CHAPTER 4
Other philosophies and tools of TQM
Kaizen
Kai - Change
Zen - For the better
Kaizen – Change for the better – refers to activities that
continually improve all functions and involve all employees
Basic Goals
● Discover and eliminate all waste in a process
● Waste – anything that the customer does not pay for
Focused effort by a full-time, cross-functional team to
analyze and improve a process in a short time (usually 1
week)
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Kaizen
Kaizen Tools
Practical Keys to Kaizen Success
● Flowchart
● Standardize your work – easier and safer
● Cause and Effect diagram
● Solve problems – together
● Pareto charts
● Eliminate waste – ask why 5 times
● Histogram
● Make everything visual – understanding at
glance
● PM analysis
● Why Why analysis
● Offer your ideas
P (Phenomenon): The observable problem, defect, or loss (e.g., a machine failing, a product defect).
M (Mechanism): The physical principles, natural laws, and causal factors (Machine, Man/Woman, Material, Method) that cause the phenomeno
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PDCA Cycle/Deming Cycle/Shewhart cycle
An iterative four-step management method
used in business for the control and
continuous improvement of processes and
products
Problem Solving Process
P
1 Define Problem & Objective ( & Do Quick Fix )
P 2
Identify Major & Root Causes
P
3 Identify Likely Causes
P
4 Agree Action Plans
D
5 Implement action Plan (Pilot Run)
C
6 Determine Effectiveness of plan
A
7 Correct and Standardize Results / Implement in all relevant areas
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Quality Circle
• A group of workers who do the same or similar
work, who meet regularly to identify, analyze
and solve work-related problems
• Normally small in size, usually led by a supervisor
or manager and presents its solutions to
management; to improve the performance of the
organization and motivate employees
• Operate on the principle that
employee
participation in decision-making and problemsolving improves the quality of work
“It is better for one hundred people to take one step
than for one person to take a hundred’
KAIZEN
QC
Cross-functional
Same team
2 – 10 days
3 – 6 months
Make changes
Recommend
action
Whole process
Single issue
Improve process /
eliminate waste
Resolve
problem
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Business Process Reengineering
• A group of logically related tasks that use
the firm's resources to provide customeroriented results in support of the
organization's objectives
• Reengineering
is
the
fundamental
rethinking and redesign of business
processes
to
achieve
dramatic
improvements in critical, contemporary
measures of performance, such as cost,
quality, service and speed.
Aspects
TQM
BPR
Level of change
Incremental
Radical
Starting point
Existing Process
Clean Slate
Frequency
Continuous
One time
Time required
Short
Long
Participation
Bottom-up
Top-down
Scope
Narrow, within
functions
Broad, cross
functional
Risk
Moderate
High
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Business Process Reengineering
Methodology
Develop the Business Vision and Process
Objectives
Identify the process to be redesigned
Obstacles
Lack of sustained management commitment
Understand and measure the existing
process
Unrealistic scope and expectations
Identify IT capabilities
Resistance to change
Design and rebuild a prototype of the new
process
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Failure mode and effect analysis (FMEA)
• FMEA is a group of activities to understand and evaluate
potential failure of product or process and its effects, and
identify actions that eliminate or reduce the potential failures.
Design FMEA
Process FMEA
Product
Engineer
RPN (Risk Priority Number)
Used for improvement action to eliminate the risk of
failure occurring
R=P×S×D
P = Probability of Occurrence
S = Severity
D = Detection
Sales
Engineer
Quality
Engineer
Design
FMEA Team
As per
requirement
Manufacturing
Engineer
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