: Chorka Textile Limited (CTL) has recently completed some
KAIZEN works in the factory. They have improved Method with Arm hole binding that
increased the productivity and achieved required quality. Besides, they are implementing
new method by utilizing batch label attach with pattern instead of batch label attach with
mark that improve the production capacity and save time & money. Meanwhile, they
have developed a method for Drawstring insert process that reduced 55% of cycle
time, increased the productivity, reduce time and save money

 Mymensingh Agro Limited: Mymensingh Agro Limited (MAL) has completed 23

KAIZEN works at the factory in Engineering Workshop, CSD, Plastic, Drinks, Candy
sections which saved BDT 75, 88,143. They set auto water drain valve in airline before
CSD blowing machine and drinks line to reduce production breakdown & parts damage
by providing water free air, Nonmoving IR filter use at LP compressor by some
modification without buying new parts, comp HF filler damage condenser tube
modification work, Completed the automation work of LP Compressor at Wafer line
instead of manual running, and increased the lathe capacity by using scrap material in
Engineering Workshop.

 PRAN factory Ghorashal: PRAN Factory Ghorashal has completed the KAIZEN work
of Vacuum Cooker Water Circulation of HBCL that will save more than half a million
per year. Now they are using water circulation system for Vacuum cooker. As a result
saved treated water demand, less deep tube well running time, less ETP inlet water
pressure, Reduce ETP chemical cost, Reduce wastage of water and reduced the
environment pollution

 PRAN Agro Limited: PRAN Agro Limited (PAL) has recently organized a training
program on KAIZEN and handed over the KAIZEN Award to the best performers. The
employees who are involved with KAIZEN were present in this program and introduced
themselves.
 Automation in PE Compound Machine of Kitchen Shelf plastic paint resin with
PLC & HMI under the process of Kaizen: DIP DPL has built a great automation in PE
Compound machine. With the help of DPL Development team, they introduced entire
automation on the PE compound machine with all necessary safety. Now, after a certain
period, when all the heaters are ON, The operator can be able to run the extruder,
Otherwise He can't run the machine. Hence, no damage on the Main Motor. Previously,
Operator manually did the opening & closing of the water tank valve according to the
temperature requirements & it was time consuming & loss of efficiency as well. Now
with the help of temperature sensor, PLC itself opens & closes those valves according to
the set temperature. Now they are able to see the total running hour of the machine. Now
they can see the efficiency of the machine that how much times the machine is running in
a day. Operators & Maintenance team needs to do a preventive maintenance after a
certain period of time otherwise they will not be able to run the machine when the time
is over. This ensures the preventive maintenance with the help of PLC, HMI & lot.
Authorized person can see the machine status from Head office or any places if he
connected with the software via internet. If needs to shut down the machine, He could do
that. On the monitor, anyone can see the times of power disruption occurred in a day or
month
 BACKGROUND OF FISHBONE DIAGRAM
• 1943: The Fishbone or Cause and Effect Diagram was first used by Kaoru Ishikawa, a
pioneer of Quality Management of the University of Tokyo in 1943
• 1960: Fishbone Diagram was devised by professor Kaoru Ishikawa in the 1960’s
• 1990: The technique was then published in Kaoru Ishikawa’s 1990 book “ Introduction to
Quality Control”

Useful Methods For Fishbone Diagram

There has 3 Methods for Fishbone Diagram:

 5W1H: 5W1H means what, where, when, who, why, how

 6M; 6M means manpower, machinery, materials, method, mother-nature, measurement.
 8P; 8P means people, place, promotion, product, productivity, price, physical evidence,
process.

Most Use Categories in Business

➢ People: Anyone involved with the process
➢ Methods: How the process is performed and the specific requirement for doing it such
as policies, procedures, rules and regulation
➢ Machines: Any equipment, computers, tools are required to accomplish the job
➢ Materials; Raw materials, parts, pens, paper etc used to produce the final product
➢ Measurement: Data generated from the process that are used to evaluate its quality
➢ Environment: The conditions, temperature and culture in which the process operates
Advantages of Fishbone Diagram
• Easy to understand
• Helps to find the most likely cause of the problem
• Can be applied to a range of problems
• The whole team gains a better understanding of the issues

Disadvantages of Fishbone Diagram

 Doesn’t help you prioritize causes

 The output from brainstorming is only as good as your brainstorming session

 Can become unwieldy to use

 You may waste time discussing causes that have very littlie impact on the problem
IMPLEMENTATION OF FISHBONE DIAGRAM
 OVERALL TOTAL QUALITY MANAGEMENT OF
PRAN-RFL

• Setting Up Standards of Quality

• Focusing on Consumers Demand
• Time Saving and Quality Matching Adaptability
• Pursuing New Strategies for new Quality Upgrade

• Checking Product Quality Deviation Continuously

• Follow ISO 9000
• Creating New Culture of Ensuring Good Workplace & Environment

CONCLUSION
• The fact is that Kaizen philosophy and Fishbone if implemented well will produce marvelous
result.
• In this manufacturing industry the Kaizen and Fishbone both reduced the cycle time for
various processes.
• Kaizen tool box helped to find the cause of the extra time taken by the operators.
• This study is the proof that Kaizen will help organizations to outperform peers and achieve
high performance with optimum use of resources.
• Kaizen and Fishbone are a continuous process and needs regular attention. It can be
concluded that if implemented well both Kaizen and Fishbone can improve overall efficiency
of assembly line.