FAILURE MODE AND EFFECT ANALYSES

Shift in Thinking
Old way Solution of problem Monitoring of waste Quantification of reliability New way Prevention of Problem Elimination of Waste Reduction of Uncertainty

GSD

Definition of FMEA
is an engineering technique used to define, identify and eliminate known and/or potential failure problems, error and so on from the system, design process and or service before they reach the customer  The procedure consists of a sequence of logical steps starting with the analysis of lower level sub-system.
 It
GSD 2

 The

analysis assumes a failure point of view and identifies all potential modes of failure along with cause, which form the failure mechanism.  The effect of each failure mode is traced upon the system level.  A criticality rating is developed for each failure mode and resulting effect.

GSD

A quality product is considered reliable. The aspect of reliability assumes different dimensions in the present times. A survey conducted in USA proved, the country enjoyed 99.97% reliability in the following areas. However 99.97% quality to USA would mean:

GSD

 One

hour of unsafe drinking water per

day  16,000 lost pieces of mail per hour  20,000 incorrect drug prescriptions per year  22,000 cheques deducted from the wrong account each hour  12 babies given to the wrong parents each day  14,208 defective PCs shipped per year.
GSD 5

 FMEA

is a technique which at its core, attempts to improve product reliability.  The analysis generally takes two courses of action.  First analysis of historical data, second inferential statistics, mathematical modelling, simulation, concurrent engineering and reliability engineering may be used to identify and define the failure.

GSD

 Thus

FMEA is one of the most important preventive action in system, design, process, or service which will prevent failure and error from occurring and reaching the customer

GSD

A Good FMEA
 Identifies

known and potential failure

modes.  Identifies the causes and effect of each failure mode  Prioritizes the identified failure modes according to the risk priority number (RPN) the product of frequency of occurrences, severity and detection  Provides for problem follow-up and corrective action. GSD 8

When FMEA starts?

 When

new system, design, products, processes or services are designed.  When existing systems, designs, products, processes or services are about to change regardless of reason.  When new applications are found for the existing conditions of the systems, designs, products or service.
GSD 9

 When

improvements are considered for the existing systems, designs, products or service.  When improvements are considered for the existing systems, designs, products, processes or services.

GSD

10

 The

FMEA is a team function and cannot be done on an individual basis. The teams are also project specific and there cannot be a company FMEA team. The team must be cross-functional and multidisciplined for each FMEA.  The team approach supports the theory of synergy, which is defined as the sum of the total is greater than the sum individual.
GSD 11

Who Conducts the FMEA?

 Decisions

are arrived generally through consensus.  Which is a collective decision reached through active participation by all members, to which every member is committed.  A specifically with cases like, the individual team member who talk too much. members who talk too less, members who say the wrong things etc.

GSD

12

Maintenance Planning
 

Maintenance Management is basically a system for planning and controlling the accomplishment. Since over-maintenance and under-maintenance, both are uneconomical, it is necessary to have optimum maintenance. To control down-time maintenance planning is very important, which means planning of spares, machines, craftsmen for the job, and the time in consultation with production department.

GSD

13

GSD

14

Maintenance Planning Approach.

 Maintenance

planning is required to be carried out in following phases:

Equipment Availability and Utilization Study. Equipment data collection. Preparation of master Preventive

Maintenance schedules and routine inspection checklists. Development of Maintenance Information System.
GSD 15

A. Equipment Availability and Utilization Operating Hours Available Hours

Equipment Utilization = Factor

or Operating Hours X 100 Capacity Utilization = Available Hours

GSD

16

Equipment availability = Available hour-down time Available Hours

or Percentage availability = Available hour-down time X 100 Available Hours

17

GSD

Equipment Data Collection

 In

order to reduce the breakdowns and enhance its effective performance it is necessary to categorise each equipment as most critical, critical, and less critical, and give maximum attention to preventive maintenance, and regular checking to most critical equipment.  Most critical equipment are those equipment which have no stand-by and their breakdown badly affects the production schedule.
GSD 18

Reliability and Quality

Reliability is the probability of a device performing its purpose adequately for the period time intended under the operating condition encountered.  Mean Time Between Failure (M.T.B.F.). It is the average value of time intervals between successive failure of equipment. Thus M.T.B.F. =
GSD

