tqm tools applications in engineering. 2 نرحب بكم في هذا اللقاء العلمي...
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TQM Tools applications in Engineering
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اللقاء نرحب هذا في بكمالعلمي
ندوة الجودة أدوات تطبيقاتالهندسة في الشاملة
سعيدان سميرseadan99@yahoo.com
Welcome بكم وسهال أهال
Samir Seadan
3www.exploreHR.org
الندوة محاور
ISO 9001 1- 9001االيزو Six Sigma 2- ستة سيجما
EFQM Model3- التميز نموذج االوروبي
Balanced Score Cards 4- االداء بطاقات المتوازن
Kaizen5- كايزن Samir Seadan
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الجودة Quality Assuranceتوكيد
الجودة : Quality Control مراقبة
Qualityالجودة:" عمالئنا " بين و بيننا فيما عليها، المتفق والتوقعات المتطلبات تحقيق هي
الجودة TQMالشاملة : إدارة " و " المتطلبات هذه لتحقيق الشركة ضمن ننظم و نخطط أننا تؤكد التي هي
. عليها المتفق التوقعات
Samir Seadan
الجودة:
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االيـزو ) هي (ISO 9000ما
International Organization for Standardization ( ISO ) …….ISO ….IOS … Why
جنيف / الدولية القياس منظمة / حاليا .148تتبناه دولة
إلى الشركات ضمن الكفاءة رفع إلى إضافة المحصلة في تهدف وهيالمقاييس من موحدة بمجموعة التزويد بواسطة الدولية التجارة تسهيلمستوى على مكان كل وفي الجميع قبل من المحترمة و بها المعترف
العالم.
من اكثر بإصدار .14000قامت االن حتى قياسية مواصفة
Samir Seadan
6www.exploreHR.orgSamir Seadan
• Quality Management StandardsISO 9000 series• ISO 9000 Quality Management and Quality assurance standards.• ISO 9000-1: 94 Guidelines for selection and use• ISO 9000-2: 93 Generic guidelines for the application of ISO 9001, SO 9002, ISO 9003• ISO 9000-3: 91 Guidelines for the application of ISO 9001 to the development, supply and
maintenance of software.• ISO 9000-4: 93 Guide to dependability program management.• ISO 9001: 94 Quality Systems• Model for quality assurance in design, development production, installation, and servicing• ISO 9002: 94 Quality Systems• Model for quality assurance in production, installation, and servicing• ISO 9003: 94 Quality Systems• Model for quality assurance in final inspection and test• ISO 9004• Guide to quality management system elements• ISO 9004-1: 94 General guidelines.• ISO 9004-2: 91 Guidelines for services.• ISO 9004-3: 93 Guidelines for processed materials• ISO 9004-4: 93 Guidelines for Quality improvement• ISO 9004-5: 93 Guidelines for the use of quality plans• ISO 9004-6: 93 Guidelines to Quality Assurance for project management• ISO 9004-7: 93 Guidelines for configuration management• ISO 9001:2000 the new ISO Model for quality assurance in design,
development production, installation, and servicing• ISO 9001:2008 : Rephrasing
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االيزو فكرة مبادئ 9001:2008تقوم ثمانية علىاساسية، ادارية
الشركات اداء لتحسين المبادئ هذه اختيار تمالثمانية المبادئ
Customer Focus ( العمالء جعل العمالء على التركيز) الشركة اهتمام مركز
Leadership القيادة
Involvement of people الجميع اشراك
Process Approach بدل ) العمليات مفهوم استخدام) االدارات مفهوم
System Approach to Management للعمليات المنظومة مفهوم
Continual Improvement المستمر التطوير
Factual Approach to Decision Making حقائق على بناء القرارات اتخاذ
Mutually Beneficial Supplier Relationships
الموردين مع العالقة توطيد
Samir Seadan
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( مركز العمالء جعل العمالء على التركيز) الشركة اهتمامCustomer Focus
درجة على تعتمد الشركات ربحية و تقدم و وجود ان: الشركات على لذلك العمالء، ووالء رضى
.1. العمالء توقعات و احتياجات تفهم
.2. العمالء احتياجات تحقيق
.3. التوقعات هذه تجاوز بل العمالء توقعات تحقيق
