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Hino Pak Motors Pvt. Ltd.
Background of the Project Quality management is also a very important aspect of operations management in every organization. Every company is considerate about its products developed for the customer in the market place. Quality management is crucial to effective operations management, particularly continuous improvement to match the consumers taste and preference at all times. More recent advancements in quality, such as benchmarking and Total Quality management have resulted in advancements to operations management. Since the late 1980s, firms around the world have launched Total Quality Management (TQM) programs in an attempt to retain or regain competitiveness in order to achieve customer satisfaction in the face of increasing competition from around the world in this era of globalization. TQM is an integrative philosophy of management for continuously improving the quality of products and processes. In lieu of the vital importance of Operations Management and TQM, this project was suggested by Dr.Wasim Khan, and in order to study the implementation of TQM standards we chose Hino Pak Motors as our reference industry. The company through its reengineering and benchmarking activities has always earned the leadership in the market. Project Scope This project charter covers details regarding the scope, objective and statement of work. It provides a preliminary delineation of roles and responsibilities, outlines the project objectives, identifies the main stakeholders and provides a road map towards project implementation phase. It serves as a reference of authority for the future of the project. This project encompasses all details regarding the imple mentation of TQM principles. Automobile sector is primarily chosen for the study of this project. TQM plays an important role in the survival and growth of the automobile sector. Although there are various dynamic interactions among the sub systems of TQM and the implications of these interactions are very much interlinked, therefore we have chosen application of a single tool of TQM in the automobile industry. Hino Pak Motors Ltd appeared to be the most appropriate choice for this project since this organization is in a dynamic growth phase and expansions and efficient a nd effective utilization of latest designs and technology is a culture at Hino Pak. Moreover Hino
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Study of Implementation of TQM Tools
Hino Pak Motors Pvt. Ltd.
gives immense importance to quality standards and is in process of implementing TQM tools and methodologies and has a separate team dedicated for TQM implementation. A brief introduction of Hino Pak Motors In a business entity like Hino Pak, the use of TQM is very necessary through out the fabric of the company‟s activities because it is used to ensure and sustain efficiency and effectiveness in the organization. The company reduces its cost of production by ensuring that tangible and intangible resources are not over stretched or wasted in the organization. This is a situation where the company carries out effectively its objectives to ensure the principles of Lean Manufacturing and TQM. Hino Pak stands on a firm structure of 3 main divisions of operation and other support mechanisms. An organogram and further details about Hino Pak are shown (refer to Exhibit 1 and Exhibit 2). The Main Objective Rather than trying to bite the entire elephant, we have tried to understand manageable pieces. The main goal is to identify the fundamental ingredients for implementation of TQM by providing an empirical analysis based on the framework of 5S as the implemented tool of TQM at Hino Pak. The study has been carried out around the execution of 5S in the Maintenance workshop of the Body Operation Plant (BOP). Project Constraints When the project was at its interim stage the biggest constraint was making a practical visit to the facility since the work was is the disruption due to the hit to the Supply Chain of Hino Pak Motors caused by the recent devastating earth quake in Japan. This disruption has forced the company to cut down its production to half. Also a practical demonstration of 5S at the shop floors and the maintenance workshop wasn‟t possible, since the permission wasn‟t granted due to the confidential element of manufacturing and production for the Pak Army and other armed forces of Pakistan. Stakeholders The main stake holders for the implementation process of TQM are the Employers; a unique combination of Japanese and Pakistani Management. The Japanese principles of supreme and
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the staff and employees. the Management. premiere quality levels in all production and management levels have been reflected on the whole team of Hino. the vendors and suppliers and the esteemed customers. (Refer to Exhibit 0 for a brief over view on the activities of the project in the light of Project Management Body of Knowledge PMBOK tools) 3| P a g e . All of the stake holders form a quality circle at Hino and confer themselves with the responsibility of Quality at each and every level of Production and usage. Ltd.Study of Implementation of TQM Tools Hino Pak Motors Pvt. the skilled and non skilled labors.
TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. Company-Driven 2. suppliers. TQM capitalizes on the involvement of management. departments and levels of the organization. Total Quality management refers to a management process and set of disciplines that are coordinated to ensure that the organization consistently meets and exceeds customer requirements. Short-Term Orientation 3. Opinion-Driven 4| P a g e . In other words. and even customers. Long-Term vs. TQM companies are focused on the systematic management of data of all processes and practices to eliminate waste and pursue continuous improvement. in order to meet or exceed customer expectations. TOTAL QUALITY MANAGEMENT AT A GLANCE TQM is an integrative philosophy of management for continuously improving the quality of products and processes. Ltd. Let's look at a number of differences. TQM engages all divisions. It is used around the world. Top management organizes all of its strategy and operations around customer needs and develops a culture with high employee participation. 1. workforce. Perhaps a better way of understanding TQM is to compare a "TQM organization with what we might call a "traditional organizations". Customer-Driven vs. Data-Driven vs.Study of Implementation of TQM Tools Hino Pak Motors Pvt.
Blame 10. 5| P a g e . 5S is one of the most successful tools implied at Hino for the execution of the TQM principles. Problem-Solving vs. Isolation 11. "Lean. Fire Fighting 6. Ltd. for this study project we have focused on Lean Manufacturing. Cross-Function Teams vs. Tolerance of Waste 5. Leadership vs. Elimination of Waste vs. Fortressed Departments 8. Let‟s have a look at what 5S is all about." is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful. Systems Thinking Vs.Study of Implementation of TQM Tools Hino Pak Motors Pvt. 4. High Employee Participation vs. Inspection 7. Prevention vs. Management There are multiple tools of TQM being implied at Hino Pak. and thus a target for elimination. Top-Down Hierarchy 9. Continuous Improvement vs.
This causes a boost in the productivity and the quality of plant. 5S made substantial improvements in the "point-of-use kiting" area. and the process was inefficient. The company has made tremendous gains in small pockets. etc. they understand that 5S creates a higher quality of life and self-esteem for everyone in the organization. and products. The system has become a one-piece flow operation between assembly and mechanics. 5S is the tool to begin. QAD. 5S program is done through the involvement of employees. The work area assembled a variety of components into a single product. the best way to stabilize and understand a process is 5S. QA Manager.implement as we go program where we facilitate the training. Before 5S. We integrate maintenance and safety into the 5S program because that gets employees involved in those critical programs at the shop floor level. According to Mr. Value Stream mapping now provides diagrams of the workstation. make sure that there is a place for everything and that everything is in its place. Additional practices are frequently added to 5S. According to Mr. processes.5S 5S was created by Japanese Guru Iwao Kobayashi who originally compiled these simple steps to produce the most effective working environment. the area was not well-organized. In physical work areas the idea is to organize and clean up the area. This is a train. 7S. 5S is the foundation for successful lean implementation. support. But the process has not been easy. enabling everyone involved to know what the station has and what it needs. under such headings as 5S Plus. and coach throughout the implementation. HinoPak first deployed 5S on a part delivery process. the area saw 93% reduction in the space employees' travel to complete the tasks and a 42% reduction in overall floor space.Siddiqi. One way Hino Pak continues lean implementation is with a training program dedicated to distributing lean information. indicating the locations of essential tools and materials. THE ROAD MAP TO LEAN MANUFACTURING. but it has been difficult to implement the process throughout the entire company. Ltd. With 5S implementation. at Hino Pak. 5S works wonders in the business world. and sustain the lean journey. the implementation. and that there is a system in place to 6| P a g e . 5S+2S. 6S. The most common additional S is for Safety mentioned above. Waqas Moin Siddiqi. As corporations and businesses find ways to optimize production.Study of Implementation of TQM Tools Hino Pak Motors Pvt.
etc. if not impossible. or other objects or data that was needed to do the job. and files. network drives. In the digital work space (hard drives. The classic example is the maintenance workshop. folders. ensure that the improvements are sustained. The same principle applies to the office. wouldn‟t it be nice if the mechanic met the requirements above and if could instantly find exactly what is needed and when. It‟s very difficult. part. and to the conference room. file.) the idea is to have the folders and files well-organized and clear of duplicate and unnecessary files. the shop. form.Study of Implementation of TQM Tools Hino Pak Motors Pvt. Ltd. Wouldn‟t it be nice if the manager could immediately go to the file that needed without searching through multiple directories. phone number. of time that was wasted looking for a particular tool. the truck. 7| P a g e . book. to determine how much waste is associated with unorganized workspaces (physical and digital). However. one can think of many examples from just the past week.
