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Gerisval Alves Pessoa December 2008 Review © 2002 Gerisval Person 1 78 Important Notices Devote this time exclusively to learning Turn off the phone or put on vibrat e or silent Off MP3 (4, ..., 10) - Earphone Make connections in the interval s Meet the facilities of local Know the procedures Site security Keep cl osed notebooks meet the schedules Respect the work of others Focus 110% on l earning Use and intervals: seek to meet more people, etc..) Connect every de tail of the discipline with its work / life day-to-day "Reset" anxiety about t he times Review © 2002 Gerisval Person 2 of 78 About the Facilitator Master in Business Administration (FGV) Expert in Quality Engineering (WAEMU ) Chemical Industrial (College) Specialist TQC (Total Quality Control - Japa n) Professor of Graduate and Postgraduate Course Coordinator Graduate (FAMA) Strategic Management Quality People Strategic Management Strategic Manageme nt Services Corporate Environmental Management Lead Auditor ISO 9001 and 1 4001 and OHSAS 18001 Auditor Trainer International TPM (Total Productivity Mai ntenance) National Quality Award Examiner: cycles 2000, 2001 and 2002 Qualit y Analyst Master (Valley) 23 years of professional experience Review © 2002 Gerisval Person 3 of 78 Presentation of Participants Participants Interview in doubles (10 min) Name: Company: Training: Knowledge / Exp erience in Routine Management Expectations about the course Trivia Revision 02 © Gerisval Person 4 of 78 Objectives: Skills and Competencies Enable participants to obtain significant results in their area of responsibil ity. Enable participants to perform their role in the practice of managing the daily routine. Enable participants to start improving the management of their processes, achieving gains relating to Quality, Productivity, Cost and Delivery , Safety and Environment. Presentation of the methodology of the routine manag ement of day-to-day. Review © 2002 Gerisval Person May 78 Syllabus 1. Management System 2. General Concepts of Quality Management 3. Responsibility and Authority 4. Managing to Maintain and Improve 5. Managing the Daily Routine 6. Business Description 7. Process Flowchart 8. Defining and Standardizing the Critical Task 9. Monitoring Results 10. Managing Unit 11. Improving Results Review © 2002 Gerisval Person 6 of 78 Teaching Strategy
lecture-Dialog; Team Exercises (Practical activities); 25% 75% Theory and Practice; Presentation of activities; Discussion; Movies. Revision 02 © Gerisval Person July 78 Learning Evaluation Punctuality and Attendance .................................... 10% Particip ation and Integration ........................................ 10% Presentatio ns and quality interventions ....... 10% Group activities .................... ......................... ....... 70% Revision 02 © Gerisval Person 8 of 78 References CAMPOS, V. Falconi. Routine management of the work day-to-day. 8. ed. Belo Horiz onte: INDG Technology & Services Ltd., 2004. ___. TQC: Total Quality Control (Ja panese style). 8. ed. Belo Horizonte: INDG Technology & Services Ltd., 2004. CAR VALHO, Marly M. and PALADINI, Edson P. (Coord.) Quality management: theory and c ases. New York: Elsevier, 2005. Revision 02 © Gerisval Person 9 of 78 1. Management System STRENGTH Revision 02 © Gerisval Person 10 of 78 Management System - Concept Set of interrelated or interacting elements to establish policy and objectives a nd to achieve those goals. Revision 02 © Gerisval Person 11 78 5 years STRATEGY FORMULATION
Management System Policy Deployment Project Management 1 years Annual goals Management Improvement of Management of Innovation SIX SIGMA Routine Management of Budget Day by Day RESULTS Revision 02 © Gerisval Person Operation 12 of 78 System Standardization 1 days Improvement of Operation Policy Objectives Actions 2. General Concepts of Quality Management STRENGTH Revision 02 © Gerisval Person 13 78 Foundations of Excellence ® 1. Systems thinking 2. Organizational learning 3. Culture of Innovation 4. Leade rship and constancy of purpose 5. Vision of the future 6. Guidance on processes and information 7. Value Generation 8. Valuing People 9. Knowledge about the cus tomer and the market 10.Development of partnerships 11. Social responsibility Review © 2002 Gerisval Person 14 78 Process - Definition It is a sequence of actions (activities, functions or tasks) aimed at achieving a work that adds value to a product or service Revision 02 © Gerisval Person 15 78 Process - Definition
