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Continuous Process Improvement
Continuous:
continuous can be used to say that something
continues without interruption or something
keeps happening repeatedly
Process:Process refers to a Sequence of interdependent
and linked procedures which, at every stage,
consume one or more resources (employee time,
energy, machines, and money) to convert inputs
(data, material, parts, etc.) into outputs.
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Improvement:
The act of improving something or the
process of getting better.
Continuous process improvement is an
ongoing effort aimed at improving the
current business process used to provide
goods or services to consumers.
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Example Samsung smart phone of Samsung
Electronics.
There is continuous improvement in
Galaxy S series smart phone in features.
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Input output process model:
Process refers to business and production
activities of an organization.
InputMaterial
Money
Information
Data
ProcessPeople
Equipment
Method
Procedure
EnvironmentMeasurement
OutputInformation
Data
Product
Services etc
Outcomes
Conditions
Feedback
Fig: Input Output Process Model
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Improvement of the process
Five basic ways to improvement
1. Reduce recourses
2. Reduce errors
3. Meet or exceed expectation of
downstream customers
4. Make the process safer
5. Make the process more satisfying toperson doing it
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1. Reduce Resource:
A process that uses more resources than
necessary is wasteful.
2. Reduce Errors:
Errors are a sign of poor workmanship
and require rework.
3. Meet or exceeding expectation:By meeting or exceeding of downstream
customers, the process is improved.
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4. Make the process safer:
A safer workplace is a more productiveone with fewer lost-time, accident and less
worker compensation claim.
5. Make the process more satisfying:Sometimes a little change increase the
satisfaction of individual. Such as
ergonomically correct chair.
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Steps of Juran Trilogy
Juran Trilogy consist three steps:
Planning
Control
Improvement
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1. Planning:
Identify the customers (internal & external)
Determine the customers need
Develop product or service features which respond
to the customers need
Develop process that are able to produce the
product or service feature
Transfer the plan to the operating forces
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2. Control:
Determine items/subject to be controlled and their
units of measure.
Set goal for the controls.
Measure actual performance. Compare actual performance to goal
Act on difference.
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3. Improvement
Established infrastructure.
Identify the improvement project.
Identify the project team Provide the team with resources to-
Determine the causes
Create solution Establish control to hold the gains
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Four Rs
Four primary improvement strategies :
1. Repair
2. Refinement
3. Renovation
4. Reinvention
Improvement strategies
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Repair
This strategy is anything broken must be
fixed or repaired so that it functions as
designed.
There are two levels to this strategy.
short term measure
permanent solution
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example
Before making repair After making repair
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Refinement
This strategy involves activities thatcontinually improve a process that is notbroken.
improves efficiency and effectiveness gradual change
The benefit of gradual change
resistance reward
documentation
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Renovation
different from the original ,but basically thesame
Key factors: Innovation and
technological advancement For example
The process of drilling a hole was
originally done by hand with a crankingmechanism
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Renovation Strategy
With the advent of the electric motor,
The electric drill was born
This drill is basically the same asthe old hand drill and the outcome is
same.
The difference is in quality and
time.
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Reinvention Strategy
This strategy begins by imagining that the
previous condition does not exist
The team uses on depth knowledge of the
customers requirements and
expectations.
For example:
The process of drilling holes using
lasers was a reinvention
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reinvention
For example:
The process of drilling holes using
lasers.
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Basic Difference Between Renovation &
Reinvention Strategy
Renovation
Reinvention
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Five Types of Problems
Compliance
Unstructured
Efficiency
Process design
Product design
Types Of Problems
Performance problem
Design problem
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Compliance
from the users view point
identified by comparing with standards
Major challenge:1. determine the root cause
2. Diagnosis can be difficult
3. Standards cannot address all of thepotential problems
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Unstructured
Unstructured problems resemble
compliance problems except the absence
of standards
Major challenges
1.determine customer needs
2.Reason of the failure of the product
3.Customization is difficult
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Efficiency
from the view point of its owners or
operators
Problem can be solved by
reducing cost
providing safe working conditions
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Process Design
involve the development of new
processes and revision of existingprocesses.
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Product design
involve the development of new productsand the improvement of existing products.
CO C O
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The term Kaizen originates from theJapanese words:
Kai - changeZen- better
kaizen change for the better.
CONCEPT OF KAIZEN
CONCEPT OF KAIZEN
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In brief, Kaizen system includes: employee involvement Empowering people; Listening to them; zero investment improvements; and
Focus on efforts rather than results .
CONCEPT OF KAIZEN
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The Kaizen improvements focus on
the use of: Valueadded and non-value-added work activities Muda-over production, delay, transportation, processing,
inventory, wasted motion, defective parts.
Principles of motion study and the use of cell technology.
