Bibliography
1.
ADENDORFF, S.A. & DE WIT, P.W.C. 1997. Production and
Operations Management- A South African Perspective. 2nd ed.
Goodwood, Western Cape: International Thompson Publishing
Southern Africa (Pty) Ltd. 349 p.
2.
AHMAD, M & BENSON, R. 2000. Benchmarking in the process
industries. Trowbridge: Cromwell Press. 155 p.
3.
AUSTRALIAN MARITIME COLLEGE. 2005. Quality and Improvement.
[Web] http://www.amc.edu.au/quality/improvement/ [Date of Access:
01 September 2005].
4.
CHASE, R.B., JACOBS, F.R. & AQUILANO, N.J. 2004. Operations
Management for Competitive Advantage. 10th ed. New York: McGraw
Hill/Irwin. 765 p.
5.
COETZEE, J.L. 1997. Maintenance. Hatfield RSA: Maintenance
Publishers Pty (Ltd). 475p.
6.
HELLRIEGEL, D, JACKSON, S.E., SLOCUM Jr., J.W. 2002.
Management- A competency- based Approach. 9th ed. Canada:
South Western, a division of Thompson Learning. 561 p.
7.
HUGHES, R.L. 2000 Strategic Maintenance Management [Web:]
http://www.reliabilityweb.com/art04/strategic mm.htm [Date of access:
16 Jul. 2005].
8.
JOHNSON, B. 1996. Polarity Management: Identifying and managing
unsolvable problems. 2nd ed. Amherst, Mass.: HRD-Press. 267 p.
9.
JONES, E.K., DUPONT, E.l., ROSENTHAL, ROHM & HAAS Co. 1997.
Assessing
Maintenance
Performance.
[Web]
http://www.mt-
online.com/current/11-97mm.html [Date of access: 16 Jul. 2005].
10. KATILA, P. 2000. Applying Total Productive Maintenance (TPM)
Principles
in
the
Manufacturing
system.
[Web:]
http:l/epubl.luth.se/1402-1536/2000/23/LTU-TR-0023-SE.pdf [Date of
access: 16 Jul. 2005].
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11. LEDET W. P. 2004. Measuring and tracking ownership. [Web]
http://www.manufacturinggame.com/2004JulyNewsletter.pdf [Date of
access: 04 Aug 2005].
12. MIDDLE EAST TECHNICAL UNIVERSITY. 2005. A brief introduction
of total productive maintenance. [Web]
http://www.me.metu.edu.tr/me407/seminer/tpm2004A ver3.ppt#319
[Date of access: 20 Jul 2005].
13. MOUBRAY J. 1997. Reliability Centered Maintenance. 2nd ed. Oxford:
Butterworth- Heinemann. 423p.
14. PETERS, R.W. 2002. Maximizing Maintenance Operations for Profit
Optimization:
The
Journey to
Maintenance
Excellence.
[Web]
http://www.plant-maintenance.com/articles/PathForward.pdf [Date of
Access: 25 Aug 2005].
15. PETERSON, B. 2000. Reliability Solutions for Industry with a Human
Touch. SAMI Corp. [Web]
http://www.samicorp.com/PublicationsPages/Newsletters/Winter%2020
OO.pdf [Date of access: 19 Jul 2005].
16. PRODUCTIVITY
FACTORY.
2000.
OEE:
Overall
equipment
effectiveness. [Web] http://www.tpfeurope.com/EN OEEinfo.html [Date
of access: 19 Jul 2005].
17. RELIABILITY WEB. 2001. Manufacturing and Business Excellence.
[Web:]
http://www.reliabilityweb.com/excerpts/excerpts/01 Making%20Commo
n%20Sense.pdf [Date of access: 16 Jul. 2005].
18. WILD, R. 1991. Production and Operations Management. 4th ed.
Oxford: Alden Press. 792p.
Measuring and Managing Maintenance
Page 74
Appendix A-
Maintenance Strategy for a Heavy
Engineering Environment
MAINTENANCE VISION
Operational Excellence through world class maintenance
MAINTENANCE MISSION
To provide a maintenance function that adds maximum sustainable value
through the optimization of asset performance, availability and reliability
MAINTENANCE PHILOSOPHY
Preventive and predictive maintenance
SAP(CMMS)
Computerised Maintenance Management System
•
•
•
•
•
•
Preventive and predictive maintenance.