العمالء 4. شكاوى مع فعالية و بكفاءة التعامل
العمالء 5. رضاء درجة قياس
Samir Seadan
9www.exploreHR.org
Leadershipالقيادة
غايات و اهداف لتحقيق العاملين بتحفيز تقوم الشركة في القيادةاالتصال لتسهيل و الشركة Communicationsالشركة ضمن
لذلك:
.1 / توجيه و الشركة اهداف هدف تحديد الشركة قيادة على. االهداف هذه لتحقيق الشركة موارد
تشجع 2. عمل اجواء خلق الشركة في العليا االدارة على. المخططة االهداف تحقيق على منتسبيها
تكون 3. ان يجب االهداف SMART Objectivesهذه
Samir Seadan
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الموظفين اشراكInvolvement of people
ضمن العاملين جميع واشراك والتزام تحفيز انعلى بالتالي و التطوير الى يقود الشركة
الشركات:
اتخاذ 1. و التطوير بعملية موظفيها اشراك. والمبادرات القرار
و 2. قدراتهم لتطوير الموظفين مساعدة. القدرات هذه استخدام على تشجيعهم
Samir Seadan
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مفهوم ) بدل العمليات مفهوم استخداماالدارات(
Process Approach
و ادارة من اكثر بها تشترك بعمليات تقوم الشركاتعن النظر بغض ككل العملية الى النظر يجب بالتالياتمام في تساهم التي االدارات مجموعة او االدارةمسئولية باتجاه يدفع المفهوم هذا ان العملية،االدارات نظرية بعكس ما عملية نجاح عن الجميعوجهة من عملها بأداء ادارة كل خاللها يقوم التي
. الغير على ذلك تأثير باالعتبار االخذ دون نظرها
Samir Seadan
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العمليات مفهوم Process approach
Plan Do
ACT Verify/Check
(Correct)
Samir Seadan
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للعمليات المنظومة مفهومSystem Approach to Management
العالقات و الروابط بتحديد تقوم ان الشركة علىومعاملتها المختلفة العمليات بين ما الداخلية
كمنظومة.
Samir Seadan
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المستمر ContinualالتطويرImprovement
االيزو مبادئ أهم أحد إنالمستمر 9001:2008 التطوير هي
الشركة على بالتالي وعملها أساليب تطوير وباستمراروبالتالي وخدماتها وإجراءاتها
باالحتفاظ لتستمر أدائهاوبرضى السوق من بحصتها
. العمالء ووالء
ISO 9000:2000
Samir Seadan
15www.exploreHR.org
حقائق على بناء القرارات اتخاذFactual Approach to Decision Making
) مختلف ) بين موازنة عملية هي قرار أي القرار اتخاذالحقائق على الحصول فان وبالتالي الخيارات
المعطيات هذه وتحليل القرار اتخاذ قبل الموضوعية. سليم اداري قرار أي اتخاذ مقدمة هي احصائيا�
Samir Seadan
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الموردين مع العالقة توطيدMutually Beneficial Supplier Relationships
على لعمالئها خدماتها تقديم في تعتمد الشركاتو مورديها من لها المقدمة السلع و الخدمات
واالستفادة مفتوحة عالقة اقامة علينا بالتالي. الموردين تقنيات و خبرات و موارد من
Samir Seadan
17www.exploreHR.org
Provision of resources
Human resources
Infrastructures
Work environment
6 Resource Management
Management Commitment
Customer focus
Quality policy
Planning
Responsibility, authority & communication
Management Reviews
System Requirements / Structure of the Standard
General requirements
Documentation Requirements
4 Quality Management System
Planning
Customer related processes
Design & development
Purchasing
Production & service provision
7 Product Realization
8 Measurement Analysis & improvement
General
Monitoring & measurement
Control of NCP
Analysis of data
Improvements
Samir Seadan
5 Management Responsibility
18www.exploreHR.org
نظام إدارة الجودة نظام إدارة الجودة
العميلالعميلالعميلالعميل
رضا العميل
رضا العميل
مسئوليةاإلدارة
إدارة الموارد
القياس والتحليل والتحسين
إدراك خصائص المنتج/ الخدمة
مدخالت
المنتج
مخرجات
متطلبا ت
متطلبا ت
Samir Seadan
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الجودة . 4 إدارة نظامعامة 4.1 متطلبات
. المطلوبة العمليات جميع وتحديد تعريف.1 . العمليات وتداخالت تسلسل تحديدللتأكد 2. المطلوبة والطرق المواصفات تحديد
تلك في والتحكم التشغيل كفاءة منالعمليات.
