Professional Documents
Culture Documents
TQM - Continuous Process Improvement
TQM - Continuous Process Improvement
IMPROVEMENT
PRESENTED BY
1
Juran's Trilogy
manner possible .
Juran's Trilogy
Quality Planning
Identify the Customers
Determine the customer’ needs
Develop a process
Prove process capability
3
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
4
Juran's Trilogy
Quality Improvement
Prove need for improvement
Identifyspecific projects for Improvements
Organize to guide & Diagnosis
To find causes
Provide Remedies
Prove remedies for effective in operating
conditions
Control the gains
5
JURAN’S QUALITY TRIOLOGY
Quality
Quality Threshold
Cost Improvement
Planning Of Plan
of
Quality
Time 6
Juran’s Spiral of Progress in Quality
Customers
Further Product
Development
Marketing Customers
Product
Operation
Development
7
Quality Improvement Strategies
Repair
Refinement
Renovation
Reinvention
8
KAI Change
ZEN Good
(for the better)
10
Japanese Mgt Functions and Kaizen
TOP Mgt
Innovation
Middle Mgt
EN
I Z
KA
Supervisors
Maintenance Workers
11
Japanese Vs Western Approach
KAIZEN INNOVATION
12
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
13
TOTAL MANUFACTURING CHAIN
INNOVATION KAIZEN
14
Comparison of INNOVATION & KAIZEN
INNOVATION KAIZEN
Creavitivity Adaptability
Individualism Team Work
Technology People- oriented
Information- Closed Information-Open
Seeks New Technology Builds on Existing
Technology
Limited Feedback Comprehensive Feedback
15
3-MU’s Checklist of Kaizen Activities
What to do?
Where to do it?
When to do it?
Why to do it?
How to do it?
17
Continuous Process Improvement
Cycle
Phase 1 Identify the
opportunity
PLAN
Plan a change to the process. Predict the
effect this change will have and plan how
the effects will be measured
ACT DO
Adopt the change as a Implement the change on
permanent modification a small scale and measure
to the process, or the effects
abandon it.
CHECK
Study the results to
learn what effect the
20
change had, if any.
5S
21
HOUSE KEEPING_5-S MODEL
?
Never Always
Clean Clean
22
Ultimate Goal Better Tomorrow for Everyone
J T
Approach T T
I Q
& Method P Q
T C
M M
Foundation 5S
Identification
of materials, equipment
and tools data which are necessary or
not necessary, discarding and make
space for the required one’s.
25
26
SEI-TON = ORGANIZING
27
28
SEI-SO= CLEANING
29
5S
30
SEI-KE-TSU=Personal Cleanliness
31
SHI-TSU-KE =Self Discipline
32
5S
33
Seven Deadly Waste
Overproduction Waste
Waste due to Waiting
Transporation
Processing Waste
Inventory Waste
Waste of Motion
Product Defects
34
BPR
What is BPR
Fundamental Rethinking
Radical Redesign
How to carry out Reengineering?
Information Technology
BPR AND TQM
35
O U
Y
N K
HA
T
36