The Certified Quality Process Analyst Handbook Continuous Improvement Models Chapter 10: (1st edition) Chapter 6: ( 2nd edition) Presented by Dr. Joan Burtner Certified Quality Engineer Associate Professor and Chair Dept. of Industrial Engineering and Industrial Management Mercer University

Four Continuous Improvement Models “Quality programs that focus on continuous improvement are vital in providing incremental improvement of processes, products, and services…These programs view quality as being measurable in some quantitative way.” (CQPA Handbook, 1st edition, page 69) Incremental Improvement Plan-Do-Check-Act Kaizen Breakthrough Improvement Six Sigma Reengineering IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

Plan-Do-Check-Act (PDCA) Developed by Walter Shewhart Adapted by W. Edwards Deming as Plan Do Study Act (PDSA) Most widely known methodology for continuous improvement See Figure 10.1 on page 67. Plan Study the situation Determine what needs to be done Develop a plan and measurement process for what needs to be done Do – Implement the plan Check Determine whether the plan worked Study the results Act If it worked, institutionalize/standardize the change. If it didn’t, try something else Continue the cycle IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

Kaizen Kai + zen (Incremental and orderly continuous improvement) “When there is a focus on improvement in all aspects of the workplace, problems are not looked at as mistakes, but as opportunities.” (CQPA Handbook, 1st edition, page 68) Kaizen events or Kaizen blitzes Generate enthusiasm for rapid results Requires substantial planning Short-term ( one week or one weekend) IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

Introduction to Six Sigma Descripton: A collection of tools and techniques for reducing variation (CQPA Handbook, 1st edition, page 370) A Six Sigma process produces less than 3.4 defects per million opportunities (DPMO) Six Sigma levels (1 through 6) 3 sigma – 66,800 DPMO 6 sigma – 3.4 DPMO When you decrease the amount of variation, the process Six Sigma level will increase. IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

Six Sigma Methodology DMAIC: Define, Measure, Analyze, Improve, Control DMADV: Define, Measure, Analyze, Design, Verify DMAIC applies to existing processes and DMADV applies to design phase in an organization that practices Design for Six Sigma (DFSS) Six Sigma project personnel Champions Master Black Belts Black Belts Green Belts IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

Reengineering “When an organization undergoes reengineering, they are seeking drastic improvement results that often mean a paradigm shift.” (CQPA Handbook, 1st edition, page 72) Process reengineering is more common than the total organization reengineering described above. Your text describes steps in reengineering as follows: Map out structure and functions of a process Identify value-added (VA) and non-value-added (NVA) activities Eliminate NVA activities Results are less waste and reduced costs IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

Creativity and Innovation Tools to Support Reengineering Lateral thinking Imaginary brainstorming Knowledge mapping Picture association Morphological box CQPA Handbook, 1st edition, page 72 CQPA Handbook, 2nd edition , page 68 IDM ISE ETM 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering