Phase 4: Implement Changes

 This phase has the objective of preparing the implementation plan, obtaining approval, and implementing the
process improvements.
 Although the project team usually has some authority to institute remedial action, more often than not the
approval of the quality council or other appropriate authority is required. If such approval is needed, a written
and/or oral report is given.
 After approval by the quality council, it is desirable to obtain the advice and consent of departments, functional
areas, teams, and individuals that may be affected by the change. A presentation to these groups will help gain
support from those involved in the process and provide an opportunity for feedback with improvement
suggestions.
 Measurement tools such as run charts, control charts, Pareto diagrams, histograms, check sheets, and
questionnaires are used to monitor and evaluate the process change.

Phase 5: Study the Results

 This phase has the objective of monitoring and evaluating the change by tracking and studying the effectiveness
of the improvement efforts through data collection and review of progress.
 The team should meet periodically during this phase to evaluate the results to see that the problem has been
solved or if fine-tuning is required.
 If the team is not satisfied, then some of the phases will need to be repeated.

Phase 6: Standardize the Solution

 Once the team is satisfied with the change, it must be institutionalized by positive control of the process,
process certification, and operator certification.
 Positrol (positive control)
o Assures that important variables are kept under control.
o It specifies the what, who, how, where, and when of the process and is an updating of the monitoring
activity.
 Standardizing the solution prevents “backsliding.”
 Operators must be certified to know what to do and how to do it for a particular process.
 Operator certification is an ongoing process that must occur periodically.

Phase 7: Plan for the Future

 This phase has the objective of achieving improved levels of process performance.
 Everyone in the organization is involved in a systematic, long-term endeavor to constantly improve quality by
developing processes that are customer oriented, flexible, and responsive.
 Management must establish the systems to identify areas for future improvement and to track performance
with respect to internal and external customers.
 Continuous improvement means not only being satisfied with doing a good job or process but also striving to
improve that job or process.
 TQM tools and techniques
o Used to improve quality, delivery, and cost. Organizations must continuously strive for excellence by
reducing complexity, variation, and out-of-control processes.
 Lessons learned in problem solving, communications, and group dynamics, as well as technical know-how, must
be transferred to appropriate activities within the organization. Although the problem-solving method is no
 guarantee of success, experience has indicated that an orderly approach will yield the highest probability of
success.
 A similar problem-solving approach was used by the Federal Communications Commission (FCC) when it began
its quality effort in 1990. When it began its quality effort in 1991, the FCC was receiving roughly 900 license
applications per year and had a nine-month backlog of 600 applications.
o Seven-step approach to continuous improvement:
1. Identifying improvement opportunities
2. Prioritizing and selecting potential improvements
3. Analyzing root causes
4. Developing alternatives and selecting choice solutions
5. Testing of solutions
6. Implementing
7. Tracking the effectiveness of the solution
 Technology is also playing an important part in the management of continuous improvement. Many problem-
solving approaches have been incorporated into software to help facilitate the continuous improvement process
for organizations.

Kaizen

 Japanese word for the philosophy that defines management’s role in continuously encouraging and
implementing small improvements involving everyone.
 It is the process of continuous improvement in small increments that make the process more—efficient,
effective, under control, and adaptable.
 It focuses on simplification by breaking down complex processes into their sub-processes and then improving
them.
 The Kaizen improvement focuses on the use of:
1. Value-added and non-value-added work activities.
2. Muda, which refers to the seven classes of waste—over-production, delay, transportation,
processing, inventory, wasted motion, and defective parts.
3. Principles of motion study and the use of cell technology.
4. Principles of materials handling and use of one-piece flow.
5. Documentation of standard operating procedures.
6. The five S’s for workplace organization,
 Proper arrangement (seiko),
 Orderliness (seiton),
 Personal cleanliness (seiketso),
 Cleanup (seiso)
 Discipline (shitsuke).
7. Visual management by means of visual displays that everyone in the plant can use for better
communications.
8. Just-in-time principles to produce only the units in the right quantities, at the right time, and with
the right resources.
9. Poka-yoke to prevent or detect errors.
10. Team dynamics, which include problem solving, communication skills, and conflict resolution.
 Example of a Kaizen-type improvement
o Change in color of a welding booth from black to white to improve operator visibility.
  This change results in a small improvement in weld quality and a substantial improvement in
operator satisfaction.
 The company with the help of their Kaizen consultants identified “muda” in the forms of overproduction,
unnecessary transportation, excess inventory, waiting for parts or machines, over processing, rework and failure
to fully utilize the time and talents of the people.
o Their new plant was planned and based on the Kaizen principles to minimize wastes involving the shop-
floor managers and workers.
o The new plant was based on cellular flow concepts, continuous material movement and no in-process
storage with full visibility of operations from the same floor.