INPUT RESOURCE MANAGEMENT ACTIVITIES = CUSTOMER SATISFACTION OUTPUT Revision 02 © Gerisval Person 16 78 Movie 1 - There is always a client to his side 1. 2. 3. 4. Time = 22 minutes Focus: Management Process Watch the video recordin g the main issues addressed Debate Revision 02 © Gerisval Person 17 78 Goal Setting It is a goal to be achieved. Determinandose a value and a deadline for reaching that goal a goal components: • Objective • Deadline management • Value • Example : Reduce the rate of incidents in railway railroad Horizonte 30% until December 20 09. Review © 2002 Gerisval Person 18 78 Setting Method Method: word of Greek origin Method = Meta + Hodos (Path) Goal BETTER Method It is the path to a goal Current Situation Revision 02 © Gerisval Person 19 78 The PDCA PDCA method is a method of management The C P D Goal Current Situation Revision 02
THE METO © Gerisval Person 20 78 X Effective Management Styles IMPROVED MANAGEMENT STYLE "A" P D C The BETTER STYLE "B" Δt © Gerisval Person TIME EMPLOYEE OF A JOB Revision 02 21 78 Shares of Quality Control Management Plan Plan AP CD AP CD EXISTING PROCEDURE Changing patterns to achieve new goals NEW PROCEDURE Setting a new standard (new product) to achieve goals QCEMS EXISTING PROCEDURE Standard CD AP Comply with standards established by checking the results by correcting the deficiencies © Gerisval Person and 22 78 Revision 02 3. Responsibility and Authority STRENGTH Revision 02 © Gerisval Person
23 78 Duties of the People in Business • People who work in a company performing functions within a hierarchical struct ure. • These functions are divided into two groups: operational and managerial. Managers Managerial Oversight Functions Operational Management Operations Revision 02 © Gerisval Person 24 78 Responsibility of Each Function Revision 02 © Gerisval Person 25 78 Definition of Authority and Responsibility AUTHORITY RESPONSIBILITY TARGETS Suppliers RAW MATERIALS MACHINES MEASURES RESULTS ENVIRONMENT WORKFORCE METHOD (FINS) TOTAL QUALITY CUSTOMER SATISFACTION OF PERSONS EMPLOYED SHAREHOLDERS COMMUNITY YOUR AREA MANAGEMENT (MEANS) CONTROL OF ITEMS OBJECTIVE Checklist Revision 02 © Gerisval Person 26 78 Definition of Authority and Responsibility Results (end) (means)
• The authority is exercised over the process, ie on the means put on your orien tation, so that the results are produced. • The whole process is set to get a re sult. • The responsibility is tied to the outcome. • You can only take responsib ility for the results when there is authority over the means to achieve them. • There is no responsibility without authority. Review © 2002 Gerisval Person 27 78 Dimensions of Total Quality Satisfying the Need of People Quality Dimensions Product Service Cost Customer Community Customer Community Customer Employee Sha reholder Employee Employee Customer Community 28 78 Cost Right Place Right Price Term Employees Employee Number One Moral delivery Security User Review © 2002 Gerisval Person 4. Managing to maintain and to improve STRENGTH Revision 02 © Gerisval Person 29 78 Managing to Keep - Meta Standard S D February 1 March 4 GOAL STANDARD: Quality Standard, Standard Cost, etc.. STANDARD: Established to achieve the goals standard IMPLEMENTATION: Meet STANDARD • Training OJT • Supervisors • Diagnosis CHECK: Confirmation of the effectiveness of the PATTERN C EFFECTIVE SIM? NO
REPORT (Verbal or Written) The Revision 02 5 Symptom Removal Action in question (ANALYSIS) © Gerisval Person 30 78 CORRECTIVE ACTION: Managing for Improvement - Goal Improvement February 1 P D C A Revision 02 NO YES April 3 PROBLEM: Problem Identification NOTE: Recognition of the characteristics of the problem ANALYSIS: Discovery of the main causes PLAN OF ACTION: Countermeasures t o the causes leading IMPLEMENTATION: Acting in accordance with the Plan of Actio n "VERIFICATION: Confirmation of the effectiveness of action NUMBER OF COMPLAINTS BEST May 6 EFFECTIVE? META 7 8 STANDARDIZATION: 00 01 J 2002 D Final elimination of the causes CONCLUSION: Review of activities and planning fo r future work © Gerisval Person 31 78 PDCA applied at the Millennium Maintain and Improve GUIDELINES ANNUAL ADMINISTRATION PROBLEMS OF HIGH PRIORITY PERIODIC REVIEW OF CH RONIC PROBLEMS CHRONIC ANNUAL IMPROVEMENT GOALS A C C A S D P D CORRECTIVE ACTION
STANDARDIZATION KEEPING PRODUCTS Revision 02 © Gerisval Person 32 of 78 5. Daily Routine Management (GRD) STRENGTH Revision 02 © Gerisval Person 33 of 78 Definition of Routine Management It is a methodology used to define, analyze, maintain and continually improve th e results, aiming to meet the needs and customer expectations in terms of excell ence. It can also be defined as actions and daily checks carried out for each pe rson to take responsibility in fulfilling obligations assigned to every individu al and every case. Revision 02 © Gerisval Person 34 of 78 What consists of the Routine Management • In the perfect definition of authority and responsibility of every person; • I n the standardization of processes • In monitoring the outcomes of these process es and its comparison with the goals, • The corrective action process as deviati ons found in the results when compared with the goals; • In the quest for contin uous improvement. Revision 02 © Gerisval Person 35 of 78 Sequence for the Improvement of the DRG Make a Description of Your Business 2 Define Product or Critical Priority 3 Make the flowchart of the process, starting from the product or critical priority 4 Standardize critical tasks 5 Set 6 Items Control Set Goals for each control it em by referring customers of each product and the needs of the unit. 7 Establish values Benchmark 8 Do the graphics standard for the control items Se ptember 10 Manage Standardize each process. Hit the targets. Meta default - turn the SDCA; Meta improvement - turn the PDCA © Gerisval Person 36 78 Revision 02
