TQM Presentation Final Arif

7/29/2019 TQM Presentation Final Arif

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Continuous Process Improvement

Continuous:

continuous can be used to say that something

continues without interruption or something

keeps happening repeatedly

Process:Process refers to a Sequence of interdependent

and linked procedures which, at every stage,

consume one or more resources (employee time,

energy, machines, and money) to convert inputs

(data, material, parts, etc.) into outputs.


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Improvement:

The act of improving something or the

process of getting better.

Continuous process improvement is an

ongoing effort aimed at improving the

current business process used to provide

goods or services to consumers.


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Example Samsung smart phone of Samsung

Electronics.

There is continuous improvement in

Galaxy S series smart phone in features.


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Input output process model:

Process refers to business and production

activities of an organization.

InputMaterial

Money

Information

Data

ProcessPeople

Equipment

Method

Procedure

EnvironmentMeasurement

OutputInformation

Data

Product

Services etc

Outcomes

Conditions

Feedback

Fig: Input Output Process Model


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Improvement of the process

Five basic ways to improvement

1. Reduce recourses

2. Reduce errors

3. Meet or exceed expectation of

downstream customers

4. Make the process safer

5. Make the process more satisfying toperson doing it


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1. Reduce Resource:

A process that uses more resources than

necessary is wasteful.

2. Reduce Errors:

Errors are a sign of poor workmanship

and require rework.

3. Meet or exceeding expectation:By meeting or exceeding of downstream

customers, the process is improved.


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4. Make the process safer:

A safer workplace is a more productiveone with fewer lost-time, accident and less

worker compensation claim.

5. Make the process more satisfying:Sometimes a little change increase the

satisfaction of individual. Such as

ergonomically correct chair.


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Steps of Juran Trilogy

Juran Trilogy consist three steps:

Planning

Control

Improvement


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1. Planning:

Identify the customers (internal & external)

Determine the customers need

Develop product or service features which respond

to the customers need

Develop process that are able to produce the

product or service feature

Transfer the plan to the operating forces


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2. Control:

Determine items/subject to be controlled and their

units of measure.

Set goal for the controls.

Measure actual performance. Compare actual performance to goal

Act on difference.


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3. Improvement

Established infrastructure.

Identify the improvement project.

Identify the project team Provide the team with resources to-

Determine the causes

Create solution Establish control to hold the gains


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Four Rs

Four primary improvement strategies :

1. Repair

2. Refinement

3. Renovation

4. Reinvention

Improvement strategies


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Repair

This strategy is anything broken must be

fixed or repaired so that it functions as

designed.

There are two levels to this strategy.

short term measure

permanent solution


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example

Before making repair After making repair


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Refinement

This strategy involves activities thatcontinually improve a process that is notbroken.

improves efficiency and effectiveness gradual change

The benefit of gradual change

resistance reward

documentation


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Renovation

different from the original ,but basically thesame

Key factors: Innovation and

technological advancement For example

The process of drilling a hole was

originally done by hand with a crankingmechanism


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Renovation Strategy

With the advent of the electric motor,

The electric drill was born

This drill is basically the same asthe old hand drill and the outcome is

same.

The difference is in quality and

time.


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Reinvention Strategy

This strategy begins by imagining that the

previous condition does not exist

The team uses on depth knowledge of the

customers requirements and

expectations.

For example:

The process of drilling holes using

lasers was a reinvention


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reinvention

For example:

The process of drilling holes using

lasers.


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Basic Difference Between Renovation &

Reinvention Strategy

Renovation

Reinvention


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Five Types of Problems

Compliance

Unstructured

Efficiency

Process design

Product design

Types Of Problems

Performance problem

Design problem


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Compliance

from the users view point

identified by comparing with standards

Major challenge:1. determine the root cause

2. Diagnosis can be difficult

3. Standards cannot address all of thepotential problems


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Unstructured

Unstructured problems resemble

compliance problems except the absence

of standards

Major challenges

1.determine customer needs

2.Reason of the failure of the product

3.Customization is difficult


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Efficiency

from the view point of its owners or

operators

Problem can be solved by

reducing cost

providing safe working conditions


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Process Design

involve the development of new

processes and revision of existingprocesses.


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Product design

involve the development of new productsand the improvement of existing products.

CO C O


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The term Kaizen originates from theJapanese words:

Kai - changeZen- better

kaizen change for the better.

CONCEPT OF KAIZEN

CONCEPT OF KAIZEN


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In brief, Kaizen system includes: employee involvement Empowering people; Listening to them; zero investment improvements; and

Focus on efforts rather than results .