Activity Sequencing Hino includes the following 5s sequence in their maintenance workshop .steps that are used to make all work spaces efficient and productive. tools and other occasionally used items in storage o Placing the most vital tools in convenient locations o Dealing with the causes of defects. seiton. one-stop service for other departments. etc. reduce time looking for needed tools and improve the work environment. and breakages o Discarding unwanted (red-tagged) items o Aiming for a “one is best” policy. seiso. parts. plant managers shift their attentions to increasing efficiency in their plants through lean manufacturing methods. They do Basic organization can be accomplished by: o Performing Red Tag Activity to highlight all un wanted items o Organizing spare parts.location filing. 5S ACTIVITIES LIST As manufacturing activity slows. It also instills ownership of the process in each employee. The Activity list describes how items are stored and how 5S tools are implemented in the Maintenance Workshop of the Body Operation Plant.making process usually comes from a dialogue about standardization which builds a clear understanding among employees of how work should be done. Seiton(Straighten): Systematic arrangements 8| P a g e . in their maintenance department. The decision. Ltd. 5S is the name of a workplace organization methodology that uses a list of five Japanese words which are seiri. Seiri(Sort): Sorting out of unneeded maintenance items(red tag) HinoPak. leaks. The answer is simple The 5S program. and leaks o Treating defects.Study of Implementation of TQM Tools Hino Pak Motors Pvt. help people share work stations. for instance one. seiketsu and shitsuke. But knowing exactly where to begin their lean journey is the first task facing plant managers and improvement teams. separates items that are essential to the job (such as tools. material and lubricants) from those that are not. noise. files.
Seiton consists of putting everything in an assigned area so it can be used and returned as quickly and safely as possible. Neat work areas can also lead to an increased feeling of pride and ownership in the work being performed. By following standard guidelines. and it is hard to feel good about your work. the clean environment must be stressed and reinforced. In HinoPak. It‟s hard to do quality work. Seiso(Shine): Keep area clean. addition to being neat or orderly. saving both time and effort. parts. marked and allocated place for everything tool. used. Clearly designated names and places in the maintenance workshop. To be effective. Functional placement of parts. Regular and thorough cleaning activities in that area. Standardization process at HinoPak includes: 9| P a g e . tools. and tools Neat and easy-to-read notice boards (with special attention paid to the removal of old and obsolete boards) Filing standards and controls properly Arrangement for first. lubricants and other maintenance stuffs. This involves assigning cleaning duties and responsibilities to specific individuals. Ltd. If a working environment is clean and remains clean.in. lubricants and materials. they are also keeping their physical environment clean. individuals will all start to chip in to maintain the cleanliness. in a dirty and unkempt environment. HinoPak is also fully aware that neatness reduces the time it takes to locate or store items. Hino focus on: o o o o o o o o With color coding tools can easily be found. They are accomplishing this by: o o o Assigning specific cleaning responsibilities to specific people. This instills a sense of pride. and returned to their proper places. Adopting simple methods for cleaning and inspection. Color coding and labeling eradicates confusion by making tools easily distinguishable by following standard color code guidelines. Seiketsu (Standardize): Standardizing This element emphasizes the continual reinforcement of Hino Pak. cleanliness and neatness characteristics. first out Proper. Quick (30-second) and easy retrieval of documents. Commonly used tools should be easily accessible. employees in the maintenance area better understand the working environment and work within it quickly and safely.Study of Implementation of TQM Tools Hino Pak Motors Pvt. To accomplish this step.
