QCFI stands for Quality Circle Forum of India. It is a non-profit organization that works to promote the concept of quality circles in India. Quality circles are small groups of employees who meet regularly to identify, analyse and solve work-related problems. It was established with the objective of promoting the concept of Quality Circles in India.
QCFI works to promote the use of quality circles in Indian organizations and provides training and support to organizations that are interested in implementing quality circles. QCFI has spread its activities to more than 500 cities and towns in India. It has also established international chapters in countries such as the United States, Canada, Australia, New Zealand, Singapore, Malaysia, Thailand, Philippines, Indonesia, Sri Lanka, Nepal, Bangladesh, and the United Arab Emirates.
QCFI also organizes conferences, seminars, workshops, and other events to promote the concept of quality circles. It also publishes books, magazines, and newsletters related to quality circles.
To connect with QCFI, you can visit their website at http://www.qcfi.org. You can also follow them on social media platforms such as Facebook, Twitter, and LinkedIn.
The benefits of joining QCFI include access to resources and support related to quality circles, networking opportunities with other quality circle practitioners, and the chance to attend conferences and seminars. Joining QCFI also provides an opportunity to learn from experts in the field and to share best practices with other members. QCFI also offers certification programs for quality circle practitioners. These programs are designed to help practitioners gain the knowledge and skills necessary to effectively implement quality circles in their organizations.
QCFI also organizes chapter conferences and national conferences. Chapter conferences are organized by local chapters of QCFI and are usually held in the same city or region. These conferences provide an opportunity for members to network and learn from each other. National conferences are organized by QCFI and are usually held in different cities across India. These conferences provide an opportunity for members to learn from experts in the field and to share best practices with other members.
QCFI NAGPUR CHAPTER
The Nagpur chapter of QCFI organizes conferences and seminars to promote the concept of quality circles in the region. These conferences provide an opportunity for members to network and learn from each other. The Nagpur chapter also publishes books, magazines, and newsletters related to quality circles. The upcoming chapter convention CCQC-2023 will be held on 10th Sept 2023 at Nagpur. Also this year QCFI National Convention NCQC-2023 is going to held at Nagpur.
QCFI provides training and support to organizations in the implementation of Quality Circles. The Nagpur Chapter of QCFI provides training opportunities to organizations in the Nagpur region. The training programs are designed to help organizations understand the concept of Quality Circles and how to implement them in their organization. The training programs also provide guidance on how to develop and maintain Quality Circles in the organization. The training programs are conducted by experienced professionals who have expertise in Quality Circles.
OEE is an important metric, as it ties-in, well with the objectives of TPM program, which aims at having,
Zero-defects,
Zero-breakdowns and
Zero- stops in the production process.
The three components of overall equipment effectiveness metric are:
Availability
Performance
Quality
The definitions of each of above components are as below,
Availability– is a measure of the time in percentage that a process is available for productive work. Availability matrix is important to measure and ensure that there are no break-downs and downtime beyond already planned downtime.
Performance– Is measures of how well a process performed against the set targets and mainly base on the speed of production
Quality– is a measure of good parts percentage, against total parts produced. This has relation with defective part produced from the process, rework.
OEE = Availability X Performance X Quality
WHAT ARE MTBF and MTTR?
MTBF and MTTR are important Key Performance Indicators to monitor the process performance and related to availability of the equipment.
Let us examine the MTBF and MTTR and how they are useful in improving the effectiveness and efficiency of the equipment.
MTBF – Mean Time between Failures
This is ratio of Total time of operation without delay to Number of Failures or Break downs.
MTTR – Mean Time to Repair
This is ratio of total down time or time required for repair of breakdown to Number of Failures or Break downs.
EXAMPLE:
If a machine planned to operate for 11 hrs, whereas there is 5 nos of breakdown, total time consume in breakdown is 1 hr.
Calculate MTBF and MTTR
MTBF = (11-1)/5 = 10/5 = 2 hrs
MTTR = 1/5 = 1/5 = 0.2 hrs
The relation between MTBF MTTR and Availability is as below,
This book is an excellent document for the beginners, learners and for them who want to implement the 5S work place management.
– ViVEK A. SHROUTY
Authors: Mr. DK Srivastava, Mr.Mahendra Shastri and Mr.VK Bhuvan Das
Published By: Quality Circle Forum of India, Hyderabad Chapter
Reviewed By: Vivek Shrouty
This book is an excellent document for the beginners, learners and for them who want to implement the 5S work place management.
Foreword for the book has been penned by Mr. Satish .J. Kalokhe, President –QCFI. He beautifully explains the importance of 5S and mentioned that
“This book definitely will help the organization to make their workplace a World Class Management of “5-S” and help the organization for implementation of Lean manufacturing and TQM”.
