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Avaran T george-13213 Ranjith sankar-1321332 Kyati -1321351 Aparna 1321346 Isha singh 1321349 Sudarshan-13213 Shreyas- 1321336

LEADING

SUPPLIER OF ALUMINIUM DIE CASTINGS STARTED IN 1962,CHENNAI JOINT VENTURE WITH CLAYTON DEWANDRE HOLDINGS,UK 3 REGIONAL MANUFACTURING PLANTS ,3 REGIONAL OFFICES IN USA,SWEDEN AND GERMANY 17 3rd PARTY LOGISTIC LOCATIONS PART OF $4 BILLION TVS GROUP

PRODUCTS

CATERING TO AUTOMOTIVE AND NON-AUTOMOTIVE SECTOR AIR BRAKE SYSTEMS FOR MEDIUM AND HEAVY COMMERCIAL VEHICLES COMPRESSORS FOR GENERATION OF AIR VALVES FOR CONTROL AND REGULATION OF SYSTEM VACUUM BRAKE PRODUCTS FOR LIGHT COMMERCIAL VEHICLES ANTI-LOCK BRAKING SYSTEM etc

BREAK

DIVISION CONFERRED PRESTIGIOUS DEMING AWARD IN 1996 JAPANESE QUALITY MEDAL,1998 AWARDED FOR TPM(TOTAL PRODUCTIVE MAINTAINENCDE IN CATEGORY A. ACKNOWLEDGED FOR TQ(TOTAL QUALITY MANAGEMENT) ALL OVER THE WORLD

It

was necessary to develop the breaking system taking into consideration what customers required and what was feasible Based on cost, Durability, Stopping Power, Reliability and weight Also based on Material, Pistons, Callipers and Hydraulics.

Q1) How did SCL achieve it? Team of workers collected information from customers regarding their requirements, productrelated problems, suggestions, etc. Examined various factors such as the lifeexpectation of the product, target-cost, production volume, and growth and availability of in-house expertise to meet the requirements. Team sanctioned a design and developed a prototype, which was tested rigorously before being finally approved for manufacture.

Q2) Critically discuss the initiatives taken by Mr.Srinivasan to improve the quality standards at SCL. How far, do you think, these initiatives contributed towards laying the foundation to win the Deming Prize? Concurrent engineering technique, which considerably reduced its cycle-time. Plan-Do-Check-Act (PDCA) cycle, Identification of projects (Plan), collection of information (Do), analysis (Check) and implementation of the solutions (Act),

Managing Points and Checking points These are used as TQC tools to control the course of operations. For eg: For Marketing head, sales target will be his managing point and when this target flows down to the next level, it will be spilt into checking points like segment sales and territory sales. SCL plotted these managing and checking points on a chart and vertically connected those points. The chart formed the pictorial representation of an organization involved in pursuing its stated policy objectives

Training

: On-the-job and off-the-job training to its employees for various statistical tools related to quality control.
SCL spent 45 hours per year on classroom training, which was very high compared to the industry average of 4 hours. Employees were also trained on various aspects such as housekeeping, 5 Ss Seiri (clearing up), Seiton (organizing), Seiso (Cleaning), Seiketsu (Standardizing) and Shitsuke (Training). Training included training in TQC tools such as control charts, cause- andeffect diagram, check-sheet, the Pareto chart, scatter diagram, histograms and other graphs and charts, which helped operators identify, analyze and solve day -to-day problems on their own.

Kaizen and Taguchi techniques: Any deviations from the daily schedule were analyzed and rectified immediately at the problem-stage itself. It enabled the operator to trace the problem to its root and eliminate it. Kanban: SCL also used the two-bin Kanban system to reduce the in- process inventory costs, under which every stage manufactures only that many number of units as required by the next stage of the manufacturing process

The defect rate in the manufacturing process at SCL decreased substantially and customer returns came down as a result of these quality control initiatives. New-product development time was reduced from 24 to 30 months to 12 to 14 months. The turnover per employee increased by an estimated 18%. Sales grew at an annual rate of 35% while its net profits grew at an annual rate of 83%. Few Indian companies got motivated and adopted quality control practices. Eg: Maruti Udyog .

Why TQM initiatives fail to give the expected benefits to the companies? TQM focuses peoples attention on internal processes rather than on external results. An asset of TQM is that it gets managers to attend to internal processes, but taken to an extreme manager can get too preoccupied with internal issues such as the controversial issue of the performance evaluation and measurement and thereby, ignoring the shifting perceptions and preferences of customers. TQM focuses on minimum standards. Zero defects and no rework efficiency distract people from adding value and excitement to customers lives. TQM develops its own cumbersome bureaucracy. Organizational charts and reporting systems with interlocking committees, councils, and improvement teams imply a linear and predictable improvement process, rather than the chaotic and disruptive rebuilding that is often necessary. TQM delegates quality to quality czars and experts rather than to real people. Quality should not be delegated, but lived in the strategy of the company and roles of the managers.

Q3) Discuss the steps taken by SCL to meet the parameters laid down by the Deming Prize Committee to ensure that the TQM exercise was successfully implemented at all levels of the company. Top Management Leadership, Organizational Vision, and Strategies: Sundaram Clayton will deliver a level of quality that totally meets customer expectations. This customer satisfaction will be obtained by supplying products of the right quality, at the right time, and at the right place. Total employee involvement and continuous improvement in every sphere of activity will be the twin supports on which Sundaram-Clayton quality will stand.

shortest drills possible and minimal-quantity lubrication, both of which increase tool life and drilling speed