CONCEPT OF KAIZEN


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The Kaizen improvements focus on

the use of: Valueadded and non-value-added work activities Muda-over production, delay, transportation, processing,

inventory, wasted motion, defective parts.

Principles of motion study and the use of cell technology.

Principles of materials handling and use of piece flow.

Documentation of standard operating procedures. The five Ss - proper management (Seiko), orderliness

(seiton), personal cleanliness (seiketso), cleanup (seiso), anddiscipline (shitsuke).

Visual Management

Just-in-time principles Poka-yoke

Team dynamics


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KAIZEN TECHNIQUES

KAIZEN techniques consists of thefollowing steps:

Identifying problem (s)

Examining the problem (s)

Finding ideas to solve the problem (s)

Developing selected proposal (s)

Implementing the proposal (s)


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KM 31

Multiple KAIZEN ideas

Problem:

The man cannot

reach the tool box

on the shelf.

Man is too short to

reach the tool box.

The tool box is placed too

high.


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The interaction between man and tool

box generates a problem.

Tool

Box Man

ManTool

Box

Problem does not exit.

Problem


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Multiple KAIZEN ideas

From man stand point,

cannot reach Use footstool.

From toolbox stand point,

place it at the lower shelf.


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Solution

Footstool

Place the toolbox

at a lower shelf


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Comments on Kaizen

Kaizen is a process-oriented thinking and not result oriented thinking:

Process oriented Result orientedSelf discipline

Time management

Skill ManagementParticipation & involvement

Communication

Morale

I dont care, you get it done just giveme one result.


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Reengineering The application of technology and management science to

the modification of existing systems, organizations, processes,

and products in order to make them more effective, efficient,

and responsive.

Reengineering is the fundamental rethinking and redesign of

business processes to achieve dramatic improvements in

critical, contemporary measures of performance, such as cost,

quality, service and speed.

(Hammer & Champy, 1993


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Six-Sigma It is the best measurement of process variability,

because the smaller the deviations value, the lessvariability in the process.

In 1999,M.Harry and R. Schroeder published six

sigma. Sigma ,,is the Greek Symbol for the statistical

measurement of dispersion called standard deviation

Six Sigma is a process improvement methodology

companies use to improve quality by identifying and

eliminating product defects or process errors. Themethodology is based on well-established and well-

proven techniques


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DMAICDefine, Measure, Analyze, Improve and Control. It is

used to "fix" existing processes when there is one, or at most,

two ways to measure the capability or success of the process


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Master Black Belt

Black Belt(ge-ps

group)

Green Belt

Black Belt

(Automation group)

Green Belt

Black Belt

(Field group)

Green Belt

Harry and Schroeder

introduce an

infrastructure oftrained personnel to

ensure that projects

have the necessary

resources to

improvements. Asmall group of

individuals in the

organizatgion have

full-time job ofmaking

improvement


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There are a number of problems associated with six-sigmamethodology.

It would be very difficult and not very cost erffective for smallbusiness to develop the require infratrucure.

Even a medium-sized business would have difficulty payingfor the high cost of the training.

In large companies,there is a great danger that theinfrastructure will become a bureaucracy.

Problems :


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The PDSA cycle

The PDSA stands for Plan-

Do-Study-Act. This PDSA

cycle was first developed by

Shewhart and then

modified by Deming.It is an

effective improvement

technique


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An Example of PDCA In personal life

Let's say a boy wants to improve his skill on Mathematics. He can use thePDCA cycle which will help him to reach his goal.

PAt first he has to decide upon a goal marks of math. If this will include theskill of formula or circumferences, he needs to take measurements andestablish goals for these factors also. He also needs to decide how he willtackle this issue. Will he memorize? Exercise? Combine both? Whatroutine will he follow? What kind of exercise will he pursue? Coaching?

Doing self exercise? D

He must follow his plan for a pre-established amount of time. He needsfollow his plan as closely as possible.

CAt the end of the pre-determined time, he has to check his results. Howclose is he to his goal in obtaining marks? How close is he to his goalmeasurements? What parts of his plan worked? Which parts were thehardest or least pleasant?

AIf he has met his goal, he will celebrate! If he hasn't, he needs to revisethe plan, improving upon it as he embarks on attempt number two.Continuing to repeat the cycle until he reaches his goal.


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The Problem Solving Method

Process improvement achieves the greatest

results when it operates within the framework

ofthe problem-solving method

There are Seven Phases of the method

shown in the diagram.

