Continuous Process Improvement

Achieve Perfection
Work as Process to make it Effective, Efficient, and Adaptable
Changing Customer Needs
Control in process-Reduce Scrap, Time, Idle of Resources
Eliminate Non Conformance in All Phases
Bench Marking
Innovation
Statistical Tools, QFD,FMEA. Taguchi Loss Function

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 Types of Problems

• Compliance
• Unstructured
• Efficiency
• Process Design
• Product Design

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 Shewhart’s PDSA CYCLE
in 1930
• PLAN
• DO
• STUDY ACT PLAN

• ACT
STUDY
DO

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 Continuous Process Improvement
Phase 1 Identify the
Cycle
opportunity

Phase 2 Analyze the

Process
Phase 7Plan for the
Future
ACT
PLAN
Phase 3 Develop the
Optimal Solution
Phase 6 Standardize STUDY DO
the Solution

Phase 5 Study the Phase 4

Results Implementation
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 The Deming Cycle or PDCA Cycle

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
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change had, if any.
Kaoru Ishikawa has expanded Deming's
four steps into six:
Determine goals and targets.
Determine methods of reaching goals.
Engage in education and training.
Implement work.
Check the effects of implementation.
Take appropriate action.

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 Juran's Trilogy

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 8
effective manner possible
 Juran's Trilogy

Quality Planning
Identify the Customers
Determine the customer’ needs
Develop a process
Prove process capability

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 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

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 Juran's Trilogy

Quality Improvement
Prove need for improvement
 Identify specific projects for Improvements
 Organize to guide & Diagnosis
 To find causes
 Provide Remedies
 Prove remedies for effective in operating conditions
 Control the gains

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 JURAN’S QUALITY
TRIOLOGY

Quality
Quality Threshold
Cost Improvement
Planning Of Plan
of
Quality

Initial Quality Quality

Zone Control
Chronic Waste
(An opportunity Breakthrough
For Improvement) Quality
Zone

Time 12
Juran’s Spiral of Progress in
Quality
Customers
Further Product
Development
Marketing Customers

Product
Operation
Development

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 Quality Improvement Strategies

• Repair
• Refinement
• Renovation
• Reinvention

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 KAI Change

ZEN Good
(for the better)

KAIZEN = Continual Improvement

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 KAIZEN Umbrella-Continuous
Improvement
• Customer Orientation
• 5S
• TQC
• Zero Defect
• TPM
• QC’s
• JIT
• Quality Improvements
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Japanese Mgt Functions and
Kaizen

TOP Mgt
Innovation

Middle Mgt
EN
I Z
KA
Supervisors

Maintenance Workers

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Japanese Vs Western Approach

KAIZEN INNOVATION
JAPAN Strong Weak
WEST Weak Strong

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 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

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 TOTAL MANUFACTURING CHAIN

SCIENCE TECHNOLOG DESIGN PRODUCTION MARKET

Y

INNOVATION KAIZEN

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 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
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 3-MU’s Checklist of Kaizen
Activities
Muda (Waste) Muri (Strain) Mura (Discrepancy)
Man Power Man Power Man Power
Technique Technique Technique
Method Method Method
Time Time Time
Materials Materials Materials
Inventory Inventory Inventory
Way of Way of ThinkingWay of Thinking
Thinking
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• In an Organization, Kaizen activities will be
carried out by asking the Questions-Who,
Where, When, Why, and How
• Eg-Who does it?
What to do?
Where to do it?
When to do it?
Why to do it?
How to do it?

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5S
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HOUSE KEEPING_5-S MODEL
3 rd Class Work Place

1st Class Work Place

Throw Never
Every Where Throw

?
Never Always
Clean Clean

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 Ultimate Goal Better Tomorrow for Everyone

Intermediate Effective Use Resources

Goal Efficiency Improvement
Economic Operation

J T
Approach T T
I Q
& Method P Q
T C
M M

Foundation 5S

5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT

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 SEI-RI-Clearing Up

• 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 = ORGANIZING

• 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= CLEANING

• After Clearing & Arranging .

• Organization should Identify and
Eliminate source of Dirt, Dust, (or) Trash
• Update Constantly

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SEI-KE-TSU=Personal Cleanliness

• Good Working Condition and Personal

Hygiene
• Clean Person is conscious of his Work Place
• Good Sanitary Condition

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 SHI-TSU-KE =Self Discipline
• 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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Y
N K
H A
T
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