total quality management

Total Quality Management - Spring 2010 - IUG 1

Total Quality ManagementTotal Quality Management

Week # 9Week # 9

Continuous Improvement & Continuous Improvement & Quality ToolsQuality Tools

Prepared by: Khalid DahleezPrepared by: Khalid Dahleez

Faculty of Commerce – the Faculty of Commerce – the Islamic University of GazaIslamic University of Gaza

This material was collected from different sourcesThis material was collected from different sources

Total Quality Management - Spring 2010 - IUG

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Continuous ImprovementContinuous Improvement• 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.


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• 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 ImprovementContinuous Improvement


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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

SPC Tools (Also known as Tools of TQC) Check Sheet Process flow chart Pareto analysis Histogram Scatter diagram Causes & effect diagram (Fish Bone /Ishikawa Diagram) Control charts


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PLAN

STUDY

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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PDSA cycle- seven steps or phasesPDSA cycle- seven steps or phases

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.


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Seven Problem Solving Seven Problem Solving ToolsToolsPareto AnalysisFlowchartsChecklistsHistogramsScatter DiagramsControl ChartsCause-and-Effect Diagrams


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PARETO CHARTPARETO CHARTDEFINITION

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.

USES to prioritize problems to analyze a process to identify root causes to verify that whatever improvement process you

implement continues to work


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NUMBER OFNUMBER OFCAUSECAUSE DEFECTSDEFECTSPERCENTAGEPERCENTAGE

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 AnalysisPareto Analysis


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Per

cen

t fr

om

eac

h c

ause

Causes of poor quality

Mac

hine

cal

ibra

tions

Defec

tive

parts

Wro

ng d

imen

sion

s

Poor D

esig

n

Ope

rato

r err

ors

Defec

tive

mat

eria

lsSur

face

abr

asio

ns

0

10

20

30

40

50

60

70(64)

(13)(10)

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

Pareto Chart


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Flow ChartsFlow Charts

Operation DecisionStart/ Finish

Start/ Finish

Operation

OperationOperation

Operation

Decision

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

• Flow charts give in detail the sequence involved in the material, machine and operation that are involved in the completion of the process.

• Thus, they are the excellent means of documenting the steps that are carried out in a process.


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Check SheetCheck Sheet

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

TV SET MODEL 1013

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

• Check sheets are nothing but forms that can be used to systematically collect data.

• Check sheet give the user a place to start and provides the steps to be followed in

• Collecting the data


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CHECK SHEETCHECK SHEETUSES to gather data to test a theory to evaluate alternate solutions to verify that whatever improvement process you

implement continues to work

STEPS team agrees on what to observe decide who collects data decide time period for collecting data design Check Sheet collect data compile data in the Check Sheet review Check Sheet


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HistogramHistogram

0

5

10

15

20

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

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


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Scatter DiagramScatter Diagram

YY

XX

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.


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Control Chart

18

12

6

3

9

15

21

24

2 4 6 8 10 12 14 16Sample number

Nu

mb

er o

f d

efec

ts

UCL = 23.35

LCL = 1.99

c = 12.67

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.


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Histograms do not take into account changes over time.

Control charts can tell us when a process changes


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Cause and Effect DiagramCause and Effect DiagramDeveloped 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.


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Cause and effect DiagramCause 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.

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Ishikawa DiagramIshikawa Diagram


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Cause-and-Effect Cause-and-Effect Diagram Diagram

QualityProblemQualityProblem

Out of adjustmentOut of adjustment

Tooling problemsTooling problems

Old / wornOld / worn

MachinesMachinesFaultyFaulty testing equipmenttesting equipment

Incorrect specificationsIncorrect specifications

Improper methodsImproper methods

MeasurementMeasurement

Poor supervisionPoor supervision

Lack of concentrationLack of concentration

Inadequate trainingInadequate training

HumanHuman

DeficienciesDeficienciesin product designin product design

Ineffective qualityIneffective qualitymanagementmanagement

Poor process designPoor process design

ProcessProcess

InaccurateInaccuratetemperature temperature controlcontrol

Dust and DirtDust and Dirt

EnvironmentEnvironment

Defective from vendorDefective from vendor

Not to specificationsNot to specifications

Material-Material-handling problemshandling problems

MaterialsMaterials


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PresentationImplementation

Monitoring

SolutionProblem results

Problem AnalysisCause and effect

Data collection and analysis

Problem IdentificationList alternatives

ConsensusBrainstorming

TrainingGroup processes

Data collectionProblem analysis

Organization8-10 members

Same areaSupervisor/moderator

Quality CirclesQuality Circles


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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 KAIZENCONCEPT OF KAIZEN


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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.



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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.



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Definition of Definition of KAIZENKAIZEN

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.


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KAIZEN TECHNIQUESKAIZEN TECHNIQUESKAIZEN 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)


KM 28

Multiple KAIZEN ideasMultiple KAIZEN ideas

Problem:The man cannot

reach the tool box on the shelf.

Man is too short to reach the tool box.

The tool box is placed too high.

Idea source: The Japan HR association


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The interaction between man The interaction between man and tool box generates a and tool box generates a problem.problem.

ToolBox Man

ManTool Box

Problem does not exit.

Problem


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Multiple KAIZEN Multiple KAIZEN ideasideas

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

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


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SolutionSolution

Footstool

Place the toolbox at a lower shelf


KM 32

A man broke a cup at a A man broke a cup at a sink.sink.

Problem:

Idea source: The Japan HR association


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Cup

Man

Way of washing

Sink

InteractionInteraction


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ComponentsNatureSolution

CupEasy to breakPlastic cup

ManCarelessCaution

MethodEasy to slipWear rubber gloves

SinkSolid surfacePlace rubber mat


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Cause and effect Cause and effect diagramdiagram

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 StepsKAIZEN 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 changeDifferent styles of change


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10 Basic Rules for Practicing Kaizen10 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 KaizenMore 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.

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