Study of Implementation of TQM Tools Hino Pak Motors Pvt. or by including someone from Maintenance as a member of the project team. part prediction. To accomplish this in their maintenance area. The Activity Resource Estimating process is closely coordinated with the Cost Estimating process. In case of HinoPak They construct a project team that is familiar with the 5S tools. or materiel) and what quantities of each resource will be used. o o o o Certification of inspections using labels. and part 'educated guessing. Such knowledge of often readily transferred through Training and Development programs. Hino emphasize that people should: o Follow all safety rules. etc. the most difficult step in the “5-S” practice. Maintenance work shop team at HinoPak is familiar with the latest in maintenance technique techniques. pipes. o Execute individual responsibilities o Communication effectively o Practice dealing with emergencies o Understand. and the sequence in which things need to be finished. involves instilling the defined rules and regulations into the day-to-day working culture of the organization. gloves. and containers Directional markings on pipes and gangways Shitsuke(Sustain): Self-discipline or perseverance Discipline. The schedule tells you when each activity should be done. schedule is a key part of project management. check and follow “5-S” practices Activity Resource Estimation Estimating schedule activity resources involves determining what resources (persons. equipment. what has already been completed. by sending different people of work shop to a seminar on preventive maintenance. For the requisite knowledge they hired a consultant. and shoes while working in work shop. It's part estimation. “Danger” warning marks and signs when required Color coding of files. Activity Duration Estimation Schedule Development No matter the size or scope of the project. such as wearing safety helmets. tags.' 10 | P a g e . and when each resource will be available to perform project activities. Scheduling is not an exact process. Ltd.
in Hino Pak. Any changes are managed as they occur. since uncertainty is involved. It helps them assess how time delays will impact in their maintenance work. The schedule essentially transforms the project from a vision to a time-based plan. Revising the plan to incorporate the chosen corrective actions. Ltd. Schedule control includes four steps in Hino Pak: Analyzing the schedule determine which areas in maintenance workshop may be need corrective action. Recalculating the schedule to evaluate the efforts of the planned corrective actions for that area. risks come and go. the schedule is reviewed regularly. It helps them to determine how best to allocate resources so you can achieve the project goal. Similarly. and it is often revised while the project is in progress. (refer to Exhibit 8 for Activity sequencing) Schedule Control The Schedule Control process is involved with determining the current status of the project schedule and influences factors that create schedule changes. and new risks are identified. Throughout a project each time schedule is recalculated whether it‟s after actual data or project changes are incorporated after the corrective actions.Study of Implementation of TQM Tools Hino Pak Motors Pvt. It continues to develop as the project moves forward. The schedule analysis includes identifying critical path and any path of activities of the work shop. it is necessary to analyze the newly calculated schedule to determine whether it needs further attention. Deciding what specific corrective actions should be taken. It enables Hino to figure out where excess resources are available to allocate to other maintenance work in project. 11 | P a g e . Schedules also help them do the following: It provides a basis for them to monitor and control project activities at maintenance work shop. If the planned corrective actions do not result in an acceptable schedule these steps are repeated. changes arise. It provides them a basis to help in order to track their work. Schedule control is a component of the Integrated Change Control process.
Red Tag is placed to the items that donot belong to that area. Red Tags are used to keep the process of change going throughout the 5S workshop while remaining organized in the process. Other items may be deemed necessary but used infrequently and so an alternative location can be found. People tend to be blind to failings in their own work place and a fresh pair of eyes can be useful. Another element of the standard approach is 'red tagging' where items are given a tag which says what the item is. Ltd. following steps are taken.Study of Implementation of TQM Tools Hino Pak Motors Pvt. clearly marking items that need to be moved creating workplace organization (Exhibit 3) A part of the Sort step. or looking at each other's areas. which location it is in and when it was identified in this location. or helps address quality issues. When following the Red Tag processes.functional teams. If the operator needs a particular tool only once or twice a month then a 20-yard walk is not a problem .especially if the space thus saved on the workbench helps to make the workplace more productive. WORK BREAK DOWN STRUCTURE Seiri : The Red Tag Activity. We then leave the area for a while and anybody using the item notes this. As a first pass we should perhaps create a quarantine area before throwing items away. Involving cross. is an obvious first step. 4. 2. 5S Red Tags are used for visual management of a workspace. 1. These items are then placed in the red tag holding area.First Step of 5S The major element of Seiri is simply a critical look at the area. Items which have not been used can then potentially be disposed of. We go back some time later and can readily identify things that haven't moved. or been used. Identify Unneeded misplaced items Attach red tags Move the items to a holding area Dispose off the truly unneeded items. 3. selling them or reworking them into something else. 12 | P a g e .