6. Business Description STRENGTH Revision 02 © Gerisval Person 37 of 78 How to Make the Business Description 1 Hold a meeting with his immediate collaborators. Provide paper flip chart "and brushes atomic. In the second paper 'flip chart draw a square in the center and there, describing the name of your drive (eg.: Financial, shipping, etc.). 3 Wr ite the business (main benefit expected by their customers) and mission (reason of existence of your unit in your business) from its Unit 4 Write the Vision of the Post Company in May at the bottom how many people work in your unit (List on ly those that are under his authority) 6 In the right area of the square open an initial tree diagram and start listing your products of Unit 7 for each product, list the clients. 8 Now the left side of the starting square, open another tree diagram and list the products (inputs ) you receive from your suppliers 9 Set the suppliers of each product. 10 Ready you have completed the description of your Business Unit Review © 2002 Gerisval Person 38 78 Business Description - functional chart Guidelines, Policy, Vision Business Description SUPPLIER SUPPLIES BUSINESS PRODUCT PRODUCT CRITICAL USER Mission Regulatory requirements (ISO) CRITICAL TASK HOME STANDARDIZE: PGS, PRO, PTP'S, RG END Revision 02 © Gerisval Person 39 of 78 Business Description - Definitions Business: is the set of processes to produce particular purpose, products or ser vices; Media: resources are used to perform the business (people, equipment, sof tware, for example) Suppliers: those that supply, provide the necessary inputs, can be internal and / or external. Inputs: are elements that are processed, modi fied or treated in the execution of a process. © Gerisval Person Revision 02 40 of 78
Business Description Products: are goods or services with certain characteristics (quality, cost, del ivery, safety and morals) that meet the needs and wishes. The products must be t he fruit of consensus with their users as well as their specifications and how t o measure their quality in order to meet your expectations. Users: are all those who receive a product (result of a process) and are affected, directly or indir ectly, by its quality. They can be internal and / or external. Mission: is the c ommitment and duty to drive with their customers, is the very reason for existen ce of the unit. Review © 2002 Gerisval Person 41 78 Building a Business Description Revision 02 © Gerisval Person 42 of 78 Building a Business Description Products are the most critical impact on the outcome of business, or are those w hose control items presented in the historical poor performance. Revision 02 © Gerisval Person 43 of 78 Exercise 1 - Business Description How to Develop the Business Description and Raising the Customer Needs Objective: 1 - Understand how to structure the Routine Management 2 - Identify t he product / service priority, their vital customer and raise their needs in the dimensions of Total Quality (q, C, E) Method: 1 - Based on the knowledge of the team , choose one of the areas and prepare the Business Description. 2 - List t he resources involved in making the business 3 - Identify the inputs and their s uppliers 4 - Identify the product, highlighting the critical 5 - Identify the cu stomers of each product 6 - Define the mission area. 7 - Identify the needs of c ustomers of each product in August - Define control item for each need. Material s and Resources: 1 - Forms of Business Description and survey of customer needs 2 - 3 atomic Brush - flip chart paper 4 - Masking tape Review © 2002 Gerisval Person 44 78 Exercise 1 - Business Description Revision 02 © Gerisval Person 45 of 78 Exercise 1 - Business Description Revision 02 © Gerisval Person 46 of 78
