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Quality Improvement

Quality Improvement Expert

Akhilesh N Singh

Akhilesh N Singh

Lean Manufacturing Consultant

A management consultant with specialization in Lean Manufacturing, Lean Service, Lean IT, Lean Healthcare and Lean Six Sigma. Having over four decades of experience of working in industry, management education and operational excellence consulting.

Worked as an engineer and corporate professional at Steel Authority of India Ltd & Jindal Stainless Ltd, as a Professor in Asia Pacific Institute of Management, and Principal Consultant at FICCI Quality Forum. Currently working as a Management Consultant at Lean Solutions and associated with Quality Council of India as a Lean Expert and ZED (zero defect zero effect) consultant.

Formally studied courses in Vedanta.Trained in Lean Management, Six Sigma and TQM in Japan, UK and USA. Undergone training in Toyota Motor Corporation Japan, Lean Enterprise Academy UK, Asian Productivity Organization Japan, Armco Inc USA. Six Sigma Black Belt from ASQ, Certified Energy Manager, and Certified NLP Practitioner.

Has had unique opportunity to learn core concepts of Lean from three world-renowned Lean Gurus; Daniel Jones, Chaiman Lean Enterprise Academy UK, Masaaki Imai, Chairman Kaizen Institute Japan and Prof.Yoshikazu Tsuda, TQC Expert of Japan.

Conducted over 200 lean/six sigma training/consulting assignments in five countries; Implemented Lean Manufacturing in 30 SME units (4 clusters) and faciliatated many public & private sector e enterprises to learn and implement Lean. Facilitated IMS Ghaziabad to start a course in Lean Manufacturing in MBA program.

Author of 12 books on topics related to Lean Manufacturing, Quality Management, Zero Defect Zero Effect and Steel Technology.

All Questions

11 Questions

1
Answer

what are the process involved in quality check process

Our expert answers your query:

Quality has to be checked at 3 levels;

1. Incoming Quality: All input materials should be checked to meet quality specifications before accepting it.
2. In-process Quality: During processing, quality and process parameters should be checked at each stage of production.
3. Outgoing Quality: Before despatch of finished products to customers all quality parameters specified by the customer should be checked and cleared for despatch only after qualifying the quality requirements.
To control quality, a “Quality Plan” has to be made by quality expert to define. 
What parameters to be checked at each stage of procurement production, despatch? 
How to check?
How to take decision for accepting or rejecting? and 
How to maintain records of each quality check?
If there is no quality plan, then you can’t do “Quality Control”, it is left on the chance; you may produce and deliver quality product or defective product!

1
Answer

Should we hire a different team for this event or use the existing staff of the organization to perform kaizen event?

No. The existing personnel must learn the kaizen and implement it.

1
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How many kaizen teams can be formed in a small scale industry?

It depends on the time that the people can devote. Each department can have its own kaizen team, if enough time and effort is dedicated for that.

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Is there any limit of investment for doing kaizen?

There is no limit as such, one can go as high as possible.

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Is using technology a Kaizen?

No. Improving the technology is kaizen.

1
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What is the definition of measurable?

Measurable here refers to anything that can be defined in terms of quantity.

1
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How to train persons at shop floor level or those who are illiterate? Any specific steps?


It is not a question of literacy or illiteracy. Here everybody must work with their common sense. The things have to be taught in very practical terms on the shop floor in a manner in which the workers are able to understand.

 

 

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What is the difference between continuous and continual improvement?

Continuous improvement is like a steady slope of improvement while continual improvement is like a step by step improvement programme, which moves on after one stage of improvement has been stabilized.

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Most of the processes are defined by the OEM Customers, in such cases, customers normally do not allow change in the processes, and how can one address such problems?

Here it is not about changing the process, it is about improving the operations. The wrong operations must be identified and rectified. The OEM can also be involved as a member of the team if required. 

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How does one identify small, large and medium problems accurately?

The large problems are the areas in which the top management are involved, when changes in the policy are required. Where the Head of Department is involved, it is a middle level problem. Bottom level or small problems are where the operators are involved.

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If we are doing an improvement for a process regarding safety then does it come under kaizen or not?

It definitely comes under Kaizen, as safety is the number one concern area for Kaizen.