الموارد 3. المعلومات، توفير من التأكدتلك ومراقبة وتشغيل لدعم الضرورية
العمليات. .4. العمليات تلك وتحليل ومراقبة قياسالنتائج 5. لتحقيق الضرورية اإلجراءات تطبيق
. المستمر والتحسين المخططة
Samir Seadan
General requirements
Documentation Requirements
4 Quality Management System
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الوثائق 4.2 متطلبات
تشمل أن يجب الجودة إدارة نظام وثائقالتالي:
موثقة 1. جودة وسياسة أهداف
الجودة 2. دليل
موثقة 3. إجراءات
بالمؤسسة 4. مطلوبة وثائقالتخطيط فعالية من للتأكد
العمليات وضبط والتشغيلالمطلوبة 5. الجودة سجالت
العالمية بالمواصفة
Samir Seadan
General requirements
Documentation Requirements
4 Quality Management System
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االدارة 5 مسؤوليةاإلدارة 5.1 التزام
التزامها على أدلة بتقديم العليا اإلدارة قياملنظام المستمر والتحسين بالتطوير
خالل من الجودة.1 ) ألهمية ) العاملين المؤسسة تفهم
العمالء من كل المتطلبات مع التوافقالمنظمة والقوانين
الجودة 2. سياسة إنشاء
الجودة 3. أهداف تحديد ضمان
اإلدارة 4. بمراجعات القيام
الموارد 5. توفير ضمانSamir Seadan
Management Commitment
Customer focus
Quality policy
Planning
Responsibility, authority & communication
Management Reviews
5 Management Responsibility
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بؤرة 5.2 في العميل وضعاالهتمام
وتحديد 1. وتوقعات معرفة احتياجاتالعمالء
مدى 2. من للتحقق المتخذة الخطواتواالحتياجات التوقعات هذه تحقيق
مدى 3. على للتعرف المتبعة الطرقالعمالء رغبات إشباع
العمالء 4. رضى معرفة كيفية
Samir Seadan
Management Commitment
Customer focus
Quality policy
Planning
Responsibility, authority & communication
Management Reviews
5 Management Responsibility
23www.exploreHR.org
5 Management Responsibility
الجودة 5.3 سياسة
تحدده كما الجودة تجاه مؤسسة ألي العام التوجهالعليا اإلدارة
: باألتي الجودة سياسة تتميز أن يجب
المؤسسة 1. ونشاط لطبيعة مناسبة
متطلبات 2. مع بالتوافق االلتزام تتضمنالدولية المواصفة
والتطوير 3. بالتحسين االلتزام تتضمنالمستمر
الجودة 4. أهداف لبناء العام اإلطار توضحومراجعتها
جميع 5. على وتفهمها توصيلها يتمالمؤسسة داخل المستويات
استمرار 6. من للتأكد مراجعتها يتممالءمتها
Samir Seadan
Management Commitment
Customer focus
Quality policy
Planning
Responsibility, authority & communication
Management Reviews
24www.exploreHR.org
التخطيط 5.4
الجودة 5.4.1 أهدافوالمستويات 1. الوظائف جميع تالئم.2SMART
الجودة 3. سياسة مع متطابقةبالجودة • تتعلق امور اية تخطيطمضبوطة • بطريقة يتم والتغيير التخطيط أن ضمان
وأن . التغيير أثناء عليه المحافظة يتم ككل الجودة نظام
Samir Seadan
Management Commitment
Customer focus
Quality policy
Planning
Responsibility, authority & communication
Management Reviews
5 Management Responsibility
25www.exploreHR.org
5 Management Responsibility
Planning
االتصاالت 5.5 الصالحيات، المسئوليات،
) قد ) التداخالت البينية والعالقات والصالحيات المسئوليات . المستويات جميع إلى وتوصيلها تعريفها تم
•. اإلدارة ممثل تعييناإلدارة • أعضاءومحافظ • مطبقة الجودة نظام عمليات أن ضمان
عليها. تشمل • الجودة نظام عن العليا لإلدارة تقارير تقديم
. والتحسين االحتياجات• . العمالء بمتطلبات والوعي تفهم من التأكد
Samir Seadan
Management Commitment
Customer focus
Quality policy
Responsibility, authority & communication
Management Reviews
26www.exploreHR.org
اإلدارة 5.6 مراجعات
دورية 1. بصورة مخططة
والتطوير 2. التحسين فرص
الجودة 3. وأهداف سياسة
المراجعة 4. مدخالت