Equipment Operating time

No. of observation failures
19

 Failure

Rate. It is the number of failures

1 M.T.B.F.

per min. Therefore, Failure Rate F =

GSD

20

time to restore (M.T.T.R.). It is time required to locate a failure and to repair it.  How to Improve Reliability: reliability can be improved.
 Mean

the equipment. By ensuring that the stress levels are contained with in the normal limits. By strict adherence to preventive maintenance schedules, and immediate attention to even the most minor fault and help in retarding the ageing process of the equipment resulting in increased economical service life.
GSD 21

By improving the strength of the components of

GSD

22

 Maintainability:

Maintainability can be defined as, the probability that the equipment will be restored to certain specific condition with in a given period, when maintenance is done with prescribed procedure and resources. Therefore the aim of maintainability is to reduce the down time of the equipment, which includes,
time to carry out preventive maintenance, and time taken in fault analysis, repair, and

subsequent testing.
GSD 23

Quality Measure for Maintainability: These are

Means Time to Repair (MTTR). It is mean time

required for repair of an equipment. It does include waiting time. Means Time Between Maintenance (MTBM). This shows the frequency of preventive maintenance.

GSD

24

 Factor

affecting the Maintainability are

- Accessibility. - Standardization. - Safety Aspects. - Availability of Literature. - Training of operators and maintenance crew. - Maintenance procedure. - Maintenance monitoring.

GSD

25

Availability: Availability of an equipment is the proportion of time that the equipment is functional. Theoretically this can be indicated as in Fig. MTBF Availability = MTBF + MTTR

GSD

A Concept of Availability

26

Plant maintenance schedule

 Maintenance

scheduling follows a similar procedure to that outlines for production. It is required to know that how long a job will take, when it should be done and if resources are available.  Scheduling means determining calendar inspection dates that will fulfil the frequency requirements in most efficient way.
GSD 27

Scheduling

System should be clear, precise and easy to

operate, Should be based upon accurately determined time standards, Should be finalized in consultation with production department so that the equipment for maintenance purpose can be spared, Should aim at creating a balanced work load on each trade section in the department, that is, each section be evenly loaded
 Maintenance
GSD

schedule should be flexible.

28

 Maintenance

Schedule Should

.be such that, the maintenance work cab be

carried out during lunch hours, between shifts or at week ends etc., take advantage of planned machine stoppages such as tool changes, loading and unloading of job etc., Plan major repairs and overhauls during holidays, Make use of reserve plant if the need arises.

GSD

29

 Procedure.

The scheduling of maintenance work involves essentially two steps.

Preparation of master maintenance schedule. Preparation of detailed weekly or daily schedule

GSD

30

 Master

maintenance schedules indicates the nature and magnitude of each repair and construction task segment of maintenance for a specified time span.
considering total man hour needed for each

task segment and the manpower available, the distribution of jobs (that will give reasonable man loading, and can be accomplished) is done. A master schedule is flexible and a cushion always exists to accommodate, unanticipated tasks and jobs which are lagging behind schedule.
GSD 31

 Detailed

schedules are prepared by breaking overall time spans allocated under master schedule.
Detailed weekly work schedule provides

information to each craft and shop regarding the task to be carried on each job each day in the coming week. Detailed scheduling requires records of work capacity of each section of the maintenance department as a whole.

GSD

32

 Like master schedule, the detailed schedule

should also be flexible and able to accommodate emergency jobs. Detailed schedule may be issued to concerned persons every day or near the week-end

GSD

33

 Maintenance

schedule of each machine may be prepared and it will indicate the list of works which must be carried out and will contain servicing, adjustments, lubrication details and particulars of replacement work. Fig shows the schedule of maintenance.

GSD

34

Schedule of Maintenance.

GSD

35

 Scheduling

tool (Devices). They are classed

as:
Visual charts. Scheduling boards. Individual cards. As compared to scheduling

board, individual cards contain more written details and can be used for historical records

GSD

36

For Control at the Works, or Plant Management Level Equipment Effectiveness Indicators For control Annual Performance Indicators at departmental Monthly Performance Indicators Level Weekly Performance Indicators
Total Maintenance cost

Daily Performance Indicators Hierarchy of Measures of Maintenance Performance

GSD 37

BASIC APPROACH TOWARDS ZERO BREAKDOWN

Starting point for zero-Breakdown  Equipment breakdowns are caused by people
 If

the way of thinking and behavior of people are changed, equipment breakdowns can be reduced to zero.
GSD 38

 Change

in way of thinking From Equipment fails To we will not cause equipment breakdown, and breakdowns can be reduced to zero.

