roces s Improvement begins with “I”. P Brandon R. Kho [email protected] OFFICE: +1-208-885-4410 ontinuous C I mprovement - Arnold H. Glasow
rocess
Improvement begins with “I”.
P
Brandon R. Kho
[email protected] OFFICE: +1-208-885-4410
ontinuous CImprovement
- Arnold H. Glasow
Introduction Quality
“Quality” means those features of products which meet customer needs and thereby provide customer satisfaction
“Quality” means freedom from deficiencies—freedom from errors that require doing work over again (rework) or that result in field failures, customer dissatisfaction, customer claims, and so on
In this sense, the meaning of quality is oriented to costs, and higher quality usually “costs less
Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible
JURAN’S TRILOGY
Quality Planning Establish quality goals Identify who the customers
are Determine the needs of the
customers Develop product features that
respond to customer’s needs Develop processes able to
produce the product features Establish process controls;
transfer the plans to the operating forces
Quality Control
Evaluate actual performance
Compare actual performance with quality goals
Act on the difference
Quality Improvement
Prove the need Establish the infrastructure
Identify the improvement projects
Establish project teams Provide the teams with resources, training, and motivation to:
Diagnose the causes Stimulate remedies
Establish controls to hold the gains
Fig : THE JURAN’S TRILOGY
Strength of Juran’s Trilogy The methodology searches a
continuous improvement of quality in every aspects of the organization, because if the implementation of the methodology does not give the desire results it is possible to start all over again
The methodology allows the use different quality tools to cover the steps of Juran’s Trilogy. It allows a better understanding of the relationships of every stage of the company
The methodology is well structured and allows the companies that implement it, an easy understanding and application.
Weakness of Juran’s Trilogy To have quality control it is necessary to have a
trained person with knowledge in statistical processes or train a special person to be in charge of quality
The program is focus in the company process and not in labor force
Analyzing the requirements of the program we found that the companies who apply the program have a complex level of organization
This kind of methodologies show results in a long term; this represents a risk for the company because the implementation of the quality program can be a waste of time, money and resources.
o Japanese wordo means “gradual, orderly and continuous improvement”o does not need any capital investment, but requires time and efforts of every employee in the organization
Kaizen
Overview of tools - Kaizen
Japanese term – “Kai”- meaning continuous
“zen”- meaning improvement
Small scale continuous improvements Incremental steps- addresses single
problem Rapid intense effort lasting 3-5 days
Known as Kaizen Events, Kaizen Blitz Kaizen bursts 5-15 minutes in length DoD Rapid Improvement Event
The Kaizen philosophy assumes that our way of life—be it our working life, our social life, or our home life deserves to be constantly improved.
Maasaki Imai
Two (2) Activities of Kaizen
1. Maintenance involves activities directed at maintaining current technological, managerial and operating standards.
2. Improvement (Kaizen) while efforts are going on for improving the processes, the present activities should continue as per improvements of the current processes.
Kaizen
Kaizen
KAIZEN is different from innovation.
Innovation – aims at dramatic improvement
of the existing processes, whereas,Kaizen – aims at small incremental improvement in the existing processes
Comparison of INNOVATION & KAIZEN
INNOVATION KAIZENCreavitivity AdaptabilityIndividualism Team WorkTechnology People- orientedInformation- Closed
Information-Open
Seeks New Technology
Builds on Existing Technology
Limited Feedback
Comprehensive Feedback
Kaizen
KAIZEN activities in Japan• Finding new ways or improving the ways in which the tasks are currently carried out• Improving working environment• Improving processes• Improving capability of machinery through periodic as well as preventive maintenance• Improving usage of tools and fixtures• Improvement of human resources through training and job rotation• Improving plant layout
Kaizen
Kaizen
Three (3) Basic Principles of KaizenThere are essential three basic principles of KAIZEN.
1.Work place effectiveness
2.Elimination of waste, strain and discrepancy
3.standardization
1.Work place effectiveness Japanese have
developed the 5S tools for addressing the work place effectiveness.
2. Eliminating waste, strain and discrepancy Kaizen is achieved
through application of 5s tools for workplace effectiveness and elimination of three Mus.
3. Standardization Japanese have
developed the 5S tools for addressing the work place effectiveness.
GOALS OF KAIZEN
• implemented not for profit but for quality.• should be measurable through its impact on the customer satisfaction.• process oriented• employees should be encourage to admit when there is a problem• suggestion system is an integral part
Kaizen
Goals of KAIZEN• Customer driven strategy for improvement• Problem – solving tool based on cross-functional team and collaborative approach• Improving the processes in the organization• Collaboration between the cross-functional team, the process owners and the management is essential for success of Kaizen• Quality Circles can become part of Kaizen, a group oriented suggestion system.
