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

Types of Problems

Compliance
Unstructured
Efficiency
Process Design
Product Design

Shewharts PDSA CYCLE

in 1930

PLAN
DO
STUDY
ACT

ACT

STUDY

PLAN

DO

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

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.

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.

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

Juran's Trilogy
Quality Planning
Identify the Customers
Determine the customer needs
Develop a process
Prove process capability

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

JURANS 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

12

Jurans Spiral of Progress in

Quality

Marketing
Operation

Customers
Further Product
Development
Customers
Product
Development

13

Quality Improvement Strategies

Repair
Refinement
Renovation
Reinvention

14

KAI

Change

ZEN

Good
(for the better)

KAIZEN = Continual Improvement

15

KAIZEN Umbrella-Continuous
Improvement

Customer Orientation
5S
TQC
Zero Defect
TPM
QCs
JIT
Quality Improvements
16

Japanese Mgt Functions and

Kaizen
TOP Mgt

Innovation

Middle Mgt

N
E
Z
I
KA

Supervisors

Maintenance

Workers

17

Japanese Vs Western Approach

KAIZEN

INNOVATION

JAPAN

Strong

Weak

WEST

Weak

Strong

18

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

20

Comparison of INNOVATION &

KAIZEN
INNOVATION

KAIZEN

Creavitivity

Adaptability

Individualism

Team Work

Technology
Information- Closed
Seeks New Technology

People- oriented
Information-Open
Builds on Existing
Technology

Limited Feedback

Comprehensive
Feedback

21

3-MUs Checklist of Kaizen

Activities
Muda (Waste)

Muri (Strain)

Mura (Discrepancy)

Man Power
Technique
Method
Time
Materials
Inventory
Way of
Thinking

Man Power
Technique
Method
Time
Materials
Inventory
Way of
Thinking

Man Power
Technique
Method
Time
Materials
Inventory
Way 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

25

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

27

SEI-RI-Clearing Up
Identification of materials, equipment
and tools data which are necessary or
not necessary, discarding and make
space for the required ones.

28

29

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

30

31

SEI-SO= CLEANING
After Clearing & Arranging .
Organization should Identify and
Eliminate source of Dirt, Dust, (or) Trash
Update Constantly

32

33

SEI-KE-TSU=Personal Cleanliness
Good Working Condition and Personal
Hygiene
Clean Person is conscious of his Work Place
Good Sanitary Condition

34

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

35

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K
N
A
H

U
O
Y

37