1. TQM Tools applications in Engineering

2. 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
Samir Seadan

3. 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

4. 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

5. 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 مواصفة قياسية حتى الان.
Samir Seadan

6. Quality Management Standards
ISO 9000 series
ISO 9000 Quality Management and Quality assurance standards.
ISO : 94 Guidelines for selection and use
ISO : 93 Generic guidelines for the application of ISO 9001, SO 9002, ISO 9003
ISO : 91 Guidelines for the application of ISO 9001 to the development, supply and maintenance of software.
ISO : 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 : 94 General guidelines.
ISO : 91 Guidelines for services.
ISO : 93 Guidelines for processed materials
ISO : 93 Guidelines for Quality improvement
ISO : 93 Guidelines for the use of quality plans
ISO : 93 Guidelines to Quality Assurance for project management
ISO : 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. مفهوم العمليات Process approach
Plan Do
ACT
Verify/Check
(Correct)
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13. مفهوم المنظومة للعمليات System Approach to Management
على الشركة ان تقوم بتحديد الروابط و العلاقات الداخلية ما بين العمليات المختلفة ومعاملتها كمنظومة.
Samir Seadan

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. . 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

31. Six Sigma

32. 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

33. 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

34. 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
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35. Sigma Level
Six Sigma =
99,9997%
Samir Seadan

36. 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 % ?
Samir Seadan

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

38. 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

39. 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

40. 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

41. 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

42. Voice of Customer- VOC.
Samir Seadan

43. 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

44. Six Sigma Phases
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45. D M A I C Six Sigma Phases Define Measure Analyze Improve Control
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46. 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

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

48. 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

49. 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

50. 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

51. 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

52. 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

53. Tools and Roles for
Six Sigma
Samir Seadan

54. 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

55. 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

56. 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

57. 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

58. 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

59. 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

60. 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

61. 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
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62. 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

63. 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
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64. Excellence Model -EFQM

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

66. 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

67. 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

68. 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

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

70. Balanced Score Cards

71. 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

72. 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

73. 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

74. Illustrative - Overall Scorecard Summary…
Samir Seadan

75. 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

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

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

78. 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

79. 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

80. 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

81. 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

82. Kaizen

83. 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

84. 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

85. 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

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

87. 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

88. 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

89. 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

90. 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

91. 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

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

93. 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

94. 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

95. 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

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

97. 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

98. 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

99. Thank You
End of Material