Training of production on the first line of maintenance systems & philosophy.
Integrated holistic approach regarding performance of production and maintenance.
Common basic maintenance approach for the Works, along SAP principles and system
discipline.
Adhering to basics:
• Minimum tolerance for failure repetitions.
• Minimum patch up jobs or temporary quick-fix repairs.
Continuous Improvement
• Increased condition based maintenance.
• Improving operation stability by the prevention of breakdowns.
• Annual benchmarking
Measuring and Managing Maintenance
Page 75
MAINTENANCE OBJECTIVES AND STRATEGY
STRATEGY
OBJECTIVES
•
•
•
•
Move from reactive to preventive and
predictive maintenance.
Achieve 80% planned and 20%
unplanned maintenance.
Establishment and tracking of fixed
maintenance measurements on order
to continuously evaluate the quality of
maintenance.
Establish a culture of holistic
approach within both maintenance &
production disciplines on all levels of
the organisation (know each other's
business).
•
•
•
•
•
•
•
80% of all maintenance activities are
planned well in advance on the CMMS
20% of maintenance tasks are planned after
condition monitoring and inspections.
There is zero or 0% tolerance for failures
Utilising RCM II approach to determine
maintenance phins for equipment.
Condition monitoring to ensure that no
unmanaged failures occurs.
• Structured inspection system
• Statistical process control
• Vibration measurement
• Tribology
• Thermography
Formally documented root cause analysis of
failures.
Enhanced maintenance training on all levels
of maintenance personnel.
MANAGEMENT. PROCESS MONITORING AND TRACKING
Daily
•
•
•
Weekly
•
•
•
Monthly
•
•
•
6 Monthly
Ensure proper execution of planned maintenance tasks.
Updating of system with future plans.
Root Cause Analysis on equipment failure and rectify data packs and
maintenance plans.
Ensure 80% of work planned 1 week in advance with resource balancing.
Follow up on RCA targets.
Report on maintenance process performance and disciplines together with
equipment performance.
Condition monitoring of Critical on Critical equipment.
Plant availability tracking.
Full maintenance audit to ensure compliance with stated goals according
to fixed measurements set.
Measuring and Managing Maintenance
Page 76
Appendix B-
Question set for evaluation of
Maintenance Performance Elements
Maintenance (capability assurance)
Question Type AID: Element: 1 Plant condition monitoring
Practice: 1.1 Equipment maintenance plans
Question: How is equipment maintenance plans applied to ensure the capability of equipment is assured
according to the user's needs?
Question Type AID: Element: 1 Plant condition monitoring
Practice: 1.2 Careful operations
Question: How is maintenance departments involved in setting up of operational procedures regarding
the careful operations of equipment, what is the approach and how is it deployed?
Question Type AID: Element: 1 Plant condition monitoring
Practice: 1.3 Equipment inspections
Question: How is the frequency and scope of work regarding equipment inspections determined?
Question Type AID: Element: 1 Plant condition monitoring
Practice: 1.4 Predictive maintenance
Question: How do you approach predictive maintenance and to what extent is this approach deployed?
Question Type AID: Element: 1 Plant condition monitoring
Practice: 1.5 Preventive maintenance triggers
Question: How are the principles of preventive maintenance used and utilised in order to improve the
condition of equipment and reduce losses?
Question Type R: Element: 1 Plant condition monitoring
Question: A) What principles are used to identify the areas of measure for determining the equipment's
condition?
B) Is an effective historic database of these results kept?
C) Is this data being used to determine the current condition of the equipment by comparing
the actual trend data to the baseline data of the equipment?
Measuring and Managing Maintenance
Page 77
Question Type 1: Element: 1 Plant condition monitoring
Question: What systems are in place to ensure that the use of condition monitoring of equipment .is
improved over time. How is the effective use of condition monitoring measured to ensure
reduction of losses?
Question Type AID: Element: 2 Work origination
Practice: 2.1 Information required to originate work
Question: What data is used in order to originate work, how is the quality of this data verified in order
to ensure effective work planning and execution?
Question Type AID: Element: 2 Work origination
Practice: 2.2 Work origination methodology
Question: What systems and procedures are in place to identify and automatically generate new work?
How and what data is captured for historic reference?
Question Type AID: Element: 2 Work origination
Practice: 2.3 Review and feedback
Question: Is the requestor of the work timely informed of the progress and status of the work?