This book on 5S is divided in 15 different chapters explaining each S from 5S concept, 5S in office, 5S in Home, 5S in School and 5S in hospital and other areas.
The author well explained the relationship between the Japanese concept of 5S i.e. Seiri, Seiton, Seiso, Seiketsu and Shitsuke with the Indian rural culture related to agriculture which is having various steps like Plugging, Sowing, Irrigation and watering.
5S at home has been well explained with the help of two numbers of case studies. Also emphasis has been given on How to introduce 5S at home?
In this book special focus is given on concept of “JAGRUTI GROUP” and one chapter is dedicated for explaining this concept. The objective of this group is to develop awareness and cultural changes among the employees with respect to personal hygiene, maintenance of factory and its surrounding areas.
For the beginners and who want to implement the 5S in their organization, for them how organizational structure to be and what are the roles of the persons involve in the implementation of 5S , with this special attention is given on how to implement and institutionalization of 5S in the organization with phases of implementation.
For the readers and who want to implement for then, 5S audit sheet as available for ready reference. This is an added advantage of this book.
When any organization, industry, school or at home, anyone want to implement the 5S, there is need of creative ideas to make the work place better. To make this easy at first stage that is during the implementation and in journey of 5S implementation, a chapter has been dedicated on the creative ideas with good numbers of pictures, which are sufficient to motivate and help in making innovative and creative idea at workplace. Also more pictures are available throughout the book.
It is to be worth to mentioned over here about the procedure of 5S certification from JUSE (Union of Japanese Scientists and Engineers)in association with QCFI is well mentioned in this book , which is of great use.
This book is useful not only to the 5S practitioner, but also to new comers in the field of quality management system, Quality Circle, TPM and others. The book is having simple language and easy to understand the concepts of 5S.
ANATOMY OF TPM-TOTAL PRODUCTIVE MAINTENANCE is an article about the TPM as it revels from the heading. This includes History and 8 Pillars of TPM.
BRIEF HISTORY OF TPM
Total Productive Maintenance (TPM), was developed primarily in Japan during Second World War (late 1939 to early 1945).
World War II devastated the Japan’s industrial infrastructure.
Japanese move toward automation which increased the efficiency rate of production, which results in many unforeseen challenges.
In the early 1950s Japanese Companies began to focus on Preventive Maintenance techniques.
Plant-wide preventive maintenance first adopted by Nippondenso, who is a parts supplier for Toyota.
The birth of Total Productive Maintenance is result from use of Autonomous Maintenance combined with Preventive Maintenance techniques and a total commitment to high quality and zero losses
Total Participation from top management to shop Floor.
Prevention Philosophy
Autonomous Maintenance
Visual Controls
Kaizen Approach
Foundation of TPM
5S
Metric to evaluate the effectiveness of TPM improvements
OEE- Overall Equipment Effectiveness
EIGHT PILLARS OF TPM
There are eight activities in the TPM implementation and these activities are also called as PILLARS OF TPM. So if any structure is having the pillars then that structure must have a strong base or the foundation.
Here in TPM, 5S methodology is considered as the foundation of the TPM. This means, to go for TPM implementation in any organization first that has to go from the journey of 5S methodology.
This 5S methodology, help in creating a well maintained and well organized organization.
The activities or the pillars of TPM are as below:
Autonomous Maintenance(Jishu Hozen)
Planned Maintenance (Keiku Hozen)
Quality Integration(Hinshitsu Hozen)
Focused Improvement(Kobetsu Kaizen)
Early management
Training and Education
Safety , Health and Environment
Office TPM
We have considered here one pillar as “Early Management”, this pillar is replace with various any one from the below,
Development Management
Early Equipment Management
Initial Flow Control
PM and Initial Control
Management system for new product improvement
Or, sometime some other name is used.
5S THE FOUNDATION OF TPM
5S Model
This Japanese methodology is based on 5 elements and alphabet S is taken from first letter of word of each element and meaning of each one of 5S is:
Seiri – Sorting– is organization and for second time it called as Reorganization
This is sorting of items which are not adding any value in plant activity and not contributing to customer satisfaction.
Seiton – Setting in Order – Neatness, Place for everything & everything in its Place
The items which are sorted are to be set in order as required in the process so that it will be easy to locate the items and result in saving in searching time and reduce waiting.
Seiso – Cleanliness
Always, it is found that neat and clean area, space and work environment motivate the employee and keep high moral. This also helps in increase of productivity. Inspection after cleaning the things, area, and equipment has a different impact.