GSD

39

Uncover the Hidden Defects which are the Causes of Breakdown

 Why

a breakdown occurs. Breakdown occurs because we have no idea as to what cause the breakdown, till the breakdown actually occurs.  The cause of breakdown that escape our notice are called hidden Defects.
GSD 40

GSD

41

 The

fundamental rule for achieving zerobreakdown is to take note of these hidden defects before the breakdown actually occurs.  By doing so, breakdown can be avoided by removing these defects, which is the fundamental concept of preventive maintenance.  Hidden defects are generally referred to abnormalities such as dust, dirt, abrasion, play, looseness, leakage, corrosion, deformation, scratches, cracks, temperature, vibration, noise etc.
GSD 42

 On

the one hand, there are several cases where these defects escape notice of the concerned people because of their minor nature.  On the other hand, there are some cases where these defects are neglected by the concerned people thinking that such defects are insignificant and will not result in a breakdown.

GSD

43

Hidden defects can be classified into two types: Type 1: Physically hidden defects defects which are neglected due to their inconspicuous nature  Internal defects that are not known unless the equipment is dismantles or diagnosed.  Defects that are not visible due to improper fitment position.  Defects that are not visible due to dust and dirt.
GSD 44

Type 2: Psychologically hidden defects defects which are neglected because they remain undiscovered due to lack of consciousness and expertise of maintenance personnel and operators.  Inspite of being in the sight of a person, these are overlooked because of indifferent attitude.  The extent of the defects is regarded negligible and so ignored.  Escape notice due to lack of expertise.
GSD 45

Five Countermeasures for Achieving Zero - Breakdown Maintaining Basic Condition

 Basic

condition are refereed to as cleaning, lubrication and bolting. Breakdown occurs due to deterioration and in most of the cases, equipment deteriorates because one fails to maintain these 3 essential basic conditions
GSD 46

Adhering to operating conditions

 There

are some operating conditions for which machine and instrument are designed. Breakdown in such machine and instruments are prevented provided these operating conditions are properly adhered to.  There are many such conditions for example voltage, rotation per minute (r.p.m.), fitment conditions, temperature etc, which may vary from machine to machine.
GSD 47

Restoring Deterioration
 Inspite

of observing the basic and operating conditions, some day the equipment will deteriorate and fail.  Therefore, one should take note of deterioration before the breakdown actually occurs. Preventing breakdowns beforehand by carrying out proper inspection and preventive repairs/maintenance to restore equipment to its original state.
GSD 48

Improving Weakness of Design

 Despite

taking the above mentioned 3 countermeasures, breakdowns are not eliminated. Moreover, if one continues to take to take these measures, it may increase costs.  There are many cases of such equipments developing a weakness resulting form lack of technical know how and error made at the stage of designing, manufacturing and erection.
GSD 49

 Therefore,

there will be no improvement, unless the breakdowns are properly analysed and weaknesses are improved upon, at the design stage itself.

GSD

50

Improving Skills/Expertise
 All

the above 4 countermeasures (1) ~ (4) are implemented by people.  Therefore, the implementation shall not be successful in the absence of skill of the people.  The problem which is of utmost concern is that even on taking above countermeasure from (1) ~ (4), an operation mistake or a repair mistake may result in breakdown.
GSD 51

 There

is no other way to prevent these breakdown except to improve the skill/expertise of operators and maintenance personnel.

GSD

52

Equipment Breakdown Counter Measure Sheet

GSD

53

Countermeasure for Breakdowns

In order to uncover hidden defects

GSD

54

An Example to Fill in a Breakdown Counter Measure Sheet

GSD

55

Achieving Zero Breakdowns: The parlor Factory

 At

the Nishio pump factory of Aishin Seiki, which is called a parlor factory, you must take off your shoes at the entrance. [In Japan, you never wear your shoes beyond the entrance to a home.]  Inside, every section is so clean you may find it hard to believe that you are in factory that processes metal cutting.  Thus, the nickname parlor is quite appropriate.
GSD 56

The zashiki or parlor is the room where the Japanese entertain their guest, and it is usually kept immaculately clean. Although a closer look at the factory reveals cut metal processing for car pump parts, as well as oil splatter nor dust on the floor. The floor actually sparkles.  Since 1972, Aishin Seiki has received a prestigious award every five years: the Deming Prize in 1972, the Japan Quality Control Prize in 1977, and the PM prize in 1982.

GSD 57

 Aishin

Seiki introduced TPM in 1979 with the idea that no-man manufacturing (automation) must being with a no-dust work-place.  The companys plan to reorganize the factory to improve operation management systems for each product created an opportunity to use the Nishio pump factory as a model parlor factory.

