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Kaizen COLOR

Kaizen COLOR

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Published by Auyshee Mittal

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Published by: Auyshee Mittal on Jul 02, 2012
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07/02/2012

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CONTINUOUSIMPROVEMENT(KAIZEN)
Dr. Ömer Ya
ğ
ı
zDepartment of Business AdministrationEastern Mediterranean University
A never-ending journey”
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UNLESS YOU CHANGE THE PROCESS,WHY WOULD YOU EXPECT THERESULTS TO CHANGE?
The President of TexasInstrumentsDefense Systems and Electronic Group
3
IMPROVE CONSTANTLY ANDFOREVER THE SYSTEM OFPRODUCTION AND SERVICE.IMPROVEMENT IS NOT A ONE-TIMEEFFORT. MANAGEMENT ISOBLIGATED TO CONTINUALLY LOOK FOR WAYS TO REDUCE WASTE ANDIMPROVE QUALITY.
W. Edwards Deming4
KAIZEN STRATEGY IS THE SINGLEMOST IMPORTANT CONCEPT INJAPANESE MANAGEMENT--THE KEYTO JAPANESE COMPETITIVESUCCESS. KAIZEN MEANS ‘ON-GOING’IMPROVEMENT INVOLVINGEVERYONE--TOP MANAGEMENT,MANAGERS, AND WORKERS.
Masaaki Imai
 
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THE STARTING POINT FOR IMPROVEMENT IS TO RECOGNIZETHE NEED. THIS COMES FROMRECOGNITION OF A PROBLEM. IF NOPROBLEM IS RECOGNIZED, THERE IS NO RECOGNITION OF THE NEED FOR IMPROVEMENT. COMPLACENCY ISTHE ARCH-ENEMY OF KAIZEN.THEREFORE, KAIZEN EMPHASIZESPROBLEM-AWARENESS ANDPROVIDES CLUES FOR IDENTIFYINGPROBLEMS.
Masaaki Imai6
Lecture Plan
First, we will discuss the subject of ProcessManagement which is an integral part of theTQM system. It is also a major criterion for the EFQM and Baldrige Awards.Next, we will take up “Kaizenor “Continuous Improvement”.
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EFQM QUALITY MODEL
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PROCESS MANAGEMENT
What is a process ?A sequence of activities that is intended toachieve some result, typically to createadded value for a customer.Two types of processes:
core processes (those that drive the creation of goods and services)support processes (those that are critical to production and delivery)
 
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Process Management contd...
To apply process management techniques, processes must be1. repeatable -process must recur over time2. measurable -information can beobtained by measurement
10
Characteristics of companies thatsuccessfully manage their processes
They control the quality and operational performance of key processes used to produce and deliver products and services.They identify significant variations in processes and outputs, determine rootcauses, make corrections, and verify results.They continually improve processes toachieve better quality, cycle time, andoverall operational performance.
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Characteristics of companies thatsuccessfully manage their  processes contd...
They set “stretch goals”and make extensiveuse of benchmarking and reengineering toachieve breakthrough performance.
Stretch goals push an organization to think differently. Such radical thinking results in dramaticinnovation and significant leaps in performance.Benchmarking and reengineering supportinnovation.Benchmarkingis the search for best practices, in anycompany, in any industry, any where in the world.12
Characteristics of companies thatsuccessfully manage their  processes contd...
Reengineeringis the radical redesign of business processes to achieve unprecedented improvement in performance (Intel Example --91 step procedure -->8 steps)

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