Process Improvements
Total quality management or TQM is an integrative philosophy of management for continuously improving the quality of products and processes.
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. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations.
Nine common TQM practices as cross-functional product design, process management, supplier quality management, customer involvement, information and feedback, committed leadership, strategic planning, cross-functional training, and employee involvement.
TRAINING
SGQ Innovations is a high profile TQM Training providing Company for continuously improving the quality of products and processes. TQM Consultants' Team of SGQ Innovations works with the client organizations to manage their risks and to Improve the quality of products and processes continuity through TQM Training.TQM Consultants' Team of SGQ Innovations capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations by implementing TQM Certification by SGQ Innovations TQM Consulting services.
TQM Training rendered by SGQ Innovations with the mission "To Create Value and Make a Difference "further helps organizations to attain excellence in all business operations.
TQM Training helps businesses to implement Process Improvement standards and achieve the certification in a timely manner also by TQM Training. Our TQM Consultants have experience in all vertical of business. Our TQM Consultants are experts in providing TQM Training with a solution to Total Quality Management that's cost effective, efficient and reliable.
SGQ Innovations Provides TQM Training, Total Quality Management Training, Process Improvement Training in all parts of India. SGQ Innovations high profile team consists of members qualified as Lead Auditors for ISO 9001, ISO 14001, ISO 14064, OHSAS 18001, ISO 22000, BRC, GMP, ISO 27001, ISO/TS 13485, ISO 20000, AS 9100, NABH, ISO 17025-NABL and are experienced to implement best business excellence practices such as TQM, LEAN, KAIZEN, 5S.
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S". 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.
The 5 S'sThere are five primary 5S phases: sorting, straightening, systematic cleaning, standardizing, and sustaining.
Sorting (Seiri)Eliminate all unnecessary tools, parts, and instructions. Go through all tools, materials, and so forth in the plant and work area. Keep only essential items and eliminate what is not required, prioritizing things per requirements and keeping them in easily-accessible places. Everything else is stored or discarded.
Stabilizing or Straightening Out (Seiton)There should be a place for everything and everything should be in its place. The place for each item should be clearly indicated.
Sweeping or Shining (Seiso)Standardized cleaning-point at a 5S organized plant
Clean the workspace and all equipment, and keep it clean, tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. Spills, leaks, and other messes also then become a visual signal for equipment or process steps that need attention. A key point is that maintaining cleanliness should be part of the daily work – not an occasional activity initiated when things get too messy.
Standardizing (Seiketsu)Work practices should be consistent and standardized. All work stations for a particular job should be identical. All employees doing the same job should be able to work in any station with the same tools that are in the same location in every station. Everyone should know exactly what his or her responsibilities are for adhering to the first 3 S's.
Sustaining the Practice (Shitsuke)Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S's and make changes as appropriate.It should be made as a habit and be continually improved.
TRAINING
SGQ Innovations is a high profile 5S Training Providing Company for continuously improving the quality of products and processes. 5S Consultants' Team of SGQ Innovations works with the client organizations to manage their risks and to Improve the quality of products and processes continuity through 5S Training. 5S Consultants' Team of SGQ Innovations Consulting capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations by implementing 5S Certification by SGQ Innovations 5S Consulting service.
5S Training rendered by SGQ Innovations with the mission "To Create Value and Make a Difference" further helps organizations to attain excellence in all business operations.
5S Training Consulting helps businesses to implement Process Improvement standards and achieve the certification in a timely manner also by 5S Training. Our 5S Consultants have experience in all vertical of business. Our 5S Consultants are experts in providing 5S Training with a solution to Total Quality Management that's cost effective, efficient and reliable.
SGQ Innovations Provides 5S Training, Total Quality Management Training, Process Improvement Training in Hyderabad, Telangana, Andhra Pradesh & other parts of India SGQ Innovations Consulting's high profile ISO Training team consists of members qualified as Lead Auditors for ISO 9001, ISO 14001, ISO 14064, RC 14001, OHSAS 18001, ISO 22000, BRC, GMP, ISO 27001, ISO/TS 13485, ISO 20000, AS 9100, NABH, ISO 17025-NABL and are experienced to implement best business excellence practices such as 5S, LEAN, 5S, 5S.
Kaizen, Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management.
When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves 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.
By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country.
It has since spread throughout the world and is now being implemented in many other venues besides just business and productivity.
TRAINING
SGQ Innovations is a high profile KAIZEN Training Providing Company for continuously improving the quality of products and processes. KAIZEN Consultants' Team of SGQ Innovations works with the client organizations to manage their risks and to Improve the quality of products and processes continuity through KAIZEN Training. KAIZEN Consultants' Team of SGQ Innovations capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations by implementing KAIZEN Certification by SGQ Innovations KAIZEN Consulting service.