Sample Survey of Needs Revision 02 © Gerisval Person 47 of 78 7. Process Flowchart STRENGTH Revision 02 © Gerisval Person 48 of 78 Building the Flowchart • The flowchart is the beginning of standardization. • There must be a flow char t for each product, explaining the processes. • You must start with the priority products. • The flow chart should reflect the real situation and not one that t he manager thinks or believes to be ideal. One should go to local real talk to p eople and see the real situation. • When the workflow is ready to be criticized regarding: the process is necessary? each process step is needed? be simplified? You can adopt new technologies in whole or in part? what is possible to central ize or decentralize? Revision 02 © Gerisval Person 49 of 78 Movie 2 - Flowchart • • • • Time = 12 minutes Focus: Process Mapping Watch the video, recording the key steps to prepare a flow chart and the pitfalls to be avoided Debate Revision 02 © Gerisval Person 50 of 78 8. Defining and Standardizing the Critical Task STRENGTH Revision 02 © Gerisval Person 51 of 78 Defining Critical Tasks • Once the flowchart, the next step is to determine the priority tasks. • Task p riority are those that: if a small error strongly affect the quality of the prod uct, accidents have occurred in the past, problems occur in view of the manager, supervisors and operators. • The next step is to standardize the priority tasks
. Revision 02 © Gerisval Person 52 of 78 Example of Macro flowchart Critical tasks are those that: Can strongly affect the quality of the product or service, accidents occurred in the past or can generate accidents occurred "problems" between functions in vis ion, occurred customer complaints, high dispersion occurred (process evaluation) . Revision 02 © Gerisval Person 53 of 78 Exercise two - Macro Flow and Flow Chart How to Develop Macro-Flow, Flowchart Define and Critical Tasks • Goal: 1 - From the choice of a product description of the business developed in the pr evious exercise, construct the macro-flow chart and flow chart of one of the cri tical products. Method: 1 - Based on the description of business, choose a produ ct critical 2 - Describe the macro-processes required to implement this critical product 3 - Describe the activities required to implement each of the processes described 4 - Identify the critical activities 5 - Repeat the two previous acti vities for all processes. Materials and Resources: 1 - Form of macro-flow 2 - 3 atomic Brush - flip chart paper 4 - Masking tape Revision 02 © Gerisval Person 54 of 78 Exercise 2 - Macro Flow and Flow Chart Revision 02 © Gerisval Person 55 of 78 Designing Standards for Critical Tasks • To standardize the priority tasks you need to assess how work is conducted by operators, checking all the sites and groups where the task is performed. • The next step is to define the team along with the correct sequence to work. • This sequence must then be placed in default with other necessary information. • Once the standard task, you must ensure that all operators in all locations and clas ses will lead the work in the same way. Revision 02 © Gerisval Person
56 of 78 Types of Documents Revision 02 © Gerisval Person 57 of 78 Exercise 3 - Developing a PRO How to Develop an Operational Procedure (PRO) • Goal 1 - To demonstrate the simplicity,ease of preparation and the importance of operational procedure for improving the results of the process (critical tas k). Method: Each group, based in exercise 2, you should choose a critical task a nd develop an Operational Procedure (PRO), which contains the minimum elements. Remember that what matters is not the form but the content. In preparing P.R.O. consider some topics such as: - name of the task - goal or expected outcome - ma terials needed to perform the task - critical activities - special care - action in case of deviations Materials and Resources: 1 - Form 2 PRO - Brush atomic Review © 2002 Gerisval Person 58 78 9. Monitoring Results STRENGTH Revision 02 © Gerisval Person 59 of 78 Monitoring Results • For each product must be identified to measure its intrinsic quality, its cost , its conditions of delivery and safety of the user of this product. • You must assess the need of customers for the product definition for the control items. • Items of quality control assess the care needs of clients regarding the intrins ic quality of the product. Examples: defect rate, number of customer complaints, rate of spread of results, physical and chemical properties of the product. • I tems of cost control assess the aggregate cost in each area and each product. Ex amples: specific energy consumption, man-hours per unit of output, unit cost of the product. Revision 02 © Gerisval Person 60 of 78 Monitoring Results • Items to control delivery rate the customer service in terms of product delive ry on time, in the right place and right amount. Examples: index of performance of programming, content deliveries out of time, content delivery with wrong amou nt. • Items relating to control the safety of customers use the products to asse ss the care requirements of product liability and should anticipate the occurren ce of accidents. • Regarding the team should be established safety items and mor als. Examples: safety - accidents, accident rate, severity rate, moral - Index o f turnover, absenteeism rate, index of labor actions (defensive items), number o f suggestions, percentage of the workforce participating groups CCQ (items proac