المراجعة 5. مخرجات
Samir Seadan
Management Commitment
Customer focus
Quality policy
Planning
Responsibility, authority & communication
Management Reviews
5 Management Responsibility
27www.exploreHR.org
الموارد 6.0 إدارة
الموارد 6.1 توفيرالبشرية 6.2 الموارداألساسية 6.3 البنيةالعمل 6.4 بيئة
Samir Seadan
Provision of resources
Human resources
Infrastructures
Work environment
6 Resource Management
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المنتج .7التخطيط- 7.1
بالعمالء- 7.2 المتعلقة العملياتوالتطوير- 7.3 التصميمالمشتريات- 7.4الخدمة- 7.5 وتزويد االنتاج
االجهزة- 7.6 ومعاييره مراقبة
Samir Seadan
Planning
Customer related processes
Design & development
Purchasing
Production & service provision
7 Product Realization
Monitoring of Devices
29www.exploreHR.org
اإلستثناءات•
رقم البند خالل من لمتطلبات 7محدودةالدولية المواصفة
قدرة على تؤثر ال اإلستثناءات هذهمسئوليتها أو المؤسسة
على / قدرة ذو خدمة منتج تقديم علىالعميل إرضاء
. المنظمة المتطلبات جميع به ويتوافر
Samir Seadan
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عام 8.1والقياس 8.2 الرقابةالمطابقة 8.3 عدم حاالت ضبطالبيانات 8.4 تحليلوالتحسين 8.5 التطوير
Samir Seadan
التحليل، 8 . القياس، Measurement 8التحسين
Analysis & improvement
General
Monitoring & measurement
Control of NCP
Analysis of data
Improvements
Six Sigma
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What is Sigma ?
Sigma A term used in statistics to represent
standard deviation, an indicator of the
degree of variation in a set of a process
Samir Seadan
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What is Six Sigma?
Six Sigma
A statistical concept that measures a
process in terms of defects – at the six
sigma level, there 3.4 defects per
million opportunities
A philosophy and a goal : as perfect as
practically possible
A methodology and a symbol of quality
Samir Seadan
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Sigma Level
Sigma Level )Process Capability(
Defects per Million Opportunities
2 308,537
3 66,807
4 6,210
5 233
6 3.4
Samir Seadan
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Sigma Level
Six Sigma = 99,9997%
Samir Seadan
36www.exploreHR.org
Sigma Level
• Every hour the postal service
would lose 20,000 pieces of mail• Every day our drinking water
would be unsafe for almost 15
minutes• Every week there would be 5,000
surgical operations that go wrong
in some way• Every month we would be without
electricity for almost 7 hours
Why not 4 Sigma or 99.379% ?
Samir Seadan
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Why Six Sigma?
Money
Customer Satisfaction
Growth
Quality
CompetitiveAdvantage
Employee Pride
Samir Seadan
38www.exploreHR.org
• At GE, Six Sigma added more than $ 2 billion to the
bottom line in 1999 alone
• Motorola saved more than $ 15 billion in the first 10
years of its Six Sigma effort
• AlliedSignal reports saving $ 1,5 billion through Six
Sigma.
Why Six Sigma?
Samir Seadan
39www.exploreHR.org
Why Six Sigma?
Six Sigma is about practices that help you
eliminate defects and always deliver
products and services that meet customer
specifications
Samir Seadan
40www.exploreHR.org
Cost of Poor Quality
What is cost of waste?
What is cost of rework?
What is cost of excessive cycle times and delays?
