Continuous Process Improvement

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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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Shewharts PDSA CYCLE in 1930

• PLAN
• DO
• STUDY
• ACT

PLAN
ACT
STUDY
DO
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Continuous Process Improvement
Cycle
Phase 1 Identify the opportunity
Phase 2 Analyze the Process
Phase 7Plan for the Future
ACT
PLAN
Phase 3 Develop the Optimal Solution
Phase 6 Standardize the Solution
STUDY
DO
Phase 4 Implementation
Phase 5 Study the Results
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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
DO
ACT
Adopt the change as a permanent modification to
the process, or abandon it.
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

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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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JURANS QUALITY TRIOLOGY
Quality Improvement
Threshold Of Plan
Quality Planning
Cost of Quality
Initial Quality Zone
Quality Control
Chronic Waste (An opportunity For Improvement)
Breakthrough Quality Zone
Time
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Jurans Spiral of Progress in Quality
Customers
Further Product Development
Customers
Marketing
Product Development
Operation
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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
• 5 S
• TQC
• Zero Defect
• TPM
• QCs
• JIT
• Quality Improvements

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Japanese Mgt Functions and Kaizen
TOP Mgt
Innovation
Middle Mgt
KAIZEN
Supervisors
Maintenance
Workers
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Japanese Vs Western Approach
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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
TECHNOLOGY
DESIGN
PRODUCTION
MARKET
INNOVATION
KAIZEN
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Comparison of INNOVATION KAIZEN
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3-MUs Checklist of Kaizen Activities
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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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5 S
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HOUSE KEEPING_5-S MODEL
Throw Every Where
Never Throw
3 rd Class Work Place
1st Class Work Place
?
Always Clean
Never Clean
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Better Tomorrow for Everyone
Ultimate Goal
Effective Use Resources Efficiency
Improvement Economic Operation
Intermediate Goal
J I T
T Q C
T P M
T Q M
Approach Method
5 S
Foundation
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 ones.

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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-TSUPersonal 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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THANK YOU