Submitted by: Dipti Patel Harshada Anavkar

Rohit Bhatt
Rupam Dhawan Masood

Quality is everyone's responsibility." ~ Edward Deming TQM refers to an integrated approach by management to focus all functions and levels of an organization on quality and continuous improvement. Over the years TQM has become very important for improving a firm's process capabilities in order to achieve fit and sustain competitive advantages. TQM focuses on encouraging a continuous flow of incremental improvements from the bottom of the organization's hierarchy. TQM is not a complete solution formula as viewed by many formulas can not solve managerial problems, but a lasting commitment to the process of continuous improvement

1.Continuous improvement 2.Competitive Benchmarking 3.Employee empowerment 4.Team Approach 5.Decisions based on facts rather than opinions 6.Knowledge of tools 7.Supplier Quality 8.Quality at the source 9.Suppliers are partners in the process.

Aspect Overall Mission Objectives Management

Traditional Maximise return on investment Emphasis on short term Not always open, sometimes inconsistent objectives Issue orders, enforce Not highest priority Assign blame Not systematic Erratic Product oriented

TQM Meet or exceed customer expectations Balance of short term and long term Open, consistent objectives Coach,remove barriers Highest priority Identify, resolve Systematic Continuous Process oriented

Role of manager Customer requirements Problems Problem solving Improvement Focus

Encourages a strategic approach to management at the operational level through involving multiple departments in cross -functional improvements and systemic innovation processes Provides high return on investment through improving efficiency Works equally well for service and manufacturing sectors Allows organizations to take advantage of developments that enable managing operations as cross-functional processes Fits an orientation toward inter -organizational collaboration and strategic alliances through establishing a culture of collaboration among different departments within organization

At the heart of Canon's commitment to the world community is the belief that we are building a better world for future generations." - Joe Adachi, President and CEO, Canon U.S.A., Inc In the spirit of our corporate philosophy of Kyosei all people, regardless of race, religion or culture, harmoniously living and working together into the future Canon takes an approach to business that is socially responsible and economically logical. Canon seeks to be a truly excellent global corporation. For our customers, we offer the best products possible. Simultaneously, we strive to improve our relationships with local communities and to increase our respect for the environment as we contribute to the prosperity of the world and the happiness of its people. Our company's commitment and contribution to the environment and to the world community are an integral part of Canon's management structure, product design, manufacturing, and corporate culture.

Origin-The name began in 1947 after the company changed its name Kwanon Products -maufacturer of business and consumer imaging products which includes printers, scanners, binoculars, compact digital cameras, film and digital SLR cameras, lenses and video camcorders ,digital copiers ,projectors,electronic dictionaries and latest calculators. Lesser known products include medical ,optical and broadcast euipments including lenses, semiconductors and Handy Terminal solutions Canon has regional headquarters in the Americas, Europe, Middle East, Africa, Japan, Asia and Oceania (including Australia & New Zealand)

3 Basic types of CPS

Quality assurance(QA) Product Assurance(PA) Personal Training(PT )

The involvement of work people in Japan has lead mainly to process improvement rather than to product improvement." ~ Prof. Sasaki

To manufacture better quality products at lower cost and deliver them faster.The CPS aims at bringing about continuous improvements in performance and has provided the spring-board for Canon

Canon tries to ensure the best quality in all stages of development, production, and delivery to gain worldwide respect for their products.

PA is aimed to achieve just-in-time manufacturing, fast delivery, low cost, and also adopt the "visual control" philosophy. Canon has devised two subsystems to attain these PA goals: Canon's HIT System (equivalent to just-in-time) and Signal System. The HIT System means making parts and products only when needed and only in the quantity needed. Canon uses either HIT cards or signals for this purpose.

Each Canon employee receives a 55 page pocket-size CPS Notebook that explains the CPS, how to get Kaizen targets, and the award system.These have special pages entitled "My Self Development Goals Method, Tools, and Investment" to be filled in by the worker

3. Personal Training (PS) System

Under this system, Canon's employees are continually educated through a life-long education program.
The other critical instruments for realizing CPS objectives are the "four investments" (technologies, human resources, facilities, and welfare) and "elimination of 9 wastes" .