Kaizen
KAIZEN BLITZ a quick improvement
methodology Usually completed in
a single week Kaizen – making
small improvement over an extended period.
KAIZEN BLITZ in the traditional sense aimed at creating a
perfect production
line, the goal of Kaizen Blitz is simply “to create a better production line”.
5 S
Seiri – Sorting Seiton – Straighten or Set in order
Seiso – Sweeping, shining or cleanliness
Seikestu – Standardising
Shitsuke – Sustaining the discipline
SortClear out rarely usedItems by Red Tagging
StraightenOrganise and Label aPlace for Everything
ShineClean ItStandardise
Create Rules to Sustainthe first 3 5’S
SustainUse Regular ManagementAudits to Stay Disciplined Eliminate
Waste
5 S’s
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SEI-RI-sortSEI-RI-sortIdentification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s.
Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s.
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SEI-TON = StraightenSEI-TON = Straighten
Once Cleaned and then arrange them in orderly manner.
People should cultivate the habit of return the tools to the place from where it was taken.
Easily accessible Reduces time and confusions Improves Efficiency
Once Cleaned and then arrange them in orderly manner.
People should cultivate the habit of return the tools to the place from where it was taken.
Easily accessible Reduces time and confusions Improves Efficiency
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SEI-SO = ScrubSEI-SO = Scrub
After Clearing & Arranging . Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash
Update Constantly
After Clearing & Arranging . Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash
Update Constantly
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SEI-KE-TSU = SystematizeSEI-KE-TSU = SystematizeGood Working Condition and Personal Hygiene
Clean Person is conscious of his Work Place
Good Sanitary Condition
Good Working Condition and Personal Hygiene
Clean Person is conscious of his Work Place
Good Sanitary Condition
SHI-TSU-KE = StandardizeSHI-TSU-KE = Standardize
Not only Job Related but also Personally it is important. Job Discipline is the habit of Skill Development to do work as per Standards.
Observe Rules & Policies of the Company
Not only Job Related but also Personally it is important. Job Discipline is the habit of Skill Development to do work as per Standards.
Observe Rules & Policies of the Company
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The Seven Deadly Wastes(And How to Tame (And How to Tame
Them)Them)
7 wastes….7 wastes….
1. Waste from overproduction2. Waste of waiting time3. Transportation waste4. Processing waste5. Inventory waste6. Waste of motion7. Waste from product defect
1. Waste from overproduction2. Waste of waiting time3. Transportation waste4. Processing waste5. Inventory waste6. Waste of motion7. Waste from product defect
1. Overproduction due to1. Overproduction due to
· Extra inventory · Extra handling · Extra space · Extra interest charges
· Extra machinery and equipment
· Extra inventory · Extra handling · Extra space · Extra interest charges
· Extra machinery and equipment
· Extra defects · Extra overhead · Extra people · Extra paperwork
2. Waiting2. Waiting
Waste from waiting is usually readily identifiable.E.g. Idle workers who have completed the required amount of work or employees who spend much time watching machines but are powerless to prevent problems. These are easy to spot.
(By completing only the amount of work required, the capacity - both speed and volume - of each work station can be monitored. This will result in using only the machinery and personnel required for the minimum amount of time to meet production demands, thereby reducing waiting time)
Waste from waiting is usually readily identifiable.E.g. Idle workers who have completed the required amount of work or employees who spend much time watching machines but are powerless to prevent problems. These are easy to spot.
(By completing only the amount of work required, the capacity - both speed and volume - of each work station can be monitored. This will result in using only the machinery and personnel required for the minimum amount of time to meet production demands, thereby reducing waiting time)
3. Transportation3. Transportation
The transportation and double or triple handling of raw and finished goods are commonly observed wastes in many factories.
Often the poorly conceived layout of the factory floor and storage facilities, which can mean long distance transportation and over-handling of materials.
This situation is aggravated by factors such as temporary storage or frequent changes of storage locations. In order to eliminate transportation waste, improvements must be made in the areas of layout, process coordination, methods of transportation, housekeeping and general organization or the operation.
The transportation and double or triple handling of raw and finished goods are commonly observed wastes in many factories.
Often the poorly conceived layout of the factory floor and storage facilities, which can mean long distance transportation and over-handling of materials.