Identify the Targets related to following stages in the Mechanical Workshop: 1.Study of Implementation of TQM Tools Hino Pak Motors Pvt. Ltd. 2. 4. 13 | P a g e . 5. until it is monitored and reworked upon. Inventory Equipment Furniture Storage Fittings and fixtures Out dated signs and poster and notice boards Finally a critical look is taken in the Red Tag holding Areas and a red tag is usually available for one week. The next steps to take the Red Tag Activity forward towards completion include following the Red Tagging Criteria. 3. 6.
5. Rules for placing and manipulating SDVs must be posted in the right places 2. Tiger marks draw attention to safety hazards. f.Study of Implementation of TQM Tools Hino Pak Motors Pvt. 2. 3. b. Tools should be kept with in maintenance workshop Ensure quick and systematic search of tools Outline locations of equipment. Seiso Ensuring the following critical elements in warehouse is the building block for the third s tep of 5S activity i. Limit lines show height limits related to items stored in the workplace. Seiton The sorting out process is essentially a continuation of that described in the Seiri phase. Range lines indicate range of operation of doors or equipment. Divide r lines define aisle ways and work stations. Restructuring the work content so that certain operations can be carried out within the cycle of others. Removing items to be discarded or held in an alternative location will create space. Ensure proper handling and usage of tools for their long life No trash material/non conform part should be with in maintenance area. Ltd. 5. This is done by performing a number of actions described bellow: 1. Keeping shelves in order in the storage places Proper placing of tool after usage.e. Seiso 1. Identification plates. Workers should abide discipline there will be no rule deviation. supplies. 3. Marker lines show position of equipment. 4. Arrows show direction. 3. Seiketsu 1. c. badges and work 14 | P a g e . d. common areas and safety zones with lines: a. 4. name plates. Cleanliness of storage area Tooling must be cleaned of contaminants Tooling not in used must also be in ready state and clean. 2. e. This space will be visible and facilitate the alternative layout of the area.
Rewards and Recognition People need to feel that their efforts are recognised. it is not simply the mechanical means by which we continue to monitor and refine. Suffice to say that key points are: Communication We need people to be aware of what we are trying to achieve. The QAD team and the 5S team carries out periodic (monthly) audits for 5S and the findings are submitted to the concerned managers. well done" or some form of award (financial gain. Which take pre-eminence in a particular organisation varies with the history and culture of that organisation. Education They need to understand the concepts and the individual techniques. of course.Study of Implementation of TQM Tools Hino Pak Motors Pvt. Instructions during preventive maintenance must be observed? (Refer to Exhibit 4 and 5) Shitsuke The fifth pillar is more than this. and why. it is the set of approaches we use to win hearts and minds. to make people want to keep applying best practice in shop organisation and housekeeping. If the business has a history of treating people like cattle. giving no credence to their suggestions and simply trying to improve performance by driving the workers ever harder. with consequent penalties if they do not. clothes must be clean and adequate 4. Whether the reward is a senior manager walking past and saying "that's very good. discipline is perhaps an unfortunate term as it implies people forced to do something. Auditing is the key towards continuous improvement and maintaining the ongoing process parameters of 5S. and the management (refer to Exhibit 6) There are a number of elements to any ongoing improvement activity in any business. In this sense. then enthusiasm for any sort of initiative aimed at building a better environment is going to be hard to generate. on the culture already in place. As with the adoption of kaizen (continuous improvement) or quality circles we have to press the right buttons to stimulate people. 15 | P a g e . The way in which management achieves this establishment of ongoing commitment within the workforce depends. prize or formal presentation of a certificate) depends on the organisation. Ltd.
