BIT and QAM Name of the Student Name of the University Author Notes   Table of Contents Introduction 3 Task 1 3 1.1. Principles of TQM in relation to a specific application (P1.1) 3 1.2. Application of TQM techniques within an organization (P1.2) 5 1.3. Application of quality control techniques (P1.3) 6 Task 2 7 2.1. Set-up reduction activity on nuts manufacturing process in ‘Nuts R Us’ using appropriate techniques (P2.1) 7 2.2. Standard operating procedure for the new setup (P2.2) 9 2.2.1. Quality Assurance/Quality Control 9 2.2.2. Scope of Applicability 9 2.2.3. Methodology and procedures 9 2.2.4. Health and safety warning 10 2.2.5. Equipment and supplies 10 2.2.6. Cautions and interfaces 11 Task 3: TPM 12 3.1. Range of techniques used in TPM (P3.1) 12 3.2. Countermeasures for chronic, sporadic loss and scope of TPM (P3.2) 13 Conclusion 13 Reference List 14 Introduction Total quality management (TQM) refers to the process within an organization where the management of the organization follows sustainable approach towards customer satisfaction through participation in constant improvement of services, processed, product and culture of workplace. This assignment is divided into three tasks in which the first task uses various TQM techniques for identifying external and internal audit for system of quality control referring to six sigma techniques. The second task carries out a reduction activity of setup on a machine using range of relevant techniques. A standard operating procedure for the new setup has also been produced. Finally, third task evaluates various total productive maintenance (TPM) techniques identifying countermeasures for chronic as well as sporadic loss providing explanation for scope of TPM. Task 1 1.1. Principles of TQM in relation to a specific application (P1.1) ‘Nuts R Us’ applies perfection through implementation of six sigma technique of total quality management. All defects from nuts are eliminated using the six sigma during manufacturing process of the nuts. For a complete six sigma, ‘Nuts R Us’ requires to achieve a limit to defected production of 3.4 per million opportunities. Implementing TQM in the organization will be based on six pillars. Figure 1: Six pillars of TQM (Source: Dale 2015) According to Mitra (2016), the first pillar will be creating an environment of quality management. Awareness programs when applied to the organization will create a positive environment within the manufacturing firm. Thus when applied on ‘Nuts R Us’, more employees will be motivated to work in a positive environment thus increasing productivity. Employees should also involve in the implementation of TQM for change within the organization. Bhamu (2014) stated that there has been seen that approximately 68% of the manufacturing organizations after involving their employees to TQM are trained in quality awareness, communication skills and group dynamics, technical aspects and safety that enhances the company manufacturing performance. Employee involvement, within ‘Nuts R Us’ will be thus considered as the second pillar of TQM. The third pillar of TQM is the focus on customer satisfaction, which is often ensured through prioritizing demands of customers and thus aligning it with service and products for meeting those demands. Keeping a close relationship with suppliers is the fourth pillar of TQM in which procurement system, planning and scheduling, system of transportation planning are properly maintained (Hajmohammad 2013). Hence keeping a close relationship with steel and other material supplier reinforces TQM within ‘Nuts R Us’. Fifth pillar of TQM is benchmarking technique that ensures all performance of the organization is measured according to industrial practice and demand of the vehicle industry. Finally, the last pillar of TQM consists of improvement process continuously through six-sigma process incorporation (Karim 2013). 1.2. Application of TQM techniques within an organization (P1.2) The vision and mission about TQM within an organization established are usually intimidated to employees helping them to involve for the TQM process and implement effort for quality improvement. According to Camisón (2014), different motivational techniques such as recognitions, incentives and rewards like promotion; appraisals are followed that enhances employee attitude and morale making them competent for better productivity. The needs of the customers are identified through providing quality of services and which is ensured through using high quality raw materials for production. Suppliers are also analyzed and a good relationship is maintained through selecting appropriate materials. Learning process is usually implemented for benchmarking that enables the organization for continuous improvement within manufacturing process and aligning it with quality of products and services. Figure 2: Quality control benefits in manufacturing (Source: Sabet 2016) 1.3. Application of quality control techniques (P1.3) Quality control in ‘nuts’ manufacturing by ‘Nuts R Us’ is applied through setting quality standards of nuts. The quality control method is then selected along with definition of