zda

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ZERO DEFECT ANALOGY

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INTRODUCTION
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ORGANISATION

• ..Viewed in a broad sense
• A QUALITY MANAGEMENT SYSTEM TO REALIZE ANY
  IDEA BY THE APPLICATION OF 6 Ms.

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(Ishikawas Fish-Bone Diagram used for
Error-Cause Analysis)Material Man Machine







IDEA REALITYMethods Mission
Measurements
6 Ms PRINCIPLE
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employees commitment - optimum utilisation of
resourses- control elimination of
defects- quality of products services
ORGANISATIONAL SUCCESS
depends on

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PERFECTION

• P- Preparation, Planning, Perseverance
• E- Effective and Efficient Execution
• R- Right Person/ Process/ Time
• F- Factual Approach to Decision Making
• E- Error Prevention / Elimination
• C- Creativity, Cooperation, Coordination,
  Cost Control, Continual improvement
• Customer Focus (6 Cs Principle)
• T- Total Quality Management Team work
• I - Imagination, Insight, Inspection
• O- Objective-oriented Operations
• N- No Scrap No Rework

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PERFECTION

. A MOVING TARGET
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PERFECTION

. A MOVING TARGET
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PERFECTION

. A MOVING TARGET
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QUALITY

• IT IS THE POWER TO WHICH AN IDEA IS RAISED BY
  THE APPLICATION OF 6 Ms AND EVALUATED AGAINST
• Individual
• Social
• Organisational
• NEEDS.

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• ZDA IDENTIFIES AS
• Sure Supervision
• Willing Workmanship
• Intelligent Inspection
• Motivated Management
• Meticulous Measurements
• Efficient Execution
• Dream Designing
• efforts deciding the degree of excellence of a
  DROWNED idea

TQM
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COMMON PROBLEMS IN PRODUCTIVITY AND QUALITY
MANAGEMENT

• Justification Design
• Issues Issues
• Implementation
  Process
• Issues
  Measurements
• Resistance
• to Change

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ANY ONE WHO TREATS QUALITY SOLELY AS A RATIONAL
EXERCISE MISSES AN ESSENTIAL TRUTH. IT TOUCHES
BOTH THE HEART THE HEAD.

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EVOLUTION OF ZDA
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PHILOSOPHY OF ZDA

• PREVENTION IS BETTER THAN CURE.
• THROUGH PARTICIPATION, INVOLVEMENT COMMITMENT
  IS ESSENTIAL AT ALL LEVELS IN THE ORGANISATION.
• SUCCESS IS NOT THE DESTINATION BUT A JOURNEY.
• DICTIONARY IS THE ONLY PLACE WHERE SUCCESS COMES
  BEFORE WORK.
• CUSTOMER VALUE IS INCIDENTAL .
• THE THRUST OF ZDA IS TO ATTAIN ZERO DEFECTS AND
  ACCEPT NOTHING NEAR TO IT.

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4 'I's PRINCIPLE

• I

• dentify
• nstruct
• nspect
• nspire

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IMPLEMENTATION OF ZDA
needs

• - Scientific Management Finding the
  best way to do a job
• - Group Dynamics Enlisting
  and organising the power of group
  experience
• - Training and development Investing in
  human capital
• - Achievement motivation People get
  satisfaction from accomplishment
• - Employee Involvement Employees should
  be involved in the decision making
  process
• - The New Leadership Theory Inspiring and
  empowering people to act
• - Strategic Planning Determining in
  advance what and how to accomplish the
  set targets

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IMPLEMENTATION OF ZD PROGRAMS

• AT THE WORKER LEVEL
• Identify the causes of defects
• - Error cause analysis
• - Grade defects in the order of merits
• - Error- cause removal
• - Ask for suggestions

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IMPLEMENTATION OF ZD PROGRAMS

• AT THE SUPERVISOR LEVEL
• Instruct error-free performance
• - Explain zero defect limits to the
  workers
• - Show how to do the job right the first
  time
• - Employ the right man at the right place
• - Train skills
• - Give recognition to ZD performers

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IMPLEMENTATION OF ZD PROGRAMS

• AT THE INSPECTOR LEVEL
• Inspect work as it is being done
• - Proper inspection at each stage/ phase
• - Explain inspection techniques
• - Establish goals for quality effectiveness

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IMPLEMENTATION OF ZD PROGRAMS

• AT THE MANAGEMENT LEVEL
• Inspire and motivate employees
• - Use build-up campaign
• - Show how to do the job right the first
  time
• - Employ the right man at the right place
• - Train skills
• - Give recognition to ZD performers

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ACTION PLAN

• Clearly define Quality Objectives.
• Form Quality Action Team in order to F A D E
• (focus, analyse, develop execute) ZD program.

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ACTION PLAN

• 3. Give proper education and training to
  employees (to develop in them the ability to work
  in self-directed teams, to have the knowledge
  that what they do will make the difference and
  faith in them to be shown to give them the
  confidence that good work will be recognized and
  rewarded).

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ACTION PLAN

• 4. Foster sharing of information by management on
  successful quality strategies.
• 5. Organise activities for inspiring, directing
  and sustaining appropriate employee behaviour (to
  fulfill the purpose of the strategic systems).

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ACTION PLAN

• 6. Motivate employees through and informal
  mechanisms to reinforce all role accomplishments
  and to help building the link between strategy
  and operations by attempting to ensure that
  people behave appropriately to execute the
  strategy.

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ACTION PLAN

• 6. Use Kaizen and innovation for continual
  improvement.
• 7. Celebration of ZD performance and striving for
  the next cyxcle.

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• REMEMBER THAT -
• NOT ALL MEASUREMENTS ARE TAKEN WITH A SET OF
  CALIPERS IN HAND.

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CONCLUSION
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ANY QUESTIONS

• ?