tive). © Gerisval Person Revision 02 61 of 78 Monitoring Results • Set the control items, one must make an assessment for understanding the curre nt situation of each one and setting the goals that must be met to keep the resu lt of the business • They must also be defined to control priority items. • The goals of management received by the guidelines generate control items priority. • Items from the control of the routine management and the management guidelines should be arranged in a table for periodic monitoring and evaluation. Revision 02 © Gerisval Person 62 of 78 Monitoring Results • Items of control are very important because they are established on the result s, ie on the responsibilities. • It is also important to know the outcome of the case where the authority lies. This is done with the definition of check items, which measure the performance of the components of the process. • Items of veri fication must represent the key factors that affect the items of priority contro l. • The items represent the manager's check, usually items of verification from supervisors or subordinates. • Items of verification should be monitored in the same form of control items. Revision 02 © Gerisval Person 63 of 78 Monitoring Results DETERMINATION OF ITEMS OF CONTROL AND VERIFICATION CHECK ITEM ITEM ITEM CHECK VERIFICATION ITEM CONTROL CHECK ITEM CHECK ITEM CHECK ITEM Revision 02 © Gerisval Person 64 of 78 Monitoring Results Control Items: These are characteristics / indicators that need to be monitored to ensure their satisfaction regarding the quality of the product or service.
Lighthouse for monitoring of control items: Product Item Control Unit formula for calculating the IC measure Owner 200X 200X 200X Meta Meta and Real to Real Plan to date Plan Real Plan Real Plan Real Plan Real Jan Feb 0 IC critical! Critical product! Review © 2002 Gerisval Person 65 78 Monitoring Results Control items: These are characteristics / indicators that need to be monitored to ensure their satisfaction regarding the quality of the product or service. The critical control items should be identified. Each item of control and verification must be defined goal. Treatment for the co ntrol items that did not attain the goal must follow a systematic set in managem ent Should be made follow-up of control items through the Lighthouse. Revision 02 © Gerisval Person 66 of 78 Exercise 4 - Item Control How to Set Control Item • Goal: 1 - From the choice of a product description of business drawn up in Exe rcise 1, define the control items of the critical products. Method: Based on the description of the business, an exercise, pick a product and critical: 1 - Cond uct a brainstorming session to identify indicators that will be used as a contro l item for each customer needs. 2 - Select the indicators that best represent th e result / critical need for the product chosen, setting the control items. 3 Detailing the control items describing formula, unit responsible for investigati ng and (owner) 4 - Identify the critical control items Materials and Resources: 1 - Form of Control Item 2 - Brush atomic Revision 02 © Gerisval Person 67 of 78 Exercise 4 - Lighthouse of Control Items Revision 02 © Gerisval Person 68 of 78 10. Managing Unit
STRENGTH Revision 02 © Gerisval Person 69 of 78 Meeting of Operating Performance • For monitoring, should be performed monthly meeting which will be presented th e Lighthouse and the treatment / plan of action items that must be monitored. • At the beginning of each monthly meeting should be verified pending the previo us month's meeting, confronting the actions contemplated in the meeting versus t he actions taken. • Meeting minutes should be recorded in standard Revision 02 © Gerisval Person 70 of 78 Treating Deviations Failures, anomalies, Nonconformities, Defects, breaks or problems do not add val ue to the business, so they must be eliminated! Revision 02 © Gerisval Person 71 of 78 Concept of abnormality Anomaly is the non-fulfillment of a requirement specified in a requirement of in tended use or a reasonable expectation. • Anomaly every event is different from usual. It may be a defect in a product, a strange noise in the machine, a failur e in equipment, an error in a report, a problem with a supplier, a customer comp laint, among others, including a better result than expected. • Anomaly is any u nexpected occurrence, consisting in a deviation from normal operating conditions . Review © 2002 Gerisval Person 72 78 Definition of Failure "Failure is the termination of the ability of an item the function required (NBR 5462-1994) • It is the total or partial reduction of the capacity of a part, component or m achine to perform its function during a period of time when the item should be r epaired or replaced. • It is the interruption of the operation from the function of equipment or components, loss of function of the equipment (TPM). Review © 2002 Gerisval Person 73 78 Concept of Non Compliance