Samir Seadan
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Cost of Poor Quality
What is cost of business lost because
customers are dissatisfied with your
products or services?
What is cost of opportunities lost because
you didn’t have time or the resources to take
advantage of them?
Samir Seadan
42www.exploreHR.org
Customer
What does my customer need
from our process?
How is our process
performance from the customer
perspective?
How does my customer
measure my process?
How would my customer like
for our process to perform?
What can we do better?
How does my customer view my process?
Customer Centricity – The Cornerstone of 6-Sigma
Samir Seadan
Voice of Customer- VOC.
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Critical-to-Quality )CTQ(
Elements of a process that significantly affect
the output of that process. Identifying these
elements is figuring out how to make
improvements that can dramatically reduce
costs and enhance quality.
Samir Seadan
44www.exploreHR.org
Six Sigma Phases
Samir Seadan
45www.exploreHR.org
Define Measure Analyze
Improve
Control
Six Sigma Phases
D M A I C
Samir Seadan
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Define
Measure
Analyze
Six Sigma Phases
Define the project goals and customer
(internal and external) deliverables
Measure the process to determine current
performance
Analyze and determine the root cause(s)
of the defects
Samir Seadan
47www.exploreHR.org
Improve
Control
Six Sigma Phases
Control future process performance
Improve the process by eliminating defects
Samir Seadan
48www.exploreHR.org
Six Sigma Phases
Define
• Define Customers and Requirements (CTQs)
• Develop Problem Statement, Goals and
Benefits
• Identify Champion, Process Owner and Team
• Define Resources
• Evaluate Key Organizational Support
• Develop Project Plan and Milestones
• Develop High Level Process Map
Samir Seadan
49www.exploreHR.org
Six Sigma Phases
Measure
• Define Defect, Opportunity, Unit and Metrics
• Detailed Process Map of Appropriate Areas
• Develop Data Collection Plan
• Validate the Measurement System
• Collect the Data
• Begin Developing Y=f(x) Relationship
• Determine Process Capability and Sigma
Baseline
Samir Seadan
50www.exploreHR.org
Six Sigma Phases
Analyze
• Define Performance Objectives
• Identify Value/Non-Value Added Process
Steps
• Identify Sources of Variation
• Determine Root Cause(s)
• Determine Vital Few x's, Y=f(x)
Relationship
Samir Seadan
51www.exploreHR.org
Six Sigma Phases
Improve
• Perform Design of Experiments
• Develop Potential Solutions
• Define Operating Tolerances of Potential
System
• Assess Failure Modes of Potential
Solutions
• Validate Potential Improvement by Pilot
Studies
• Correct/Re-Evaluate Potential Solution
Samir Seadan
52www.exploreHR.org
Six Sigma Phases
Control
• Define and Validate Monitoring and Control
System
• Develop Standards and Procedures
• Implement Statistical Process Control
• Determine Process Capability
• Develop Transfer Plan, Handoff to Process Owner
• Verify Benefits, Cost Savings/Avoidance, Profit
Growth
• Close Project, Finalize Documentation
• Communicate to Business, Celebrate
Samir Seadan
53www.exploreHR.org
Tools and Roles for Six Sigma
Samir Seadan
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• Creating flowcharts of the step in a process
– operations, decision points, delays,
movements, handoffs, rework, loops, and
controls or inspections. • A process map is illustrated description of
how a process work.
Tools for Six Sigma
Process
Mapping
Samir Seadan
55www.exploreHR.org
• DOE is a structured, organized method for
determining the relationship between
factors (Xs) affecting a process and the
output of that process (Y).
Tools for Six Sigma
Design of
Experiments
or DOE
Samir Seadan
56www.exploreHR.org
• A group of rows and columns, with one set
of increments marked along the X
(horizontal) axis and another set of
increments marked along the Y (vertical)
axis. • The purpose of using XY matrix is to study
and understand the relationship between
what you are putting into a process and
what your customer is getting out of it. • The XY matrix allows the team to identify
gaps, areas for improvement.
Tools for Six Sigma
XY Matrix
Samir Seadan
57www.exploreHR.org
• Process capability tool is the measure of a
process being able to meet specification
requirements and fulfill customer CTQ
needs on a long term basis.
