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QMAC Management Consultants

Mira Road, Thane, Maharashtra

| GST  27ADUPT9866C1ZM

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Knowledge Enhancing Services

Our Knowledge Enhancing Services support value-added business critical functions and offer experienced services. With a passion for customer satisfaction, QMAC partners with its clients to create a transparent, value-based relationship. We always strive to maintain international standards in our infrastructure, quality, security and delivery systems.

Lean - Understanding The Toyota Production System
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This two-day hands-on workshop is designed for individuals and teams that want to gain a better understanding of the components and underlying philosophy of Lean, based on the Toyota Production System (TPS), and how the elements and philosophy work together to create a Lean Enterprise. The workshop is a mixture of lectures, discussions, and a simulation. The factory simulation will help you understand the concepts of flow, pull, takt time, kaizen, and work cell design in a total business system context. Short videos from the shop floor will illustrate different aspects of TPS, including how different pull systems operate. Small group discussions will give you opportunities to share best practices, reflect on your learning, and develop new solutions to bring back to your organization.

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Six Sigma Service
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Six Sigma Service

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The term "Six Sigma" is derived from a field of statistics known as process capability study. It refers to the ability of processes to produce a very high proportion of output within specification. Processes that operate with "Six sigma quality" over the short term are assumed to produce (long-term) defect levels below 3.4 defects per million opportunities (DPMO).Six Sigma's implicit goal is to improve all processes to that level of quality or better.

 

Six Sigma seeks to identify and remove the causes of defects and errors in manufacturing and/or service delivery and business processes. It uses a set of management methods, including statistical methods, and creates a dedicated infrastructure of people within the organization who are experts in these methods. Six Sigma aims to deliver “Breakthrough Performance Improvement” from current levels in business and customer relevant operational and performance measures.

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Kaizen Strategy Service
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Kaizen Strategy Service

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Kaizen (Ky ‘ zen) is a Japanese term that means continuous improvement, taken from words 'Kai', which means continuous and 'zen' which means improvement. Some translate 'Kai' to mean change and 'zen' to mean good, or for the better.

 

The Kaizen strategy is the single most important concept in Japanese management. It is the key to Japanese competitive success. Because ofJapan’s success, the Kaizen philosophy has been implemented in organizations around the world as a way to improve production values while also improving employee morale and safety. The Kaizen philosophy may be applied to any workplace scenario due to its simple nature.

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5s Methodology
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5s Methodology

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5s stands for:

 

S1=Seiri=Sort=Clear up

S2=Seiton=Systematize=Keep in good order

S3=Seiso=Clean=Clean up

S4=Seiketsu=Standardize=Maintain

S5=Shitsuke=Self-discipline=Let behave

 

Basic 5S checkpoints

 

1. Sort

 

  • Determine what is and is not needed
  • Unneeded equipment, tools, etc. are present
  • Unneeded items are on walls (bulletin boards etc.)
  • Items are present in aisleways, stairways, corners, etc.
  • Unneeded inventory, supplies, parts, materials are present
  • Safety hazards (water, oil, chemicals) exist

 

2. Straighten

 

  • A place for everything
  • Correct places for items are not obvious
  • Items are not in their correct places
  • Aisleways and equipment locations are not identified
  • Items are not put away immediately after use
  • Height and quantity limits are not obvious

 

3. Shine

 

  • Cleaning and looking for ways to keep it clean
  • Floors, surfaces, and walls are not free from dirt
  • Equipment is not kept free from dirt, oil, and grease
  • Cleaning materials are not easily accessible
  • Lines, labels, and signs are not clean
  • Other cleaning problems are present

 

4. Standardize

 

  • Maintain and monitor the first three categories
  • Necessary information is not visible
  • All standards are not known and visible
  • Checklists don’t exist for all cleaning and maintenance jobs
  • All quantities and limits are not easily recognizable
  • How many items can’t be located in 30 seconds or less

 

5. Sustain

 

  • How many workers have not had 5-S training
  • How many times last week was daily 5-S not performed
  • Number of times that personal belongings were not stored
  • Number of times job aids are not available or up to date
  • Number of times last week 5-S inspections were not done

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