Seiketsu – Standardization
The improvement carried out in first three steps is a lesson learned and same to be convert in standards and procedures which are helpful in making the system intact and also in horizontal deployment.
Shitsuke – Discipline
The discipline help in sustaining the carried out activities, this can be carried out by making and follow the standard operating procedures and to ensure that audit activities are to be made part of 5S.
PILLAR 1 – Autonomous maintenance
Autonomous maintenance (JishuHozen)
The Japanese word for Autonomous maintenance is “JISHU HOZEN”
JISHU means Autonomous or Self performed
HOZEN means Maintenance
The theme behind “JISHU HOZEN” is operator themselves shall maintain their machine to highest standard.
It creates an ownership of operator with machine.
Operator of the machine is responsible for daily cleaning and minor maintenance of the machine.
“JISHU HOZEN” is having 7 step structured approach
Audits are the most important activity that ensures the achievement of success of each and every step. This is done at the end of each step. Audit is carried out in 3 stages.
First by the team which has carried out the activity,
Second by the manager of that area and
Third by Divisional Head along with the TPM Secretariat.
This approach ensures that the results achieved in a particular step of Jishu Hozen are sustained for a long time and there are no slippages in the system.
“JISHU HOZEN” 7 step structured approach
“JISHU HOZEN” 7 step structured approach
PILLAR 2 – Planned maintenance
Planned maintenance or Preventive maintenance is a activity base on the past data of failure rates and break downs.
During the planned maintenance inventory has to be build up for the next process or for supply to customer.
Rest of the time daily production activity goes uninterrupted.
Planned maintenance reduces the chances of unplanned stoppage of plant activities.
PILLAR 3 – Quality Integration/maintenance
This pillar is concept of machine having human intelligence that is equipment are equipped with defect detection system and error preventing during production. This system reduces the cost of poor quality (COPQ) by getting quality right first time.
Focus on reduction of number of defects.
Production process to be equipped with error detection and prevention system.
Focus to be given on making the production process reliable, so that product to be made as per customer requirement or as per specification, first time.
TOOLS USE ARE
Autonomation ( Jidoka)
The concept of jidoka originated in the early 1900s when Sakichi Toyoda, founder of the Toyota Group, invented a textile loom that stopped automatically when any thread broke.
Jidoka is a Japanese word for autonomation, meaning automation with human intelligence.
Andon
Andon is a system to notify the quality or process problems with visual aids.
5 Why and 1 H
Ishikawa Diagram or called as Fishbone Diagram.
COPQ- Cost of Poor Quality
PILLAR 4 – Focused Improvement ( Kobetsu Kaizen)
Setup cross functional team which includes employee covering from most of the department, to gather more ideas.
Subcommittee consists of 6 to 8 numbers of head of department as members and plant head as chairmen of subcommittee.
Taking pilot project with formation of teams.
Members of team/ circles participate in meeting.
Training to be given to all on various tools use in Kobetsu Kaizen.
Knowledge through horizontal deployment.
TOOLS USE AND REQUIREMENT OF TRAINING
Calculation of various cost involve from input to output.
Why-why Analysis
P-M Analysis: A methodology that makes zero losses. This help to eliminate chronic problem which are not solve in past.
P – Phenomena (non), Physical; M – Mechanism, Relationship (Machine, Man/Woman, Material, Method)
SMED- This is a system which focuses on minimizing the equipment change over time with respect to time it takes for changeover of equipment.
To improve the process and productivity different 16 losses are gathered at in category of,
(1)Equipment related losses,
(2)Manpower related losses,
(3) Material losses and
(4) Energy Loss
Equipment related losses
Manpower related losses
Material losses
Energy Loss
Planned Maintenance
Management
Yield
Energy
Breakdowns
Operator Motion
Overages
Process
Line Organization
Start –ups
Transport
Other Down Time
Measurement
Change Over , Stop
Speed
Defects & Rework
PILLAR 5 – Early Management
Early management mainly relates to implementation of New Product Development (NPD) and Process Development through improved equipment effectiveness.
Early management is divided in two parts:
Early Equipment Management and
Early Product Management
Early Equipment Management: This aims to defect free process, less maintenance cost and zero down time.
Early Product Management: This aims to less product development time and Zero Defects through proper planning, training and development.
PILLAR 6 – Training & Education
The main purpose of this pillar, Training and Education is to fill the gap between existing condition before implementation of TPM and requirement for TPM.
This includes training related to various tools use in TPM and its implementation.
Lack knowledge about the TPM among the employee result in failure.
Training & education initiative to be taken up company wide and must include each and every one in the organization.
Training and education help to enhance the capability and competency of the employee.