Tools for Six Sigma
Process
Capability
Tool
Samir Seadan
58www.exploreHR.org
• Investigating a theory about the suspected
cause (s) of a particular effect in a process
to determine if it is correct. • It’s a compass that points you directly to
the vital few factors that are most affecting
your process.
Tools for Six Sigma
Hypothesis
Testing
Samir Seadan
59www.exploreHR.org
• The manner in which a part or process can
fail to meet a specification, creating a
defect or non-conformance, and the impact
on the customer if that failure mode is not
prevented or corrected.
Tools for Six Sigma
Failure
Mode Effect
Analysis
Samir Seadan
60www.exploreHR.org
• A detailed assessment and guide for
maintaining all the positive changes you,
your black belt, and the project team have
made. • It ensures that all your analysis and efforts
stay in effect and that you have information
at your disposal to prevent backsliding or a
return to less than optimal performance
standard.
Tools for Six Sigma
Control
Plan
Samir Seadan
61www.exploreHR.org
Champions Are responsible for the Six Sigma
implementation across the organization in an
integrated manner. Champions also act as
mentor to Black Belts.
Includes CEO and other key top management
team members. They are responsible for setting
up a vision for Six Sigma implementation.
Key Roles for Six Sigma
Executive
Leadership
Samir Seadan
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Black Belts Operate under Master Black Belts to apply Six
Sigma methodology to specific projects. They
primarily focus on Six Sigma project execution.
Identified by champions, act as in-house expert
coach for the organization on Six Sigma. They
devote 100% of their time to Six Sigma.
Key Roles for Six Sigma
Master
Black Belts
Samir Seadan
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Are the employees who take up Six Sigma
implementation along with their other job
responsibilities. They operate under the guidance
of Black Belts and support them in achieving the
overall results.
Key Roles for Six Sigma
Green Belts
Samir Seadan
Excellence Model -EFQM
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Lead
ership
People
Policy &Strategy
Partnerships& Resources
Pro
cesses
People Results
CustomerResults
Society Results
Key
Perfo
rman
ceR
esults
INNOVATION AND LEARNING
ENABLERS RESULTS
66www.exploreHR.org
Lead
ership
People
Policy & Strategy
Partnerships& Resources
Pro
cesses
People Results
CustomerResults
Society Results
Key
Perfo
rman
ceR
esults
INNOVATION AND LEARNING
ENABLERS RESULTS
100 90
80
90
140 90
200
60
150
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Leadership : 1- Purpose and Direction 2- Vision , Mission & Values3- Company Identity4- Motivation
People : 1- Competencies 2-Loyality & Motivated3- Intellectual Capital
Policy & Strategy :1- Defined Policies and strategies 2- known to all
Partnership and Resources:1- sharing risk and cost 2- improving competitiveness
Samir Seadan
100
90
80
90
68www.exploreHR.org
Processes :1- Efficient and Effective2- Enhanced confidence of stakeholders
People Results: 1- employee satisfaction 2- People retention
Customer Results :1- Customers satisfaction 2- Customers Complaints3- Customers Loyalty
Society Results :1- unemployment's issues2- Environment
Key performance Results:1- Profit 2- Market share 3- Costs
Samir Seadan
140
20060
90
150
69www.exploreHR.org
EFQM Levels of Excellence:
1- European Quality Award - EQA 2- Recognized for Excellence 3- Committed to Excellence
Samir Seadan
Balanced Score Cards
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What - is the Balanced Scorecard ?
• A business measurement tool
• Used for both planning and performance reporting
• Key factor being to agree the correct set of measures / targets
relevant to a particular business vision and strategy
which may be combined to produce an overall business performance “score”
•
Samir Seadan
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What is the Balanced Scorecard..? What is the Balanced Scorecard..?
Commercial, state or privately ownedProfit and non-profit organisations
All industry sectorsLarge and small organisations
A proven feature of the Scorecard concept is its adaptability to fit a wide variety of business situations
• In its generic format it brings together 4 aspects of business
which are necessary for sustained future business success– People and learning – Internal Processes– Customer – Financial
Samir Seadan
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Key principles of the BSC ...