batch or products that needs to be tested. Employees are also trained for quality control as well as effective communication system is deployed for reporting potential issues and defects. Further, it is ensured that detection of defect leads to rejection or acceptance of batches. Testing and further repairing are planned; halt of production in certain types of defects and new version handling of products are also anticipated during quality control process (Jiménez-Jiménez 2015). All the above discussed highlights the application of quality control techniques in ‘Nuts R us’. Task 2 2.1. Set-up reduction activity on nuts manufacturing process in ‘Nuts R Us’ using appropriate techniques (P2.1) Setup reduction is usually the change time from previous order’s last item to the first item of successive order. Therefore setups includes various location, replacement, preparation and adjustment activities and its analysis includes external as well as internal. First key indicators are determined during progression through current WIP. The average lead-time is also determined in days. The average set-up time in minutes calculated from the 20% of worst machine processes that are determined. Finally, numbers of late orders are averaged during any instance of time. Singh (2015) suggested that the largest bottleneck is targeted for reduction in set-up time and objective is set for reducing set-up time over approximately 50% without any investment. Bottleneck setup time is classified into external and internal setup steps, which consists of inactive processes and operating processes respectively. Internal steps are then converted to external steps, which include reduction of time of the non-operational process, and hence internal step’s time needs to be reduced. For example if the existing manufactured nuts are fitted to vehicles while one of the shifts is taking break, production will increase. However, few internal steps are not possible for execution during process being operational (Fraser 2015). For example, no nuts can be manufactured before a customer has placed a certain amount of nuts for order to be attached to vehicles. Hence, the ordering time can be reduced to enhance the process. Adjustments are also eliminated during analysis steps through implementation of effective process control. Designed experiments of nut testing, cutting, machining, threading, polishing, inspection and packing are done for understanding variation of process which precede adjustment process.   2.2. Standard operating procedure for the new setup (P2.2) 2.2.1. Quality Assurance/Quality Control Figure 3: Methodology flowchart (Source: Task 1 scenario) 2.2.2. Scope of Applicability The scope of applicability is very much simple and can be easily applied as no major changes are done to disturb the original procedure for manufacturing wheel nets. 2.2.3. Methodology and procedures • During cutting of hexagonal bar for size, warm the forge for shaping • After hexagonal bar are cut send to forge for shaping • Send to rough machine for cutting excess metal sheet • Send to internal thread machine where threads for nuts are cut • Send to cone and dome machine for pellets • Send over to polishing section where it is polished • Finally send it to inspection for any defects 2.2.4. Health and safety warning • During cutting ensure wearing a eye protection, nose protection mask and gloves to prevent hands from cutting, bruises • Wear safety boots within workshop • Wear reflective jackets • Wear helmets for safety • Don’t breathe small dust particles of metals • Always follow safety manual during threading • Don’t use machine over safe speed 2.2.5. Equipment and supplies • Cone and dome machine • Threading machine • Lathe machine • Hexagonal bar cutting machine • Forger • Polishing machine • Rough machine 2.2.6. Cautions and interfaces • During polishing, ensure that no other chemical agents are near to the job. • Packing should be stacked up to not more than 3 meters of height • Avoid going near to any running machine   Task 3: TPM 3.1. Range of techniques used in TPM (P3.1) Range of TPM techniques includes focused improvements, autonomous maintenance, planned maintenance, quality maintenance, cost development, early management of equipments, training and education and safety health environment. Focused improvement involves focusing on a particular issue that needs to be improved within an organization. For example if there is an issue for cloud framework that keeps adding problems for updating cloud based data of sales by ‘Nuts R Us’, the organization should focus in development of their cloud services. Autonomous maintenance is another TPM in which maintenance such as facility maintenance, IT maintenance are done within the organization itself by hiring personnel. Planned maintenance usually is done over a fixed schedule of time for example on an annual, monthly, or weekly basis. Quality maintenance ensures quality of the product to be remained satisfactory. Gupta (2016) stated that cost development focuses on costing of the product of organization. Early equipment management ensures management of equipments prior to manufacturing to make them defect free and provide defect free finished product. Adequate training and education to employees make them competent in delivering quality products and services. Finally, safety health environment helps in maintaining a sustainable health environment and adequate safety at workshop manufacturing unit of ‘Nuts R Us’. 