GSD

58

 In

addition, a successful worker participation campaign under the slogan, lets create our own workplace with our own hands initially contributed to a cleaner workplace. Workers sacrificed weekends and holidays to help in this effort.

GSD

59

 At

Aishin Seiki, the standard for a clean workplace are based on the 6Ss, the traditional 5 Ss(seiri organization, seiton discipline, seiso purity, seiketsu cleanliness, and shitsuke 0 discipline), plus a sixth S, shikkari-yarou, or lets try hard! which means that every person should show initiative and make a special effort.

GSD

60

 Workers

efforts as Aishin Seiki eventually born fruit.  Since May 1982 there have been no equipment breakdowns; prior to TPM implementation they numbered more than 700 per month! Furthermore, the current level of quality is extraordinary a mere eleven defects for every one million pumps produced! Indeed, the plant is now prepared for the unmanned production of the future.
GSD 61

Zero Breakdown  It is possible to achieve zero breakdown if we reform the way of thinking and actions of human being.  Identifying potential defects is the principle for accomplishing ZERO BREAKDOWN and in order to proceed with the ZERO BREAKDOWN in a pragmatic manner, it is important to execute the following six countermeasures.

GSD

62

The six counter-measure for ZERO

BREAKDOWN  Arranging basic conditions.  Strictly following the conditions (Instruction).  Restoration of deterioration.  Removal of the forced deteriorating environment.  Improving the week points in the design.  Improving the technical capability.
GSD 63

 Quality

Maintenance aimed at zero defects, zero rework  It is an activity of preventing the occurrence of defects by controlling the factors concerned with man, machine, matter, material, method and information, all of which have bearing on the quantity, in order to maintain quantity characteristics in the best condition.  The conventional quantity control is based on a sort of statistical method and it is focused on controlling the system of effect on the product. GSD 64

 Whereas,

in quantity maintenance, in addition to controlling the system of effect, the condition to control the system of factors such as machine, dies, tools and fixtures and also the operating parameters for the machine, the operation methods of man, material, information etc. which build the quantity in a product, are pre-determined and by maintaining and controlling these parameters one will realize zero defect and zero rework.
GSD 65

GSD

66

 Hence,

we can say that quantity maintenance is the creation of quantity in each manufacturing process and that is real quantity assurance.

GSD

67

Control of Effect System and Control of Cause System GSD 68

GSD

Block Diagram of the Steps for Evolution of Quantity 69 Maintenance

Demerits in the Conventional Methods  Confirmation of the phenomenon and enquiry into the factors through stratification are not carried out in a thorough manner. Hence, counter measures are taken up on the wrong factors.  Analysis of the phenomenon is also not carried out in a through manner.  There is a tendency to list up factors from memory
Because of this, one ends up listing irrelevant

factors and at the same time overlooking relevant and important factors.

GSD

70

 There

is a likelihood of taking counter measure for some specific factors only, while the other factors are neglected.
There is a tendency of neglecting the analysis

for other factors. One tends to take a subjective decision due to which even important factors are considered to be trivial.

GSD

71

 One

jump into taking countermeasures immediately even before analyzing the phenomenon.
One jump into conclusions saying only these

things could be the cause which is based on ones subjective view and experience.

Chronic Losses do not become zero.

GSD 72

Self Initiated maintenance to be pursued as per the organizational Guidelines  Under the self initiated maintenance system as per the organizational guidelines, the junior receives guidance from the superior

GSD

73

Aim of self initiated maintenance through step by step method To bring up the operators having strong hold on the equipment Prepare self initiated maintenance system The self initiated maintenance through step by step method Seven steps
GSD

Step diagnosis
74

An example off fault Making Tag & its removal (Fault Marking Tag Using picture or sign marking)  Example: The cylinder showed oil leakage from the rod portion of the cut-forward cylinder in a hydraulic machine every time the cylinder operated.

GSD

75

No.

Inspection Item

Fault Marking Tag

Fault Marking Tag Removal

Oil pressure of the hydraulic system?

Pressure is high Pressure is corrected to the original level. Slow or does not move Corrected

Movement of the cylinder? What is wrong with the movement?

GSD

Strainer blocked Strainer cleaned

76

No.

Inspection Item

Fault Marking Tag Oil was Dirty

Fault Marking Tag Removal Remove the oil and clean it

Why was it blocked?

Why the oil was dirty

Dirt enters into The cut pieces and the tank the cutting oil dispersion to be checked The tank lid Close all holes and either has some gaps hole or some gap
77

Why dirt enters?