Study of Implementation of TQM Tools Hino Pak Motors Pvt. A typical schematic of the Work Breakdown Structure of the 5S process in the Maintenance Workshop is given below: 16 | P a g e . Ltd. Structure We need to identify what is to be done. by whom. and ensure that schedules are updated and clearly visible. Time If we want people to spend five minutes every four hours removing swarm from the floor around their machine we have to make sure that we allow them this time. We cannot give this as an instruction yet at the same time push for more time spent achieving productivity targets.
WORK BREAK DOWN STRUCTURE 5S AT MAINTENANCE WORKSHOP 5S WBS FOR THE WORKSHOP Seiri(Sort) Seiton (Straighten) Functional Placement Quick & easy retrieval Proper marked places Seiso(Shine) Seiketsu (Standardize) Warning marks and Signs Certification Shitsuke (Sustain) Red Tag Activity Sorting Sense of Ownership Up to date maintenance No trash material Follow all rules Effective communication Individual responsibility Organizing Color Coding Treating defects Regular Cleaning Activities Directional marks Auditing Placing 17 | P a g e .Study of Implementation of TQM Tools Hino Pak Motors Pvt. Ltd.
This team will also become the Autonomous Maintenance Pillar Team if Hino Pak will prepare to launch TPM i. This leadership team needs to allocate resources and provide support to the 5S Steering Team and t he 5S Pilot Team. Today. Skilled and Un Skilled Labor for all the departments of the Organization. This team needs to be able to make decisions quickly to keep the 5S effort moving forward. the employees. Total Productive Maintenance. the Managers. They developed an intense training schedule and carried out trainings for the Management. the office of the Maintenance Manager. 3. Each zone will need to have a team assigned to that zone as you expand 5S. we are looking at the first step: Promotion & Implementation Plan The Promotion and Implementation Plan is critical to the success of 5S in the Maintenance Workshop.e. This team makes quick decisions on color coding. Ltd. the QAD manager and the QA team received diversified set of trainings from training consultants home and abroad. As per the „Train the Trainer program‟. Leadership Team. It is also best if much of it is conducted on the floor. This team is different from Site Steering Committee. AOP and the Maintenance Workshop already have a Steering committee. or Staff that is already guiding the plant. The training is best if it is Just-In-Time. Site Steering Committee The BOP. 5. The 5S Steering Team includes at least one member of the Site Steering Committee. Supervisors. It‟s also best to keep the training sessions small. the Stores and the general workshop. etc. Big groups won‟t ask as many questions.Study of Implementation of TQM Tools Hino Pak Motors Pvt. 2. For example in case of the Maintenance Workshop the zone map is the Mechanical and Electrical Workshop of the Maintenance Department. Zone Maps These are maps to include the owner of each zone. Trainings build the anticipation and desire for 5S. 18 | P a g e . C ONTINUINING WITH THE EXECUTION PHASE While there are five S‟s and five steps perceived by the operator on the production floor. It includes the following 8 components: 1. there are 7 Steps to 5S implementation. 5S Training. The 5S Lead Team This team is cross functional and includes Continuous Improvement Leader and floor operators. forms. A lot of training on 5S is delivered by the QAD Department.
