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K

 
 Achievements of Sona Koyo

Ä It took five years of hard work and a single-minded

focus to create quality systems for Deming award.
Ä Sona Koyo is the first steering system
manufacturer in the world to win Deming award.
Ä Sona Koyo has successfully rolled out Total Quality
Management(TQM) and Total Productive
Maintenance (TPM).
PROBLEMS FACED BY SONA KOYO STEERING
SYSTEMS LTD.

There were three noticeable roadblocks:-

Ä Understanding about TQM across the
organisation,
Ä Involvement of all the employees and
Ä Obtaining the commitment of managers.

These were overcome by `Quality visits' to all the

divisions by the top management.
 Keming journey

Ä In 1997 Maruti Udyog Limited suggested that Sona

Koyo join the first total quality management (TQM).
Ä To implement and experience TQM, the 'managers'
model lines, daily work management and root
cause analysis with scientific tools were introduced.
Ä The teachings of TQM with emphasis on 'learning
through experiencing' began to give the company a
direction towards customer focus.
Îhen did the company start practising the Keming
quality process? Îhat had it been practising earlier?
Ä t Sona Koyo, quality was built into process.
Ä Machines were arranged into a cellular layout.
Ä Quality checks were made part of the process and were
done by the operators.
Ä In 1999-2002, when the net profit came down to a
record low.
Ä There was a marked change in the quality process when
Toyota Production Systems' (TPS) expert ,M.Tanaka
from Koyo Seiko, Japan, started guiding the company.
Ä Problem solving was made a necessary process in
production management.
Ä !ompany learnt how to become capable of supplying
products j st-in-time to customers.
 SonaŨs Tryst Îith Quality

Ä Sona Koya in-ho se rejection levels and c stomer ret rn levels have
decreased considerably after the implementation of TQM and TPM
initiatives.
Ä Sona Koyoǯs TQM initiative began in 1998 as a part of a cl ster of
companies promoting gro p learning nder the q ality g r Professor
Ts da.
Ä TQM tools that have been deployed in Sona Koyo incl de reengineering the
prod ction processes to eliminate waste and speed of delivery and red ce
inventories.
Ä Along with TQM, the TPM program is also helping the company to improve
operational efficiencies with its emphasis on zero accidents, zero
breakdowns and zero rejections.
Ä These initiatives have fashioned a new c lt re in the organisation.
 Rearnings from TQM process
Companyǯs learnings d ring this jo rney were:

Ä TQM helps in identifying weakness in the organisation

and working to eliminate the weaknesses.
Ä Developing our own product and production
technology helps in improving competitiveness.
Ä Setting up challenging goals is the first step of
achieving great results.
Ä !omplacency after achieving good results brings down
the performance. We have set even higher goals.
Ä We have to continuously search new ways of keeping
people energised.
¢THER GR¢ÎTH INITIATIVES

menture with Fuji Kiko!ompany, Japan in France

ȂFF

m Signed a technical licensing agreement with

Fuji utotech .B., Sweden ȂFB

m Signed additional technical transfer-cum-

localisation projects with its partner Koyo Seiko
(J-TEKT)
Exactness Process

Ä Pursue quality practices daily work

management.
Ä Three performance-management objectives
Retention of the existing levels of
performance
Improving performance levels and effecting
quantum jumps in them


 

Ä Operator safety is critical in attaining

exactness
Ä nother aspect of safety is related to
housekeeping and 5S.
  Quality Control problem solving
techniques„
Ä Check sheet
Ä Tally Charts
Ä Pareto chart
Ä Ca se and effect diagram
Ä Histogram
Ä Scatter diagram
Ä Graphs
 


Ä SandhyaYadav
Ä Saurabh garg
Ä Ravi Shankar Pandey
Ä Pankaj Taneja