• Alignment of management focus and resource allocation
to the achievement of goals / strategic objectives:
…. “the strategy focused organisation”
…. “translating Vision into reality”
• Business performance measurement ) and targeting ( of
the key drivers of success
• Feedback and learning : is the strategy working - are we on
track to reach our goals ..?
Samir Seadan
74www.exploreHR.org
Illustrative - Overall Scorecard Summary…
C1 Customer satisfaction 5 60.0% 64.0% 70.0% 65.0%C2 Customer acquisition/growth 10 10.0% 12.5% 12.0% 12.5%C3 Customer relationship / cross-sell 5 220.0% 228.0% 240.0% 240.0%C4 Market Analysts 5 NA 55.0% NA 50.0% n/a n/aC5 Effectiveness of brand 5 70.0% 73.0% 75.0% 74.0%C6 Customer retention 5 8.0% 8.1% 8.0% 7.9%C7 Market share 5 5.2% 4.5% 5.1% 4.4%
CUSTOMER 40%F1 ROE 10F2 Cost income ratio 5F3 Asset quality 5F4 Market capitalisation 5
FINANCE 25%IP1 Risk Management 5IP2 Process efficiency 5IP3 SLA achievement 5IP4 Project Management 5
INTERNAL PROCESSES 20%P1 Staff skills 5P2 Staff morale 5P3 Corporate culture index 5
PEOPLE 15%
Note 1 Trigger points for Red / Amber / Green need to be established for every individual measureNote 2 If underlying measure data has been updated since previous report, superimpose arrow to indicate movement
( I.e. arrow up = better result : down = worse : horizontal = no change )
Samir Seadan
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In simple language ...
• Understanding where is your destination
• Understanding the route you are proposing to take
• Then - reading the signposts to check if you are correctly en-route
It may sound simple, BUT …many organisations do not have answers to these points
Samir Seadan
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Alignment across the organisation…a mixture of shared and unique measures
CORPORATE CORPORATE
DIVISION DIVISION
DEPT DEPTDEPT
Samir Seadan
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Aligning people …( “Before and After” a successful Scorecard application )
Samir Seadan
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People and Learning Perspective : to achieve our vision how will we sustain our ability to change and improve..?
People and Learning Perspective : to achieve our vision how will we sustain our ability to change and improve..?
– People / HR • morale ) including confidence in leadership (• skills / competencies ) and resultant skills gap(• attendance / absenteeism• applications per vacancy
– Learning / Change / Capabilities• effectiveness of training• overall change management / ability to change• innovation / creativity
– R&D investment ratio– income from new ideas / products
• living the corporate values
Samir Seadan
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Internal Process Perspective : to satisfy our shareholders and customers what internal processes must we excel at..?
Internal Process Perspective : to satisfy our shareholders and customers what internal processes must we excel at..?
• Overall Focus on Quality, Time and Efficiency
– quality / error rate / warranty claim rate– on - time delivery– unit cost– IT availability / response times– effectiveness of communications– environmental impact– project management– development time to market– overhead cost ratio– supplier management– average stock level
Samir Seadan
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Customer perspective : to achieve our vision how should we appear to our customers..?
Customer perspective : to achieve our vision how should we appear to our customers..?
– who is the customer ?• intermediaries / brokers• direct customer• community / regulator
– customer results• market share / competitor position• new customers / retention / attrition• recovery• relationship• satisfaction
– what are drivers of customer success ?• service recovery• image• sales conversion rateSamir Seadan
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Financial perspective : to succeed financially how should we appear to our shareholders..?
Financial perspective : to succeed financially how should we appear to our shareholders..?
• Focus on established measures of financial performance - the delayed consequence of performance in the 3 other Scorecard quadrants.
• Typical measures :– ROE / ROI /– Business volume growth– Share price / Market capitalisation– Investor confidence– Overall efficiency / Cost: income ratio– Risk management / Loss: asset ratio– Cash flow– Value add per employee
Samir Seadan
Kaizen
83www.exploreHR.org
•
1984KAIZEN
The Key to Japanese
Competitive Success
1987‘GEMBA KAIZEN’
The Commonsense Approach
toManagement
Two path breaking books, that offered true insights into Japanese
Management
Masaaki ImaiFounder and Chairman
Samir Seadan
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Kaizen Institute, Ltd.Parent Company
(Switzerland)
Kaizen InstituteAmerica
1985
Kaizen InstituteEurope1990
Kaizen InstituteJapan1990
Reconstituted as Kaizen Institute
Africa Asia PacificYear 2000
Samir Seadan
85www.exploreHR.org
•
KAI …..
