Series C

TQM Training Module on

Improvement Fundamentals
Doc. No. C-16.02.20180601
Revision 02; 1st June 2018
Authors: Pankaj Lochan

For further clarifications, write to pankaj.lochan@jsw.in © Total Quality Management , JSW Group
 TQM Training Series: 6 series with 66 training modules
This is a training module on Improvement Fundamentals (C-16)

Series-A Series-C Series-D Series-F

Basic Problem Solving Tools Quality Management Basics Productivity & Efficiency Tools Advanced Statistical Tools
A-01 Flow Charts C-01 Quality Mgmt. Basics D-01 Value Stream Mapping (VSM) F-01 Sampling & Distribution
A-02 Cause & Effects Diagram C-02 Basic Statistics D-02 Time & Motion Study F-02 Hypothesis Testing
A-03 Stratification C-03 Statistical Process Control D-03 SMED F-03 Regression
A-04 Scatter Diagram C-04 KPI Drill Down D-04 Wrench Time Analysis F-04 Basics of DoE
A-05 Control Charts C-05 KPI Benchmarking D-05 Queuing Theory F-05 Factorial DoE
A-06 Check Sheets C-06 Strategic Analysis Tools D-06 Inventory Management F-06 Principal Component Analysis
A-07 Histogram C-07 Policy Management D-07 Linear Programming Problem F-07 Cluster Analysis
C-08 Policy Diagnosis F-08 Conjoint Analysis
A-08 Pareto Charts D-08 Game Theory
C-09 Daily Management F-09 Discriminant Analysis
A-09 Graphs D-09 OEE
C-10 Daily Mgmt. in Maintenance F-10 Factor Analysis
D-10 PERT & CPM
Series-B C-11 Cross Functional Mgmt. F-11 Response Surface Method
C-12 Quality Assurance Basics
Basic Management Tools F-12 Taguchi DoE
C-13 MSA
B-01 Brainstorming Series-E F-13 Weibull Analysis
C-14 PFD, FMEA, Control Plan
B-02 Affinity Diagram Decision-making Tools
C-15 Cost of Poor Quality (COPQ)
B-03 Arrow Diagram C-16 Improvement Fundamentals E-01 Quality Function Deployment
B-04 Tree Diagram C-17 4i Methodology E-02 Fault Tree Analysis
B-05 PDPC C-18 5S E-03 AHP & Paired Analysis
B-06 Matrix Diagram C-19 Quality Circles E-04 Pugh Matrix
B-07 Matrix Data Analysis C-20 QC Story Approach E-05 Time Motion Series
B-08 Relation Diagram C-21 Kaizen, OPL, Poka Yoke
 “All
improvement
happens
project by
project, and in
no other way” Dr. Joseph M Juran
1904-2008
Renown Quality Guru
Clarification of common terms

Terms Full form Explanation

Literally means “small change” in Japanese; used parallel to the English word improvement”. Commonly used
Kaizen Kaizen
today for small improvements and is a continuous improvement tool in the TQM philosophy
Kaizen An improvement presentation format which shows an improvement (Kaizen) in a BEFORE-AFTER format
format
A3 Another 7-step improvement presentation format (developed at Toyota) based on PDCA. Has the steps –
format Background, Current situation, Goal, Root Cause, Countermeasures, Effect (or impact), Follow up actions
A 7/8 step problem solving methodology based on PDCA which the QC members use basic tools to solve
QC Story QC Story
problems in a Quality Circles
Small Group A generic term used for employee engagement activities in an organisation where people work in small
SGA
Activities groups to solve problems of their work area. This is generally used for employee motivation & morale
Quality Control
QCC Same as Quality Circles; were known earlier (in Japan) as QCC
Circles
A group of voluntary workers who agree to work on problems in their area and create this forum to solve their
QC Quality Circle
problems
Plan-Do-Check- An iterative 4 step Problem Solving methodology which assumes that problem is solved best when you follow
PDCA
Act this cycle P-D-C-A
Contents of the training module

