Tqm - Continuous Process Improvement 4m1r57

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

ACT

STUDY

PLAN

DO

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Continuous Process Improvement Cycle Phase 1 Identify the opportunity

Phase 7Plan for the Future

Phase 6 Standardize the Solution

Phase 5 Study the Results

Phase 2 Analyze the Process ACT

STUDY

PLAN Phase 3 Develop the Optimal Solution DO

Phase 4 Implementation

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The Deming Cycle or PDCA Cycle PLAN

ACT

Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

Adopt the change as a permanent modification to the process, or abandon it.

DO

Implement the change on a small scale and measure the effects

CHECK Study the results to learn what effect the change had, if any.

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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 effective manner possible

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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 10

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 11

JURAN’S QUALITY TRIOLOGY Cost of Quality

Quality Planning

Threshold Of Plan

Quality Improvement

Initial Quality Zone Chronic Waste (An opportunity For Improvement)

Quality Control Breakthrough Quality Zone

Time

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Juran’s Spiral of Progress in Quality

Marketing Operation

Customers Further Product Development Customers Product Development

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Quality Improvement Strategies • • • •

Repair Refinement Renovation Reinvention

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KAI

Change

ZEN

Good

(for the better)

15 KAIZEN = Continual Improvement

KAIZEN Umbrella-Continuous Improvement • • • • • • • •

Customer Orientation 5S TQC Zero Defect TPM QC’s JIT Quality Improvements 16

Japanese Mgt Functions and Kaizen TOP Mgt

Innovation

Middle Mgt

N E Z I 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 19

TOTAL MANUFACTURING CHAIN

SCIENCE

TECHNOLOG Y

INNOVATION

DESIGN

PRODUCTION

MARKET

KAIZEN

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Comparison of INNOVATION & KAIZEN INNOVATION

KAIZEN

Creavitivity

Adaptability

Individualism Technology Information- Closed Seeks New Technology

Team Work People- oriented Information-Open Builds on Existing Technology

Limited

Comprehensive 21

3-MU’s Checklist of Kaizen Activities Muda (Waste)

Muri (Strain)

Mura (Discrepancy)

Man Power Technique Method Time Materials Inventory Way of Thinking

Man Power Man Power Technique Technique Method Method Time Time Materials Materials Inventory Inventory Way of ThinkingWay of Thinking 22

• 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? 23

5S 24

Throw Every Where

Never Throw

? Never Clean

Always Clean

1st Class Work Place

3 rd Class Work Place

HOUSE KEEPING_5-S MODEL

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Better Tomorrow for Everyone

Ultimate Goal

Effective Use Resources Efficiency Improvement Economic Operation

Intermediate Goal

Approach & Method

Foundation

J I T

T Q C

T P M

T Q M

5S

5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT 26

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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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T

K N A H

U O Y

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