Training and education develop the skill in four different stages, they are,
Stage 1- Do not Know
Stage 2- Knows the theory but cannot do
Stage 3- Can do, but cannot teach
Stage 4- Can do and also teach
PILLAR 7 – Safety, Health & Environment
The main purpose of this pillar 7 in TPM is to eliminate potential health and safety risks, resulting in a safer workplace and surrounding area.
Zero accidents.
Zero overburden (physical and mental stress and strain on employees) and
Zero pollution.
Zero Fire
PILLAR 8 – Office TPM
Office TPM is applying TPM technique in administration function.
This aim to extend TPM methodology beyond shop floor to office.
The meaning is supporting the shop floor function from processing, purchasing and PPIC department.
Calculation of OEE- Overall Equipment Efficiency
The three components of overall equipment effectiveness metric are:
Availability
Performance
Quality
OEE = Availability X Performance X Quality
The detailed calculation of OEE will be taken in upcoming article with, MTBF and MTTR.
100 years of quality, #CQIat100 is theme for this year celebration of World Quality Day, #WQD2019.
The reason behind this theme is, Chartered Quality Institute, CQI is celebrating its centenary this year. The Chartered Quality Institute (CQI) is the professional body for experts in quality management With 19,000 members located in 130 countries.
World Quality Day is celebrated annually on the second Thursday in November so this year this will be celebrate on Thursday 14 November 2019.
CQI Quote,
“We are proud to celebrate our compelling story
and the lasting impact of the quality management discipline on advancing
society in the last 100 years”
Fuelled by the desire to improve the production of unreliable munitions
after the First World War, our original members established the Technical
Inspection Association in 1919. One hundred years later, their passion for
providing trusted products and services endures because of the outstanding work
of quality professionals every day.
The quality profession has empowered organisations to succeed,
regardless of their sector and across all geographies. Quality has made
significant contributions to advancements in healthcare, manufacturing,
construction, energy, defence and transportation.
Unquote
QAULiTYVIVA is a proud supporter of World Quality Day, #WQD2019
Proud Supporter
Vincent
Desmond, CEO of the CQI said:
“Our centenary is a great opportunity to celebrate the CQI, but also to promote the benefit that quality management and the quality profession have provided society during the past 100 years. As with any significant birthday, our centenary is an opportunity to consider not only the past, but also what the future might hold. Just consider how the world has changed since 1919 and how the quality management discipline has responded. I am sure that the founding members of what was originally constituted as the Technical Inspection Association would not recognise our world of global trade, technology and radically different social norms. And I suspect they would be amazed to see how the quality profession’s scope and toolkit have expanded to cope with those changes.”
HISTORY OF CQI:
1919: The Technical Inspection Association (TIA) forms
1922: The TIA becomes the Institution of Engineering Inspection (IEI)
1944: The IEI evacuates its headquarters from London to Bath during the war
1972: The IEI rebrands as the Institute of Quality Assurance (IQA)
1984: The Register of Lead Assessors is created and evolves to the International Register of Certificated Auditors (IRCA) within the next decade
1989: IQA celebrates the first World Quality Day on 9 November 1989
2006: The IQA is awarded Royal Charter status
2007: The IQA reforms as the Chartered Quality Institute
2014: The institute creates the innovative CQI Competency Framework based on governance, assurance and improvement
2017: The CQI launches the inaugural International Quality Awards
Published By: Quality Circle Forum of India, Hyderabad Chapter
Reviewed By: Vivek Shrouty
Reading this book is a deep drive into the quality concepts. From the
page one to the end, experience the journey of author Mr.B Subramaniam in the
quality concepts, the day first he attended the seminar on Workers
Participation in the management (WPIM) in 1976.
The book gives the idea about the involvement
of author in his work, enjoyed the work and enjoyed not only the organization
he work but also the people with whom he work.
The authors thought process on the quality
concepts can be seen through the various examples given in the book such as on
the page 41 on the “creativity”.
During reading the book, will find lots of
motivational quotes and references from Upnishad. One such quote of Swami
Vivekananda as,
“Divinity gets unfolded inside
the mind of the human, when he does improvement. Human society will become divine,
if only all of us acquire the habit of doing improvement”.
Looking towards the other best part of book is
, in-depth view on personality development , leadership development through
quality circle , art of listening which explains ,How to listen? And barriers
of good listening.
This book also focus on “Learning
Organization “, its features and characteristics.
This book is useful not only to the quality
concepts practitioner ,but also to new comers in the field of quality
management system, Quality Circle, TPM and others. The book is having simple
language and easy to understand concepts.
QUALiTYViVA 