Main Report

Study of Implementation of TQM Tools

Hino Pak Motors Pvt. Ltd.

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PROJECT CHARTER

Background of the Project

Quality management is also a very important aspect of operations management in every

organization. Every company is considerate about its products developed for the customer in the

market place. Quality management is crucial to effective operations management, particularly

continuous improvement to match the consumers taste and preference at all times. More recent

advancements in quality, such as benchmarking and Total Quality management have resulted in

advancements to operations management.

Since the late 1980s, firms around the world have launched Total Quality Management (TQM)

programs in an attempt to retain or regain competitiveness in order to achieve customer

satisfaction in the face of increasing competition from around the world in this era of

globalization. TQM is an integrative philosophy of management for continuously improving

the quality of products and processes.

In lieu of the vital importance of Operations Management and TQM, this project was suggested

by Dr.Wasim Khan, and in order to study the implementation of TQM standards we chose Hino

Pak Motors as our reference industry. The company through its reengineering and benchmarking

activities has always earned the leadership in the market.

Project Scope

This project charter covers details regarding the scope, objective and statement of work. It

provides a preliminary delineation of roles and responsibilities, outlines the project objectives,

identifies the main stakeholders and provides a road map towards project implementation phase.

It serves as a reference of authority for the future of the project.

This project encompasses all details regarding the implementation of TQM principles.

Automobile sector is primarily chosen for the study of this project. TQM plays an important role

in the survival and growth of the automobile sector. Although there are various dynamic

interactions among the sub systems of TQM and the implications of these interactions are very

much interlinked, therefore we have chosen application of a single tool of TQM in the

automobile industry. Hino Pak Motors Ltd appeared to be the most appropriate choice for this

project since this organization is in a dynamic growth phase and expansions and efficient and

effective utilization of latest designs and technology is a culture at Hino Pak. Moreover Hino

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gives immense importance to quality standards and is in process of implementing TQM tools and

methodologies and has a separate team dedicated for TQM implementation.

A brief introduction of Hino Pak Motors

In a business entity like Hino Pak, the use of TQM is very necessary through out the fabric of the

company‟s activities because it is used to ensure and sustain efficiency and effectiveness in the

organization. The company reduces its cost of production by ensuring that tangible and

intangible resources are not over stretched or wasted in the organization. This is a situation

where the company carries out effectively its objectives to ensure the principles of Lean

Manufacturing and TQM.

Hino Pak stands on a firm structure of 3 main divisions of operation and other support

mechanisms. An organogram and further details about Hino Pak are shown (refer to Exhibit 1

and Exhibit 2).

The Main Objective

Rather than trying to bite the entire elephant, we have tried to understand manageable pieces.

The main goal is to identify the fundamental ingredients for implementation of TQM by

providing an empirical analysis based on the framework of 5S as the implemented tool of TQM

at Hino Pak. The study has been carried out around the execution of 5S in the Maintenance

workshop of the Body Operation Plant (BOP).

Project Constraints

When the project was at its interim stage the biggest constraint was making a practical visit to

the facility since the work was is the disruption due to the hit to the Supply Chain of Hino Pak

Motors caused by the recent devastating earth quake in Japan. This disruption has forced the

company to cut down its production to half.

Also a practical demonstration of 5S at the shop floors and the maintenance workshop wasn‟t

possible, since the permission wasn‟t granted due to the confidential element of manufacturing

and production for the Pak Army and other armed forces of Pakistan.

Stakeholders

The main stake holders for the implementation process of TQM are the Employers; a unique

combination of Japanese and Pakistani Management. The Japanese principles of supreme and



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premiere quality levels in all production and management levels have been reflected on the

whole team of Hino, the Management, the staff and employees, the skilled and non skilled

labors, the vendors and suppliers and the esteemed customers. All of the stake holders form a

quality circle at Hino and confer themselves with the responsibility of Quality at each and every

level of Production and usage.

