TQM Tools applications in Engineering

نرحب بكم في هذا اللقاء العلمي تطبيقات أدوات الجودة الشاملة في الهندسة Welcomeأهلا وسهلا بكم نرحب بكم في هذا اللقاء العلمي ندوة تطبيقات أدوات الجودة الشاملة في الهندسة سمير سعيدان seadan99@yahoo.com Samir Seadan

محاور الندوة Kaizen5- كايزن ISO 9001 1- الايزو 9001 Six Sigma 2- سيجما ستة EFQM Model3- نموذج التميز الاوروبي Balanced Score Cards 4- بطاقات الاداء المتوازن Kaizen5- كايزن Samir Seadan

الجودة: الجودة:Quality إدارة الجودة الشاملة : TQM هي تحقيق المتطلبات والتوقعات المتفق عليها، فيما بيننا و بين "عملائنا" إدارة الجودة الشاملة : TQM هي التي تؤكد أننا نخطط و ننظم "ضمن الشركة" لتحقيق هذه المتطلبات و التوقعات المتفق عليها. توكيد الجودة Quality Assurance مراقبة الجودة Quality Control: Samir Seadan

قامت بإصدار اكثر من 14000 مواصفة قياسية حتى الان. ما هي الايـزو (ISO 9000) International Organization for Standardization ( ISO ) …….ISO ….IOS … Why منظمة القياس الدولية / جنيف تتبناه حالياً 148 دولة. وهي تهدف في المحصلة إضافة إلى رفع الكفاءة ضمن الشركات إلى تسهيل التجارة الدولية بواسطة التزويد بمجموعة موحدة من المقاييس المعترف بها و المحترمة من قبل الجميع وفي كل مكان على مستوى العالم. قامت بإصدار اكثر من 14000 مواصفة قياسية حتى الان. Samir Seadan

Quality Management Standards ISO 9000 series ISO 9000 Quality Management and Quality assurance standards. ISO 9000-1: 94 Guidelines for selection and use ISO 9000-2: 93 Generic guidelines for the application of ISO 9001, SO 9002, ISO 9003 ISO 9000-3: 91 Guidelines for the application of ISO 9001 to the development, supply and maintenance of software. ISO 9000-4: 93 Guide to dependability program management. ISO 9001: 94 Quality Systems Model for quality assurance in design, development production, installation, and servicing ISO 9002: 94 Quality Systems Model for quality assurance in production, installation, and servicing ISO 9003: 94 Quality Systems Model for quality assurance in final inspection and test ISO 9004 Guide to quality management system elements ISO 9004-1: 94 General guidelines. ISO 9004-2: 91 Guidelines for services. ISO 9004-3: 93 Guidelines for processed materials ISO 9004-4: 93 Guidelines for Quality improvement ISO 9004-5: 93 Guidelines for the use of quality plans ISO 9004-6: 93 Guidelines to Quality Assurance for project management ISO 9004-7: 93 Guidelines for configuration management ISO 9001:2000 the new ISO Model for quality assurance in design, development production, installation, and servicing ISO 9001:2008 : Rephrasing Samir Seadan

تقوم فكرة الايزو 9001:2008 على ثمانية مبادئ ادارية اساسية، تم اختيار هذه المبادئ لتحسين اداء الشركات المبادئ الثمانية Customer Focus التركيز على العملاء( جعل العملاء مركز اهتمام الشركة) Leadership القيادة Involvement of people اشراك الجميع Process Approach استخدام مفهوم العمليات (بدل مفهوم الادارات) System Approach to Management مفهوم المنظومة للعمليات Continual Improvement التطوير المستمر Factual Approach to Decision Making اتخاذ القرارات بناء على حقائق Mutually Beneficial Supplier Relationships توطيد العلاقة مع الموردين Samir Seadan

التركيز على العملاء( جعل العملاء مركز اهتمام الشركة) Customer Focus ان وجود و تقدم و ربحية الشركات تعتمد على درجة رضى وولاء العملاء، لذلك على الشركات: تفهم احتياجات و توقعات العملاء. تحقيق احتياجات العملاء. تحقيق توقعات العملاء بل تجاوز هذه التوقعات. التعامل بكفاءة و فعالية مع شكاوى العملاء قياس درجة رضاء العملاء Samir Seadan

القيادةLeadership القيادة في الشركة تقوم بتحفيز العاملين لتحقيق اهداف و غايات الشركة و لتسهيل الاتصال Communications ضمن الشركة لذلك: على قيادة الشركة تحديد هدف / اهداف الشركة و توجيه موارد الشركة لتحقيق هذه الاهداف. على الادارة العليا في الشركة خلق اجواء عمل تشجع منتسبيها على تحقيق الاهداف المخططة. هذه الاهداف يجب ان تكون SMART Objectives Samir Seadan

اشراك الموظفين Involvement of people ان تحفيز والتزام واشراك جميع العاملين ضمن الشركة يقود الى التطوير و بالتالي على الشركات: اشراك موظفيها بعملية التطوير و اتخاذ القرار والمبادرات. مساعدة الموظفين لتطوير قدراتهم و تشجيعهم على استخدام هذه القدرات. Samir Seadan

استخدام مفهوم العمليات (بدل مفهوم الادارات) Process Approach الشركات تقوم بعمليات تشترك بها اكثر من ادارة و بالتالي يجب النظر الى العملية ككل بغض النظر عن الادارة او مجموعة الادارات التي تساهم في اتمام العملية، ان هذا المفهوم يدفع باتجاه مسئولية الجميع عن نجاح عملية ما بعكس نظرية الادارات التي يقوم خلالها كل ادارة بأداء عملها من وجهة نظرها دون الاخذ بالاعتبار تأثير ذلك على الغير. Samir Seadan

مفهوم العمليات Process approach Plan Do ACT Verify/Check (Correct) Samir Seadan

مفهوم المنظومة للعمليات System Approach to Management على الشركة ان تقوم بتحديد الروابط و العلاقات الداخلية ما بين العمليات المختلفة ومعاملتها كمنظومة. Samir Seadan

التطوير المستمرContinual Improvement إن أحد أهم مبادئ الايزو 9001:2008 هي التطوير المستمر و بالتالي على الشركة وباستمرار تطوير أساليب عملها وإجراءاتها وخدماتها وبالتالي أدائها لتستمر بالاحتفاظ بحصتها من السوق وبرضى وولاء العملاء. ISO 9000:2000 Samir Seadan

اتخاذ القرارات بناء على حقائق Factual Approach to Decision Making اتخاذ القرار ( أي قرار) هي عملية موازنة بين مختلف الخيارات وبالتالي فان الحصول على الحقائق الموضوعية قبل اتخاذ القرار وتحليل هذه المعطيات احصائياً هي مقدمة اتخاذ أي قرار اداري سليم. Samir Seadan

توطيد العلاقة مع الموردين Mutually Beneficial Supplier Relationships الشركات تعتمد في تقديم خدماتها لعملائها على الخدمات و السلع المقدمة لها من مورديها و بالتالي علينا اقامة علاقة مفتوحة والاستفادة من موارد و خبرات و تقنيات الموردين. Samir Seadan

System Requirements / Structure of the Standard Quaity Management Systems.9000 System Requirements / Structure of the Standard General requirements Documentation Requirements 4 Quality Management System 5 Management Responsibility Provision of resources Human resources Infrastructures Work environment 6 Resource Management Planning Customer related processes Design & development Purchasing Production & service provision 7 Product Realization 8 Measurement Analysis & improvement General Monitoring & measurement Control of NCP Analysis of data Improvements Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews Samir Seadan WWW.QMSISO.COM

القياس والتحليل والتحسين إدراك خصائص المنتج/ الخدمة نظام إدارة الجودة العميل رضا العميل مسئولية الإدارة إدارة الموارد القياس والتحليل والتحسين إدراك خصائص المنتج/ الخدمة مدخلات المنتج مخرجات متطلبات Samir Seadan

