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

Shewhart’s PDSA CYCLE in 1930 PLAN DO STUDY ACT ACT PLAN STUDY DO

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

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 ACT DO 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.

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

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

JURAN’S QUALITY TRIOLOGY Improvement Threshold Of Plan Quality Planning Cost of Quality Initial Quality Zone Quality Control Chronic Waste (An opportunity For Improvement) Breakthrough Quality Zone Time

Juran’s Spiral of Progress in Quality Customers Further Product Development Marketing Customers Product Development Operation

Quality Improvement Strategies Repair Refinement Renovation Reinvention

KAIZEN = Continual Improvement Change ZEN Good (for the better) KAIZEN = Continual Improvement

KAIZEN Umbrella-Continuous Improvement Customer Orientation 5 S TQC Zero Defect TPM QC’s JIT Quality Improvements

Japanese Mgt Functions and Kaizen TOP Mgt Innovation Middle Mgt KAIZEN Supervisors Maintenance Workers

Japanese Vs Western Approach KAIZEN INNOVATION JAPAN Strong Weak WEST

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

TOTAL MANUFACTURING CHAIN SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET INNOVATION KAIZEN

Comparison of INNOVATION & KAIZEN Creavitivity Adaptability Individualism Team Work Technology People- oriented Information- Closed Information-Open Seeks New Technology Builds on Existing Technology Limited Feedback Comprehensive Feedback

3-MU’s Checklist of Kaizen Activities Muda (Waste) Muri (Strain) Mura (Discrepancy) Man Power Technique Method Time Materials Inventory Way of Thinking

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?

5 S

HOUSE KEEPING_5-S MODEL Throw Every Where Never Throw 3 rd Class Work Place 1st Class Work Place ? Always Clean Never Clean

5 S 5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT 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

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.

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

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

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

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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