ASIF JAMALVISITING LECTURER @ UNIVERSITY OF SINDH, THATTA CAMPUS.

MANAGEMENT TOOL WITH STATISTICAL

PROCESS CONTROL

• Continuous improvement (CI) is a management philosophy that approaches the challenge of product and process improvement as a never-ending process of achieving small wins.

• Steps toward CI1.Train employees in the methods of statistical process control

(SPC) and other tools.

2.Make SPC methods a normal aspect of operations.

3.Build work teams and encourage employee involvement.

4.Utilize problem-solving tools within the work teams.

5.Develop a sense of operator ownership in the process

CONTINUOUS IMPROVEMENT

• It is an integral part of a total quality management system.

• Continuous improvement seeks continual improvement of machinery, materials, labor utilization, and production methods through application of suggestions and ideas of team members.

• Though pioneered by U.S. firms, this philosophy has become the cornerstone of the Japanese approach to operations.

• Although management in both Japan and the West historically have implemented CI in manufacturing plants, it has become quite common in services as well.

CONTINUOUS IMPROVEMENT

Tools & Procedures of CI1.Varies from simple suggestion system based on brain

storming to structured programs utilizing statistical process control tools (SPC Tools)

2.Deming wheel (PDCA) cycle3.Zero defect concept4.Bench Marking5.Six sigma 6.Kaizen

Check Sheet Process flow chartPareto analysisHistogramScatter diagramCauses & effect diagram (Fish Bone /Ishikawa Diagram)Control charts

SPC TOOLS (ALSO KNOWN AS TOOLS OF TQC)

THE DEMING CYCLE OR PDCA CYCLE

PLAN

STUDY

DOACT

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

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.

Implement the change on a small scale and measure the effects

1. Identify the opportunity2. Analyze the current process3. Develop the optimal solution(s)4. Implement changes5. Study the results6. Standardize the solution7. Plan for the future.

PDSA CYCLE- SEVEN STEPS OR PHASES

Pareto AnalysisFlowchartsChecklistsHistogramsScatter DiagramsControl ChartsCause-and-Effect Diagrams

SEVEN PROBLEM SOLVING TOOLS

DEFINITION

A Pareto Chart is a vertical bar chart in which the bars are arranged in the descending order of their height starting from the left and prioritize the problems or issues.

USESto prioritize problemsto analyze a processto identify root causesto verify that whatever improvement process you

implement continues to work

PARETO CHART

PARETO ANALYSIS

NUMBER OFCAUSE DEFECTSPERCENTAGE

Poor design 80 64 %Wrong part dimensions 16 13Defective parts 12 10Incorrect machine calibration 7 6Operator errors 4 3Defective material 3 2Surface abrasions 3 2

125 100 %

PARETO CHARTPe

rcen

t fro

m e

ach

caus

e

Causes of poor quality

Machin

e cali

brati

ons

Defecti

ve pa

rts

Wrong

dimen

sions

Poor D

esign

Opera

tor er

rors

Defecti

ve m

ateria

lsSur

face a

bras

ions

0

10

20

30

40

50

60

70 (64)

(13)(10)

(6)(3) (2) (2)

• Flow charts are nothing but graphical representat ion of steps involved in a process.

• Flow charts give in detai l the sequence involved in the materia l , machine and operat ion that are involved in the complet ion of the process.

• Thus, they are the excel lent means of documenting the steps that are carr ied out in a process.

FLOW CHARTS

Operation DecisionStart/ Finish

Start/ Finish

Operation

OperationOperation

Operation

Decision

• Check sheets are nothing but forms that can be used to systemat ical ly co l lect data.• Check sheet g ive the user a p lace to s tar t and provides the s teps to be fo l lowed in• Col lect ing the data

CHECK SHEET

COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 2002REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||Capacitors |||| |||| |||| |||| |||| ||Resistors ||Transformers ||||CommandsCRT |

USES to gather data to test a theory to evaluate alternate solutions to verify that whatever improvement process you implement

continues to work

STEPSteam agrees on what to observedecide who collects datadecide time period for collecting datadesign Check Sheetcollect datacompile data in the Check Sheetreview Check Sheet

CHECK SHEET

Histograms help in understanding the variation in the process. It also helps in estimating the process capability.

HISTOGRAM

0

5

10

15

20

1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

It is a graph of points plotted; this graph is helpful in comparing two variables.

The distribution of the points helps in identifying the cause and effect relationship Between two variables.

SCATTER DIAGRAM

Y

X

A control chart is nothing but a run chart with limits. This is helpful in finding the amount and nature of variation in a process.

CONTROL CHART

18

12

63

9

15

2124

2 4 6 8 10 12 14 16Sample number

Num

ber o

f def

ects UCL = 23.35

LCL = 1.99

c = 12.67

HISTOGRAMS DO NOT TAKE INTO ACCOUNT CHANGES OVER TIME.

CONTROL CHARTS CAN TELL US WHEN A PROCESS CHANGES

Developed by Dr Kaoru Ishikawa in 1943. It is also known by the name of 1) Ishikawa diagram, 2)Fishbone diagram.

This diagram is helpful in representing the relationship between an effect and the potential or possible causes that influences it.

This is very much helpful when one want to find out the solution to a particular problem that could have a number of causes for it and when we are interested in finding out the root cause for it.