4. نظام إدارة الجودة 4.1 متطلبات عامة 4. نظام إدارة الجودة 4.1 متطلبات عامة تعريف وتحديد جميع العمليات المطلوبة. تحديد تسلسل وتداخلات العمليات. تحديد المواصفات والطرق المطلوبة للتأكد من كفاءة التشغيل والتحكم في تلك العمليات. التأكد من توفير المعلومات، الموارد الضرورية لدعم وتشغيل ومراقبة تلك العمليات. قياس ومراقبة وتحليل تلك العمليات. تطبيق الإجراءات الضرورية لتحقيق النتائج المخططة والتحسين المستمر. General requirements Documentation Requirements 4 Quality Management System Samir Seadan

4.2 متطلبات الوثائق وثائق نظام إدارة الجودة يجب أن تشمل التالي: أهداف وسياسة جودة موثقة دليل الجودة إجراءات موثقة وثائق مطلوبة بالمؤسسة للتأكد من فعالية التخطيط والتشغيل وضبط العمليات سجلات الجودة المطلوبة بالمواصفة العالمية General requirements Documentation Requirements 4 Quality Management System Samir Seadan

5 مسؤولية الادارة 5.1 التزام الإدارة قيام الإدارة العليا بتقديم أدلة على التزامها بالتطوير والتحسين المستمر لنظام الجودة من خلال تفهم المؤسسة (العاملين) لأهمية التوافق مع المتطلبات كل من العملاء والقوانين المنظمة إنشاء سياسة الجودة ضمان تحديد أهداف الجودة القيام بمراجعات الإدارة ضمان توفير الموارد Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews 5 Management Responsibility Samir Seadan

5.2 وضع العميل في بؤرة الاهتمام معرفة وتحديد احتياجات وتوقعات العملاء الخطوات المتخذة للتحقق من مدى تحقيق هذه التوقعات والاحتياجات الطرق المتبعة للتعرف على مدى إشباع رغبات العملاء كيفية معرفة رضى العملاء 5 Management Responsibility Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews Samir Seadan

5.3 سياسة الجودة التوجه العام لأي مؤسسة تجاه الجودة كما تحدده الإدارة العليا يجب أن تتميز سياسة الجودة بالأتي: مناسبة لطبيعة ونشاط المؤسسة تتضمن الالتزام بالتوافق مع متطلبات المواصفة الدولية تتضمن الالتزام بالتحسين والتطوير المستمر توضح الإطار العام لبناء أهداف الجودة ومراجعتها يتم توصيلها وتفهمها على جميع المستويات داخل المؤسسة يتم مراجعتها للتأكد من استمرار ملاءمتها 5 Management Responsibility Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews Samir Seadan

5.4 التخطيط 5.4.1 أهداف الجودة تخطيط اية امور تتعلق بالجودة تلائم جميع الوظائف والمستويات SMART متطابقة مع سياسة الجودة تخطيط اية امور تتعلق بالجودة ضمان أن التخطيط والتغيير يتم بطريقة مضبوطة وأن نظام الجودة ككل يتم المحافظة عليه أثناء التغيير. 5 Management Responsibility Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews Samir Seadan

5.5 المسئوليات، الصلاحيات، الاتصالات المسئوليات والصلاحيات والعلاقات البينية (التداخلات) قد تم تعريفها وتوصيلها إلى جميع المستويات. تعيين ممثل الإدارة. أعضاء الإدارة ضمان أن عمليات نظام الجودة مطبقة ومحافظ عليها. تقديم تقارير للإدارة العليا عن نظام الجودة تشمل الاحتياجات والتحسين. التأكد من تفهم والوعي بمتطلبات العملاء. 5 Management Responsibility Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews Samir Seadan

5.6 مراجعات الإدارة مخططة بصورة دورية فرص التحسين والتطوير سياسة وأهداف الجودة مدخلات المراجعة مخرجات المراجعة 5 Management Responsibility Management Commitment Customer focus Quality policy Planning Responsibility, authority & communication Management Reviews Samir Seadan