(Refer to Exhibit 0 for a brief over view on the activities of the project in the light of Project

Management Body of Knowledge PMBOK tools)



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TOTAL QUALITY MANAGEMENT AT A GLANCE

TQM is an integrative philosophy of management for continuously improving the quality of

products and processes. It is used around the world. TQM functions on the premise that the

quality of products and processes is the responsibility of everyone who is involved with the

creation or consumption of the products or services offered by an organization. In other words,

TQM capitalizes on the involvement of management, workforce, suppliers, and even customers,

in order to meet or exceed customer expectations.

Total Quality management refers to a management process and set of disciplines that are

coordinated to ensure that the organization consistently meets and exceeds customer

requirements. TQM engages all divisions, departments and levels of the organization. Top

management organizes all of its strategy and operations around customer needs and develops a

culture with high employee participation. TQM companies are focused on the systematic

management of data of all processes and practices to eliminate waste and pursue continuous

improvement. Perhaps a better way of understanding TQM is to compare a "TQM organization

with what we might call a "traditional organizations". Let's look at a number of differences.

1. Customer-Driven vs. Company-Driven

2. Long-Term vs. Short-Term Orientation

3. Data-Driven vs. Opinion-Driven

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4. Elimination of Waste vs. Tolerance of Waste

5. Continuous Improvement vs, Fire Fighting

6. Prevention vs, Inspection

7. Cross-Function Teams vs. Fortressed Departments

8. High Employee Participation vs. Top-Down Hierarchy

9. Problem-Solving vs, Blame

10. Systems Thinking Vs. Isolation

11. Leadership vs. Management

There are multiple tools of TQM being implied at Hino Pak, for this study project we have

focused on Lean Manufacturing. "Lean," is a production practice that considers the expenditure

of resources for any goal other than the creation of value for the end customer to be wasteful, and

thus a target for elimination. 5S is one of the most successful tools implied at Hino for the

execution of the TQM principles. Let‟s have a look at what 5S is all about.



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THE ROAD MAP TO LEAN MANUFACTURING- 5S

5S was created by Japanese Guru Iwao Kobayashi who originally compiled these simple steps to

produce the most effective working environment. As corporations and businesses find ways to

optimize production, they understand that 5S creates a higher quality of life and self-esteem for

everyone in the organization. This causes a boost in the productivity and the quality of plant,

processes, and products. 5S works wonders in the business world.

According to Mr. Waqas Moin Siddiqi, QA Manager, QAD, at Hino Pak, the best way to

stabilize and understand a process is 5S. HinoPak first deployed 5S on a part delivery process.

The work area assembled a variety of components into a single product. Before 5S, the area was

not well-organized, and the process was inefficient.

According to Mr.Siddiqi, 5S made substantial improvements in the "point-of-use kiting" area.

With 5S implementation, the area saw 93%

reduction in the space employees' travel to complete

the tasks and a 42% reduction in overall floor space.

The system has become a one-piece flow operation

between assembly and mechanics, enabling

everyone involved to know what the station has and

what it needs. Value Stream mapping now provides

diagrams of the workstation, indicating the locations

of essential tools and materials.

But the process has not been easy. The company has

made tremendous gains in small pockets, but it has

been difficult to implement the process throughout

the entire company. One way Hino Pak continues

lean implementation is with a training program dedicated to distributing lean information.

5S is the foundation for successful lean implementation. 5S is the tool to begin, support, and

sustain the lean journey. 5S program is done through the involvement of employees. We

integrate maintenance and safety into the 5S program because that gets employees involved in

those critical programs at the shop floor level. This is a train- implement as we go program

where we facilitate the training, the implementation, and coach throughout the implementation.

Additional practices are frequently added to 5S, under such headings as 5S Plus, 6S, 5S+2S, 7S,

etc. The most common additional S is for Safety mentioned above.