GSD

No.

Inspection Item

Fault Marking Tag

Fault Marking Tag Removal

How is the movement

Movement is Dismantle the fine but oil oiling portion leakage is there O ring is broken Replace the O ring

Why the oil Leaking?

Why was it broken?

The rod has some damaged area

Remove the damage

GSD

78

No.

Inspection Item

Fault Marking Tag Some cut power flowed and stuck to the rod. Biting by the dust contained in the oil. Good movement, no leakage and optimum temperature

Fault Marking Tag Removal Take the countermeasure for preventing dispersion of cut power Return to No. 5 Prepare one point lesson

10

Why was it damaged?

11

Movement, leakage, oil temperature?

GSD

79

Step 1 : Initial Cleaning Cleaning Removal of dirt, filth, dust etc. Point out to infiltration defects in the equipment and their processing.

GSD

80

 Detect

the defects and other problems in the equipment through cleaning.  Cut the source of soiling  Try to repair or modify whatever can be done by themselves
GSD

Putting and removal of EFU (Marking) Modify by themselves. Request the maintenance department.

81

Step 2: counter measure against the source of generation  Make the equipment clean through initial cleaning Do not let the machine become dirty Counter measure against getting dirty  Counter measure against the source of generation Removal of the source of generation Best measure is to remove the source.
GSD 82

 When

source of generation cannot be removed Improvement for prevention of dispersion should be made.  Why is it necessary? Minor defects to be removed thoroughly To have an equipment which cab be used easily by the operator.  Handmade things Localized cover as small as possible. Even if the source of generation is removed, any part which makes the handling inconvenient needs to be removed.
GSD 83

Step - 3 Countermeasure against the difficult spots  Spots which required longer time and efforts for cleaning and oiling Improvement to be carried out so that the cleaning and oiling can be done in short duration.  Operations must attempt the improvement by themselves.

GSD

84

 Purpose

of shortening the cleaning time To bring an overall effect on quality, breakdown, rearrangement and safety aspects. Why is it necessary So that it can be sustained easily Anyone can adopt similar inspection methodology and working plan.

GSD

85

Self Initiated Maintenance - Step 3

(Preparation of cleaning & oiling standards)

GSD

86

Preparation of a draft Standard for Cleaning & oiling Under Self Initiated Maintenance

GSD

87

Check Points for Oiling  Is the container which stores the lubrication oil covered with a lid always?  Is the reorganization, maintenance and cleaning of storage space for the lubrication oil being carried out properly?  Is the oil which is required for oiling always available?  Is there any equipment which does not have the oiling label or is there any spot where the label is not visible?
GSD 88

 Is

there oiler clean from inside and outside? Is the oil quantity easily visible and is it working normally?  Are the autogreasers and automatic oil supplying equipments are working properly  Does the container contain grease or oil cap working properly?  Is the oil flowing out normally from between the gap of the rotating parts, after oiling?

GSD

89

 Are

the rotating parts, vibrating parts and driving parts (Chain etc) properly oiled and not spreading oil on the equipment due to excess oiling?  Are the oil type, frequency, cycle and distribution proper as per the oiling standard?

GSD

90

Check Points for Bolts & Nuts

Loosing of Bolts & Nuts Defective blots & nuts or out of center There should be no loosening. Check if the hole provided for fixing has the bolt & nut in position and check also if nut is intact or not. Use plain washer for long holes (LS fixing plate, pillow, etc.)
91

Use of Plain washer in the long holes

GSD

Use spring washer

Loosening of nut meant for level adjusting bolt

Check for the fixing spots where spring washer is missing, whereas other similar fixing spots have the spring washer. Check if the up & down nuts which are supporting the frame (Jack bolt) are not loose. Make use of suitable size wherever possible.
92

GSD

Fixing of nuts and bolts

Wherever a bolt is to be provided, the bolt must be inserted from below and the nut must be tightened from above. (nut should be visible to the eye, as a principle) Use the bolt of a length where 2/3 threads come out after the tightening of the nut
93

Length of the bolt

GSD

Fixing of the LS fixing plate

LS fixing plate should be tightened with 2 or more than 2 bolts. Any other item other than those listed above.

Others

GSD

94

Role of operator  The role of operator regarding the self initiated maintenance covers the preparation of basic condition, inspection of equipments and the following factors.  Manager and the leader takes a major interest
What is the basic role required to be

performed by an operator? Is that role being accomplished sufficiently? Why is that role not accomplished sufficiently
GSD 95

 what type of capability is seen lacking in the

operator? What is requirement to be done to upgrade the capability of an operator?