6.0 إدارة الموارد 6.1 توفير الموارد 6.2 الموارد البشرية 6.3 البنية الأساسية 6.4 بيئة العمل 6 Resource Management Provision of resources Human resources Infrastructures Work environment Samir Seadan

7. المنتج 7.1- التخطيط 7.2- العمليات المتعلقة بالعملاء Planning Customer related processes Design & development Purchasing Production & service provision 7 Product Realization 7. المنتج 7.1- التخطيط 7.2- العمليات المتعلقة بالعملاء 7.3- التصميم والتطوير 7.4- المشتريات 7.5- الانتاج وتزويد الخدمة 7.6- مراقبة ومعاييره الاجهزة 7 Product Realization Monitoring of Devices Samir Seadan

الإستثناءات محدودة من خلال البند رقم 7 لمتطلبات المواصفة الدولية هذه الإستثناءات لا تؤثر على قدرة المؤسسة أو مسئوليتها على تقديم منتج / خدمة ذو قدرة على إرضاء العميل ويتوافر به جميع المتطلبات المنظمة. Samir Seadan

. 8القياس، التحليل، التحسين 8 Measurement Analysis & improvement General Monitoring & measurement Control of NCP Analysis of data Improvements 8.1 عام 8.2 الرقابة والقياس 8.3 ضبط حالات عدم المطابقة 8.4 تحليل البيانات 8.5 التطوير والتحسين Samir Seadan

Six Sigma

What is Sigma ? A term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of a process Sigma Samir Seadan

What is Six Sigma? Six Sigma A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per million opportunities Six Sigma A philosophy and a goal : as perfect as practically possible A methodology and a symbol of quality Samir Seadan

Defects per Million Opportunities Sigma Level Sigma Level (Process Capability) Defects per Million Opportunities 2 308,537 3 66,807 4 6,210 5 233 6 3.4 Samir Seadan

Sigma Level Six Sigma = 99,9997% Samir Seadan

Sigma Level Why not 4 Sigma or 99.379% ? Every hour the postal service would lose 20,000 pieces of mail Every day our drinking water would be unsafe for almost 15 minutes Every week there would be 5,000 surgical operations that go wrong in some way Every month we would be without electricity for almost 7 hours Why not 4 Sigma or 99.379% ? Samir Seadan

Why Six Sigma? Money Quality Customer Satisfaction Competitive Advantage Growth Employee Pride Samir Seadan

Why Six Sigma? At GE, Six Sigma added more than $ 2 billion to the bottom line in 1999 alone Motorola saved more than $ 15 billion in the first 10 years of its Six Sigma effort AlliedSignal reports saving $ 1,5 billion through Six Sigma. Samir Seadan

Why Six Sigma? Six Sigma is about practices that help you eliminate defects and always deliver products and services that meet customer specifications Samir Seadan

Cost of Poor Quality What is cost of waste? What is cost of rework? What is cost of excessive cycle times and delays? Samir Seadan

Cost of Poor Quality What is cost of business lost because customers are dissatisfied with your products or services? What is cost of opportunities lost because you didn’t have time or the resources to take advantage of them? Samir Seadan

Voice of Customer- VOC. Samir Seadan

Critical-to-Quality (CTQ) Elements of a process that significantly affect the output of that process. Identifying these elements is figuring out how to make improvements that can dramatically reduce costs and enhance quality. Samir Seadan

Six Sigma Phases Samir Seadan

D M A I C Six Sigma Phases Define Measure Analyze Improve Control Samir Seadan

Six Sigma Phases Define the project goals and customer (internal and external) deliverables Define Measure the process to determine current performance Measure Analyze and determine the root cause(s) of the defects Analyze Samir Seadan

Six Sigma Phases Improve Improve the process by eliminating defects Control Control future process performance Samir Seadan

Six Sigma Phases Define Define Customers and Requirements (CTQs) Develop Problem Statement, Goals and Benefits Identify Champion, Process Owner and Team Define Resources Evaluate Key Organizational Support Develop Project Plan and Milestones Develop High Level Process Map Define Samir Seadan