At Canon, a Model Workshop means a workshop where: Performance is continually improving Manpower development efforts are continually made There is always Kaizen for reducing wastes.

Individual roles and goals are clearly defined

The agreed-upon rules are strictly obeyed

Everything can and should be improved. Not a single day should go by without some kind of improvement being made somewhere in the company.

Don't just criticize, suggest an improvement.

Think beyond common sense. Challenge assumptions. Any management activity should eventually lead to increased customer satisfaction. Imagine the ideal customer experience and strive to provide it. Quality first, not profit first an enterprise can prosper only if customers who purchase its products or services are satisfied. Establish a corporate culture where everyone can freely admit these problems and suggest improvements. Think of how to improve it instead of why it can't be improved. See problem solving as cross-functional collaborative and systemic approach. Establish a way of thinking oriented at improving processes , and a management system that supports and acknowledges people's process -oriented efforts for improvement. Start with scarcity. It's hard to see the need for Kaizen when resources are plentiful. When there is a worker or supplier performance problem, don't replace them. Keep them and help them improve instead.

Award System
Employees are offering aroungd 50 improvement ideas per year per employee Awards for individuals, small groups and workshop units to show managements appreciation A unique canons sugestion system is lifetime cumulative award system Presidential awards Model Workshop Award Award for eliminating 9 wastes CPS performance award Excellent small group activity award

At Canon, it is the supervisor's responsibility to attempt to give each employee the widest possible range of skills. This is achieved both by formal training and through job rotation. Managers attach considerable importance to the direct involvement of employees in process design, process improvement, and the achievement of smooth harmonious production. In each working area, matrix charts are displayed . The vertical axis lists the names of all operators in the department and the horizontal axis is divided into columns, each describing a specific skill or task. The boxes in the chart are shaded against each employee to show at a glance the skills each has acquired

Five Ss at Canon
refers to five Japanese principles for workplace management to increase efficiency

Seiri (Sort): eliminate unnecessary items from the workplace. Keep the strict minimum Seiton (Set in order): Specify a location for everything. Put things where they belong. Set in order and identify useful items in order to locate them more easily. "A place for everything and everything in its place." Designate Location by number, color coding, name. etc. Seiso (Shine): Specify recommended procedures for cleanup. Follow the procedures. Thoroughly clean the work area or work place. Seiketsu (Standardize): Standardize best practices in the work area. Keep equipment and the workplace in the best possible condition. Shitsuke (Sustain): Scrutinize practices; expose the wrong ones; learn correct practices and make sure you use them

The Five-S movement helped change attitudes. Employees started readily follow workplace rules (keeping parts and tools in the right place, etc.), that previously had been difficult to employ. As a result, performance measures such as defect rates, equipment breakdowns, and number of accidents have all been improved.

"The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time." ~ Henry Ford

Guidelines of the Canon's Suggestion System

1.Always show a positive response to suggestions for improvement. 2.Help workers to write easily and give them helpful suggestions about their work. 2.Try to identify even the slightest inconvenience for the workers. (This requires very good superior-subordinate communication.) 3.Make the target very clear. Example: How many suggestions do we need this month? Which area (quality, delivery, manpower, etc.) do we need to work on now? 4.Use competition and games to arouse interest, such as displaying individual achievement charts. 5.Implement accepted suggestions as soon as possible. Give awards before payday.

Three Stages of the Suggestion System

1. Encouragement . In the first stage, management should make every effort to help the workers provide suggestions, no matter how primitive, for the betterment of the worker's job and the workshop. This will help the workers look at the way they are doing their jobs. 2. Education. In the second stage, management should stress employee education so that employees can provide better suggestions. In order for the workers to provide better suggestions, they should be equipped to analyze problems and the environment. This requires education. 3. Efficiency. Only in the third stage, after the workers are both interested and educated, should management be concerned with the economic impact of the suggestions. You'll encounter difficulties if you try to skip stages one and two and move straight to the third stage.

Summary
Quality is the culmination of efforts of the entire organization. Quality management is a never ending pursuit of quality that involve everyone in the organization. The driving force is customer satisfaction and a key philosophy is continuous improvement. Training of managers and workers in quality concepts, tools and procedures is an important aspect of the approach. Teams are an integral part of TQM.