3.2. Countermeasures for chronic, sporadic loss and scope of TPM (P3.2) The chronic and sporadic losses within manufacturing are measured, tracked, and analyzed for understanding the root cause of the losses. Next condition monitoring techniques are applied for intervention anticipation. As sporadic loss can be easily traced, they should be inspected through constant monitoring and deep monitoring should be applied to identify chronic loss. Hidden defects in machines and equipments should be inspected with precision and ensured they are free of defects. As single loss is very much costly in these losses, careful inspection should be ensured. Line personnel for production should be always cautious for any anomaly within the system (Jain 2016). Quality assurance, specialists in engineering process and maintenance people should also be cautious and monitor for chronic losses. Conclusion It can be concluded that the six principles of TQM are creating quality management, involvement of employees, customer satisfaction, maintaining close relationship with suppliers, benchmarking techniques and continuous improvement process, which helps in creating appositive environment of quality management. Various motivational techniques are implemented within an organization to promote TQM. Good relationships are also maintained with suppliers along with using high quality raw materials to deliver high quality finished product. Quality control in ‘Nuts R Us’ involves employee training, rejection of defected batch, testing and proper handling of new version products. Setup reduction activity includes identification of bottlenecks that is found to be reduction of ordering time. The standard operating procedure of the entire setup has been provided for quality assurance that leads to adequate safety and health regularity of employees as well as sustaining quality standard of product. Range of TPM techniques includes focused improvements, autonomous maintenance, planned maintenance, quality maintenance, cost development, early management of equipments, training and education and safety health environment. Chronic and sporadic losses are avoided through constant monitoring and inspection of defects. Line personnel, quality assurance, specialists in engineering process and maintenance people also looks for any anomaly within the system. If employees are responsible and provides adequate support towards TPM, high investment rate of return be obtained compared to resources. Finally, TPM also ensures integrity of quality and production through processes, employees and equipments adding value to business.   Reference List Bhamu, J. and Singh Sangwan, K., 2014. Lean manufacturing: literature review and research issues. International Journal of Operations & Production Management, 34(7), pp.876-940. Camisón, C. and Villar-López, A., 2014. Organizational innovation as an enabler of technological innovation capabilities and firm performance. Journal of Business Research, 67(1), pp.2891-2902. Dale, B., 2015. Total quality management. John Wiley & Sons, Ltd. Fraser, K., Hvolby, H.H. and Tseng, T.L., 2015. Maintenance Management Models: a study of the published literature to identify empirical evidence: A greater practical focus is needed. International Journal of Quality & Reliability Management, 32(6), pp.635-664. Gupta, P. and Vardhan, S., 2016. Optimizing OEE, productivity and production cost for improving sales volume in an automobile industry through TPM: a case study. International Journal of Production Research, 54(10), pp.2976-2988. Hajmohammad, S., Vachon, S., Klassen, R.D. and Gavronski, I., 2013. Reprint of Lean management and supply management: their role in green practices and performance. Journal of Cleaner Production, 56(2), pp.86-93. Jain, A., Bhatti, R. and Singh, H., 2016. Total Productive Maintenance (TPM)-An Approach for Indian Smes to Improve Manufacturing Performance. INROADS-An International Journal of Jaipur National University, 5(1), pp.22-29. Jiménez-Jiménez, D., Martinez-Costa, M., Martínez-Lorente, A.R. and Rabeh, H.A.D., 2015. Total quality management performance in multinational companies: A learning perspective. The TQM Journal, 27(3), pp.328-340. Karim, A. and Arif-Uz-Zaman, K., 2013. A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations. Business Process Management Journal, 19(1), pp.169-196. Mitra, A., 2016. Fundamentals of quality control and improvement. John Wiley & Sons. Sabet, E., Adams, E. and Yazdani, B., 2016. Quality management in heavy duty manufacturing industry: TQM vs. Six Sigma. Total Quality Management & Business Excellence, 27(1-2), pp.215-225. Singh, K. and Ahuja, I.S., 2015. An evaluation of transfusion of TQM-TPM implementation initiative in an Indian manufacturing industry. Journal of Quality in Maintenance Engineering, 21(2), pp.134-153.