Six Sigma Phases Measure Define Defect, Opportunity, Unit and Metrics Detailed Process Map of Appropriate Areas Develop Data Collection Plan Validate the Measurement System Collect the Data Begin Developing Y=f(x) Relationship Determine Process Capability and Sigma Baseline Measure Samir Seadan

Six Sigma Phases Analyze Define Performance Objectives Identify Value/Non-Value Added Process Steps Identify Sources of Variation Determine Root Cause(s) Determine Vital Few x's, Y=f(x) Relationship Analyze Samir Seadan

Six Sigma Phases Improve Perform Design of Experiments Develop Potential Solutions Define Operating Tolerances of Potential System Assess Failure Modes of Potential Solutions Validate Potential Improvement by Pilot Studies Correct/Re-Evaluate Potential Solution Improve Samir Seadan

Six Sigma Phases Control Define and Validate Monitoring and Control System Develop Standards and Procedures Implement Statistical Process Control Determine Process Capability Develop Transfer Plan, Handoff to Process Owner Verify Benefits, Cost Savings/Avoidance, Profit Growth Close Project, Finalize Documentation Communicate to Business, Celebrate Control Samir Seadan

Tools and Roles for Six Sigma Samir Seadan

Tools for Six Sigma Creating flowcharts of the step in a process – operations, decision points, delays, movements, handoffs, rework, loops, and controls or inspections. A process map is illustrated description of how a process work. Process Mapping Samir Seadan

Design of Experiments or DOE Tools for Six Sigma DOE is a structured, organized method for determining the relationship between factors (Xs) affecting a process and the output of that process (Y). Design of Experiments or DOE Samir Seadan

Tools for Six Sigma A group of rows and columns, with one set of increments marked along the X (horizontal) axis and another set of increments marked along the Y (vertical) axis. The purpose of using XY matrix is to study and understand the relationship between what you are putting into a process and what your customer is getting out of it. The XY matrix allows the team to identify gaps, areas for improvement. XY Matrix Samir Seadan

Process Capability Tool Tools for Six Sigma Process capability tool is the measure of a process being able to meet specification requirements and fulfill customer CTQ needs on a long term basis. Process Capability Tool Samir Seadan

Tools for Six Sigma Investigating a theory about the suspected cause (s) of a particular effect in a process to determine if it is correct. It’s a compass that points you directly to the vital few factors that are most affecting your process. Hypothesis Testing Samir Seadan

Failure Mode Effect Analysis Tools for Six Sigma The manner in which a part or process can fail to meet a specification, creating a defect or non-conformance, and the impact on the customer if that failure mode is not prevented or corrected. Failure Mode Effect Analysis Samir Seadan

Tools for Six Sigma A detailed assessment and guide for maintaining all the positive changes you, your black belt, and the project team have made. It ensures that all your analysis and efforts stay in effect and that you have information at your disposal to prevent backsliding or a return to less than optimal performance standard. Control Plan Samir Seadan

Key Roles for Six Sigma Includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation. Executive Leadership Are responsible for the Six Sigma implementation across the organization in an integrated manner. Champions also act as mentor to Black Belts. Champions Samir Seadan

Key Roles for Six Sigma Identified by champions, act as in-house expert coach for the organization on Six Sigma. They devote 100% of their time to Six Sigma. Master Black Belts Operate under Master Black Belts to apply Six Sigma methodology to specific projects. They primarily focus on Six Sigma project execution. Black Belts Samir Seadan

Key Roles for Six Sigma Are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results. Green Belts Samir Seadan

Excellence Model -EFQM

Leadership Performance Key People Policy & Strategy Partnerships & Resources Processes People Results Customer Results Society Results Performance Key INNOVATION AND LEARNING ENABLERS RESULTS

100 90 140 90 150 80 200 60 90 ENABLERS RESULTS Performance Leadership People Policy & Strategy Partnerships & Resources Processes People Results Customer Results Society Results Performance Key INNOVATION AND LEARNING ENABLERS RESULTS 100 90 140 90 150 80 200 60 90