Improvement Forums & Formats

Quality Circles

QC Story Approach

A3 Approach

PDCA

Kaizens, Poka Yoke, OPLs

 Improvement Forums  Improvement  Recognition at VJNR

Category Nos/yr Description Recognition Nos/yr Description

Output Kaizen Forum
format PDCA 4i QC Story Complex Analytical
format
format format format Statistical Problem Solving: MVA, Top J3 & J2 Projects,
(Before & 250 Annual Quality
(4-step) (4-step) (7-step) 60 high end Analytics
Forums - After) Projects DoEs, Hypothesis testing, Nite
Improvement modelling, simulations etc. and Innovations

Efforts on Facilitation, Complexity

Quality Circles     Focus on big KPIs - major Kaizens, QC Stories,
QIPs & Innovations, Stretch of Monthly Awards
835 – Works Level 450 Innovations – Best 5
Innovations scale, complexity etc, at Works level
Individual small Large QC story
Improvement    
(Kaizens)
Quality Circle QC Improvements carried Monthly Awards Best Kaizens, QC
Projects, 5400 out at Shop Floor, QC – Department 5000 Stories – Best 3 for
Group Projects Story approach Level each dept
(4i-J3 and J2)     Kaizens

Innovations & Instant Cash Instant Awards to –

QIPs     Suggestions Ideas at shop floor and
Awards
-----
Kaizens, OPLs, Poka
(Mera 9500 grass root level through in-
house scheme “Sujhaav”. yoke, Suggestions
Sujhaav)

Improvement Forums Improvements Reward & Recognition Forums

Small and large improvements

Large KAIZEN

• QC Story
Type of
• Statistical techniques • Simple KAIZEN
approach
• Six Sigma

Type of • QC Story • Before-After

Formats • DMAIC • PDCA
• A3
How do we create employee engagement through Small Group Activities?

• First, we would form Quality Circles to cover 100% L06-L07 employees

• Quality Circles to be formed in the respective work areas of members so that they solve
problems in QC meetings which they are actually supposed to take care in their day to
day job

• We can use the Kaizen output format (BEFORE- AFTER), to start with; this is the simplest
way to represent small improvements

• Then, we can slowly graduate to the QC Story presentation format or A3 presentation

format as the system matures

• For those Quality circles that are in mature stage, we would continue with the QC Story
output format
Contents of the training module

Improvement Forums & Formats

Quality Circles

QC Story Approach

A3 Approach

PDCA

Kaizens, Poka Yoke, OPLs

Quality Circles

• Evolution of Quality Control

• History of Quality Circle
• Hierarchy of Quality Circle
• Basics of Quality Circle
• Brainstorming
• QC steps
• Example of Quality Circle
Evolution of Quality control & History of Quality Circles

Evolution of Quality Control in Japan

• Before Industrial Revolution – Skilled Craftsman served as both Manufactures & Inspectors

• During Industrial Revolution - the concept of specialization of labor was introduced

• Statistical approach to Quality Control Started by Shewart, Deming & Juran.

History of Quality Circles

 Quality Circles started in Japan in 1962 (Kaoru Ishikawa) as another method of improving quality.
 In April 1962, Dr Ishikawa presented this in JUSE’s journal “Gemba to QC”, later co-ordinated by JUSE
for whole of Japan
 The use of Quality Circles has spread beyond Japan, now the most popular SGA (Small Group
Activities) methodology
 In India, QCFI (Quality Circle Forum of India) is promoting such activities.
What is a Quality Circle ?

Dr. K. Ishikawa described a Quality Circle as:

• Voluntarily
• a small group
• to perform quality control activities
• within the same workshop/work area

A Quality Circle is a volunteer small group composed of members from same work area, who meet
together to discuss workplace improvement, and make presentations to management with their
ideas, especially relating to quality of output.
Typical topics are improving
• Safety, Health & Environment
• Product design, and Product Quality
• Manufacturing processes – productivity, yields, losses, maintenance
Quality Circle Norms at VJNR

# Aspect of Quality Circle Norms / Known facts Suggested for JSW

1 Level  Supervisors / workers  L-07 and below
(non-officers)
2 Joining criteria  Voluntary  Nominated, to start with; can become
voluntary as system matures
3 Number of members  3-12  5-7 (max)
4 Work area / department  Same work area  Same work area
5 Functional area (Ops,  Same or cross-functional  Same or cross-functional
Mech, Electr., etc)
6 Geographical area  Same  Same
7 Problem solving areas  P, Q, C, D, S, M  P, Q, C, D, S, M
8 Tools used  Basic Problem Solving  Basic Problem Solving Tools
Tools
Quality Circle Functioning:

