STRATEGIC QUALITY MANAGEMENT

MBM 745 GROUP 19 MEMBERS

CHAKAUYA HENRY R145394E

NCUBE TAPIWA NANCY R0642915

MWANZA NATASHA R153125G

ZIDAKA DEBRA R131836M

RINEMHOTA SIMBARASHE R162287J

QUESTION 19

 Achieving market dominance through Kaizen process by Masaaki Imai at Delta

Beverages

 Compare and contrast the significance of applying the following two quality
philosophies at Delta’s Chibuku Breweries.

a) Kaizen process
b) Poka Yoke system
c) Examine how the three box solution as can be an effective strategy towards achieving
leading innovation at Delta Beverages.
d) Examine how the concept of paranoid organisations can help Delta Beverages to
navigate through the strategic inflection point and the Sigmoid Curve towards achieving
superior quality.
KAIZEN APPROACH OVERVIEW

 Kaizen is an approach to creating continuous improvement based on the idea that small,
ongoing positive changes can reap significant improvements. Typically, it is based on
cooperation and commitment and stands in contrast to approaches that use radical or
top-down changes to achieve transformation.

 It was developed in the manufacturing sector to lower defects, eliminate waste, boost
productivity, encourage worker purpose and accountability and promote innovation.

 Kaizen is a compound of two Japanese words that together translate as "good change"
or "improvement." However, Kaizen has come to mean "continuous improvement"
through its association with lean methodology and principles
PRINCIPLES OF KAIZEN

 Because executing Kaizen requires enabling the right mindset throughout a company,
10 principles that address the Kaizen mindset are commonly referenced as core to the
philosophy. They are

1. Let go of assumptions.

2. Be proactive about solving problems.

3. Don't accept the status quo.

4. Let go of perfectionism and take an attitude of iterative, adaptive change.

PRINCIPLES CONTINUED

1. Look for solutions as you find mistakes.

2. Create an environment in which everyone feels empowered to contribute.

3. Don't accept the obvious issue; instead, ask "why" five times to get to the root cause.

4. Cull information and opinions from multiple people.

5. Use creativity to find low-cost, small improvements.

 Never stop improving

KAIZEN CYCLE FOR CONTINOUS
IMPROVEMENT
Get employees involved.
Seek the involvement of employees, including soliciting their help in identifying issues and
problems.
Doing so creates buy-in for change. Often, this is organized as specific groups of
individuals charged with gathering and relaying information from a wider group of
employees

Find problems
Using widespread feedback from all employees, gather a list of
problems and potential opportunities. Create a list if there are
many issue
KAIZEN CYCLE CONTINUED

Create a solution. Encourage employees to offer creative solutions, with all manner of ideas
encouraged. Pick a winning solution or solutions from the ideas presented.

 Test the solution. Implement the winning solution chosen above, with everyone
 Analyze the results. At various intervals, check progress, with specific plans for who will be
the point of contact and how best to keep ground-level workers engaged. Determine how
successful the change has been.

 If results are positive, adopt the solution throughout the organization.

 These seven steps should be repeated on an ongoing basis, with new solutions tested where
appropriate or new lists of problems tackled.
KAIZEN 5S FRAMEWORK

 A 5S framework is a critical part of the Kaizen system and establishes an ideal physical workplace. The 5Ses
focus on creating visual order, organization, cleanliness and standardization to improve profitability, efficiency,
service and safety. Below are the original Japanese 5Ses and their common English translations.

 Sort (organize). Separate necessary workplace items from unnecessary ones and remove unnecessary items.

 Set in order (create orderliness). Arrange items to allow for easy access in the way that makes the most sense
for work.

 Shine (cleanliness). Keep the workspace clean and tidy.

 Standardize (standardized cleaning). Systematize workplace cleanup best practices.

 Sustain (discipline). Keep the effort going.

DELTA BEVERAGES KAIZEN APRROACH

 The Company operates an internal distribution fleet which comprises 218 prime mover vehicles and 452 trailers.

 This is complemented by a network of over thirty depots and customer collection centers. This allows the Company to
deliver its products directly to over 20,000 customers. The fleet travel some 10,2 million kilometers during each year.

 There is an ongoing program to improve the fleet operating efficiency and the vehicle age profile, replacing older ones.
Significant improvements in vehicle utilization and cost efficiency have been achieved, notably the reduction in fuel
consumption and tyre replacements.

 The Division is expanding maintenance capability by outsourcing certain services to the franchise vehicle vendors.
CONTINUED

 The Division has a complement of 102 forklift trucks. The introduction of double fork units at the high
volume centers has significantly improved warehouse operations. The trailer backs and curtains and the
branded urban delivery fleet continue to be used as a communication platform for pricing and consumer
promotion information. The Division continues to invest in driver training in order to reduce the
frequency of accidents.