1- Purpose and Direction 2- Vision , Mission & Values Leadership : 1- Purpose and Direction 2- Vision , Mission & Values 3- Company Identity 4- Motivation 100 Policy & Strategy : 1- Defined Policies and strategies 2- known to all 80 People : 1- Competencies 2-Loyality & Motivated 3- Intellectual Capital 90 Partnership and Resources: 1- sharing risk and cost 2- improving competitiveness 90 Samir Seadan

1- Efficient and Effective 2- Enhanced confidence of stakeholders Processes : 1- Efficient and Effective 2- Enhanced confidence of stakeholders People Results: 1- employee satisfaction 2- People retention 140 90 Customer Results : 1- Customers satisfaction 2- Customers Complaints 3- Customers Loyalty 200 Society Results : 1- unemployment's issues 2- Environment 60 Key performance Results: 1- Profit 2- Market share 3- Costs 150 Samir Seadan

EFQM Levels of Excellence: 1- European Quality Award - EQA 2- Recognized for Excellence 3- Committed to Excellence Samir Seadan

Balanced Score Cards

What - is the Balanced Scorecard ? A business measurement tool Used for both planning and performance reporting Key factor being to agree the correct set of measures / targets relevant to a particular business vision and strategy which may be combined to produce an overall business performance “score” Samir Seadan

What is the Balanced Scorecard..? In its generic format it brings together 4 aspects of business which are necessary for sustained future business success People and learning Internal Processes Customer Financial A proven feature of the Scorecard concept is its adaptability to fit a wide variety of business situations Commercial, state or privately owned Profit and non-profit organisations All industry sectors Large and small organisations Samir Seadan

Key principles of the BSC ... Alignment of management focus and resource allocation to the achievement of goals / strategic objectives: …. “the strategy focused organisation” …. “translating Vision into reality” Business performance measurement ( and targeting ) of the key drivers of success Feedback and learning : is the strategy working - are we on track to reach our goals ..? Samir Seadan

Illustrative - Overall Scorecard Summary… Samir Seadan

In simple language ... Understanding where is your destination Understanding the route you are proposing to take Then - reading the signposts to check if you are correctly en-route It may sound simple, BUT … many organisations do not have answers to these points Samir Seadan

Alignment across the organisation… a mixture of shared and unique measures CORPORATE CORPORATE DIVISION DIVISION DEPT DEPT DEPT Samir Seadan

Aligning people … ( “Before and After” a successful Scorecard application ) Samir Seadan

People and Learning Perspective : to achieve our vision how will we sustain our ability to change and improve..? People / HR morale ( including confidence in leadership ) skills / competencies ( and resultant skills gap) attendance / absenteeism applications per vacancy Learning / Change / Capabilities effectiveness of training overall change management / ability to change innovation / creativity R&D investment ratio income from new ideas / products living the corporate values Samir Seadan

Internal Process Perspective : to satisfy our shareholders and customers what internal processes must we excel at..? Overall Focus on Quality, Time and Efficiency quality / error rate / warranty claim rate on - time delivery unit cost IT availability / response times effectiveness of communications environmental impact project management development time to market overhead cost ratio supplier management average stock level Samir Seadan

Customer perspective : to achieve our vision how should we appear to our customers..? who is the customer ? intermediaries / brokers direct customer community / regulator customer results market share / competitor position new customers / retention / attrition recovery relationship satisfaction what are drivers of customer success ? service recovery image sales conversion rate Samir Seadan

Financial perspective : to succeed financially how should we appear to our shareholders..? Focus on established measures of financial performance - the delayed consequence of performance in the 3 other Scorecard quadrants. Typical measures : ROE / ROI / Business volume growth Share price / Market capitalisation Investor confidence Overall efficiency / Cost: income ratio Risk management / Loss: asset ratio Cash flow Value add per employee Samir Seadan

Kaizen

Two path breaking books, that offered true insights into Japanese 1987 ‘GEMBA KAIZEN’ The Commonsense Approach to Management Masaaki Imai Founder and Chairman 1984 KAIZEN The Key to Japanese Competitive Success Two path breaking books, that offered true insights into Japanese Management Samir Seadan