1.Identification of problem 7.Data analysis

2.Selection of problem 8.Development of solution

3.Definition of problem 9.Fore seeing probable resistance

4.Analyzing the problem 10.Trial and check performance

5.Identification of causes 11.Regular implementation

6.Finding out root causes 12.Follow-up/ review

Hierarchy of Quality Circle

Policy making for QC deployment

Steering Decide overall roadmap for 100% coverage
Audit, Review & support overall progress
Committee
Trained on tools,
Supports, trains, coaches
Facilitator Generally a line manager/supervisor

Most experienced, capable member of the group

Leader Conducts the QC meetings

4-6 in number, members of the QC belong to the same

work area / cross-functional expertise
Members
Basics of Quality Circle

QC tools are the means for Colleting data , analyzing data , identifying root causes
and measuring the results. These tools are related to Numerical data processing.
9 Basic Quality Tools
1. Flow chart
2. Graphs
3. Histogram
4. Check sheets
5. Pareto
6. Cause & Effect
7. Stratification
8. Scatter
9. Control Chart
Brainstorming

Brainstorming is a group technique for generating new and useful ideas and can be used at various stages of problem
solving. It can be used for – identification of problem, finding out the possible causes to the problem, generating ideas
for arriving at a solution, predicting the possible resistance to the solution, finding out the process to overcome the
resistance.

1) FREE WRITING 2) NOMINAL GROUP TECHNIQUE 3) GROUP PASSING TECHNIQUE

When you freewrite,you write what- Participants are asked to write their ideas Each person in a circular group writes down
ever comes into your mind. On finish, anonymously. Then the moderator collects one idea,and then passes the piece of paper
read back over the text, decide the the ideas and each is voted on by the to the next person in a clockwise direction,
solution. group.The best idea is chosen. who adds some toughts.

4)TEAM IDEA MAPPING METHOD 5) INDIVIDUAL BRAINSTORMING 6) QUESTION BRAINSTORMING

The process begins with a well-defined
topic.Each participant brainstorms
individually,then all the ideas are
merged onto one large idea map
It typically includes such techniques as free
writing, free speaking, word association,
and drawing a mind map, which people
diagram their thoughts. Individual
brainstorming is useful method in creative
wiriting.
This process involves brainstorming the
questions, rather than trying to come up with
immediate answers and short term solutions.
Questions are important in that tecnique. We
need a list of questions to reach logically to
the best solution.
Brainstorming
FREE WRITING
When you freewrite,you write what-
ever comes into your mind. On finish,
read back over the text, decide the
solution.
TEAM IDEA MAPPING METHOD
begins with a well-defined topic.Each
participant brainstorms
individually,then all the ideas are
merged onto one large idea map
NOMINAL GROUP TECHNIQUE
Participants are asked to write their ideas
anonymously. Then the moderator
collects the ideas and each is voted on by
the group.The best idea is chosen.
INDIVIDUAL BRAINSTORMING
techniques such as free writing, free
speaking, and drawing a mind map, which
people diagram their thoughts. Individual
brainstorming is useful method in creative
wiriting.
GROUP PASSING TECHNIQUE
Each person in a circular group writes down
one idea,and then passes the piece of paper
to the next person in a clockwise direction,
who adds toughts.
QUESTION BRAINSTORMING
Involves brainstorming questions, rather
than trying to come up with immediate
answers and short term solutions. Questions
are listed to reach best solution logically
 Modes of brainstorming – another cross-section
1 2
Conventional
brainstorming
• Free flowing idea
generation
• Conducted on definition
of the problem
• Continues till all thoughts
are exhaustively captured
• No in-process evaluation
• Segregate on basis of
themes later
19
3 4 5
Idea sheet
Affinity Analysis KPI based brainstorming Directed brainstorming
(Brainwriting)
• Everyone sticks their • Writing on slips , post- Two types: 1. Osborn’s / SCAMPER method -A
post-it notes on the its for Issues / KPIs 1. Issue / KPI based brainstorming series of idea provoking
wall near a similar • Avoids dominating • Ideas generated along pre- questions like – Substitute?,
idea; then clusters of effect of individuals decided KPI branch or Issues. Combine?, Adapt?, Modify?, Put
post-it notes • Bucketing / Categorisation done to other uses?, Eliminate?,
representing similar • Avoids effects of alongwith. Reverse or rearrange?
ideas are created ‘recency’ factors 2. Reverse brainstorming
during discussions 2. Idea box - Specify opportunity
• ideas around how to make the and parameters thereof. Then,
• Ideas reviewed by • Takes care of shyness issue / KPI worse identify possible variations in
cluster, then variants of individuals
are clubbed under one • After evaluation, focus on how them, different combinations to
arrive at the solution(s)
head to develop to make it better
solutions.
Basic Problem Solving Tools
Flow chart
• Used for representing the
workflow or process
• Used for analyzing, designing,
documenting or managing a
process or program in various
fields
Check sheets • Used for manual data
gathering, and a logical point
to start in process
improvement projects.
• Used for Standardisation of
data collection, making
comparisons easy.
Graphs
• Used for Show the trend in
the data and relationship
between data
• Used for Quick analysis of
data
Histogram
• Used for demonstrating
frequency(data) distribution
• Used for assessment of the
system’s current situation
and to study results of
improvement actions
Basic Problem Solving Tools

