continuous process improvement (4)
DESCRIPTION
Continuous process improvement (4)TRANSCRIPT
5-Continuous Process Improvement
REFERENCETotal Quality Management by Besterfield et al
ProcessInteraction of some combination of
people, materials, equipment, method to produce an outcome.
INPUTMaterials
MoneyInformation
Data
OUTPUTProductService
Information
OUTCOMES
PROCESSPeople
Equipment
Environment
MethodMaterials
FEEDBACK
Improvement5 Ways to Improve1. Reduce resource input2. Reduce errors3. Meet or exceed expectations of
customers4. Make the process Safer5. Make the process more
satisfying for the people doing it
Improvement Strategies: RepairAnything Broken must be fixed
Two levels of application
1. If a customer receives damaged
product: FIX IT (Temporary
solution)
2. Eliminate the root cause of the
problem (long term solution)
Improvement Strategies: RefineContinually improve the process that is
not brokenIncremental improvements in products,
processes, servicesA strategy for both individuals & teamsDoing things just a bit quicker, better,
easier or with less wasteBenefit: Little resistance from
employeesDrawback: Gradual change might not be
recognized or rewarded by management
Improvement Strategies: Renovate
Major break through
improvements
Output may appear to be the
same
Innovation & technology
advancements are key factors in
this approach
More expensive
Improvement Strategies: ReinventMost demanding strategyThinking process: Current approach
will never satisfy customer requirements
A new output (product, service or activity) might be developed
Start with the imagination that previous system does not exist
Benefit: Potential competitive advantage
Drawback: Potential resistance from within
Types of Problems
Compliance (Specified by
standards)
Unstructured (Not specified by
standards)
Efficiency (from operations
viewpoint)
Process Design
Product Design
Problem Solving Method
1. Identify an Opportunity 2. Analyze the process3. Develop optimal solution4. Implement5. Study the results6. Standardize solution7. Plan for future
1- Identify the OpportunityPareto Analysis of external signals (field
failures, complaints, returns etc)Pareto Analysis of internal alarms
(scrap, rework, sorting and 100% test)Key Insiders (Managers, supervisors,
workers etc)Suggestion schemesData on performance of competitorsComments of key people outside
organization (Customers, suppliers etc)
1- Identify the Opportunity Cont..Quality Counsel or work group
prioritize problems on three criteria
1. Is problem important & not superficial?
2. Will problem solution contribute to the attainment of goals?
3. Can problem be defined clearly using objective measures
Failures normally caused by poor definition of problems
1- Identify the Opportunity: Charter for Problem solving TeamAuthorityObjective & Scope (expected
outputs, specific areas to improve)
Composition (team members and sub-process owners)
Direction & Control (Guide lines for internal operations of team)
General (methods to be used)
2- Analyze the current ProcessUnderstand the current performance
Define inputs, outputs, suppliers,
process flow & Determine the current
level of customer satisfaction
Define target performance measures
w.r.t to customer requirements
Define data required to manage the
system
2- Analyze the current Process:Data RequirementsCustomer info (complaints,
surveys etc)Design info (specifications,
drawings, function, bills of materials, maintainability)
Process info (routing, equipment, raw material, component parts etc)
Quality info (Pareto diagram, cause & effect diagram, control charts etc)
Supplier info ( Such as process variation, on-time delivery, technical competency)
3- Develop optimal Solutions
Search the best solution after considering all available information
Creativity plays an important role in1. Creating new process2. Combining different processes OR3. Modifying the existing process Possible change areas: Bottle
necks, delays, equipment, timing, # of inspections, rework, cycle time, inventory levels etc
4- Implement ChangesImplementation plan should
describeWhy will it be done?How will it be done?When will it be done?Who will do it?Where will it be done?Also the critical info and details
about measurement of information
5- Study the resultsTrack the effectiveness of the
improvementImportant to Institutionalize
meaningful changeEnsure ongoing measurement &
evaluation efforts to achieve continuous improvement
Project team should meet periodically during this phase to evaluate the results
Some phases to be repeated if team is not satisfied
6- Standardize the solutionPositive control specifies
variables that need to be kept
under control
What, who, how, where and when
of the process
Standardizing the solution
prevents backsliding
7- Plan for the FutureImprovement process continuesTQM addresses the Quality of
management as well as Management of Quality
Every one in the organization is involved in long term endeavor of continuous improvement
KAIZENJapanese philosophy that defines
role of management in continuous improvement
Process of continuous improvement in small increments that make process more efficient, effective, under control and adaptable
Accomplished with little or no expense and without using sophisticated techniques or expensive equipment.