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

Types of Problems
Compliance Unstructured Efficiency Process Design Product Design

Shewharts PDSA CYCLE in 1930

PLAN DO STUDY ACT

ACT

PLAN

STUDY

DO

Continuous Process Improvement Cycle

Phase 1 Identify the opportunity Phase 2 Analyze the Process ACT PLAN Phase 3 Develop the Optimal Solution DO

Phase 7Plan for the Future

Phase 6 Standardize the Solution

STUDY

Phase 5 Study the Results

Phase 4 Implementation

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

DO

Adopt the change as a permanent modification to the process, or abandon it.

Implement the change on a small scale and measure the effects

CHECK
Study the results to learn what effect the change had, if any.
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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.

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

Juran's Trilogy
Quality Planning Identify the Customers Determine the customer needs Develop a process Prove process capability

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
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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
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JURANS 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

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Jurans Spiral of Progress in Quality

Customers Further Product Development Customers Product Development

Marketing Operation

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Quality Improvement Strategies

Repair Refinement Renovation Reinvention

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KAI

Change

ZEN

Good
(for the better)

15 KAIZEN = Continual Improvement

KAIZEN Umbrella-Continuous Improvement

Customer Orientation 5S TQC Zero Defect TPM QCs JIT Quality Improvements
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Japanese Mgt Functions and Kaizen

TOP Mgt
Middle Mgt

Innovation

Supervisors

Maintenance

Workers

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Japanese Vs Western Approach

KAIZEN JAPAN WEST Strong Weak

INNOVATION Weak Strong

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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
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TOTAL MANUFACTURING CHAIN

SCIENCE

TECHNOLOGY

DESIGN

PRODUCTION

MARKET

INNOVATION

KAIZEN

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Comparison of INNOVATION & KAIZEN

INNOVATION
Creavitivity Individualism Technology Information- Closed Seeks New Technology Limited Feedback

KAIZEN
Adaptability Team Work People- oriented Information-Open Builds on Existing Technology Comprehensive Feedback

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3-MUs Checklist of Kaizen Activities

Muda (Waste) Muri (Strain) Mura (Discrepancy)

Man Power Technique

Man Power Technique

Man Power Technique

Method
Time Materials

Method
Time Materials

Method
Time Materials

Inventory
Way of Thinking

Inventory
Way of Thinking

Inventory
Way of Thinking
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 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?
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5S
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HOUSE KEEPING_5-S MODEL

3 rd Class Work Place

Throw Every Where

Never Throw

?
Never Clean Always Clean

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1st Class Work Place

Ultimate Goal

Better Tomorrow for Everyone

Intermediate Goal
J I T

Effective Use Resources Efficiency Improvement Economic Operation

T P M T Q C T Q M

Approach & Method

Foundation

5S

5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT 26

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SEI-RI-Clearing Up
Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required ones.

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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

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SEI-SO= CLEANING
After Clearing & Arranging . Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash Update Constantly

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SEI-KE-TSU=Personal Cleanliness
Good Working Condition and Personal Hygiene Clean Person is conscious of his Work Place Good Sanitary Condition

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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

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