Swetha Munagala
Stephen Rich
Major Topics
Continual Improvement
One of the most fundamental
elements of total quality.
This concept applies to processes
and the people who are operating
them as well as to the products
resulting from the processes.
Continual Improvement is
fundamental to success in the
global market place.
Customer needs are not static;
they change continually.
Managements Role in
Continual Improvement
Essential Improvement
Activities
Maintain
Communication.
Correct obvious problems.
Look upstream.
Document problems and
progress.
Monitor changes.
Improvement Must Be
Continual
Improvement
Establishing
a quality council.
Develop a statement of responsibilities.
Formulating policy as it relates to quality.
Setting the benchmarks and dimensions.
Establishing the team and project selection
processes.
Providing the necessary resources.
Implementing the project.
Establishing quality measures for monitoring
progress and undertaking monitoring efforts.
Implementing appropriate reward and recognition
program.
Contd
Establish
the necessary
infrastructure.
Meaningful Data.
Identify Root Causes of problems.
Develop Appropriate Solutions.
Plan and Make Changes.
Develop Appropriate
Solutions
Importance of Statistical
Thinking
Improvement Can Be
Measured
Improvement can be measured and monitored
by using performance indicators. Some of
the examples are listed below:
Identification of
Improvement Needs
Apply
multi voting
Identify customer needs
Study the use of time
Localize problems
Development of
improvement plans
Understand
the process
Eliminate errors
Remove slack
Reduce variation
Plan for continual improvement
Common improvement
strategies
Establish
process
Flowchart the process
Make a diagram of how the work
flows
Verify your work
Correct immediately any obvious
problems identified
Eliminate
Total manufacturing
management
Visual control
Stockless production
Jidoka
Reduced setup time
In-process control
Quality improvement
Total cost cycles
Cost curves
Mushroom
concept
Suppliers as comakers
Total industrial engineering
Total productive maintenance
Kaizen approach
Kaizen
value system
Role of executive management
Role of middle managers
Role of supervisors
Role of employees
Kaizen and quality
Elements of kaizen
Customer
focus
Teamwork
Just-in-time
Quality
circles
Automation
Labor/ management cooperation
Total productive maintenance
HOW
WHEN
WHY
Five M checklist
Measurement
Methods
Material
Machine
Man
Activity
Goldratts Theory of
Constraints
What Is So Different?
Does
Uses
Whats Different?
It
Greatest
negative impact on
performance is policies as
opposed to materials and
resources.
anything
that limits an
organization from achieving
higher performance vis--vis (in
comparison with) its goal.
How Is It Applied?
Identify:
constrain.
Exploit:
CEDAC Approach
CEDAC
= cause-and-effect with
additional cards.
3 conditions must exist for continual
improvement to occur.
A reliable system (standardized and
reliable)
A favorable environment (favorable to
improvement)
Practicing as teams (Total Quality is
performed by teams. Teams must
practice)
CEDAC Diagram
http://syque.com/improvement/Cause-Effect
10-Step Process of
Implimentation
v=LNtEW4DVRkE&feature=related
Introduced by Motorola in the
mid-1980s
Purpose: to improve the
performance process to where
defects rate was 3.4 per million
or less.
Designed for high volume
production settings.
Protocol
4.
Lean Operations
Lean=Lean
Manufacturing=Lean
Operations
Lean: originally a manufacturing
concept thus lean manufacturing.
Lean Operations: because it is
found to produce good results in
both manufacturing AND service
sectors.
Purpose of Adopting
To
Doing
better.
Defining Lean
Based
Lean
Definition
Lean
The
Waste
Inventory Waste
Motion Waste
Transportation Waste
Over-processing Waste
Defects Waste
Waiting Waste
Underutilization Waste
workplace organization
Visual workplace systems
Layout
Standardized work (SW)
Point of usage storage (POUS)
Batch size reduction
Quick changeover(QCO)
Poka-yoke
More Tools:
Self-inspection
Autonomation
Pull
systems/kanban
Cellular and flow
Just-in-time (JIT)
Total productive maintenance (TPM)
Value stream mapping (VSM)
Change management
Teamwork
Concepts:
Green Belts
Black Belts
Master Black Belts
Champions
DMAIC Roadmap (or lean Six Sigma)
Where to Use?
In Manufacturing:
Especially
Accuracy in invoicing
Capacity of line and product
Lead time on delivery
Production
Replenish downtime on equipment
and lines
Where to Use?
In Service Sector:
Accuracy
in invoicing, delivery,
and product
Capacity of service area, call
center, and product
Lead time on delivery and call
hold time
Downtime on equipment,
servers, and lines
DMAIC Roadmap
The
Define
1.
Measure
1.
Analyze
1.
Improve
1.
Control
1.
Bibliography
All
Goetsch,
Interview:
http://www.youtube.com/watch?
v=7rUQbTsc_ms