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TOTAL QUALITYMANAGEMENT

CHAPTER 06

Inamullah Khan Mahsud

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How to improve

IntroductionQuality based organizations should strive to

achieve perfection by continuously improving the

business and production processes. Improvementis made by: Viewing all work as a process, whether it is associated

with production or business activities

Making all process effective, efficient, adaptable. Anticipating changing customer needs

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How to improve

Controlling in-process performance using appropriate

measures

Maintaining constructive dissatisfaction with the present

level of performance Eliminate wastes and rework

Eliminating those activities that do not add value to a

process

Eliminating nonconformities in all phases even if the

increment of improvement is very small

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How to improve

Using benchmarking to improve competitive

advantage

Innovating to achieve breakthroughs

Incorporating lessons learned into future activities

Using technical tools such as statistical process

control (SPC), experimental design,

benchmarking, quality function deployment (QFD)

and so forth.

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Continuous Process Improvement

Process

commonly refers to business and productionactivities of an Organization.

All processes have at least one owner It is the interaction of some combination of

people, materials, equipment, method,measurement, and the environment to

produce an outcome such as a product, aservice, or an input for an other process.

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Continuous Process Improvement

Process improvement All processes have at least one owner. However in many cases

there are more than one owner. Thus ownership should be part ofthe process improvement initiatives.

There are five basic ways to improve:1. To reduce resources consumption

2. Reduce errors

3. Meet or exceed expectation of customers

4. Make the process safer

5. Make the process more satisfying for the persons doing it

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INPUTMaterials

Money

Data,etc.

PROCESS

PeopleEquipment

Method

Environment

Materials

Procedures

OUTPUTInformation

Data

Product

Service,etc.

CONDITIONS

FEEDBACK

Input/Output Process Model

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Jurans Trilogy

Three components PLANNING,

CONTROL AND

IMPROVEMENT

Based on financial processes ,such as

budgeting(planning), expense

measurement(control), and cost reduction

(improvement)

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Quality planning

Cost of

poor

quality

Operation

region

Originalzone of

Quality

controlNew zone of

quality control

Quality Control- during Operations

0

0

20

40

Time

Sporadic spike

Chronic waste

Opportunity forimprovement. Quality improvement

Lessons learned

The Juran Trilogy Diagram

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Four Improvement Strategies

Repair

Anything broken must be fixed so that it functions as

designed

Refinement Continually improving a process (on an incremental basis)

that is not broken

Renovation

A major or breakthrough improvement

Re-invention

The most demanding of all

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Five types of Problems

Compliance Compliance problems occur when a structured system

having standardized inputs, processes, and outputs is

performing unacceptably from the users viewpoint.

These problems are identified by comparing with standards

or by feedback from the internal or external customers.

Unstructured These problems resemble compliance problems except that

they are not specified by the standards.

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THE PDSA cycle (Simple Version)

The PDSA cycle was first

developed by Shewhart and

then modified by Deming.

It is in effect processimprovement technique.

In fact the PDSA cycle is

simple adaptation of the more

elaborate problem-solvingmethods discussed in next

slides

DoStudy

Act Plan

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PDSA cycle- seven steps or phases(Advanced Version)

Identify the opportunity

Analyze the current process

Develop the optimal solution(s)

Implement changes

Study the results

Standardise the solution

Plan for the future.

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PDSA cycle- seven steps or phases(Advanced Version)

Phase I

Identify the Opportunity

Phase 2

Analyze the process

Phase 3

Develop the optimal solution(s)

Phase 4

ImplementationPhase 5Study the results

Phase 6

Standardise the solution

Phase 7

Plan for the future

DoStudy

Act Plan

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Kaizen Technique

Kaizen is a Japanese word for the philosophy that definesmanagements role in continuously encouraging andimplementing small improvements involving everyone.

Kaizen- defines the managements role in continuouslyencouraging and implementing small improvements in the

individual & organization. Break the complex process into sub-processes and then

improve the sub-processes. Continuous improvements in small increments make the

process more efficient ,controllable and adaptable. Does not rely on more expense, or sophisticated equipment

and techniques.

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Kaizen

Kaizen improvement focuses on: Value and non-value added work activities Muda- that refers to the seven classes of waste Principles of motion study and work-cell use

Principles of materials handling and use of one-piece flow Documentation of standard operating procedures The 5Ss

Seiko Proper Management Seiton Orderliness Seiktso Personal Cleanliness Seiso - Cleanup

Shitsuke - Discipline Visual displays for communicating to factory personnel JIT- to produce right quantities at right time and with right

resources Poka-yoke to prevent or detect errors Team dynamics problem solving ,comm.,conflict resoln.

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Six sigma method

Published by M. Harry and R. Schroeder in 1999 Six sigma method is a TQM process that uses process

capability analysis as a means of measuring progress. The smaller the standard deviation, the lesser the deviation of

the product characteristic from its mean value. If the processhas a normal distribution, the upper and lower specificationlimits are +/- 6 sigma from the mean u. The non-conformanceis 2ppb and the process capability Cp is 2.0(1.33 Cp is defacto standard.)

A normal process with mean shifted +/-1.5 sigma from the

target value desired has non-conformance of 3.4ppm andprocess capability index Cpk= 1.5, with 1.0 being the de factostandard.