Ltd. One very important aspect is to define the scope of your 5S initiative. His team is excited that they are addressing the root cause of their recent poor change over. 6. He has an implementation plan that is ready to go. he is well on the way to improved housekeeping and organization. 8. improved change over time.Waqas Moin Siddiqi selected the Maintenance team as the pilot line when 5S activity was initiated at Hino Pak approximately couple of years ago and he is the 5S Champion for his plant.in-process (WIP). 5S Objectives. Don‟t plan to the point of needlessly delaying the launch. He has had a 5S Orientation with the entire plant with the support of his Site Steering Committee. You will be modifying your plan as you go anyway. You should also find a way to measure morale and set a goal for improved moral as part of the 5S effort.Waqas and his QAD team carries out the Sustaining Activity for 5S by carrying out scheduled 5S Audits as per plan. Take the time to do your early planning right. Implementation Plan For the development of the plan resources are needed from all departments when 5S is to be launched throughout the plant and the workshop. reduction of work. 19 | P a g e . Goals are set for the implementation of 5S. This will build a desire for 5S expansion. How many teams does the team want to have in place and in what stage of 5S by when? The maintenance department must set goals for Safety. Communicate the basics and the benefits to 5S throughout. They are ready to roll out 5S and have just one more thing to do. Instill enough knowledge that people will be excited by the progress of your pilot team. Bring some positive excitement to it early. 7. Mr. Promotion Plan. In fact.Study of Implementation of TQM Tools Hino Pak Motors Pvt. Reserve the right to learn and improve as you go. The Bottom Line Mr.
20 | P a g e . workers and operators. development and auditing A consistent practice of effective and continuous training and developme nt schedule provides 5S trainings at Hino Pak for all stake holders. and all other TQM Activities that are being carried out at Hino Pak. Scatter Diagrams that actually constitute the section of Statistical Process Control tools (SPC).Study of Implementation of TQM Tools Hino Pak Motors Pvt. namely Pareto chart. Also activities like Five Whys give a supporting element to the Red Tag Activity carried in the 5S implementation stage. Ltd. Flow Chart. the non managerial staff. Fish Bone . Histogram . Customers and Vendors. Monthly QA activity reports are generated that encompass all sectors of Quality development and TQM implementation (enclosed: attachment). the Management staff. 5-Check points. The control measures for monitoring of process implementations include. Defect Ratios Month wise Vehicle Audit Top defect analysis and measures In House Trainings Vendors Trainings Customers Trainings Process Audits There are proper audit schedules for periodical monitoring of 5S activities. MONITORING AND CONTROL Continuous training.
Study of Implementation of TQM Tools Hino Pak Motors Pvt. new products or new work rules. P ROJECT C LOSING It is important to have continuous education about maintaining standards. The Audit hadbeen delayed for two months and moreover the maintenance team had also recruited new personnel that were not given the proper training for 5S. it is essential to make changes in the standards and provide training. Critical Analysis It is a very clear objective of Hino Pak to create an effective communication system through the implementation of 5S and cater the opinions of employees. These recommendations included: Formation of a Team Leader out of every team in production/maintenance/quality department who carries a voluntary final check over the product before moving it to the next department. The last activity for 5S i. It was noted that there were no records found for the last monthly 5S audit for the maintenance workshop. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining standards. The maintenance team works with 5 technicians in a shift. When there are changes that affect the 5S program such as new equipment. Ltd. Out of these 5. The QAD relates these non conformances with the recent down ward progress of production and manufacturing processes that forced the facility to work at half of its capacity and the regular schedules for Preventive Maintenance had not been followed. During the s urvey of 5S implementation at the mainetenance workshop we have noted a few discrepancies and the existence of few non conformities. Recommendations We suggested a few recommendations for the 5S Sustain Activity in order to match up the standard. Shitsuke: Sustain actually calls for regular updates and feedback from the management and the 5S team in order to maintain the standards of 5S. one technician should be chosen who keeps a check on all requirements for the fulfillment of 5S 21 | P a g e .e.
and they plan to extend their plans for Quality improvement techniques to all suppliers and customers and they are way far on the plans to approach superior Quality techniques and move towards zero defects through superior automation and flawless quality. On an overall basis. Hino Pak has successfully implemented a number of TQM tools as explained above. Ltd. 22 | P a g e . activities including proper fulfillment of Preventive/Corrective/Autonomous maintenance schedules and calculate the reduction in downtime. 5S checklist (attached Exhibit 5) must be used effectively because it covers all essentials for the 5S implementation.Study of Implementation of TQM Tools Hino Pak Motors Pvt.