THE BOTTLENECK AND MY THEORY of CORK ON THE BOTTLE

In general, the bottleneck in a bottle is the narrow neck at the top of the bottle that is used to control the flow of liquid coming out of the bottle. The cork on the bottle is a stopper that is inserted into the mouth of bottle to seal the bottle and prevent the contents from spilling out.

Whereas the term “BOTTLENECK” use in context of any process improvement, then it can be understood as,

The bottleneck in any process is a point of constriction, or a step in a process that limits the flow of the entire process. It is the slowest part of the process and is usually the most critical step that determines the overall speed and efficiency of the process. Bottlenecks can occur in any area of a business, and can be caused by a variety of factors such as lack of resources, inefficient processes, or inadequate infrastructure.

In other words, the term “BOTTLENECK” in a process refers to a point where the flow of production or service is impeded, causing delays and inefficiencies. It is often the slowest or weakest part of a process that limits the overall throughput or capacity of the system. Identifying and addressing bottleneck is critical for improving the efficiency and effectiveness of a process.

BOTTLENECK

To improve a process, it’s important to identify the bottleneck and focus on eliminating or reducing it. Here are some strategies for improving a process by addressing bottlenecks:

Increase capacity at the bottleneck: One approach is to increase the capacity of the bottleneck itself. This might involve adding more resources, such as machines or staff, to speed up production at that point in the process.

Eliminate non-value-added activities: Another strategy is to eliminate any non-value-added activities that are causing delays at the bottleneck. This might involve reorganizing the process flow or removing unnecessary steps.

Implement process improvements: Process improvements, such as automation or better equipment, can also help to reduce bottlenecks and increase efficiency.

Improve communication and coordination: In some cases, bottlenecks may be caused by poor communication or coordination between different parts of the process. Improving communication and collaboration can help to identify and address these issues.

Analyze data and metrics: Collecting and analyzing data on the process can help to identify where bottlenecks are occurring and measure the impact of process improvements.

Whereas, author have a different thought process in mind that is, “THEORY OF CORK ON THE BOTTLE”

Improving a process involves identifying the known current inefficiencies or an area of weakness is nothing but the CORK on the bottle. This action enhances the effectiveness, efficiency, and overall quality of process.

In the journey of improvement of any Process, Product and Services one can apply this “THEORY OF CORK ON THE BOTTLE”.

Author believe, sometimes there is a situation like, CORK on the bottle which hinders the improvement in the process. The CORK (known current inefficiencies) lock inside the non-value added activities which does not come out of the bottle though capacity of the bottleneck itself sufficient and so process could not get improved as required and as planned.

The CORK on the bottle is of two types, one is a loose CORK and other is tight CORK on the mouth of the bottle. Both lock inside the non-value added activities as stated above which actually come across the improvement of any process.

In case of loose CORK, by shaking the bottle that is by just discussing on the problem the CORK came out by itself, whereas in case of tight CORK some more thought process is required to remove and this thought process is nothing but the  implementation of basic brainstorming.

DE-CORK THE BOTTLE

To act on the process of removing the CORK that is De-cork the bottle, following are the recommended steps,

Identify the CORK: Begin by clearly identifying the CORK which is nothing but the thing one want to remove. In such case check inputs, outputs, and the steps involved in completing the process.

Analyze the CORK: Analyze the CORK by identifying its strengths, weaknesses, opportunities, and threats. Use data, feedback, and other relevant information to analyze the CORK.

After above two step, follow the below steps to improve the process.

Set goals: Set clear and specific goals in advance for process improvement which is required to implement after De-CORK.  Also look for what is required to achieve, how it will measure progress, and what resources you will need to achieve your goals.

Develop a plan: Develop a plan to achieve the set goals. Identify the actions, resources, and timelines required to achieve the desired outcomes. Assign roles and responsibilities to individuals or teams involved in the process.

Implement the plan: Implement the plan, making sure to communicate the changes to everyone affected by the process. Provide training and support to ensure that everyone is aware of the changes and knows how to implement them.

Monitor progress: Monitor progress regularly and adjust the plan as needed after De-corked.. Use data to evaluate the effectiveness of the changes and make further improvements as required.

Celebrate success: Celebrate success when goals are achieved. Recognize the individuals or teams involved in the process improvement project and share the lessons learned with others in the organization.

Besides this, there is another CORK on the bottle that is People. This has to be well identified and analyze.

Some time or mostly people who do not accept the change are the biggest CORK on the mouth of the bottle (known current inefficiencies), which hinders the process of improvement and not allows other to act positively towards the improvement. This is also to be taken in consideration during improvement of any process. 

Following steps in general can be taken to keep the CORK in the form of People,

1. Identified and analyze the people which act as a CORK.
2. Conducting awareness  training for the people
3. Enhancing the knowledge and skill about process and operation.
4. Act on good communicating skill of people.
5. Counselling of people

By following the above guideline/steps and accordingly taking action to remove the BOTTLENECK and CORK on the bottle, one can improve any process and achieve better outcomes, and higher quality results.

In conclusion, improving a process requires a systematic approach that not only involves identifying the BOTTLENECK but also it is important to identify CORK on the bottle (known current inefficiencies). Accordingly analyzing the root causes, and implementing the effective solutions to the problem.

So, by focusing on “THEORY OF CORK ON THE BOTTLE”, organizations can achieve a greater efficiency, productivity, and profitability.

What is QCFI (QUALITY CIRCLE FORUM OF INDAI)?

INTRODUCTION

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 10^th 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.

Calculation of OEE- Overall Equipment Efficiency

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:

1. Availability
2. Performance
3. Quality

The definitions of each of above components are as below,

1. 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.
2. Performance– Is measures of how well a process performed against the set targets and mainly base on the speed of production
3. 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,

Availability %= MTBF/(MTBF+MTTR)

Availability %= = 2/ (2+0.2) = 90.91%

PRACTICAL GUIDEBOOK ON 5S – Book review

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.

Happy Reading!!!       

SCRIBD AND MY PUBLISHED TECHNICAL PAPER

Scribd is the world’s largest digital library and full of audiobooks, eBooks and magazines.

1. Launch  in March 2007
2. Co founder & CEO – Trip Adler

Wikipedia mentioned about Scribd as,

“Scribd is an American e-book and audiobook subscription service that includes one million titles. Scribd hosts 60 million documents on its open publishing platform. … Scribd has 80 million users, and has been referred to as “the Netflix for books”.

Can read my two papers at scribd on following web link,

1.BUSINESS EXCELLENCE: A Comparative Study of Various Models, Criteria’s and Awards

2. ANALYSIS OF COST OF POOR QUALITY (COPQ) AND ITS CALCULATION: STEEL INDUSTRY

Happy Reading!!!

BOOK REVIEW: Multifaceted Dimension of Quality Team Concepts (for inclusive growth)

Author: Mr. B.Subramaniam

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.

Happy Reading!!!