In physical work areas the idea is to organize and clean up the area, make sure that there is a

place for everything and that everything is in its place, and that there is a system in place to



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ensure that the improvements are sustained. The classic example is the maintenance workshop,

wouldn‟t it be nice if the mechanic met the requirements above and if could instantly find exactly

what is needed and when. The same principle applies to the office, the truck, the shop, and to the

conference room.

In the digital work space (hard drives, network drives, etc.) the idea is to have the folders and

files well-organized and clear of duplicate and unnecessary files. Wouldn‟t it be nice if the

manager could immediately go to the file that needed without searching through multiple

directories, folders, and files.

It‟s very difficult, if not impossible, to determine how much waste is associated with

unorganized workspaces (physical and digital). However, one can think of many examples from

just the past week, of time that was wasted looking for a particular tool, part, file, phone number,

book, form, or other objects or data that was needed to do the job.



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5S ACTIVITIES LIST

As manufacturing activity slows, plant managers shift their attentions to increasing efficiency in

their plants through lean manufacturing methods. But knowing exactly where to begin their lean

journey is the first task facing plant managers and improvement teams. The answer is simple -

The 5S program. 5S is the name of a workplace organization methodology that uses a list of five

Japanese words which are seiri, seiton, seiso, seiketsu and shitsuke. The decision-making process

usually comes from a dialogue about standardization which builds a clear understanding among

employees of how work should be done. It also instills ownership of the process in each

employee.

The Activity list describes how items are stored and how 5S tools are implemented in the

Maintenance Workshop of the Body Operation Plant.

Activity Sequencing

Hino includes the following 5s sequence in their maintenance workshop - steps that are used to

make all work spaces efficient and productive, help people share work stations, reduce time

looking for needed tools and improve the work environment.

Seiri(Sort): Sorting out of unneeded maintenance items(red tag)

HinoPak, in their maintenance department, separates items that are essential to the job (such as

tools, parts, material and lubricants) from those that are not. They do Basic organization can be

accomplished by:

o Performing Red Tag Activity to highlight all un wanted items

o Organizing spare parts, files, tools and other occasionally used items in storage

o Placing the most vital tools in convenient locations

o Dealing with the causes of defects, noise, and leaks

o Treating defects, leaks, and breakages

o Discarding unwanted (red-tagged) items

o Aiming for a “one is best” policy, for instance one- location filing, one-stop

service for other departments, etc.

Seiton(Straighten): Systematic arrangements

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Seiton consists of putting everything in an assigned area so it can be used and returned as quickly

and safely as possible. Commonly used tools should be easily accessible, saving both time and

effort.

HinoPak is also fully aware that neatness reduces the time it takes to locate or store items. Neat

work areas can also lead to an increased feeling of pride and ownership in the work being

performed. To accomplish this step, Hino focus on:

o With color coding tools can easily be found, used, and returned to their proper

places. Color coding and labeling eradicates confusion by making tools easily

distinguishable by following standard color code guidelines.

o Clearly designated names and places in the maintenance workshop.

o Functional placement of parts, tools, lubricants and materials.

o Quick (30-second) and easy retrieval of documents, parts, and tools

o Neat and easy-to-read notice boards (with special attention paid to the removal of

old and obsolete boards)

o Filing standards and controls properly

o Arrangement for first- in, first out

o Proper, marked and allocated place for everything tool, lubricants and other

maintenance stuffs.

Seiso(Shine): Keep area clean.

In HinoPak, addition to being neat or orderly, they are also keeping their physical environment

clean. This involves assigning cleaning duties and responsibilities to specific individuals. If a

working environment is clean and remains clean, individuals will all start to chip in to maintain

the cleanliness. This instills a sense of pride. It‟s hard to do quality work, and it is hard to feel

good about your work, in a dirty and unkempt environment. To be effective, the clean

environment must be stressed and reinforced. They are accomplishing this by:

o Assigning specific cleaning responsibilities to specific people.

o Adopting simple methods for cleaning and inspection.

o Regular and thorough cleaning activities in that area.

Seiketsu (Standardize): Standardizing

This element emphasizes the continual reinforcement of Hino Pak, cleanliness and neatness

characteristics. By following standard guidelines, employees in the maintenance area better

understand the working environment and work within it quickly and safely. Standardization

process at HinoPak includes:

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o Certification of inspections using labels, tags, etc.

o “Danger” warning marks and signs when required

o Color coding of files, pipes, and containers

o Directional markings on pipes and gangways

Shitsuke(Sustain): Self-discipline or perseverance

Discipline, the most difficult step in the “5-S” practice, involves instilling the defined rules and

regulations into the day-to-day working culture of the organization. To accomplish this in their

maintenance area, Hino emphasize that people should:

o Follow all safety rules, such as wearing safety helmets, gloves, and shoes while

working in work shop.

o Execute individual responsibilities

o Communication effectively

o Practice dealing with emergencies

o Understand, check and follow “5-S” practices

Activity Resource Estimation

Estimating schedule activity resources involves determining what resources (persons, equipment,

or materiel) and what quantities of each resource will be used, and when each resource will be

available to perform project activities. The Activity Resource Estimating process is closely

coordinated with the Cost Estimating process. In case of HinoPak

They construct a project team that is familiar with the 5S tools. Such knowledge of often

readily transferred through Training and Development programs.

Maintenance work shop team at HinoPak is familiar with the latest in maintenance

technique techniques. For the requisite knowledge they hired a consultant, by sending

different people of work shop to a seminar on preventive maintenance, or by including

someone from Maintenance as a member of the project team.

Activity Duration Estimation

Schedule Development

No matter the size or scope of the project, schedule is a key part of project management. The

schedule tells you when each activity should be done, what has already been completed, and the

sequence in which things need to be finished. Scheduling is not an exact process. It's part

estimation, part prediction, and part 'educated guessing.'

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Similarly, in Hino Pak, since uncertainty is involved, the schedule is reviewed regularly, and it is

often revised while the project is in progress. It continues to develop as the project moves

forward, changes arise, risks come and go, and new risks are identified. The schedule essentially

transforms the project from a vision to a time-based plan.

Schedules also help them do the following:

It provides a basis for them to monitor and control project activities at maintenance work

shop.

It helps them to determine how best to allocate resources so you can achieve the project

goal.

It helps them assess how time delays will impact in their maintenance work.

It enables Hino to figure out where excess resources are available to allocate to other

maintenance work in project.

It provides them a basis to help in order to track their work.

(refer to Exhibit 8 for Activity sequencing)

Schedule Control

The Schedule Control process is involved with determining the current status of the project

schedule and influences factors that create schedule changes. Any changes are managed as they

occur. Schedule control is a component of the Integrated Change Control process. Schedule

control includes four steps in Hino Pak:

Analyzing the schedule determine which areas in maintenance workshop may be need

corrective action.

Deciding what specific corrective actions should be taken.

Revising the plan to incorporate the chosen corrective actions.

Recalculating the schedule to evaluate the efforts of the planned corrective actions for

that area.

If the planned corrective actions do not result in an acceptable schedule these steps are repeated.

Throughout a project each time schedule is recalculated whether it‟s after actual data or project

changes are incorporated after the corrective actions, it is necessary to analyze the newly

calculated schedule to determine whether it needs further attention. The schedule analysis

includes identifying critical path and any path of activities of the work shop.

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WORK BREAK DOWN STRUCTURE

Seiri : The Red Tag Activity- First Step of 5S

The major element of Seiri is simply a critical look at the area. Involving cross-functional teams,

or looking at each other's areas, is an obvious first step. People tend to be blind to failings in their

own work place and a fresh pair of eyes can be useful. Another element of the standard

approach is 'red tagging' where items are given a tag which says what the item is, which location

it is in and when it was identified in this location. We then leave the area for a while and

anybody using the item notes this. We go back some time later and can

readily identify things that haven't moved, or been used. Items which

have not been used can then potentially be disposed of. As a first pass

we should perhaps create a quarantine area before throwing items away,

selling them or reworking them into something else. Other items may be

deemed necessary but used infrequently and so an alternative location

can be found. If the operator needs a particular tool only once or twice a

month then a 20-yard walk is not a problem - especially if the space thus

saved on the workbench helps to make the workplace more productive,

or helps address quality issues.

Red Tags are used to keep the process of change going throughout the

5S workshop while remaining organized in the process. 5S Red

Tags are used for visual management of a workspace, clearly marking items that need to be

moved creating workplace organization (Exhibit 3)

A part of the Sort step, Red Tag is placed to the items that donot belong to that area. These items are then placed in the red tag holding area. When following the Red Tag processes, following steps are taken,

1. Identify Unneeded misplaced items

2. Attach red tags 3. Move the items to a holding area

4. Dispose off the truly unneeded items.



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The next steps to take the Red Tag Activity forward towards completion include following the Red Tagging Criteria, Identify the Targets related to following stages in the Mechanical Workshop:

1. Inventory

2. Equipment 3. Furniture

4. Storage 5. Fittings and fixtures 6. Out dated signs and poster and notice boards

Finally a critical look is taken in the Red Tag holding Areas and a red tag is usually available for

one week, until it is monitored and reworked upon.



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Seiton

The sorting out process is essentially a continuation of that described in the Seiri phase.

Removing items to be discarded or held in an alternative location will create space. This space

will be visible and facilitate the alternative layout of the area.

Restructuring the work content so that certain operations can be carried out within the cycle of

others. This is done by performing a number of actions described bellow:

1. Keeping shelves in order in the storage places

2. Proper placing of tool after usage.

3. Tools should be kept with in maintenance workshop

4. Ensure quick and systematic search of tools

5. Outline locations of equipment, supplies, common areas and safety zones with lines:

a. Divider lines define aisle ways and work stations.

b. Marker lines show position of equipment.

c. Range lines indicate range of operation of doors or equipment.

d. Limit lines show height limits related to items stored in the workplace.

e. Tiger marks draw attention to safety hazards.

f. Arrows show direction.

Seiso

Ensuring the following critical elements in warehouse is the building block for the third s tep of

5S activity i.e. Seiso

1. Ensure proper handling and usage of tools for their long life

2. No trash material/non conform part should be with in maintenance area.

3. Cleanliness of storage area

4. Tooling must be cleaned of contaminants

5. Tooling not in used must also be in ready state and

clean.

Seiketsu

1. Rules for placing and manipulating SDVs must be

posted in the right places

2. Workers should abide discipline there will be no rule

deviation.

3. Identification plates, name plates, badges and work



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clothes must be clean and adequate

4. Instructions during preventive maintenance must be observed?

(Refer to Exhibit 4 and 5)

Shitsuke

The fifth pillar is more than this; it is not simply the mechanical means by which we continue to

monitor and refine, it is the set of approaches we use to win hearts and minds, to make people

want to keep applying best practice in shop organisation and housekeeping. In this sense,

discipline is perhaps an unfortunate term as it implies people forced to do something, with

consequent penalties if they do not.

The way in which management achieves this establishment of ongoing commitment within the

workforce depends, of course, on the culture already in place. As with the adoption of kaizen

(continuous improvement) or quality circles we have to press the right buttons to stimulate

people. If the business has a history of treating people like cattle, giving no credence to their

suggestions and simply trying to improve performance by driving the workers ever harder, then

enthusiasm for any sort of initiative aimed at building a better environment is going to be hard to

generate.

Auditing is the key towards continuous improvement and maintaining the ongoing process

parameters of 5S. The QAD team and the 5S team carries out periodic (monthly) audits for 5S

and the findings are submitted to the concerned managers, and the management (refer to Exhibit

6)

There are a number of elements to any ongoing improvement activity in any business. Which

take pre-eminence in a particular organisation varies with the history and culture of that

organisation. Suffice to say that key points are:

Communication

We need people to be aware of what we are trying to achieve, and why.

Education

They need to understand the concepts and the individual techniques.

Rewards and Recognition

People need to feel that their efforts are recognised. Whether the reward is a senior manager

walking past and saying "that's very good, well done" or some form of award (financial gain,

prize or formal presentation of a certificate) depends on the organisation.



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Time

If we want people to spend five minutes every four hours removing swarm from the floor around

their machine we have to make sure that we allow them this time. We cannot give this as an

instruction yet at the same time push for more time spent achieving productivity targets.

Structure

We need to identify what is to be done, by whom, and ensure that schedules are updated and

clearly visible.

A typical schematic of the Work Breakdown Structure of the 5S process in the Maintenance Workshop is given below:



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WORK BREAK DOWN STRUCTURE 5S AT MAINTENANCE WORKSHOP

Seiri(Sort)

Red Tag Activity

Sorting

Organizing

Treating defects

Placing

Seiton (Straighten)

Functional Placement

Quick & easy

retrieval

Proper marked places

Seiso(Shine)

Sense of Ownership

Up to date maintenance

No trash material

Regular Cleaning Activities

Seiketsu (Standardize)

Warning marks and

Signs

Certification

Color Coding

Directional marks

Shitsuke (Sustain)

Follow all rules

Effectivecommunication

Individual responsibility

Auditing

5S WBS FOR THE

WORKSHOP



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CONTINUINING WITH THE EXECUTION PHASE

While there are five S‟s and five steps perceived by the operator on the production floor, there

are 7 Steps to 5S implementation. Today, we are looking at the first step:

Promotion & Implementation Plan

The Promotion and Implementation Plan is critical to the success of 5S in the Maintenance

Workshop. It includes the following 8 components:

1. The 5S Lead Team This team is cross functional and includes Continuous Improvement

Leader and floor operators. This team needs to be able to make decisions quickly to keep the 5S

effort moving forward. This team makes quick decisions on color coding, forms, etc. This team

is different from Site Steering Committee. The 5S Steering Team includes at least one member

of the Site Steering Committee. This team will also become the Autonomous Maintenance Pillar

Team if Hino Pak will prepare to launch TPM i.e. Total Productive Maintenance.

2. Site Steering Committee The BOP, AOP and the Maintenance Workshop already have a

Steering committee, Leadership Team, or Staff that is already guiding the plant. This leadership

team needs to allocate resources and provide support to the 5S Steering Team and the 5S Pilot

Team.

3. Zone Maps These are maps to include the owner of each zone. Each zone will need to have a

team assigned to that zone as you expand 5S. For example in case of the Maintenance Workshop

the zone map is the Mechanical and Electrical Workshop of the Maintenance Department, the

office of the Maintenance Manager, the Stores and the general workshop.

5. 5S Training. A lot of training on 5S is delivered by the QAD Department. As per the „Train

the Trainer program‟, the QAD manager and the QA team received diversified set of trainings

from training consultants home and abroad. They developed an intense training schedule and

carried out trainings for the Management, the employees, the Managers, Supervisors, Skilled and

Un Skilled Labor for all the departments of the Organization.

Trainings build the anticipation and desire for 5S. The training is best if it is Just-In-Time. It is

also best if much of it is conducted on the floor. It‟s also best to keep the training sessions small.

Big groups won‟t ask as many questions.

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6. Implementation Plan For the development of the plan resources are needed from all

departments when 5S is to be launched throughout the plant and the workshop. One very

important aspect is to define the scope of your 5S initiative.

7. 5S Objectives. Goals are set for the implementation of 5S. How many teams does the team

want to have in place and in what stage of 5S by when? The maintenance department must set

goals for Safety, improved change over time, reduction of work- in-process (WIP). You should

also find a way to measure morale and set a goal for improved moral as part of the 5S effort.

8. Promotion Plan. Communicate the basics and the benefits to 5S throughout. Bring some

positive excitement to it early. Instill enough knowledge that people will be excited by the

progress of your pilot team. This will build a desire for 5S expansion.

Take the time to do your early planning right. Don‟t plan to the point of needlessly delaying the

launch. You will be modifying your plan as you go anyway. Reserve the right to learn and

improve as you go.

The Bottom Line

Mr.Waqas Moin Siddiqi selected the Maintenance team as the pilot line when 5S activity was

initiated at Hino Pak approximately couple of years ago and he is the 5S Champion for his plant.

He has an implementation plan that is ready to go. He has had a 5S Orientation with the entire

plant with the support of his Site Steering Committee. In fact, he is well on the way to improved

housekeeping and organization. His team is excited that they are addressing the root cause of

their recent poor change over. They are ready to roll out 5S and have just one more thing to do.

Mr.Waqas and his QAD team carries out the Sustaining Activity for 5S by carrying out

scheduled 5S Audits as per plan.



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MONITORING AND CONTROL

Continuous training, development and auditing

A consistent practice of effective and continuous training and development schedule provides 5S trainings at Hino Pak for all stake holders; the Management staff, the non managerial staff,

workers and operators, Customers and Vendors. Monthly QA activity reports are generated that encompass all sectors of Quality development and TQM implementation (enclosed: attachment).

The control measures for monitoring of process implementations include,

Defect Ratios

Month wise Vehicle Audit

Top defect analysis and measures

In House Trainings

Vendors Trainings

Customers Trainings

Process Audits

There are proper audit schedules for periodical monitoring of 5S activities, and all other TQM

Activities that are being carried out at Hino Pak, namely Pareto chart, Histogram , Fish Bone , Flow Chart, 5-Check points, Scatter Diagrams that actually constitute the section of Statistical Process Control tools (SPC).

Also activities like Five Whys give a supporting element to the Red Tag Activity carried in the

5S implementation stage.

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PROJECT CLOSING

It is important to have continuous education about maintaining standards. When there are

changes that affect the 5S program such as new equipment, new products or new work rules, it is

essential to make changes in the standards and provide training. Companies embracing 5S often

use posters and signs as a way of educating employees and maintaining standards.

Critical Analysis

It is a very clear objective of Hino Pak to create an effective communication system through the

implementation of 5S and cater the opinions of employees.

The last activity for 5S i.e. Shitsuke: Sustain actually calls for regular updates and feedback from

the management and the 5S team in order to maintain the standards of 5S. During the survey of

5S implementation at the mainetenance workshop we have noted a few discrepancies and the

existence of few non conformities. It was noted that there were no records found for the last

monthly 5S audit for the maintenance workshop. The Audit hadbeen delayed for two months and

moreover the maintenance team had also recruited new personnel that were not given the proper

training for 5S.

The QAD relates these non conformances with the recent down ward progress of production and

manufacturing processes that forced the facility to work at half of its capacity and the regular

schedules for Preventive Maintenance had not been followed.

Recommendations

We suggested a few recommendations for the 5S Sustain Activity in order to match up the

standard. These recommendations included:

Formation of a Team Leader out of every team in production/maintenance/quality

department who carries a voluntary final check over the product before moving it to the

next department.

The maintenance team works with 5 technicians in a shift. Out of these 5, one technician

should be chosen who keeps a check on all requirements for the fulfillment of 5S



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activities including proper fulfillment of Preventive/Corrective/Autonomous maintenance

schedules and calculate the reduction in downtime.

5S checklist (attached Exhibit 5) must be used effectively because it covers all essentials

for the 5S implementation.

On an overall basis, Hino Pak has successfully implemented a number of TQM tools as

explained above, and they plan to extend their plans for Quality improvement techniques to all

suppliers and customers and they are way far on the plans to approach superior Quality

techniques and move towards zero defects through superior automation and flawless quality.

Main Report

Documents

site steering

high employee

planned corrective

hino pak motors

body operation

total quality

color coding

schedule control