This situation is aggravated by factors such as temporary storage or frequent changes of storage locations. In order to eliminate transportation waste, improvements must be made in the areas of layout, process coordination, methods of transportation, housekeeping and general organization or the operation.
4. Processing4. Processing
The processing method.
In observing this type of waste, one often finds that maintenance and manufacturability are keys to eliminating it. If fixtures and machinery are well-maintained, they may require less labor on the part of the operator to produce a quality product.
Regular preventative maintenance may also reduce defective pieces produced. When the principles of design for manufacture (DFM) are employed and manufacturability is taken into consideration in product design, processing waste can be reduced or eliminated before production even begins
The processing method.
In observing this type of waste, one often finds that maintenance and manufacturability are keys to eliminating it. If fixtures and machinery are well-maintained, they may require less labor on the part of the operator to produce a quality product.
Regular preventative maintenance may also reduce defective pieces produced. When the principles of design for manufacture (DFM) are employed and manufacturability is taken into consideration in product design, processing waste can be reduced or eliminated before production even begins
5. Inventory5. Inventory
Inventory waste is closely connected with waste from overproduction. That is, the overproduction creates excess inventory which requires a list of extras including handling, space, interest charges, people and paperwork. Because of the often substantial cost associated with extra inventory, rigorous measures should be taken to reduce inventory levels
Inventory waste is closely connected with waste from overproduction. That is, the overproduction creates excess inventory which requires a list of extras including handling, space, interest charges, people and paperwork. Because of the often substantial cost associated with extra inventory, rigorous measures should be taken to reduce inventory levels
6. Motion6. MotionWaste of motion can be defined as whatever time is spent NOT adding value to the product or process:
Movement ≠ Work
This type of waste is most often revealed in the actions of the factory workers. It is clearly evident in searching for tools, pick and place of tools and parts kept out of immediate reach of the work station and especially by the walking done by one operator responsible for several machines. All of these can be eliminated by carefully planned layout and fixture selection
Waste of motion can be defined as whatever time is spent NOT adding value to the product or process:
Movement ≠ Work
This type of waste is most often revealed in the actions of the factory workers. It is clearly evident in searching for tools, pick and place of tools and parts kept out of immediate reach of the work station and especially by the walking done by one operator responsible for several machines. All of these can be eliminated by carefully planned layout and fixture selection
7. Product Defects7. Product Defects
Waste from product defects is not simply those items rejected by quality control before shipment, but actually causes other types of waste throughout the entire manufacturing process.
Waiting time is increased in subsequent processes, increasing costs and lead timesRework may be required to make the part usable, increasing labor costsAdditional labor may be required for disassembly and reassemblyAdditional materials may be needed for replacement partsSorting the defective from acceptable parts requires additional labourScrapping the defective pieces wastes both the materials and the work already added
Waste from product defects is not simply those items rejected by quality control before shipment, but actually causes other types of waste throughout the entire manufacturing process.
Waiting time is increased in subsequent processes, increasing costs and lead timesRework may be required to make the part usable, increasing labor costsAdditional labor may be required for disassembly and reassemblyAdditional materials may be needed for replacement partsSorting the defective from acceptable parts requires additional labourScrapping the defective pieces wastes both the materials and the work already added
BUSINESS PROCESS REENGINEERING
(BPR)
What is BPR? BPR is fundamental rethinking and radical redesign of business processes to achieve dramatic improvements critical contemporary measures of performance such as cost, quality, service and speed.
Dr Michael Hammer.
Reengineering business processes means tossing aside existing process and starting over.
What is Business Process Reengineering or
Redesign?
Business Process Reengineering is defined as;
“the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary
measures of performance such as costs, quality and speed”.(Hammer and Champy, 1993)
***Business process re-engineering is also known as business process redesign, business transformation, or business process change
management.
FundamentalFundamental implies that everything – every assumption, every reason, every activity – is challenged by asking why it should be continued. The implication is nothing should be accepted as scared. Over time, practices that were once required become obsolete and need to be removed.
RadicalDo not try to improve the existing situation, invent(create/design) completely new ways of accomplishing(complete/achieve) work.
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This definition contains four key words:This definition contains four key words:
DramaticDo not use business process redesign to obtain marginal (small slight) improvements, aim at order-of-magnitude improvements (ten times). If the marginal gains – 5 to 10 percent – are the goal, then continuous improvement is a more appropriate path than reengineering.
Process
Focus on the business processes instead of organizational structures.
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This definition contains four key words:This definition contains four key words:
COLLEGE OF BUSINESS ADMINISTRATION