Kaizen Institute, Ltd. Parent Company (Switzerland) Kaizen Institute America 1985 Kaizen Institute Europe 1990 Kaizen Institute Japan 1990 Reconstituted as Kaizen Institute Africa Asia Pacific Year 2000 Samir Seadan

the place where value is added, Also means workplace/shop floor KAIZEN KAI ….. CHANGE ZEN …. GOOD (FOR THE BETTER) KAIZEN….. CONTINUAL IMPROVEMENT Gemba Japanese for the Real Place, the place where value is added, Also means workplace/shop floor Samir Seadan

KAIZEN Management Paradigm Innovation KAIZEN Maintenance (Current Status) Development TOP MANAGEMENT MIDDLE SUPERVISORS WORKERS Samir Seadan

Focused Improvement Improvement KAIZEN is: Focused Improvement. Focused Improvement Improvement KAIZEN Paper does not burn in sunlight Paper does not burn in sunlight Paper burns Focused improvement concentrates the energy: Little energy, but concentrated and aligned Enables significant (large) improvements Small time required Rapid progress Improvement is like sunlight: Lot of energy, but dispersed (wasted) Small improvements Slow progress. Samir Seadan

s s s s • • • What really is KAIZEN Eliminating waste ignificant ® Eliminating waste from processes is Kaizen. Kaizen is process improvements • s ignificant which are (large) • s Focused on trategically important areas s • Achieved peedily • s and are ustainable Samir Seadan

Cost is due to useful work KAIZEN attacks MUDA first Muda Definition Activity = Useful Work + Wasteful Work = Added Value + Non Added Value Expenditure = Cost + Waste (Muda) Cost is due to useful work Waste comes from MUDA MUDA is Japanese for wasteful work (non value adding work) KAIZEN attacks MUDA first Samir Seadan

1. Muda of over-production 2. Muda of waiting 3. Muda of transport Types of MUDA 1. Muda of over-production 2. Muda of waiting 3. Muda of transport 4. Muda of processing 5. Muda of inventory 6. Muda of motion 7. Muda of repair/rejects Samir Seadan

1. Muda of Untapped Human Potential 2. Muda of Inappropriate Systems Types of MUDA 1. Muda of Untapped Human Potential 2. Muda of Inappropriate Systems 3. Muda of Resources – Energy, water 4. Muda of Materials 5. Muda in Service and Offices 6. Muda of Customer Time 7. Muda of Defecting Customers Samir Seadan

How can we determine Muda? What does customer want from this process? Is he willing to pay for it? Samir Seadan

Mura = Inconsistencies Gemba Kaizen also Focuses on : Mura Mura = Inconsistencies Happens sometimes? Happens some places Happens to some people One side is ok; the other side is not ok All this is Mura Samir Seadan

Muri Gemba Kaizen also Focuses on : Muri = Physical Strain Bend to work? Push hard? Lift weight? Repeat tiring action? Wasteful walk? All this is Muri Samir Seadan

KAIZEN ® Total Quality Control QC Circles Kanban Just In Time 5s Suggestion System Automation Total Productive Maintenance Kanban Just In Time Zero Defects Small-Group Activities Worker/Management Relations Productivity Improvement Samir Seadan

KAIZEN Process Improvement Time A P C D S P: Plan S: Standardize D: Do C:Check A:Act P: Plan S Samir Seadan

The KAIZEN Story: 1) Select a project 2) Go to Gemba to understand current situation & to set objectives 3) Collect data from Gemba & analyze to find root causes 4) Establish Solutions 5) Implement on Gemba 6) Confirm effect / result 7) Standardize 8) Review it often & work on it to improve. Samir Seadan

Impact of KAIZEN Implementation Typical results of Kaizen workshops have been: 50~70% reduction in processing time 20~40% increase in efficiency 20~40% savings in costs 40%-60% reduction in errors 50% release of space Significant improvement in morale Empowering of human resource Discovery of new capabilities Samir Seadan

Thank You End of Material