CAUSE AND EFFECT DIAGRAM

The cause and effect diagram is an investigative tool. This is also called Ishikawa Diagram. Because of its shape, the diagram is also termed as Fishbone Diagram.

There is a systematic arrangement of all possible causes which give rise to the effect in Ishikawa diagram. Before taking up problem for a detailed study, it is necessary to list down all possible causes through a brainstorming session so that no important cause is missed. The causes are then divided into major sources or variables.

CAUSE AND EFFECT DIAGRAM

ISHIKAWA DIAGRAM

CAUSE-AND-EFFECT DIAGRAM

QualityProblem

Out of adjustment

Tooling problems

Old / worn

MachinesFaulty testing equipment

Incorrect specifications

Improper methods

Measurement

Poor supervision

Lack of concentration

Inadequate training

Human

Deficienciesin product design

Ineffective qualitymanagement

Poor process design

Process

Inaccuratetemperature control

Dust and Dirt

Environment

Defective from vendor

Not to specificationsMaterial-handling problems

Materials

QUALITY CIRCLES

PresentationImplementation

Monitoring

SolutionProblem results

Problem AnalysisCause and effect

Data collection and analysis

Problem IdentificationList alternatives

ConsensusBrainstorming

TrainingGroup processesData collection

Problem analysis

Organization8-10 members

Same areaSupervisor/moderator

Imai has brought together various management theories, philosophies and tools that have been popular in Japan over the years, as a single concept, Kaizen.

There are many quality experts, whose principles

formed the basis of the Kaizen concept.

Kaizen means continuous improvement involving everybody.

CONCEPT OF KAIZEN

The term Kaizen originates from the Japanese words, ‘Kai’ that means change, whereas, ‘zen’ means for the better, therefore, it means ‘change for the better’.

It signifies constant and gradual improvement, no

matter how small it is. It should be taking place all the time in every

process, involving everyone from all the ranks of management and the workforce.

CONCEPT OF KAIZEN

In brief, Kaizen system includes : Total employee involvement starting from top

management; Empowering people; Listening to them; Promoting zero investment improvements; and Focus on efforts rather than results in Kaizen

evaluation and performance appraisal.

CONCEPT OF KAIZEN

1. A selection of better means or a better method for achieving an objective.

2. An accumulation of small changes.

3. A corrective action under constraints.

DEFINITION OF KAIZEN

KAIZEN techniques consists of the following steps:

Identifying problem (s)Examining the problem (s)Finding ideas to solve the problem (s)Developing selected proposal (s)Implementing the proposal (s)

KAIZEN TECHNIQUES

Multiple KAIZEN ideas

MULTIPLE KAIZEN IDEAS

Man is too short to reach the tool box.

The tool box is placed too high.

THE INTERACTION BETWEEN MAN AND TOOL BOX GENERATES

A PROBLEM.

ToolBox Man

Tool Box Man

Problem does not exitProblem

From “man “ stand point, cannot reach Use footstool.

From “toolbox” stand point, place it at the lower shelf.

MULTIPLE KAIZEN IDEAS

Place the toolbox at a lower shelf

SOLUTION

Footstool

A man broke a cup at a sink.

PROBLEM:

INTERACTION

Sink

Cup

Man

Way of washing

36

Components Nature Solution

Cup Easy to break Plastic cup

Man Careless Caution

Method Easy to slip Wear rubber gloves

Sink Solid surface Place rubber mat

37

CAUSE AND EFFECT DIAGRAM

Cupbroke

MethodMan

CupSink

Carelessness

My way

Wash with hands

Wash together

Weak against heat

Breakable materials

Wash quickly

DeepHard bottom

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- Abolition- Discontinuance- Exclusion- Removal

- Simplification- Centralization- Synchronization- Standardization- Management for exceptions- Integration- Combination

- Alternation- Exchange- Conversion- Diversification- Separation

KAIZEN STEPS

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1. Small change

2. Medium change

3. Big change

(KAIZEN)

(Small group activities)

(Innovation)

--- By individual effort, a better way of proceeding a job is considered. (Idea creation)

--- By group effort, a better way is proposed by following predetermined steps (or rule).

--- By investments in new technology or equipment, dramatic alterations are achieved.

DIFFERENT STYLES OF CHANGE

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10 BASIC RULES FOR PRACTICING KAIZEN

1. Prepare people to accept change for the betterment.2. Think of how to do it and not why it cannot be done.3. Do not make excuses? Start by questioning current

practices. 4. Do not seek perfection? Do it even if for only 50% of

target.5. Correct mistakes at once. 6. Do not spend money for Kaizen. 7. Wisdom is brought out when faced with hardship.8. Ask “why”? Five times and seek root causes.9. Seek the wisdom of ten people rather than the

knowledge of one. 10. Kaizen ideas are infinite.

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MORE COMMENTS ON KAIZEN • Kaizen is a system of accumulated improvement.

• The main purpose of Kaizen is to evolve total employee participation and it also helps in building capable work force for an organization.

• The results of Kaizen are not very drastic but incremental that’s why continuous improvement leads to accumulated improvement .

• Kaizen is a process-oriented thinking and not result oriented thinking:

Process oriented Result oriented •Self discipline•Time management •Skill Management •Participation & involvement •Communication•Morale

I don’t care, you get it done just give me one result.