KAIZEN Training rendered by SGQ Innovations with the mission "To Create Value and Make a Difference" further helps organizations to attain excellence in all business operations.
KAIZEN Training Consulting helps businesses to implement Process Improvement standards and achieve the certification in a timely manner also by KAIZEN Training. Our KAIZEN Consultants have experience in all vertical of business. Our KAIZEN Consultants are experts in providing KAIZEN Training with a solution to Total Quality Management that's cost effective, efficient and reliable.
SGQ Innovations Provides 5S Training, Total Quality Management Training, Process Improvement Training in Hyderabad, Telangana & Andhra Pradesh etc. SGQ Innovations high profile ISO Training team consists of members qualified as Lead Auditors for ISO 9001, ISO 14001, ISO 14064, OHSAS 18001, ISO 22000, BRC, GMP, ISO 27001, ISO/TS 13485, ISO 20000, AS 9100, NABH, ISO 17025-NABL and are experienced to implement best business excellence practices such as KAIZEN, LEAN, KAIZEN, 5S.
LEAN MANUFACTURING
Lean manufacturing, lean enterprise, or lean production, often simply, "Lean," 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, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, "value" is defined as any action or process that a customer would be willing to pay for.
Essentially, lean is centered on preserving value with less work. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System(TPS) (hence the term Toyotism is also prevalent) and identified as "Lean" only in the 1990s.
TPS is renowned for its focus on reduction of the original Toyota seven wastes to improve overall customer value, but there are varying perspectives on how this is best achieved. The steady growth of Toyota, from a small company to the world's largest automaker, has focused attention on how it has achieved this.
Lean manufacturing is a variation on the theme of efficiency based on optimizing flow; it is a present-day instance of the recurring theme in human history toward increasing efficiency, decreasing waste, and using empirical methods to decide what matters, rather than uncritically accepting pre-existing ideas. As such, it is a chapter in the larger narrative that also includes such ideas as the folk wisdom of thrift, time and motion study, Taylorism, the Efficiency Movement, and Fordism. Lean manufacturing is often seen as a more refined version of earlier efficiency efforts, building upon the work of earlier leaders such as Taylor or Ford,and learning from their mistakes.
OVERVIEW
Lean principles come from the Japanese manufacturing industry. The term was first coined by John Krafcik in his 1988 article, "Triumph of the Lean Production System," based on his master's thesis at the MIT Sloan School of Management Krafcik had been a quality engineer in the Toyota-GM NUMMI joint venture in California before coming to MIT for MBA studies.
Krafcik's research was continued by the International Motor Vehicle Program(IMVP) at MIT, which produced the international best-seller book co-authored by Jim Womack, Daniel Jones, and Daniel Roos calledThe Machine That Changed the World.A complete historical account of the IMVP and how the term "lean" was coined is given by Holweg (2007)
For many, Lean is the set of "tools" that assist in the identification and steady elimination of waste (muda). As waste is eliminated quality improves while production time and cost are reduced. Examples of such "tools" areValue Stream Mapping, Five S, Kanban (pull systems), and poka-yoke (error-proofing).
There is a second approach to Lean Manufacturing, which is promoted by Toyota, in which the focus is upon improving the "flow" or smoothness of work, thereby steadily eliminating mura("unevenness") through the system and not upon 'waste reduction' per se. Techniques to improve flow include production leveling, "pull" production (by means of kanban) and the Heijunka box. This is a fundamentally different approach from most improvement methodologies, which may partially account for its lack of popularity.
The difference between these two approaches is not the goal itself, but rather the prime approach to achieving it. The implementation of smooth flow exposes quality problems that already existed, and thus waste reduction naturally happens as a consequence. The advantage claimed for this approach is that it naturally takes a system-wide perspective, whereas a waste focus sometimes wrongly assumes this perspective.
Both Lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste. These principles include: Pull processing, Perfect first-time quality, Waste minimization, Continuous improvement, Flexibility, Building and maintaining a long term relationship with suppliers, Autonomation, Load leveling and Production flow and Visual control. The disconnected nature of some of these principles perhaps springs from the fact that the TPS has grown pragmatically since 1948 as it responded to the problems it saw within its own production facilities. Thus what one sees today is the result of a 'need' driven learning to improve where each step has built on previous ideas and not something based upon a theoretical framework.
Toyota's view is that the main method of Lean is not the tools, but the reduction of three types of waste:muda ("non-value-adding work"), muri ("overburden"), and mura("unevenness"), to expose problems systematically and to use the tools where the ideal cannot be achieved. From this perspective, the tools arework arounds adapted to different situations, which explains any apparent incoherence of the principles above.