Principles of materials handling and use of piece flow.
Documentation of standard operating procedures. The five Ss - proper management (Seiko), orderliness
(seiton), personal cleanliness (seiketso), cleanup (seiso), anddiscipline (shitsuke).
Visual Management
Just-in-time principles Poka-yoke
Team dynamics
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KAIZEN TECHNIQUES
KAIZEN techniques consists of thefollowing steps:
Identifying problem (s)
Examining the problem (s)
Finding ideas to solve the problem (s)
Developing selected proposal (s)
Implementing the proposal (s)
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KM 31
Multiple KAIZEN ideas
Problem:
The man cannot
reach the tool box
on the shelf.
Man is too short to
reach the tool box.
The tool box is placed too
high.
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The interaction between man and tool
box generates a problem.
Tool
Box Man
ManTool
Box
Problem does not exit.
Problem
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Multiple KAIZEN ideas
From man stand point,
cannot reach Use footstool.
From toolbox stand point,
place it at the lower shelf.
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Solution
Footstool
Place the toolbox
at a lower shelf
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Comments on Kaizen
Kaizen is a process-oriented thinking and not result oriented thinking:
Process oriented Result orientedSelf discipline
Time management
Skill ManagementParticipation & involvement
Communication
Morale
I dont care, you get it done just giveme one result.
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Reengineering The application of technology and management science to
the modification of existing systems, organizations, processes,
and products in order to make them more effective, efficient,
and responsive.
Reengineering is the fundamental rethinking and redesign of
business processes to achieve dramatic improvements in
critical, contemporary measures of performance, such as cost,
quality, service and speed.
(Hammer & Champy, 1993
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Six-Sigma It is the best measurement of process variability,
because the smaller the deviations value, the lessvariability in the process.
In 1999,M.Harry and R. Schroeder published six
sigma. Sigma ,,is the Greek Symbol for the statistical
measurement of dispersion called standard deviation
Six Sigma is a process improvement methodology
companies use to improve quality by identifying and
eliminating product defects or process errors. Themethodology is based on well-established and well-
proven techniques
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DMAICDefine, Measure, Analyze, Improve and Control. It is
used to "fix" existing processes when there is one, or at most,
two ways to measure the capability or success of the process
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Master Black Belt
Black Belt(ge-ps
group)
Green Belt
Black Belt
(Automation group)
Green Belt
Black Belt
(Field group)
Green Belt
Harry and Schroeder
introduce an
infrastructure oftrained personnel to
ensure that projects
have the necessary
resources to
improvements. Asmall group of
individuals in the
organizatgion have
full-time job ofmaking
improvement
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There are a number of problems associated with six-sigmamethodology.
It would be very difficult and not very cost erffective for smallbusiness to develop the require infratrucure.
Even a medium-sized business would have difficulty payingfor the high cost of the training.
In large companies,there is a great danger that theinfrastructure will become a bureaucracy.
Problems :
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The PDSA cycle
The PDSA stands for Plan-
Do-Study-Act. This PDSA
cycle was first developed by
Shewhart and then
modified by Deming.It is an
effective improvement
technique
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An Example of PDCA In personal life
Let's say a boy wants to improve his skill on Mathematics. He can use thePDCA cycle which will help him to reach his goal.
PAt first he has to decide upon a goal marks of math. If this will include theskill of formula or circumferences, he needs to take measurements andestablish goals for these factors also. He also needs to decide how he willtackle this issue. Will he memorize? Exercise? Combine both? Whatroutine will he follow? What kind of exercise will he pursue? Coaching?
Doing self exercise? D
He must follow his plan for a pre-established amount of time. He needsfollow his plan as closely as possible.
CAt the end of the pre-determined time, he has to check his results. Howclose is he to his goal in obtaining marks? How close is he to his goalmeasurements? What parts of his plan worked? Which parts were thehardest or least pleasant?
AIf he has met his goal, he will celebrate! If he hasn't, he needs to revisethe plan, improving upon it as he embarks on attempt number two.Continuing to repeat the cycle until he reaches his goal.
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The Problem Solving Method
Process improvement achieves the greatest
results when it operates within the framework
ofthe problem-solving method
There are Seven Phases of the method
shown in the diagram.
Also the relationship with PDSA Cycle
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The Problem Solving Method
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Phase 1: Identify the Opportunity
The objective of this phase is to identify andprioritize opportunities for improvement.
It consists of three parts
Identify the problem
Form the team (if one is not in existence) and
Define the scope.
The Problem Solving Method
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Phase 1: Identify the OpportunityContd
Identify the problem
Problem identification answers the question,
What are the problems?
The answer leads to those problems that have
The greatest potential for improvement and
Have the greatest need for solution.
