sábado, 10 de mayo de 2014
miércoles, 12 de marzo de 2014
Total Quality
TOTAL QUALITY
Total Quality is a constantly evolving process, undertaken with real
commitment and obsession, which requires a consistent system developed with
passion, and that through your continued good management must add value at
every stage of the process, its purpose being to meet permanent customer and
get achievements, which requires measurement and continuous improvement after
endless.
Total quality is for the customer when the product or service, comes to meet your needs and expectations. The customer perceives and difference when there is an emphasis toward him permanently marking satisfies in every detail, and assesses economically with your purchase of the good or service and also verbally, who has the skill that produced and / or sold the product or service.
Total quality is for the customer when the product or service, comes to meet your needs and expectations. The customer perceives and difference when there is an emphasis toward him permanently marking satisfies in every detail, and assesses economically with your purchase of the good or service and also verbally, who has the skill that produced and / or sold the product or service.
Generations of total quality
Generation 1
Quality = inspection
processes
Dr. Joseph M. Juran visit Japan in 1954 talking about how to manage quality.
Generation 2
Dr. Joseph M. Juran visit Japan in 1954 talking about how to manage quality.
Generation 2
Quality = customer satisfaction
Situated between 1960 and 1970, the orientation is changed to customer satisfaction. The corporate culture is focused on the development of new products, design quality and better distribution systems and sales.
Generation 3
Situated between 1960 and 1970, the orientation is changed to customer satisfaction. The corporate culture is focused on the development of new products, design quality and better distribution systems and sales.
Generation 3
Quality = Cost Reduction
The decade of the 70 s, characterized by the oil crisis and the increase in the price of raw materials and labor. The preventive approach reaches the design (products, processes and services)
Generation 4
The decade of the 70 s, characterized by the oil crisis and the increase in the price of raw materials and labor. The preventive approach reaches the design (products, processes and services)
Generation 4
Quality = Flexibility
and adaptability
In the early 80 s , the task of companies is now the flexibility of its processes , automation, downsizing, increased learning capacity and better relations with suppliers.
In the early 80 s , the task of companies is now the flexibility of its processes , automation, downsizing, increased learning capacity and better relations with suppliers.
Generation 5
Quality = vision and strategic and policy planning approach
The decade of the 90 s, the main issue is the strategic and policy approach to planning and design of the administration of the organization and network with whom they interact . Total quality strategies to be competitive cover all processes and systems of the organization and its network.
The decade of the 90 s, the main issue is the strategic and policy approach to planning and design of the administration of the organization and network with whom they interact . Total quality strategies to be competitive cover all processes and systems of the organization and its network.
Quality Control
Quality control
Is
a process by which entities review the quality of all factors involved in production?
Thais approached places en emphasis on three aspects:
1.
Elements such as controls,
job management, defined and well managed processes, performance and integrity
criteria, and identification of records
2.
Competence, such as
knowledge, skills, experience, and qualifications
3.
Soft elements, such as
personnel, integrity, confidence, organizational culture, motivation, team spirit,
and quality relationships.
Controls
include product inspection, where every product is examined visually, and
often using a stereo microscope for fine detail before
the product is sold into the external market. Inspectors will be provided with
lists and descriptions of unacceptable product
defects such as cracks or
surface blemishes for
example.
The
quality of the outputs is at risk if any of these three aspects is deficient in
any way.
Quality
control emphasizes testing of products to uncover defects and reporting to
management who make the decision to allow or deny product release,
whereas quality assurance attempts to improve and
stabilize production (and associated processes) to avoid, or at least minimize,
issues which led to the defect(s) in the first place. For contract work,
particularly work awarded by government agencies, quality control issues are
among the top reasons for not renewing a contract.
Notable
approaches to quality control
There is
a tendency for individual consultants and organizations to name their own
unique approaches to quality control—a few of these have ended up in widespread
use:
|
Terminology
|
Approximate year of first use
|
Description
|
|
Statistical quality
control (SQC)
|
1930s
|
The application of
statistical methods (specifically control charts and acceptance sampling) to quality control.[4]:556
|
|
Total quality control
(TQC)
|
1956
|
Popularized by Armand V. Feigenbaum in a Harvard
Business Review article and
book of the same name. Stresses involvement of departments in addition to
production (e.g., accounting, design, finance, human resources, marketing,
purchasing, sales).
|
|
1960s
|
The use of control charts to
monitor an individual industrial process and feedback performance to the
operators responsible for that process. Inspired by control systems.
|
|
|
Company-wide quality
control (CWQC)
|
1968
|
Japanese-style total
quality control
|
|
1985
|
Quality movement
originating in the United States Department of Defense that
uses (in part) the techniques of statistical quality control to drive
continuous organizational improvement.
|
|
|
Six Sigma (6σ)
|
1986
|
lunes, 10 de marzo de 2014
Lectura de Ingeniería Industrial
INDUSTRIAL ENGINEER
The industrial engineer is a professional capable of
improving the performance of a company from the direction of world-class
operations , continuously improving all manufacturing activity or service where
a process takes place.
Professional
Profile:
The Industrial Engineer is qualified to
be an entrepreneur and abilities allow you to:
• Analyze and evaluate the global, national ,
regional and municipal environment
• Plan and manage, through policies ,
strategies , objectives and goals
• Design methods of production and services ,
optimizing resources
• Conduct business research ,
• Lead, implement, monitor and evaluate
programs for small business
Occupational
field
Priority areas of work will be d Industrial
Engineering Production , Quality Control , Project Engineering , Security and
Environmental Analysis , Production Management , Business Management , Systems
and Procedures , Stores, work measurement standards , Project Evaluation ,
Studies Feasibility , Consultancy and other technical.
Functions
of Industrial Engineer
• Research, develop and design products .
• Manage and control production.
• Evaluate, propose and design quality systems
in firms.
• Design and manage maintenance plans.
• propose solutions to the identified needs.
Knowledge
must possess an Industrial Engineer
The Industrial Engineer will have knowledge in the
area of mathematics , general knowledge, accounting , psychology , industrial
relations, human engineering , production quality , and all the knowledge needed
to make decisions from the point of view of resource optimization.
Abilities
and Skills
• Ability to design , redesign and implement
new working methods.
• Ability to interpret blueprints and
formulas.
• Ability to design and interpret a production
system.
Lecturas de Ingeniería Industrial
THE TAYLORISM IS
STILL ALIVE
When we talk of
Taylorism we make referring to industrial production model designed by the
American engineer Frederick Taylor Wislow (1856-1915) , author of " the
principles of scientific management" published in 1911 and for which he is
recognized as the father of scientific Management . Taylor seeks to improve
production and increase productivity, based on an organizational approach based
on scientific study and control of the work. [1 ]
Organizational
theories arise , usually in response to another theory which precedes their
established paradigms and the implications resulting influences, or
socioeconomic characteristics of the environment that shape organizations. This
is the case of the Theory of Human Relations , which springs from the need to
humanize and democratize the administration , as the classical theory
predecessor imposed a rigid and mechanical style, a more flexible and less
mechanical model making it necessary , in addition to appropriate new patterns
of life of society . This theory is also influenced by the development of the
human sciences , such as psychology and sociology , the contributions of
thinkers like John Dewey and Kurt Lewin , plus Elton Mayo with the conclusions
of the Hawthorne experiment . ( Chiavenato , 1997 ) .
But despite all the
opponents , weaknesses and shortcomings that have been found and saddled , the
contribution of Frederick Winslow Taylor is still valid , even more than we can
suppose . Aspects such as job analysis and study of time and motion study of
human fatigue, division of labor and specialization of labor , design fees and
duties , salary incentives for production , environmental conditions, standardization
of methods and machinery functional supervision , continue to apply in
organizations, although other names and hardware , depending on the fashion
management .
Taylorism continues
in different parts of the world , albeit often hybrid or mixed ( Antunes ,
2001). The revolution of labor productivity of the century in the United States
and later in Europe and elsewhere as Asia has led to Taylorism symbol with
repercussions that even yet manifested . All these changes they have done is
create a new model of social relations based on flexible automation ,
articulating technology and deregulation of labor to make it malleable and
versatile. Perform tasks in living with the team but Taylorized work resulting
from streamlining processes , seeking to be increasingly competitive in order
to survive the globalization of the economy , using economies of scale, process
improvement , training of workers, design of new tools , piece rates and all
that lead to lower costs , effectiveness and efficiency , effectiveness and
strengthen competitive advantage. All this passed in the principles of Taylor.
Taylor and his
followers also make a special valuation of the management function , which
remains focus for contemporary authors in the search for greater effectiveness
in the business, a task in which the manager is the main character, the dynamic
element that gives life to every business and that , in a competitive economy ,
constitutes a real advantage for the company. [2 ]
For Taylor the
initiative and intellectual development is concentrated in the area he called
steering , preventing the worker his creative input and thus the generation of
knowledge in the organization. Registration time and motion limits the
innovative potential of the operator , since only explicit knowledge is
transmitted to the developer considers important. This is overcome by Mayo who
concludes that improving productivity is due to social factors as morale,
satisfactory interrelationships among members of a work group and an
administration that understands human behavior , especially group and improved
by skills such as motivation , counseling , management and communication. (
Koontz , 1996). However, the above contribution does not replace or exceeds
truly Taylorism , which continues to apply in its entirety .
Despite the years the
Taylor thought continues in force in our organizations , especially now that
productivity is the prime target in the search to be competitive and prune face
the challenges of globalization and international treaties. For all the above ,
we can say that Taylorism continues and remains effective despite the time and
that her death is still far from happening .
miércoles, 26 de febrero de 2014
Lectura Sistema de producción TOYOTA
TPS
The Toyota Production System is an integrated socio-technical system,
developed by Toyota that comprises its management philosophy and practices. The
TPS organizes manufacturing and logistics for the automobile manufacturer,
including interaction with suppliers and customers. The system is a major
precursor of the more generic "lean manufacturing." Taiichi Ohno,
Shigeo Shingo and Eiji Toyoda developed the system between 1948 and 1975.
Originally called "just-in-time production," it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.
Goals
The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are seven kinds of muda that are addressed in the TPS:
Waste of over production (largest waste)
Waste of time on hand (waiting)
Waste of transportation
Waste of processing itself
Waste of stock at hand
Waste of movement
Waste of making defective products
The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS many initiatives are triggered by inconsistency or overburden reduction which drives out waste without specific focus on its reduction.
Origins
This system, more than any other aspect of the company, is responsible for having made Toyota the company it is today. Toyota has long been recognized as a leader in the automotive manufacturing, and production industry.
Industrial Engineering is the wider science behind TPS. 'IE' comes under Mechanical Engineering.
It is a myth that "Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket." The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired amount of goods off the shelf and purchases them. The store restocks the shelf with enough new products to fill up the shelf space. Similarly, a work-center that needed parts would go to a 'store shelf' (the inventory storage point) for the particular part and 'buy' (withdraw) the quantity it needed, and the 'shelf' would be 'restocked' by the work-center that produced the part, making only enough to replace the inventory that had been withdrawn.
While low inventory levels are a key outcome of the Toyota Production System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed. Many American businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible. The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.
Principles
The underlying principles, called the Toyota Way, have been outlined by Toyota as follows:
Continuous Improvement
Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
Kaizen (We improve our business operations continuously, always driving for innovation and evolution.)
Originally called "just-in-time production," it builds on the approach created by the founder of Toyota, Sakichi Toyoda, his son Kiichiro Toyoda, and the engineer Taiichi Ohno. The principles underlying the TPS are embodied in The Toyota Way.
Goals
The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste). Finally the tactical improvements of waste reduction or the elimination of muda are very valuable. There are seven kinds of muda that are addressed in the TPS:
Waste of over production (largest waste)
Waste of time on hand (waiting)
Waste of transportation
Waste of processing itself
Waste of stock at hand
Waste of movement
Waste of making defective products
The elimination of waste has come to dominate the thinking of many when they look at the effects of the TPS because it is the most familiar of the three to implement. In the TPS many initiatives are triggered by inconsistency or overburden reduction which drives out waste without specific focus on its reduction.
Origins
This system, more than any other aspect of the company, is responsible for having made Toyota the company it is today. Toyota has long been recognized as a leader in the automotive manufacturing, and production industry.
Industrial Engineering is the wider science behind TPS. 'IE' comes under Mechanical Engineering.
It is a myth that "Toyota received their inspiration for the system, not from the American automotive industry (at that time the world's largest by far), but from visiting a supermarket." The idea of Just-in-time production was originated by Kiichiro Toyoda, founder of Toyota. The question was how to implement the idea. In reading descriptions of American supermarkets, Ohno saw the supermarket as the model for what he was trying to accomplish in the factory. A customer in a supermarket takes the desired amount of goods off the shelf and purchases them. The store restocks the shelf with enough new products to fill up the shelf space. Similarly, a work-center that needed parts would go to a 'store shelf' (the inventory storage point) for the particular part and 'buy' (withdraw) the quantity it needed, and the 'shelf' would be 'restocked' by the work-center that produced the part, making only enough to replace the inventory that had been withdrawn.
While low inventory levels are a key outcome of the Toyota Production System, an important element of the philosophy behind its system is to work intelligently and eliminate waste so that only minimal inventory is needed. Many American businesses, having observed Toyota's factories, set out to attack high inventory levels directly without understanding what made these reductions possible. The act of imitating without understanding the underlying concept or motivation may have led to the failure of those projects.
Principles
The underlying principles, called the Toyota Way, have been outlined by Toyota as follows:
Continuous Improvement
Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our dreams.)
Kaizen (We improve our business operations continuously, always driving for innovation and evolution.)
martes, 25 de febrero de 2014
video autodidacta del uso de la voz pasiva
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