1. 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

2. Types of Problems Compliance Unstructured Efficiency Process Design
Product Design

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

4. 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

6. 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.

7. 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.

8. 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

9. Juran's Trilogy Quality Planning Identify the Customers
Determine the customer’ needs
Develop a process
Prove process capability

10. 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

11. 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

12. 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

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

14. Quality Improvement Strategies
Repair
Refinement
Renovation
Reinvention

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

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

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

18. Japanese Vs Western Approach
KAIZEN
INNOVATION
JAPAN
Strong
Weak
WEST

19. 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

20. TOTAL MANUFACTURING CHAIN
SCIENCE
TECHNOLOGY
DESIGN
PRODUCTION
MARKET
INNOVATION
KAIZEN

21. 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

22. 3-MU’s Checklist of Kaizen Activities
Muda (Waste)
Muri (Strain)
Mura (Discrepancy)
Man Power
Technique
Method
Time
Materials
Inventory
Way of Thinking

23. 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?

24. 5 S

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

26. 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

28. 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.

30. 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

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

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

35. 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

37. THANK YOU