tqm 04 continuous improvement

8/14/2019 Tqm 04 Continuous Improvement

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TOTAL QUALITY MANAGEMENTCONTINUOUS PROCESS

IMPROVEMENT


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Continuous ProcessImprovement

Improvement is made by:

Viewing all work as a process. Making all processes effective. Anticipating changing customer needs. Controlling in-process performance using measures such as

scrap reduction, cycle time, control charts, and so forth.

Maintaining constructive dissatisfaction with the present levelof performance. Eliminating waste and rework wherever it occurs. Investigating activities that do not add value to the product or

service. Eliminating nonconformities in all phases of everyones work. 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 functiondeployment (QFD), and so forth.


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FIVE BASIC WAYS TO IMPROVE

Reduce resources Reduce errors Meet or exceed expectations of

customer Make the process safer Make the process satisfactory to the

person doing it


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INPUT / OUTPUT PROCESS MODEL

ProcessPeopleMethod

Materials

Procedures

InputMaterials

MoneyInformation

Data etc.

OutputProduct

InformationService.

Outcomes

Conditions

Feedback


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APPROACHES TOWARDSCONTINUOUS

IMPROVEMENTS Jurans Trilogy Shewharts Plan-Do-Study-Act Cycle Kaizen Reengineering

SixSigma


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JURANS TRILOGY Quality Planning.

Determinationof ExternalCustomers

Needs of External

Customers

DevelopmentOf ProductOr Services

Features

DevelopmentOf The

Process

TransferringPlans toOperations.

Quality Control.Quality Control.Determination

Of ItemsSet Goals

MeasurementOf Actual

Performance

ComparisonOf actual with

Goals

Act on thedifferences.

Quality Improvement.Allocate Resources, People to Pursue Quality

Training


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IMPROVEMENT STRATEGIES

R e p

a ir

R e f

i n e

m e n

t

R e n

o v

a t i o n

R e i

n v

e n t

i o n


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IMPROVEMENT STRATEGIES Repair:

Anything broken must be fixed so that itfunctions as designed.

Strategies divided into two levels:

1. Temporary or Short- term measure

2. Permanent measure Refinement:

Activities that continually improve aprocess that is not broken.Refinement improves efficiency and


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IMPROVEMENT STRATEGIES Renovation:

Strategy results in major or breakthroughimprovement.

Innovation & technological advancement arekey factors in this approach.

Reinvention (Re-Engineering):

Reinvention begins by imagining that theprevious condition does not exist; A cleansheet of paper


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TYPES OF PROBLEMS

ComplianceUnstructured

Efficiency

Process Design

Product Design


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PROBLEM SOLVING METHOD1. Identity theopportunities

4. Implement

3. Develop theoptimal Solution

2. Analyze theProcess

6. Standardizethe solution

5. Study Results

7. Plan for The Future act

doStud

y

plan


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Phase 1: Identify the Opportunity Identify the problem Form the team Define the scope

Charter for the team: Authority Objective and scope Direction and Control General (Methods, Resources.)

Phase 2: Analyze the Current Process Development of process diagram Target Performance Measure Identify the root causes

Problem Solving Method


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Phase 3: Develop the Optimal Solution Establishing Potential & Feasible Solution Select of one possible Solution

Phase 4: Implement Changes Implementation Plan & Obtaining approval

Contents of implementation plan report: Why will it be written?

How will it be done? When will it be done? Who will do it? Where will it be done?

Problem Solving Method


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Phase 5: Study the Results

TQM addresses the quality of management as well themanagement of quality.

Phase 6: Standardize the Solution

Phase 7: Plan for the Future

PROBLEM SOLVING METHOD


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KaiZen Kai Change; Zen Better

Kaizen Make it Better (Improvement)

A selection of better means or achange of current method for

achieving an objective.

An accumulation of small changes


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DIFFERENT STYLES OFCHANGES

Small Change (KaiZen) : By individual effort, a better way of proceeding a job

is considered. (idea generation)

Medium Change (Small Group Activities) By group effort, a better way is proposed by following

predetermined steps (or rule)

Big Change (Innovation) :

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


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KaiZen : 5S

5S movement is a determination toorganize work place, to keep it neat, toclean, to maintain the discipline to do agood job.

Japanese concept for house keeping Sort ( Seiri ) Straighten ( Seiton ) Shine ( Seiso ) Standardize ( Seiketsu ) Sustain ( Shitsuke )


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KaiZen : 5S Sort (Seiri)

the first S focuses on eliminating unnecessary items from theworkplace.

Tags are placed on all unnecessary item declaring as waste.

Straighten (Seiton) Effective & efficient storage methods Arrange needed items so they are easy to find, use and return, to

streamline production and eliminate time searching for them. Shine ( Seiso )

Clean and care for equipment and areas, and inspect while doingso.

Standardize ( Seiketsu ) Make all work areas similar so procedures are obvious , and

defects stand out.

Sustain ( Shitsuke ) within the context of 5s sustain means making a habit of properly

maintaining correct procedures


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Benefits

Improves on-time delivery Improves quality/reduced defects Increases productivity Reduces lead times Reduces waste in materials, space and time Reduces inventory and storage costs Reduces equipment downtime

Contributes positively towards safety Promotes standardization Promotes work satisfaction


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10 HINTS FOR DOING SUCCESSFULKAIZEN

1. No Excuses: Dont make excuses Dont acceptexcusesExplanations are often still excuses (if youhave time to makeup excuses, you have time to think of improvement ideas).

2. Dont be a concrete head: Throughout traditional

concepts Think how a new method can work, not howit wont.3. Do Kaizen by getting your hands dirty on the shop floor4. Quick & Crude is better than slow and elegant: Dont

seek perfection 50% improvement rate is as long as itis done on the spot.

5. Produce Actual Improvement6. Implement Kaizen Newspaper items as committed: Dont

Put of kaizen until tomorrow.

10 Hi f d i f l


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10 Hints for doing successfulKaiZen

7. Do Kaizen by adopting ideas of workers: Put yourself in theworkers position The idea of 10 people are better thanthe knowledge of one.

8. Do Kaizen without spending lots of money: Many smallimprovements add up to big results Implement quicklywith less risk.

9. Dont overlook even the smallest waste (Muda): Overproduction, delay, transportation, processing, inventory, etc.

10. Document results on target progress report: Document and

report results at regular report outs. Fill in the conditioneven if there has been no change.


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QUESTIONS


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End of Chapter 5

tqm 04 continuous improvement

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