Customer satisfaction is generally determined by the suppliers performance in three measurable activities; Quality, Cost and Delivery.
The world has been stunned by the Japanese manufacturing revolution! After World War II, Japanese industries realised that to compete successfully in the world market place they
had to improve the quality of their products.
To achieve this, they learnt Western management and manufacturing techniques and adapted them to suit their circumstances. As a result, in the last forty years, Japan has been
transformed from a producer of cheap and shoddy goods to a World Class producer!
The 'secret' of this success has been largely attributed to the use of relatively new Japanese style techniques such as Kaizen, 5S, small group activities, Just-In-Time (JIT), Single
Minute Exchange of Die (SMED), poka-yoke, and kanban. However, efforts to apply these methods would be in vain without Total Productive Maintenance (TPM).
TPM has remained much less well known outside of Japan. However, many Western companies are now beginning to realise just how important TPM is to their survival!
This Code of Practice covers all aspects of the manufacture of a plastics product from it s conception
through to its sale and, indeed, on to service life and final disposal. It particularly addresses the
relationships between organisations and people which enable the efficient creation of a finished product.
The initiative for the document came from the 1992 Institute of Materials mouldmaking conference at which
a working group was formed to address the problem of "the absence of simultaneous engineering in mould
design and manufacture of the end product".
The EFQM Excellence Model is a 'total quality' methodology that can be used to improve or even transform the performance of any business or organisation.
It is non-prescriptive, flexible and is based on continuous self assessment by the user organization.
The aim of this module is to present some reasons why the use of Statistical Process Control is so vital in
industry today. It is not our intention to provide a detailed description of how to implement an SPC
programme in your company, nor shall we attempt to provide a complete overview of SPC. If you would
like a more in-depth guide to SPC, a larger and more detailed course is available, called An Introduction
to SPC.
The primary objectives of a company are to continually improve in the four areas of Safety, Quality,
Cost and Productivity.
The purpose of this manual is to support the improvement process, by introducing the mechanics of a visual
control system which enable the abnormalities that occur in a work place to be identified and corrected quickly and
effectively.
The primary objectives of the manual are;
- To provide an overview of the reasons and benefits of visual control
- To provide a source of training material for use during implementation