Pareto Diagram • Used for arranging data Cause & Effect

• Used to generates structured
according to priority and using
lists of potential causes of
it into a problem solving
problems
framework.
• Helps to focus on the most
• Used to visualize possible
important actions and results in
relationships between causes
optimum return from efforts
for problem.
and investments.

Stratification Scatter Diagram

• Used for evaluating the
• Used for dividing members of strength of a potential
the population in to relationship.
homogeneous subgroups
• Used for determining whether
• Used for Root-Cause Analysis the two variables are related
to root causes of problems
Basic Problem Solving Tools

Use:
Control Charts • Used for monitoring controlling, and improving the
process performance over time by studying the
variation and its source

Types:
Variables control charts:
Variable data are measured on a continuous scale.
For example: time, weight, distance or temperature
can be measured in fractions or decimals.
Attributes control charts:
Attribute data are counted and cannot have
fractions or decimals. Attribute data arise when you
are determining only the presence or absence of
something: success or failure, accept or reject,
correct or not correct. For example, a report can
have four defects , but it cannot have four and a
half defects.
Contents of the training module

Improvement Forums & Formats

Quality Circles

QC Story Approach

A3 Approach
Improvement
Formats
PDCA

Kaizens, Poka Yoke, OPLs

 What is QC Story Approach?

• QC Story approach is a 12-

step problem solving
methodology or
improvement approach

• It is used for higher level of

problems that cannot be
take care through a Kaizen
sheet
QC Story Sheet (PDCA approach)

 Various forms of
QC story formats
exist in various
companies
 All are based on
PDCA
 Most of them are
7/8/9 step
processes
QC Story Approach (another form of PDCA)
Contents of the training module

Improvement Forums & Formats

Quality Circles

QC Story Approach

A3 Approach
Improvement
Formats
PDCA

Kaizens, Poka Yoke, OPLs

 A3 thinking

A3 thinking
• is a LEAN tool
developed at Toyota
• Is a Systematic
Problem solving
approach-cum-
communication tool.
• Communicates a
problem solving story
in the PDCA format
• Improves visualisation
at shop-floor

29
 A3 thinking format
SAMPLE

30
 Example - 1

32
 Example - 2

33
Contents of the training module

Improvement Forums & Formats

Quality Circles

QC Story Approach

A3 Approach
Improvement
Formats
PDCA

Kaizens, Poka Yoke, OPLs

 PDCA or PDSA

• PLAN-DO-CHECK-ACT or PDCA is an iterative 4-step Quality Management method used for

Continuous Improvement of processes, products & services
• It was conceptualised by Shewart and put to use by Deming

How to improve
further?