CHANGE
ZEN ….
GOOD
(FOR THE BETTER)
KAIZEN…..
CONTINUAL IMPROVEMENT
KAIZEN
Gemba
Japanese forthe Real Place,
the place where value is added,Also means workplace/shop floor
Samir Seadan
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KAIZEN Management Paradigm
TOPMANAGEMENT
MIDDLEMANAGEMENT
SUPERVISORS
WORKERS
Innovation
KAIZENDevelopment
Maintenance)Current Status(
Samir Seadan
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KAIZEN is: Focused Improvement.
Paper does not burn in sunlight
Paper burns
Improvement Focused Improvement
Improvement is like sunlight:• Lot of energy, but dispersed (wasted)• Small improvements• Slow progress.
Focused improvement concentrates the energy:• Little energy, but concentrated and aligned• Enables significant (large) improvements• Small time required• Rapid progress
KAIZEN
Paper does not burn in sunlight
Samir Seadan
88www.exploreHR.org
What really is KAIZEN®
Eliminating waste from processes is Kaizen.
Kaizen is process improvements
• which are s ignificant )large(
• Focused on s trategically important areas
• Achieved speedily
• and are sustainable
Samir Seadan
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Muda Definition
Activity = Useful Work + Wasteful Work
= Added Value + Non Added Value
Expenditure = Cost + Waste (Muda)
Cost is due to useful work
Waste comes from MUDA
KAIZEN attacks MUDA
first
MUDA is Japanese for wasteful work
(non value adding work)
Samir Seadan
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Types of MUDA
1. Muda of over-production2. Muda of waiting3. Muda of transport4. Muda of processing5. Muda of inventory6. Muda of motion7. Muda of repair/rejects
Samir Seadan
91www.exploreHR.org
Types of MUDA
1. Muda of Untapped Human Potential2. Muda of Inappropriate Systems3. Muda of Resources – Energy, water4. Muda of Materials5. Muda in Service and Offices6. Muda of Customer Time7. Muda of Defecting Customers
Samir Seadan
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How can we determine Muda?
What does customer want from this process?
Is he willing to pay for it?
Samir Seadan
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Gemba Kaizen also Focuses on :
Mura = Inconsistencies• Happens sometimes?• Happens some places• Happens to some people• One side is ok; the other side
is not ok
All this is Mura
Mura
Samir Seadan
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Muri
Muri = Physical Strain• Bend to work?• Push hard?• Lift weight?• Repeat tiring action?• Wasteful walk?
All this is Muri
Gemba Kaizen also Focuses on :
Samir Seadan
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KAIZEN
• Total Quality Control• QC Circles• 5s• Suggestion System• Automation• Total Productive Maintenance
• Kanban• Just In Time• Zero Defects• Small-Group Activities• Worker/Management Relations• Productivity Improvement
®
Samir Seadan
96www.exploreHR.org
KAIZEN Process
•
A P
C D
Time
Improvement
S: StandardizeD: DoC:CheckA:Act
P: Plan D: DoC:CheckA:Act
A S
C D
A S
C D
A P
C D
Samir Seadan
97www.exploreHR.org
1) Select a project
2) Go to Gemba to understand current situation & to set objectives
3) Collect data from Gemba & analyze to find root causes
4) Establish Solutions
5) Implement on Gemba
6) Confirm effect / result
7) Standardize
8) Review it often & work on it to improve.
The KAIZEN Story:
Samir Seadan
98www.exploreHR.org
Typical results of Kaizen workshops have been:
• 50~70% reduction in processing time• 20~40% increase in efficiency• 20~40% savings in costs• 40%-60% reduction in errors• 50% release of space• Significant improvement in morale• Empowering of human resource• Discovery of new capabilities
Impact of KAIZEN Implementation
Samir Seadan
99www.exploreHR.org
End of Material
Thank You
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