Question Type 1: Element: 2 Work origination
Question: Is historically captured data on the CMMS utilised to improve the creation of routine
maintenance tasks?
Question Type R: Element: 2 Work origination
Question: A) Is work origination measured in different categories?
B) Are these categories trended and communicated?
C) Is this data effectively used to improve the reduction of losses over the long term?
Question Type AID: Element: 3 Planning
Practice: 3.1 Information required for planning
Question: What systems & structures are in place to determine the need for information required to do
effective planning?
Measuring and Managing Maintenance
Page 78
Question Type AID: Element: 3 Planning
Practice: 3.2 Planning methodology
Question: How are new jobs prioritised with respect to planning and resource scheduling?
Question Type AID: Element: 3 Planning
Practice: 3.3 Creating a standard job library
Question: Are standard jobs compiled using a scientific approach based on the OEM specifications. Are
these tasks reviewed according to the current state of the equipment's condition? ·
Question Type R: Element: 3 Planning
Question: A) Is effective planning compared to not performing planning at all in terms of actual and
potential losses?
B) Is a database of this information kept and available?
C) Is historical data being used as an input for planning new tasks?
Question Type 1: Element: 3 Planning
Question: Are post mortem meetings being held after job execution and compared to the baseline
planning in order to serve as future improvement initiatives?
Question Type AID: Element: 4 Scheduling
Practice: 4.1 Scheduling (two weekly, monthly)
Question: How are resources scheduled over the medium term (two weekly and monthly), how does
this interact with the planning process?
Question Type AID: Element: 4 Scheduling
Practice: 4.2 Scheduling (daily)
Question: What is the availability of resource for scheduling on the short term (daily)?
Question Type 1: Element: 4 Scheduling
Question: How are the systems and procedures regarding scheduling of resources reviewed and
improved?
Measuring and Managing Maintenance
Page 79
Question Type R: Element: 4 Scheduling
Question: A) How is scheduling measured?
B) Are all the parties involved in scheduling identified and is scheduling data communicated?
C) Is historical data used to improve the results obtained from scheduling?
Question Type AID: Element: 5 Work allocation and execution
Practice: 5.1 Information for allocation and execution
Question: What information is currently being used for effective work execution?
Question Type AID: Element: 5 Work allocation and execution
Practice: 5.2 Methods of allocation and execution
Question: Is the efficiency of work execution measured against the original planning?
Question Type AID: Element: 5 Work allocation and execution
Practice: 5.3 Communicating shift handover
Question: What systems are being used to communicate the information required to hand over work
from one team to another, how is this information required determined?
Question Type AID: Element: 5 Work allocation and execution
Practice: 5.4 Equipment handover
Question: Is there a system in place to hand over equipment to the user; is a checklist in place to
ensure that all the needs of the user are satisfied after work completion? Who are the parties
involved in the official handover (maintenance disciplines and customers)?
Question Type R: Element: 5 Work allocation and execution
Question: A) How is the effectiveness of work allocation and execution measured?
B) Is historical data being kept of work execution measures?
·
C) How is this data being used to explain gaps between baseline planning of work and the
actual execution of the work?
Question Type AID: Element: 6 Work Completion and recording
Practice: 6.1 Work completion and history recording methodology
Question: What approach is followed in determining what data must be recorded and captured?
Measuring and Managing Maintenance
Page 80
Question Type AID: Element: Element: 6 Work Completion and recording
Practice: 6.2 Information recorded as history at closure
Question: Is data recorded at completion of work stored in an understandable manner for easy future
reference. Are deviations recorded to ensure effective benchmarking for the future?
Question Type 1: Element: 6 Work Completion and recording
Question: Is data recorded being used to improve work completion and how is this integrated with
planning and scheduling?
Question Type R: Element: 6 Work Completion and recording
Question: A) Is the quality of work completion data being verified?
B) Is this data being used to communicate the current state of effective work completion?
C) Is the data effectively interpreted in order to understand the gaps that exist?
Question Type AID: Element: 7 Shutdown management
Practice: 7.1 Shutdown formulation
Question: What method is being used in order to effectively collect information required for shutdown
planning?
Question Type AID: Element: 7 Shutdown management
Practice: 7.2 Shutdown planning
Question: What tools are being used in order to plan shutdowns (e.g. Bar charts, resource planning,
process pipeline planning)?