LEAN MANUFACTURING TRAINING
SGQ Innovations is a high profile Lean Manufacturing Training Providing Company for continuously improving the quality of products and processes. Lean Manufacturing Consultants' Team of SGQ Innovations works with the client organizations to manage their risks and to Improve the quality of products and processes continuity through Lean Manufacturing Training.Lean Manufacturing Consultants' Team of SGQ Innovations capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations by implementing Lean Manufacturing Certification by SGQ Innovations Lean Manufacturing Consulting service.
Lean Manufacturing Training rendered by SGQ Innovations with the mission "To Create Value and Make a Difference" further helps organizations to attain excellence in all business operations.
Lean Manufacturing Training & Consulting helps businesses to implement Process Improvement standards and achieve the certification in a timely manner also by Lean Manufacturing Training. Our Lean Manufacturing Consultants have experience in all vertical of business. Our Lean Manufacturing Consultants are experts in providing Lean Manufacturing Training with a solution to Total Quality Management that's cost effective, efficient and reliable.
SGQ Innovations Provides 5S Training, Total Quality Management Training, Process Improvement Training in Hyderabad, Andhra Pradesh etc.. SGQ Innovations high profile ISO Training team consists of members qualified as Lead Auditors for ISO 9001, ISO 14001, ISO 14064, OHSAS 18001, ISO 22000, BRC, GMP, ISO 27001, ISO/TS 13485, ISO 20000, AS 9100, NABH, ISO 17025-NABL and are experienced to implement best business excellence practices such as Lean Manufacturing .
Six Sigma or 6 Sigma is a philosophy of continuous improvement which makes rigorous use of data analysis, along with many tools from the Total Quality Management toolset, and many modern tools and approaches such as simulation. Six Sigma is called so, because Sigma, the Greek letter used to represent population variance in statistics, is used to express ideas about what amount of variability is allowed in processes in an organization.
Six Sigma has two best known flavours: DMAIC: Define-Measure-Analyze-Improve-Control DMADV: Define-Measure-Analyze-Design-Validate
DMAIC Six Sigma relies on the definition of business problems, converting these problems to measures of performance, identifying the root causes for sub-par performance in terms of these metrics, and finally, identifying solutions based on the root causes identified. It is fundamentally a methodology to carefully improve an existing, well set process. In DMAIC Six Sigma, the focus is two fold: to reduce the variance inherent to processes, or to move the process mean.
DMADV Six Sigma is, by contrast, an approach to designing new products and services. A lot of the cost of a product or service is built right in, and hard to change once the product or service is created. Additionally, a lot of the product or process performance levels cannot be adjusted a great deal once the fundamental design of the product or process has fixed. DMADV Six Sigma is an approach adopted by organizations in order to make sure that products and processes more closely meet the requirements of their customers, by the very design. Typically, large organizations use DMADV and they apply the method in New Product Development (NPD) and New Product Introduction (NPI) programmes. Many of the major automotive manufacturers and aerospace manufacturers use DMAIC and DMADV Six Sigma approaches to run their process improvement and product development lifecycles.
Six Sigma projects use data analysis methods common in statistical analysis, and analytical tools (heuristics, decision making matrices, etc), to make sense of data from processes. Some of the statistical tools that get used often are Pareto charts, ANOVA, hypothesis tests (t-tests and f-tests), normality tests, control charts, trend analysis methods, non-parametric tests (in case data is non-normal), and more.
Six Sigma is characterised by "belts", which indicate not only knowledge and competency levels of said employees, but also the organizational levels at which they do projects. Typically, Green Belt Six Sigma (SSGB) candidates lead projects within their teams, or projects of a smaller scope. Black Belt Six Sigma (SSBB) candidates, however, lead projects of wider scope, generally encompassing entire organizations. The highest Six Sigma belt is the Master Black Belt (MBB) qualification, which necessitates not only knowledge and capability in the Black Belt tool set, but extensive experience in running projects, knowledge of risk and change management, program management, deployment aspects, and coaching.
The Balanced Score Card translates an organization's vision and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. In addition, the organization is able to document and define the cause-effect relationships between key measures, processes and functions. By linking measures directly to strategic initiatives, the organization stays focused and is able to move towards the long-term goals.
Balanced Scorecard takes into consideration of all aspects of business while deploying strategy. This ensures all parts of the firm are getting impacted and the impact is properly impacted. Following parameters prove beneficial- Financial, Customer, Internal and Infrastructural. The Balanced Scorecard describes how value will be created across four business perspectives based on strategy that has been defined.
Benefits of BSC
• Provides a common framework for strategic planning
• Assures corporate strategies are clearly communicated throughout the enterprise
• Focuses management on cause and effect relationships between processes and key performance indicators.
• Provides key information by measuring the results of the strategic plans and assessing the quality of tactical plans
• The Four Perspectives- The four perspectives of the scorecard permit a balance between short and long-term objectives, between outcomes desired and the performance drivers of those outcomes and between hard objectives measures and softer more subjective measures.