GSD

96

GSD

97

GSD

98

Key points for the success of self initiated maintenance and the check points for the work place leader
Introductory education Is it well understood why the self initiated maintenance is being carried out? Is the idea clear that the self initiated maintenance is the work itself?
99

The work itself

GSD

Main constituency circle

Is it a multiple of the overlapping small group system? Is the learning being carried out through a hands on approach, giving less importance to the theoretical aspects? Is the substantial effects matching the targets of each step? Is it visible
100

Practical approach

Substantial effect

GSD

Guidelines to be decided by the persons who have to follow them Through implementation of the activity

Are the operator capable of deciding by themselves? Check if the sort cut methods are not being adopted and the appearance is not given over importance?

GSD

101

Active use of 3 sacred treasures

Safety first

Is the activity board being used properly? Are the meetings interactive? Is the one point lesson being used? Safety is to be given the top most priority.

GSD

102

To aim at Motivated, Able and Selfinitiated Workers  Leaders responsibility is to provide the special mature self-initiated workers, who are capable of doing self-initiated maintenance. Creating a Favourable Environment that Promotes Interaction among Superiors and Colleagues (Psychological Environment) Creating a Proper Workplace Environment that Helps in Promoting TPM Activity (Physical Environment GSD 103

Favourable Working EnvironmentCreating a proper Physical Environment

Planning of a self-initiated maintenance organizational framework Providing favourable workplace environment Planning of responsibility (Perfection of job, expansion of job) 5S (Seiri, Seiton, Seiso, Seiketsu and Shitsuke) reorganisation, maintenance, cleanup, cleanliness and Attitude to provide equipment, material, data etc. layout of workplace (Meeting place, activity board)

GSD

104

Preparation and Implementation of Standards

Participating in the formulation and revision of standard such as operation Standard related to ones work, technical standards, Formats for counter measure etc. Scale, production volume, quantity, cost, delivery, safety, personnel, Salary, Shifts (Working hours) and other suitable management systems for small group self-initiated management. Review of suggestion scheme and award scheme

Self-initiated style management system

GSD

105

Following should be considered when setting TPM activity goals: To set an activity goal  Goal should be consistent with the companys goals (it should lead to improvement in business results)  Goal should be concrete  Goal should be such that it achievable and which cannot be doubted  Goal chosen should be the original goal of the group.
GSD 106

Criteria for setting goal A Goal..  Should be such that it is achievable and cannot be challengedGoal Definition  Should be suvh that it gives a clear picture of achievements ..Evaluation Criteria  Targeted value should be such that it is achievable and which cannot be doubted ...Targeted Value
GSD 107

 Mental

attitude required from a Group

Leader  One should listen to others opinion  One should have impartial attitude  One should not force others to accept his/her own views  One should have the courage to take up the challenge posed by new jobs.  One should be conscious that the credit for group achievement goes to all the members of the group.
GSD 108

 One

should always have pride and confidence as a leader.  One should have a positive attitude towards assimilating skill and knowledge as a leader.  One should be able to express oneself in words as well as in writing.

GSD

109

As for meeting, leader should aim at the following 10 points;  The tasks to be down prior to the meeting
1 Notice about the holding of the Meeting

should be sent before-hand 2 Report to the manger. 3 Write the main items on the black board (Theme, items to be confirmed etc.).

GSD

110

 While

holding the meeting

4 State clearly the completion time of meeting. 5 Appoint Incharge for each area. 6 Confirm the theme and the matter finalized. 7 Allocation of various responsibilities and the

dates for achieving the targets to be reconfirmed. 8 Finalise the date and the time for the next meeting.
 After

the meeting is over

9 Fill in the activity plan Format.

10 Obtain Managers advice.

GSD 111

All members should aim at observing the following 10 points at meetings: 1 The meeting should be to the point as the time is limited. 2 All member should take their share of responsibility-each person individually taking care of one job and all member collectively aiming at the main theme. 3 The main points should be recorded precisely on the board (wall chart) 4 Speak with an open heart.
GSD 112

Listen attentively with an open heart. 6 Do not deviate from the main theme of discussion. 7 Discussion shouldnt be monopolized by any individual. 8 Do not talk in a round about manner. Be specific 9 The contrary opinions should also be entertained. 10 Opinion should be given in a timely fashion when it is being discussed.
5
GSD 113