Question Type AID: Element: 7 Shutdown management
Practice: 7.3 Shutdown execution
Question: How is shutdown execution managed especially towards scope changes, what criteria is being
used to accept scope changes?
Question Type AID: Element: Element: 7 Shutdown management
Practice: 7.4 Start up and commissioning
Question: How is commissioning managed especially from the customer and safety point of view?
Measuring and Managing Maintenance
Page 81
Question Type AID: Element: 7 Shutdown management
Practice: 7.5 Post shutdown review
Question: Is post mortem meetings being held and are all deviations (from planed time and planed
scope) of the original plan recorded with reasons in order to eliminate future losses?
Question Type R: Element: 7 Shutdown management
Question: A) Is baseline planning of downtime and the scope of work available?
B) Is the progress of work measured against the baseline and communicated?
C) Is the data being used to understand the gaps that exist?
Question Type 1: Element: 7 Shutdown management
Question: Is previous historical data being used as inputs to planning with respect to improvement?
Question Type AID: Element: 8 Facilities, equipment and tools
Practice: 8.1 Tools
Question: What criteria are being used to determine the tools required for the work (e.g. safety)?
Question Type AID: Element: 8 Facilities, equipment and tools
Practice: 8.2 Facilities and equipment
Question: How are the facilities and equipment required, determined to ensure minimum losses (e.g.
workshop location etc.)?
Question Type AID: Element: 9 Determining root cause of losses
Practice: 9.1 Determining root cause of losses
Question: To what extent is an analytical and scientific approach followed to determine areas of
improvement for RCA?
Question Type R: Element: 9 Determining root cause of losses
Question: A) Is the actions implemented from RCA processes measured to determine the loss reduction
achieved?
B) Are the actions measured against the expected completion date?
C) Are implemented RCA actions reviewed for effectiveness after implementation?
Measuring and Managing Maintenance
Page 82
Question Type 1: Element: 9 Determining root cause of losses
Question: How regular is the RCA process reviewed in order to improve it?
Question Type AID: Element: 10 Achieving improvement in Capability assurance
Practice: 10.1 Routine improvement
Question: What approach is followed to improve the capability of equipment and to reduce losses, are
losses recorded in different categories and analysed to focus improvement initiatives?
Question Type AID: Element: 10 Achieving improvement in Capability assurance
Practice: 10.2 Focused improvement
Question: Are improvement initiatives aimed at improving specific losses identified?
Question TypeR: Element: 10 Achieving improvement in Capability assurance
Question: A) Are losses and the causes thereof determined?
B) Are losses displayed in revenue lost and well communicated?
C) Is the data being used to understand the nature and cause of the loss; are actions being
implemented in order to reduce 1 eliminate these losses?
Question Type R: Maintenance (capability assurance)
Question: What are the results achieved form overall equipment capability management?
Question Type 1: Maintenance (capability assurance)
Question: What initiatives are currently being implemented in order to improve the overall equipment
efficiency management?
Measuring and Managing Maintenance
Page 83
Results from Maintenance Performance
Appendix C-
Elements Evaluation
Maintenance (capability assurance) Measurement
Ref.