The Problem Solving Method
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Phase 1: Identify the OpportunityContd
For a condition to qualify as a problem, it
must meet the following three criteria:
Performance varies from an established
standard.
Deviation from the perception and the facts.
The cause is unknown; if we know the cause,
there is no problem.
The Problem Solving Method
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Phase 1: Identify the OpportunityContd
The second part of Phase 1 is to form a team.
If the team is a natural work group or one where
members already work together, then this part is
complete.
If the problem is of a multifunctional nature
then the team should be selected and tasked by
the quality council to address the improvement of
a specific process.
The Problem Solving Method
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Phase 1: Identify the OpportunityContd
The third part of Phase 1 is to define the
scope
Failure in problem solving is frequently
caused by Poor definition of the problem.
A problem well stated is half solved
The Problem Solving Method
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Phase 1: Identify the OpportunityContd
Criteria for a good problem statement are follows:
It clearly describes the problem It states the effect
What is wrong
When it happens
Where it is occurring
Rather than
why it is wrong or
who is responsible.
The Problem Solving Method
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Phase 1: Identify the OpportunityContd
Criteria for a good problem statement (cont)
It focuses on
what is known,
what is unknown
what needs to be done.
It uses facts and is free of judgment
It emphasizes the impact on the customer
The Problem Solving Method
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Phase 2: Analyze the Current Process
The objective of this phase is to understand
the process and how it is currently performed.
Key activities are to Define
Process boundaries,
Outputs and customers
Inputs and suppliers, and
Process flow
The Problem Solving Method
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Phase 2: Analyze the Current Process
The first step is for the team to
Develop a process flow diagram Next, the target performance measures are defined
Then Team will collect all available data and
information
After that The team will identify the customers and their
requirements and expectations
Finally they will systematically review the procedures
currently being used.
The Problem Solving Method
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Phase 3: Develop the Optimal Solution(s)
This phase has the objective of
Establishing potential and feasible solutions and
Recommending the best solution to improve the
process.
In this phase,
Creativity plays the major role
The Problem Solving Method
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Phase 3: Develop the Optimal Solution(s)
Brainstorming is the principal technique.
Brainstorming on possible solutions
requires
Not only a knowledge of the problem
But also innovation and creativity.
The Problem Solving Method
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Phase 04: Implement the changes
This phase has three objectives :-
1. Preparing the implementation plan.
2. Obtaining the approval from quality council
authority.
3. Implementing the process improvements.
The Problem Solving Method
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Phase 05: Study the results
This phase study the results- By monitoring and evaluating the changes.
To monitor and evaluate the changes the
work group-
Collects data. Review the progress.
Use measurements tools.
The Problem Solving Method
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Phase: 06: Standardize the solution
Standardize includes-
1. Positive control of the process
2. Process certification.3. Operator certification
The Problem Solving Method
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Phase 07: Plan for the future
The main theme of this phase:
improvement is never ending So the quality organization must develop
process that is-
Customer oriented.
Flexible.
Responsive.
The Problem Solving Method
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Quality based organizations should strive to achieve perfection
by continuously improving the business and production
processes. Continuous Process Improvement recognizes thatsubstantial gains can be achieved by the accumulation of many
seeming minor improvements whose synergies yield
tremendous gains over the long run. For many organizations
continuous improvement is an inherent part of the way it goes
about doing its business.
Two Basic Issues of Continuous
Improvement Concept
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Continuous Process Improvement is designed to utilize
the resources of the organization to achieve quality
driven culture. Individuals must think, act and speakquality then synergies yield Continuous Improvement of
all processes. Basically, two important issues are found
in Continuous Improvement Process. These are -
1. Improve all the procedures
2. Improve process continuously
Two Basic Issues of Continuous
Improvement Concept
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1. Improve all the procedures
TQM is mainly concerned with continuous improvement
in all work, from high level strategic planning and
decision-making, to detailed execution of work elements
on the shop floor. It stems from the belief that mistakes
can be avoided and defects can be prevented. It leads to
continuously improving results, in all aspects of work, asa result of continuously improving capabilities, people,
processes, technology and machine capabilities.
Two Basic Issues of Continuous
Improvement Concept
Cont
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Every TQM based organization must ready to improve all
the business activities or procedures when quality
based culture is adopted. Improvement includes -
a. Improving forward linkages
b. Improving backward linkages
c. Improving business process
Cont ..
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2. Improve process continuously
Improvement is an ongoing process that shows
improvement is never ending and continuously running.
Every quality based organization must be conscious andcommitted to continuous improvement from present to
future. This process never ending and continue in the long
run. So, organizations main effort is commitment to
improve process continuously.
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Continuous Process
Improvement is a
never ending effort
Conclusion
Quality is a never
ending quest