Also the relationship with PDSA Cycle


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Phase 1: Identify the Opportunity

The objective of this phase is to identify andprioritize opportunities for improvement.

It consists of three parts

Identify the problem

Form the team (if one is not in existence) and

Define the scope.



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Phase 1: Identify the OpportunityContd

Identify the problem

Problem identification answers the question,

What are the problems?

The answer leads to those problems that have

The greatest potential for improvement and

Have the greatest need for solution.



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For a condition to qualify as a problem, it

must meet the following three criteria:

Performance varies from an established

standard.

Deviation from the perception and the facts.

The cause is unknown; if we know the cause,

there is no problem.



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The second part of Phase 1 is to form a team.

If the team is a natural work group or one where

members already work together, then this part is

complete.

If the problem is of a multifunctional nature

then the team should be selected and tasked by

the quality council to address the improvement of

a specific process.



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The third part of Phase 1 is to define the

scope

Failure in problem solving is frequently

caused by Poor definition of the problem.

A problem well stated is half solved



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Criteria for a good problem statement are follows:

It clearly describes the problem It states the effect

What is wrong

When it happens

Where it is occurring

Rather than

why it is wrong or

who is responsible.



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Criteria for a good problem statement (cont)

It focuses on

what is known,

what is unknown

what needs to be done.

It uses facts and is free of judgment

It emphasizes the impact on the customer



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Phase 2: Analyze the Current Process

The objective of this phase is to understand

the process and how it is currently performed.

Key activities are to Define

Process boundaries,

Outputs and customers

Inputs and suppliers, and

Process flow



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Phase 2: Analyze the Current Process

The first step is for the team to

Develop a process flow diagram Next, the target performance measures are defined

Then Team will collect all available data and

information

After that The team will identify the customers and their

requirements and expectations

Finally they will systematically review the procedures

currently being used.



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Phase 3: Develop the Optimal Solution(s)

This phase has the objective of

Establishing potential and feasible solutions and

Recommending the best solution to improve the

process.

In this phase,

Creativity plays the major role



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Phase 3: Develop the Optimal Solution(s)

Brainstorming is the principal technique.

Brainstorming on possible solutions

requires

Not only a knowledge of the problem

But also innovation and creativity.



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Phase 04: Implement the changes

This phase has three objectives :-

1. Preparing the implementation plan.

2. Obtaining the approval from quality council

authority.

3. Implementing the process improvements.



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Phase 05: Study the results

This phase study the results- By monitoring and evaluating the changes.

To monitor and evaluate the changes the

work group-

Collects data. Review the progress.

Use measurements tools.



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Phase: 06: Standardize the solution

Standardize includes-

1. Positive control of the process

2. Process certification.3. Operator certification



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Phase 07: Plan for the future

The main theme of this phase:

improvement is never ending So the quality organization must develop

process that is-

Customer oriented.

Flexible.

Responsive.



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Quality based organizations should strive to achieve perfection

by continuously improving the business and production

processes. Continuous Process Improvement recognizes thatsubstantial gains can be achieved by the accumulation of many

seeming minor improvements whose synergies yield

tremendous gains over the long run. For many organizations

continuous improvement is an inherent part of the way it goes

about doing its business.

Two Basic Issues of Continuous

Improvement Concept


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Continuous Process Improvement is designed to utilize

the resources of the organization to achieve quality

driven culture. Individuals must think, act and speakquality then synergies yield Continuous Improvement of

all processes. Basically, two important issues are found

in Continuous Improvement Process. These are -

1. Improve all the procedures

2. Improve process continuously


Improvement Concept


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1. Improve all the procedures

TQM is mainly concerned with continuous improvement

in all work, from high level strategic planning and

decision-making, to detailed execution of work elements

on the shop floor. It stems from the belief that mistakes

can be avoided and defects can be prevented. It leads to

continuously improving results, in all aspects of work, asa result of continuously improving capabilities, people,

processes, technology and machine capabilities.


Improvement Concept

Cont


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Every TQM based organization must ready to improve all

the business activities or procedures when quality

based culture is adopted. Improvement includes -

a. Improving forward linkages

b. Improving backward linkages

c. Improving business process

Cont ..


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2. Improve process continuously

Improvement is an ongoing process that shows

improvement is never ending and continuously running.

Every quality based organization must be conscious andcommitted to continuous improvement from present to

future. This process never ending and continue in the long

run. So, organizations main effort is commitment to

improve process continuously.


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Continuous Process

Improvement is a

never ending effort

Conclusion

Quality is a never

ending quest

TQM Presentation Final Arif

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