Continuous Process Improvement
Achieve Perfection
Work as Process to make it Effective, Efficient, and Adaptable
Changing Customer Needs
Control in process-Reduce Scrap, Time, Idle of Resources
Eliminate Non Conformance in All Phases
Bench Marking
Innovation
Statistical Tools, QFD,FMEA. Taguchi Loss Function
1
Types of Problems
•
•
•
•
•
Compliance
Unstructured
Efficiency
Process Design
Product Design
2
Shewhart’s PDSA CYCLE
in 1930
•
•
•
•
PLAN
DO
STUDY
ACT
ACT
STUDY
PLAN
DO
3
Continuous Process Improvement
Cycle
Phase 1 Identify the
opportunity
Phase 7Plan for the
Future
Phase 6 Standardize
the Solution
Phase 5 Study the
Results
Phase 2 Analyze the
Process
ACT
STUDY
PLAN
Phase 3 Develop the
Optimal Solution
DO
Phase 4
Implementation
4
5
The Deming Cycle or PDCA Cycle
PLAN
ACT
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.
DO
Implement the change on
a small scale and measure
the effects
CHECK
Study the results to
learn what effect the
change had, if any.
6
Kaoru Ishikawa has expanded Deming's
four steps into six:
Determine goals and targets.
Determine methods of reaching goals.
Engage in education and training.
Implement work.
Check the effects of implementation.
Take appropriate action.
7
Juran's Trilogy
Juran's Trilogy is
possibly the most simple,
complete, and pure
representation of
managing for Quality
ever devised. The trilogy
exemplifies the essence of
Quality. It completely
meets its objective in the
most efficient and
effective manner possible
8
Juran's Trilogy
Quality Planning
Identify the Customers
Determine the customer’ needs
Develop a process
Prove process capability
9
Juran's Trilogy
Quality Control
Choose control Subjects (What to Control)
Choose Units of measurements
Establish Measurement
Establish Standards of performance
Measure actual performance
Interpret the difference
Take action on the difference
10
Juran's Trilogy
Quality Improvement
Prove need for improvement
 Identify specific projects for Improvements
 Organize to guide & Diagnosis
 To find causes
 Provide Remedies
 Prove remedies for effective in operating conditions
 Control the gains
11
JURAN’S QUALITY
TRIOLOGY
Cost
of
Quality
Quality
Planning
Threshold
Of Plan
Quality
Improvement
Initial Quality
Zone
Chronic Waste
(An opportunity
For Improvement)
Quality
Control
Breakthrough
Quality
Zone
Time
12
Juran’s Spiral of Progress in
Quality
Marketing
Operation
Customers
Further Product
Development
Customers
Product
Development
13
Quality Improvement Strategies
•
•
•
•
Repair
Refinement
Renovation
Reinvention
14
KAI
Change
ZEN
Good
(for the better)
15
KAIZEN = Continual Improvement
KAIZEN Umbrella-Continuous
Improvement
•
•
•
•
•
•
•
•
Customer Orientation
5S
TQC
Zero Defect
TPM
QC’s
JIT
Quality Improvements
16
Japanese Mgt Functions and
Kaizen
TOP Mgt
Innovation
Middle Mgt
Supervisors
Maintenance
Workers
17
Japanese Vs Western Approach
KAIZEN
INNOVATION
JAPAN
Strong
Weak
WEST
Weak
Strong
18
Kaizen Implementation
• Discard Conventional ideas
• Think in Positive Manner
• Do not make excuses but question Current
Practice
• Correct Mistakes at once
• Problem Solving & Find Root Causes
• Team Work To achieve MAXIMUM
• Meeting of Kaizen group once in Month
19
TOTAL MANUFACTURING CHAIN
SCIENCE
TECHNOLOGY
INNOVATION
DESIGN
PRODUCTION
MARKET
KAIZEN
20
Comparison of INNOVATION &
KAIZEN
INNOVATION
KAIZEN
Creavitivity
Adaptability
Individualism
Team Work
Technology
Information- Closed
Seeks New Technology
People- oriented
Information-Open
Builds on Existing
Technology
Comprehensive
Feedback
Limited Feedback
21
3-MU’s Checklist of Kaizen
Activities
Muda (Waste)
Muri (Strain)
Mura (Discrepancy)
Man Power
Man Power
Man Power
Technique
Technique
Technique
Method
Method
Method
Time
Time
Time
Materials
Materials
Materials
Inventory
Inventory
Inventory
Way of
Thinking
Way of
Thinking
Way of Thinking
22
• In an Organization, Kaizen activities will be
carried out by asking the Questions-Who,
Where, When, Why, and How
• Eg-Who does it?
What to do?
Where to do it?
When to do it?
Why to do it?
How to do it?
23
5S
24
Throw
Every Where
Never
Throw
?
Never
Clean
Always
Clean
1st Class Work Place
3 rd Class Work Place
HOUSE KEEPING_5-S MODEL
25
Better Tomorrow for Everyone
Ultimate Goal
Effective Use Resources
Efficiency Improvement
Economic Operation
Intermediate
Goal
Approach
& Method
Foundation
J
I
T
T
Q
C
T
P
M
T
Q
M
5S
5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT
26
27
SEI-RI-Clearing Up
• Identification of materials, equipment
and tools data which are necessary or
not necessary, discarding and make
space for the required one’s.
28
29
SEI-TON = ORGANIZING
• Once Cleaned and then arrange them in orderly
manner.
• People should cultivate the habit of return the
tools to the place from where it was taken.
• Easily accessible
• Reduces time and confusions
• Improves Efficiency
30
31
SEI-SO= CLEANING
• After Clearing & Arranging .
• Organization should Identify and
Eliminate source of Dirt, Dust, (or) Trash
• Update Constantly
32
33
SEI-KE-TSU=Personal Cleanliness
• Good Working Condition and Personal
Hygiene
• Clean Person is conscious of his Work Place
• Good Sanitary Condition
34
SHI-TSU-KE =Self Discipline
• Not only Job Related but also Personally it is
important.
• Job Discipline is the habit of Skill Development
to do work as per Standards.
• Observe Rules & Policies of the Company
35
36
37