"I do not care for a requirement (ISO 9000-2005)" Revision 02 © Gerisval Person 74 of 78 Overview of Treatment of an Anomaly Remove the occurrence of malfunction symptom Investigate the cause standard proc edure exists? Yes The standard procedure is appropriate? Yes No Prepare a standa rd operating procedure and ensure that all operators are trained Not 2 1 Revision 02 © Gerisval Person 75 of 78 Overview of Treatment of an Anomaly The two operators have difficulty in understanding is not practical or not drive good results Is not in a usable form an Not Standard was being met? Rewrite the standard rewrite the standard Review the default accordingly using d iagrams from the point of with the current method and figures for easy technical ly working understanding of the Procedure Yes The operators do not understand the pattern Train operators in accordance with t he standards The operators have no ability p / meet the standard Traders feel no need to meet the standard Instruct and guide the operators to me et the standards The working conditions are inadequate Proced. easy to get wrong or complicated equipment Give technical training to operators or Relocate for different jobs Improve methods Improve condi-work, introducing proof mechanism as in work error . Revision 02 © Gerisval Person
76 of 78 Treating a Nonconformity Occurrence of NC NC Determining Critical Analysis of the Causes Assessing the ne ed for action to ensure no recurrence of NC need to stock? Yes Determination and implementation of the actions registry of the results of actions performed crit ical analysis of corrective action taken, okay? Yes Closes NC Review © 2002 Gerisval Person 77, 78 Not Not Example of a Failed Treatment Mixer Body Analysis of ("Principle ts internal e the water Fundamental Failure Symptom of Failure = Burning of Electric Motor Electric Motor Drive Contaminatio n of the electric motor with water from washing the blender IMPROVEMENT Modify engine installation to remove him from the mixer. The analysi s of the cost of modification to the cost of failure is favorable. RESULTS The frequency of this mode of failure was reduced to zero Before Revision 02 KAIZEN © Gerisval Person After 78 of 78 11. Improving Your Results STRENGTH Revision 02 © Gerisval Person 79 of 78 Improving Your Results Where are the goals? • The goals come from, ultimately, the market • The market wants, above all, a consistent product; • On the other hand, the market wants a product better, at a cost lower and lower, with a delivers more accurate; • This gives rise to two types of goals: • Goals - standard targets that must be kept slightly varying around its value, • improvement targets - targets that must be met to ensure progress in the outcome of company. • The achievement of these goa ls is the most important factor for survival. Failure of Gen 3 and Method For whats") • Why the electric motor burned? R-I parts were wet • Why is the internal engine parts were wet? R-Becaus used to wash the filtered mixer (wet) engine Cause
Review © 2002 Gerisval Person 80 78 Improving Your Results • Using the method of Policy Deployment, the company's goals can be deployed so that each person knows perfectly well what is your contribution, expressed in th eir goals. Executive Director Managing Director General Manager Goals Measures Action Plan Project Goals Measures Action Plan Project Goals Measures Action Plan Project Goals Measures Action Plan Project Revision 02 © Gerisval Person 81 of 78 Improving Your Results • To ensure the achievement of targets should be used PDCA method - method of an alysis and problem solving - in order to promote successive changes in existing processes or designing a new process; • Each goal must have a detailed plan of a ction; • to the achievement of the goal is possible that several attempts are ne cessary, or more rounds of PDCA; • In each rotation of PDCA can get closer to th e goal • The problem will be solved only when the goal is reached; • Every effor t to achieve the goal should have a monitoring managerial done in an organized w ay, through the report of the three generations. Revision 02 © Gerisval Person 82 of 78 Improving Your Results • To use the intelligence of every team must have the ability to turn the PDCA; • There are three ways to use the PDCA to improve the outcome: In planning for a chievement of the company; In the solution of routine problems; In circles Quali ty control; • The greater the team's ability to use the PDCA method the greater the contribution to the competitiveness of the company the ability to achieve go als. Revision 02 © Gerisval Person 83 of 78
Contacts firstname.lastname@example.org +55 98 9114 4699 Revision 02 © Gerisval Person 84 of 78
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