0.0
Maintenance (capability assurance)
ES*
NS*
R
3.0
2.5
3.0
I
3.7
2.5
3.5
0.0
1.0
1
Equipment maintenance plans
R
2.5
3.0
3.6
I
2.0
3.0
3.0
A
2.0
3.0
3.5
3.0
3.0
1.0
1.1
1.1
Equipment maintenance plans
1.1
1.2
1.2
Careful operation
1.2
1.3
3.0
2.0
3.2
3.0
2.1
4.0
4.5
D
3.0
3.5
4.0
A
1.5
2.0
4.0
D
1.2
2.0
3.5
R
0.6
3.5
3.0
Preventive maintenance triggers
I
2.0
3.5
3.0
2.1
Information required to originate
work
A
2.5
4.0
4.5
D
3.5
3.8
3.5
2.2
Work origination methodology
A
3.5
4.0
4.0
D
2.0
3.8
3.0
A
1.5
3.5
3.0
D
1.0
3.0
3.0
R
3.5
2.5
4.0
2.3
Review and feedback
,
3
Planning
3.0
3.1
3.1
Information required for planning
3.1
3.2
3.2
Planning methodology
3.2
3.3
3.3
Creating a standard job library
3.3
4.0
4
Scheduling
4.0
4.1
4.1
Scheduling (two weekly, monthly)
4.1
5.0
5
Work allocation and execution
5.1
5.1
Information for allocation and
execution
5.1
5.2
5.2
Methods of allocation and
execution
5.2
5.3
5.3
Measuring and Managing Maintenance
3.5
D
2.2
2.3
4.0
A
2.1
2.3
2.0
Predictive maintenance
2.0
2.2
3.0
2.0
1.4
Work origination
2.1
3.0
1.2
2.0
1.5
2
2.0
D
A
1.5
2.0
A
Equipment inspections
1.4
1.5
D
1.4
1.3
1.3
1.4
WA*
QT*
Communicating shift handover
I
1.5
2.2
3.0
A
3.6
3.0
2.0
D
2.5
2.8
2.0
A
4.0
3.5
4.0
D
3.0
2.8
3.0
A
2.0
2.0
4.0
D
1.6
2.5
3.6
R
4.0
3.0
4.0
I
2.5
2.5
3.8
A
3.5
3.0
3.5
D
3.0
1.5
2.5
R
2.5
3.0
3.0
A
2.5
3.5
3.0
D
1.5
3.0
2.5
A
3.6
3.5
4.0
D
3.1
2.0
3.0
A
0.0
3.5
4.5
Page 84
5.3
5.4
5.4
Equipment handover
5.4
6.0
6
Work Completion and recording
6.0
6.1
6.1
Work completion and history
recording methodology
6.1
6.2
6.2
Information recorded as history at
closure
6.2
7.0
7
Shutdown management
7.0
7.1
7.1
Shutdown formulation
7.1
7.2
7.2
Shutdown execution
7.2
7.3
7.3
Start up and commissioning
7.3
8.1
8
Facilities, equipment and
tools
9
3.0
1.0
2.0
2.5
3.0
I
1.5
2.6
2.5
A
3.0
2.8
4.0
D
2.0
2.0
3.0
A
2.5
3.0
4.0
D
2.0
2.0
3.0
R
1.5
2.5
4.0
I
2.0
3.0
4.0
A
2.5
3.0
4.0
D
2.0
2.6
4.0
A
2.5
3.5
4.5
D
2.0
3.0
4.0
A
2.0
3.0
4.0
D
1.0
2.5
3.5
4.0
D
2.0
4.0
3.0
Facilities and equipment
A
4.0
3.5
4.0
D
3.0
3.5
4.0
Determining root cause of losses
R
3.0
2.0
4.0
I
2.0
2.2
2.5
A
3.5
2.5
3.7
D
2.0
2.0
3.6
R
3.5
2.6
3.6
10.1
Routine improvement
A
3.5
3.0
3.0
D
2.0
2.0
2.5
10.2
Focused improvement
A
3.0
3.0
5.0
D
2.0
2.0
4.0
Achieving improvement in Capability assurance
10.1
10.2
1.3
R
8.2
9.1
10
D
4.0
Determining root cause of losses
10.1
4.5
2.0
9.1
10.0
4.5
3.5
A
9.0
9.1
3.0
Tools
8.2
9.0
0.0
3.0
8.1
8.1
8.2
D
A
10.2
QT = Question Type
ES = Engineering Services
NS = North and South Plants
WA =West and Advalloy Plants
Measuring and Managing Maintenance
Page 85
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Careful operation
Equipment inspections
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Preventive maintenance triggers
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Appendix D-
The ARDI Cycle for Improvement
AMC - Quality and Improvement
The ADRI cycle is similar to the Plan-Do-Act-Check model found in many quality systems. Both are designed to
prompt the user to ask simple questions that will assist in the implementation of improvement initiatives.
How to undertake a quality improvement project (using the ADRI cycle)
Quality improvement projects are best conducted as a team exercise. The people in your work-group are the best
people to understand quality issues affecting their everyday work life. Form a small team of interested people,
have a discussion on the variety of issues affecting your work and start swapping ideas on how to improve
things.
Before commencing a quality improvement project, staff members are encouraged to read through the ADRI
users guide below:-
Stage 1 - Approach
What the user should do and what questions to
ask
Useful information
1. What are the objectives of the organisation and how The AMC Strategic Plan contains the organisations'
will my quality improvement project assist with
mission, vision, goals, strategies and KPis. This will
achieving those objectives?
help you identify those projects which have the
greatest value to the organisation.