 Delta sustained interaction with consumers through sports and arts is yielding encouraging results as it
creates brand awareness. Young talent is nurtured and developed while lubricating the social platforms
that benefit communities.

 The Company continues to review the route to market with the aim of improving distribution logistics
and customer service. Customer orders are now being collated in advance through our sales teams and the
revamped Telesales Centre, which allows for dynamic routing of presold deliveries.
MEANING AND BIRTH OF POKA YOKE

 The term Poka-Yoke (poh-kah yoh-keh) was coined in Japan during the 1960s by Shigeo
Shingo, an industrial engineer at Toyota. Shingo also created and formalized Zero Quality
Control – a combination of Poka-Yoke techniques to correct possible defects and source
inspection to prevent defects.

 oka-Yoke means ‘mistake-proofing’ or more literally – avoiding (yokeru) inadvertent errors

(poka). Poka-Yoke ensures that the right conditions exist before a process step is executed,
and thus preventing defects from occurring in the first place.

 Where this is not possible, Poka-Yoke performs a detective function, eliminating defects in
the process as early as possible
IMPORTANCE OF POKA YOKE

 The value of using Poka-Yoke is that they help people and processes work right the first time, which
makes mistakes impossible to happen.

 These techniques can significantly improve the quality and reliability of products and processes by
eliminating defects.

 This approach to production fits perfectly the culture of continuous improvement, which is also part of
the Lean management arsenal.

 It can also be used to fine-tune improvements, and process designs from six-sigma Define – Measure –
Analyze – Improve – Control (DMAIC) projects. Applying simple Poka-Yoke ideas and methods in
product and process design can eliminate human and mechanical errors.
APPLICATION OF POKA YOKE AT MSU
INDUSTRIAL PARK’S CHEMICAL
MANUFACTURING PLANT: CONTACT METHOD
 The contact method of poka-yoke uses some type of sensing device to identify defects
in a part's shape, size, color or other physical attribute. Things like notches with
matching locator pins, interference pins, limit switches and proximity switches are used
to make certain a part is positioned correctly before work begins.

 Contact methods are good in any circumstances that encourage mistakes. These are
situations that involve rapid repetition, infrequent production or issues with the
surrounding environment like poor lighting, extreme temperature, excess humidity,
noise, dust or any other factor that may distract an operator.
CONSTANT NUMBER (FIXED VALUE)
METHOD
 The constant number (fixed-value) method of poka-yoke is used in processes where the
same action is repeated several times at the plant. In other words, the fixed-value
method alerts operators once a certain number of movements has been made.

 A great example of this method is giving an operator a bin containing the exact number
of parts needed to complete a task. If there is a part left over, the product would be
considered defective and not allowed to move to the next stage. So, if the operator
needed to install six bolts, the bin would only contain six bolts.
SEQUENCE (MOTION STEP) METHOD

 it is employed when a process requires several different activities be completed in

sequence by the same operator. The poka-yoke device for this method is created to
detect whether each motion is performed and to alert the operator when a step is
skipped.

 A good example of a sequence poka-yoke device is utilizing a simple proximity switch

that opens only after all components are loaded in the correct order. Likewise, the
device can detect when each component is used (or removed) from its dispenser. If one
component is not removed, an alert is sent to let the operator know not to proceed.
CONLUSION

 Poka-yoke devices take on one of two approaches: the control approach and the warning
approach.

 Control approach: Devices using the control approach sense a problem and stop the
process, so actions can be taken to correct the issue immediately.

 Warning approach: Devices using the warning approach detect and alert to the occurrence
of a deviation (or trend of deviations) through an escalating series of warning devices
(buzzers, lights, etc.). The difference between this approach and the control approach is that
the warning approach does not shut down the process every time an error is detected
EXAMINE HOW THE THREE BOX SOLUTION AS CAN BE AN
EFFECTIVE STRATEGY TOWARDS ACHIEVING LEADING
INNOVATION IN THE IMPLEMENTATION OF EDUCATION 5.0
IN ZIMBABWE
FIG 1: THREE BOX MODEL
EXPLANATION OF EACH BOX

 Box 1—Manage the present core business at peak efficiency and profitability.
 Box 2—Escape the traps of the past by identifying and divesting businesses
and abandoning practices, ideas, and attitudes that have lost relevance in a
changed environment. Thus the past educational practices that tend to be of
no relevance to the present. Hence the introduction of collar modules to
students as a way for them to embrace tertiary education.
 Box 3—Generate breakthrough ideas and convert them into new products and
businesses. Thus through the adoption of technology more things can be
archived hence for the betterment of the future. For instance students will
be equipped with the knowledge which will better the economy by coming up
with strategies that can be competitive in the market. This helps to move
from the manual way of doing things to the automation of processes