1. 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

2. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

3. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

4. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

5. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

6. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

7. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

8. 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
Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering