Continuous Improvement Overview

Creating an Environment for
Continuous Improvement
Darren Dolcemascolo
EMS Consulting Group, Inc.
www.emsstrategies.com
Copyright EMS Consulting
Presentation Agenda
1. Continuous Improvement Overview
2. Pitfalls/Critical Success Factors
3. Techniques for Driving Continuous
Improvement
Overview
System
Philosophy
Lean / Toyota
Production
System
Elimination of
waste
Six Sigma
Reduction of
defects/variation
Improvement PDCA
Process/Cycle
DMAIC
Tools
Process Mapping,
SIPOC, Hypothesis
Testing, DOE,
Control Charts, etc.
VSM, 5S,
Standardized Work,
Leveling, SMED,
TPM, One Piece
Flow, Kanban, etc.
The TPS TPS

House Diagram
Goal:
Highest Quality,Based
Lowest Cost,on
Shortest
Lead Time
A System
a Structure
Best Safety, High Morale
Just In Time
Right partRight amountRight Time
Flow
Takt Time
Pull
Quick
Changeover
Jidoka
Built-in-Quality
Line Stop
Efficiency
Visual
Controls
Error Proofing
Andon
5 Whys
Operational Stability
Standardized Work
TPM
5S
Leveled Production
Toyota Production System

What does Lean do?
Total Lead Time

Lean
Transformation
Total Lead Time
Value-Creating Time
Non-Value-Creating
Time (waste)
Thinking Lean
5 Principles of Lean
(Womack and Jones, Lean Thinking)
Specify value
can only be defined by the ultimate customer
Identify/Map the value stream

exposes the enormous amounts of waste
Create one piece flow

reduce batch size and WIP
Let the customer pull product through the value stream

make only what the customer has ordered
Seek perfection
Continuously improve quality and eliminate waste
8 Types of Muda or Waste

7
Overproduction
Waiting
Transporting
Inappropriate Processing
Excess Inventory
Unnecessary / Excess Motion
Defects
Underutilization
of Employees Minds/Ideas
PDCA
Plan: Develop an
Action Plan for
Improvement
Do: Implement the
Plan
Check: Verify Results
Act: Make Necessary
Adjustments and
Define Next Steps
Act
Check
Plan
Do
What is Six Sigma?
Six Sigma concentrates on reduction of

defects/variation in processes
If you can define and measure customer
requirements, you can determine how well you
meet this requirement.
Six Sigma, in statistical terms, translates to 3.4
defects per million opportunities (DPMO)
The project implementation approach is called
DMAIC (Define Measure Analyze Improve
Control)
DMAIC
Define the problem and what the customers

require
Measure the defects and process operation
Analyze the data and discover causes of
the problem.
Improve the process to remove causes of
the defects.
Control the process to make sure defects
dont recur.
Kaizen Events
3 to 5 day
breakthrough
event
Working level
participants w.
facilitator
Appropriate for
use with several
lean tools
Kaizen: Good Change
Kaizen Events Overview

Kaizen Process
Learn
Observe
Brainstorm
Improve
Report
Critical Success Factors and

Common Pitfalls of Continuous
Improvement
Pitfalls?
Tendency to use Lean/TPS/Six Sigma as a

Cookbook
Tendency to make surface changes without
applying principles properly (customizing to suit
the situation)
Failure to tie improvement initiatives to Company
Business Objectives
Short-Term Thinking at the Expense of Long Term
Lack of Plans/Methods to Engage All Employees
Lack of Standardized Work With Metrics and
Audits
Key Ingredients of Culture Change

Participation
and Ownership
How do we get
to this point?
Learn By
Doing Education
Accountability / Metrics
Organizational Structure
Committed, Knowledgeable Leadership
Tools to Increase Participation and

Ownership
Kaizen Board
5 Whys
Standard Work Sheet w. Audits
Visual Performance Metrics
Kaizen Board
The Five Whys
Source: Peter R. Schultz, The Leaders Handbook, McGraw-Hill, 1998
SWIP = 4
Standard Work Sheet
Metrics Drive Accountability

Performance metrics should:
Support the companys strategy

Be relatively few in number
Be mostly non-financial
Be structured to motivate lean
behavior
Be simple and easy to understand
Measure actual results versus
goals
Measure processes rather than
people
Be timely
Be visual
Hour
Plan
Actual
60
25
60
72
60
52
60
76
60
49
60
55
60
44
60
86
Questions?
Email: darrend@emsstrategies.com

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Creating an Environment for

Copyright EMS Consulting

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The TPS TPS

Toyota Production System

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What does Lean do?

Total Lead Time

Total Lead Time

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Identify/Map the value stream

Create one piece flow

Let the customer pull product through the value stream

Copyright EMS Consulting

8 Types of Muda or Waste

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What is Six Sigma?

Six Sigma concentrates on reduction of

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Define the problem and what the customers

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Kaizen: Good Change

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Kaizen Events Overview

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Critical Success Factors and

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Tendency to use Lean/TPS/Six Sigma as a

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Key Ingredients of Culture Change

Committed, Knowledgeable Leadership

Copyright EMS Consulting

Tools to Increase Participation and

Copyright EMS Consulting

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The Five Whys

Source: Peter R. Schultz, The Leaders Handbook, McGraw-Hill, 1998

Copyright EMS Consulting

Standard Work Sheet

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Metrics Drive Accountability

Support the companys strategy

Copyright EMS Consulting

Copyright EMS Consulting

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