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Continuous Process Improvement

Achieve PerfectionWork as Process to make it Effective, Efficient, and AdaptableChanging Customer NeedsControl in process-Reduce Scrap, Time, Idle of ResourcesEliminate Non Conformance in All PhasesBench MarkingInnovationStatistical Tools, QFD,FMEA. Taguchi Loss Function

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Types of Problems

• Compliance• Unstructured• Efficiency• Process Design• Product Design

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• PLAN

• DO

• STUDY

• ACT

Shewhart’s PDSA CYCLE in 1930

PLAN

DOSTUDY

ACT

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PLAN

DOSTUDY

ACT

Continuous Process Improvement Cycle

Phase 1 Identify the opportunity

Phase 2 Analyze the Process

Phase 3 Develop the Optimal Solution

Phase 4 Implementation

Phase 5 Study the Results

Phase 6 Standardize the Solution

Phase 7Plan for the Future

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6

PLAN

CHECK

DOACT

The Deming Cycle or PDCA Cycle

Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

Implement the change on a small scale and measure the effects

Adopt the change as a permanent modification to the process, or abandon it.

Study the results to learn what effect the change had, if any.

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Kaoru Ishikawa has expanded Deming's four steps into six:Determine goals and targets. Determine methods of reaching goals. Engage in education and training. Implement work. Check the effects of implementation. Take appropriate action.

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Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible

Juran's Trilogy

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Juran's Trilogy

Quality PlanningIdentify the CustomersDetermine the customer’ needsDevelop a processProve process capability

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Juran's Trilogy

Quality ControlChoose control Subjects (What to Control)Choose Units of measurementsEstablish MeasurementEstablish Standards of performanceMeasure actual performanceInterpret the differenceTake action on the difference

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Juran's Trilogy

Quality ImprovementProve need for improvement Identify specific projects for ImprovementsOrganize to guide & DiagnosisTo find causesProvide RemediesProve remedies for effective in operating conditionsControl the gains

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JURAN’S QUALITY TRIOLOGY

Cost ofQuality

Time

Quality Planning

ThresholdOf Plan

QualityImprovement

Chronic Waste(An opportunityFor Improvement)

Initial Quality Zone

QualityControl

BreakthroughQualityZone

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Juran’s Spiral of Progress in Quality

Customers

CustomersMarketing

OperationProduct Development

Further Product Development

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Quality Improvement Strategies

• Repair• Refinement• Renovation• Reinvention

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KAIKAIKAIKAI

ZENZENZENZEN

ChangeChangeChangeChange

GoodGood(for the better)(for the better)

GoodGood(for the better)(for the better)

KAIZEN = Continual ImprovementKAIZEN = Continual ImprovementKAIZEN = Continual ImprovementKAIZEN = Continual Improvement

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KAIZEN Umbrella-Continuous Improvement

• Customer Orientation• 5 S• TQC• Zero Defect• TPM• QC’s• JIT• Quality Improvements

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Japanese Mgt Functions and Kaizen

Innovation

KAIZEN

Maintenance

TOP Mgt

Middle Mgt

Supervisors

Workers

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Japanese Vs Western Approach

KAIZEN INNOVATION

JAPAN Strong Weak

WEST Weak Strong

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Kaizen Implementation

• Discard Conventional ideas• Think in Positive Manner• Do not make excuses but question Current

Practice• Correct Mistakes at once• Problem Solving & Find Root Causes• Team Work To achieve MAXIMUM• Meeting of Kaizen group once in Month

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TOTAL MANUFACTURING CHAIN

INNOVATION KAIZEN

SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET

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Comparison of INNOVATION & KAIZEN

INNOVATION KAIZENCreavitivity Adaptability

Individualism Team Work

Technology People- oriented

Information- Closed Information-Open

Seeks New Technology Builds on Existing Technology

Limited Feedback Comprehensive Feedback

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3-MU’s Checklist of Kaizen Activities

Muda (Waste) Muri (Strain) Mura (Discrepancy)

Man Power Man Power Man Power

Technique Technique Technique

Method Method Method

Time Time Time

Materials Materials Materials

Inventory Inventory Inventory

Way of Thinking

Way of Thinking

Way of Thinking

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• In an Organization, Kaizen activities will be carried out by asking the Questions-Who, Where, When, Why, and How

• Eg-Who does it?

What to do?

Where to do it?

When to do it?

Why to do it?

How to do it?

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5 S

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HOUSE KEEPING_5-S MODEL

3 rd

Cla

ss W

ork

Pla

ce

?

ThrowEvery Where

NeverThrow

NeverClean

AlwaysClean

1st C

lass

Wor

k P

lace

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Better Tomorrow for EveryoneUltimate Goal

Effective Use ResourcesEfficiency ImprovementEconomic Operation

JIT

TPM

TQC

TQM

5 S

IntermediateGoal

Approach& Method

Foundation

5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT

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SEI-RI-Clearing Up

• Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s.

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SEI-TON = ORGANIZING

• Once Cleaned and then arrange them in orderly manner.

• People should cultivate the habit of return the tools to the place from where it was taken.

• Easily accessible• Reduces time and confusions• Improves Efficiency

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SEI-SO= CLEANING

• After Clearing & Arranging .

• Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash

• Update Constantly

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SEI-KE-TSU=Personal Cleanliness

• Good Working Condition and Personal Hygiene

• Clean Person is conscious of his Work Place

• Good Sanitary Condition

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SHI-TSU-KE =Self Discipline

• Not only Job Related but also Personally it is important.

• Job Discipline is the habit of Skill Development to do work as per Standards.

• Observe Rules & Policies of the Company

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THANK YOU