Quality Improvement
Criteria, targets,
resources ?
ACT PLAN

CHECK DO Execute,
Observe

Results as per plan? Improvement Journey (time)

3
 PDCA or PDSA

Step What is it How is it done

PLAN  Identifying Problems  Gathering data
 Identifying improvements  Analysis current state
required  Defining project objectives
 Evaluation of various possible actions
DO  Identifying detailed action  Following project charter
plans  Resourcing the project
 Executing improvement tasks  Documenting actions with detailed means and KPMs
CHECK  Checking effects of the project  Comparing results with plan (KPMs)
 Validating & controlling  Checking stability at the new level
assumptions  Establishing new control state and parameters
ACT  Further improvement of steps  Follow-up on left-over points
taken  Standardisation of the new process, approach
 Next course of action  Reflecting back on the whole process

3
Contents of the training module

Improvement Forums & Formats

Quality Circles

QC Story Approach

A3 Approach
Improvement
Formats
PDCA

Kaizens, Poka Yoke, OPLs

 What is KAIZEN

Continual Improvement
Process
Continual Improvement
Improvement Project  Data Driven Methodology to Magnify Project
Implemented
Impact of Process Improvement
Savings

Savings
 Apply Control Techniques to Eliminate
Erosion of Improvements
Maintenance
of Process  Proceduralize/Standardize Improvements
Performance
for Improved Maint. of Critical Process
Parameters Time
Time
Continual Improvement Projects Emphasize Control and Long Term Maintenance

KAI + ZEN
Kaizen
Kaizen

Savings
To modify, Think, make  Use Small Teams to Optimize Process CPI
to change good, make Performance by Implementing
better Incremental Change
Kaizen Projects Emphasize  Apply Intellectual Capital of Team
Incremental Improvements Members Intimate with Process
Time
38
KAIZEN format
• Kaizen emphasizes on
small improvements
• Most elementary KAIZEN
format is shown
• It uses a “BEFORE-AFTER”
format to represent
improvement along with
basic analysis or root cause
analysis, whatever may be
required.
• Specific forms of KAIZEN
may include POKA YOKE
(Error proofing) etc
 KAIZEN
Example - 1
 KAIZEN
Example - 2
 POKA-YOKE
What is POKA YOKE?
 Poka Yoke, Mistake Proofing or Error
Proofing emerged out of Lean’s quest for
ZDQ (Zero Defect Quality)
 Mistake-proofing systems
 Most Poka-yoke devices are sensor or jig
devices that assure 100% compliance all the
time!
 Does not rely on operators catching
mistakes; it identifies the defect
immediately at point of Origin Inspection
and,
 Provides feedback for corrective action, a
quick feedback 100% of the time
42
Approaches in POKA Yoke
Two Poka-Yoke System
approaches are utilized in
manufacturing which lead to
successful ZDQ:
1. Control Approach – shuts
down the process when an
error occurs. Or keeps the
“suspect” part in place when
an operation is incomplete.
2. Warning Approach - Signals
the operator to stop the
process and correct the
problem.
Methods in Poka Yoke
Poka-yoke systems consist of
three primary methods:
1. Contact
2. Counting
3. Motion-Sequence
Each method can be used in a
control system or a warning
system.
Each method uses a different
process prevention approach for
dealing with irregularities.
 POKA YOKE
Plant Example - 1
 POKA YOKE
Plant Example - 2
 
ONE POINT LESSON
Generic Examples

 
  ONE POINT LESSON
Generic Examples

 
 DEPARTMENT:
ONE POINT LESSON ONEAREA: DATE:
POINT LESSON
HSM#2 FURNACE 02/09/2016
Plant Example - 1
TITLE: DIRECTION OF MOUNTING FOR SOLENOID VALVE 6014 ON GAS & AIR SHUT-OFF VALVES
Basic
CLASSIFICATION: Improvement Trouble Case
Knowledge
Equipment
OBJECTIVE: Quality Safety Maintenance Operation

PROBLEM CASE IMPROVEMENT LESSON

AIR IN AIR OUT

AIR OUT
AIR IN

Inference: Check the marking on the valve. P – stands for Pressure or air inlet and
A – Stands for actuator or air outlet Details Name Signature
Prepared By: A. Manoj Kumar
Head:
Section:
ONE POINT LESSON
Plant Example - 2
 ONE POINT LESSON
Plant Example - 3

49
 ONE POINT LESSON
Plant Example- 4

Wrong Correct

50
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