2. Are these objectives well established and accepted
by all stakeholders?
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The objectives in the AMC Corporate Plan should be
widely disseminated and reflected in other plans such
as Faculty Plans and polides in the Document Library.
This will help you assess the suitability of existing KPis
and whether new KPis are needed.
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3. Define the problem you are trying to resolve or the
process you are trying to improve. Is the resolution of
this problem in line with the organisations' objectives?
As above
4. Briefly define the current situation using readily
available data to establish a "base-line"
A quick review of existing KPI's will often assist you in
"setting the picture" so you can readily see
opportunities for improvement.
5. Sketch out a plan for your quality improvement
project and discuss it with others.
The Management & Projects Analyst can advise you on
planning your project and point you towards other
data sources or other people in the organisation with
similar interests. The Quality Enhancement Committee
(QEC) and its associated working parties may be able
to offer some valuable advice or support.
Stage 2 - Deployment
What the user should do and what questions to
ask
Useful information
1. How am I going to put my quality improvement
project into action?
The document AMC Principles and Approaches to
Quality & Improvement will give you some guidelines
on how to pia A a project. Likewise the Management &
Projects Analyst can also give you some advice.
2. Who will work on this project and are they suitably
trained? Do I need additional resources?
If you need assistance resourcing your project you can
approach your Program or Faculty Head and brief
them about the value of your idea. Alternatively the
QEC through the Management and Projects Analyst
can also give you some advice on suitable training
courses or resource availability.
3. What additional data will I need to measure the
success of my project?
Before deploying any plan it is wise to first think of
how you are going to measure the impact of your
initiative. You may be able to use existing KPI's or you
may need to develop entirely new measures. The
Management and Projects Analyst can give you some
direction on this topic.
4 . Analyse the data and identify some possible
solutions.
This part relies heavily on team-work. Use the
available data to brainstorm possible solutions in your
work-group. This may require gathering new data and
undertaking some root-cause analysis, or it may
involve some simple discussions. The greater the
number of ideas - the better. You may also choose to
get advise from someone outside your work-group - a
fresh set of eyes will often see different solutions.
5. Set a target and implement your quality
improvement plan.
Use the available data to set a challenging but realistic
target for your project. This may involve some
benchmarking to see how well we perform against
other like-organisations. Implement the plan.
Stage 3 - Results
What the user should do and what questions to
ask
Useful information
1. What are the results from implementing this plan?
Monitor the progress of your project by collecting data
(eg KPI's) that you had earlier decided would be a
suitable measure of success. Plot these data on a
time-series graph so you can see the improvement.
Benchmark the data against those of other
organisations.
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2. Do I understand how these results were achieved?
Are the targets achievable?
The graphing of a measurable improvement over time
is a good way to show that your project has worked.
In turn this shows that you have accurately
understood the problem, defined that the project is
relevant to the organisations' strategic objectives and
implemented an effective improvement strategy. If
you have been successful, then your improvement
initiative will be repeatable and you can modify your
project to attain a realistic target.
Stage 4- Improvement
What the user should do and what questions to
ask
Useful information
1. How can I review this improvement project? How
can the results be further improved?
Ongoing monitoring of the results of your project and
further discussion of the results amongst your workgroup may produce ideas as to how you can further
improve the process or outcomes. You may also
choose to look further afield for opinions or undertake
further benchmarking to see how other institutions
perform. When you have developed a new strategy to
improve the outcomes of your project, or decide to
undertake a new project, it is time to start the ADRI
cycle again.
2. How can the rest of the organisation learn from this
quality improvement project.
If you have successfully completed the ADRI cycle and
have achieved the desired improvement, share your
findings with other work groups in the organisation.
This may be through informal discussion and staff
meetings or a formal presentation or briefing paper.
Other work-groups will be interested to hear of your
work and they may be able to apply a similar plan to
improve their areas of responsibility. The QEC and the
Management & Projects Analyst will be keen to hear of
the progress and outcomes of your project.
Quality is often described as the degree to which a set of inherent characteristics fulfils requirements. Therefore
attaining quality is the first step in the cycle.
Continuous Improvement is described as recurring activity to increase the ability to fulfillment of
requirements. Consequently improvement is the second step in the cycle.
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