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Transcript of 1 Continuous Process Improvement Achieve Perfection Work as Process to make it Effective, Efficient,...
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Continuous Process Improvement
Achieve PerfectionWork as Process to make it Effective, Efficient, and AdaptableChanging Customer NeedsControl in process-Reduce Scrap, Time, Idle of ResourcesEliminate Non Conformance in All PhasesBench MarkingInnovationStatistical Tools, QFD,FMEA. Taguchi Loss Function
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Types of Problems
• Compliance• Unstructured• Efficiency• Process Design• Product Design
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• PLAN
• DO
• STUDY
• ACT
Shewhart’s PDSA CYCLE in 1930
PLAN
DOSTUDY
ACT
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PLAN
DOSTUDY
ACT
Continuous Process Improvement Cycle
Phase 1 Identify the opportunity
Phase 2 Analyze the Process
Phase 3 Develop the Optimal Solution
Phase 4 Implementation
Phase 5 Study the Results
Phase 6 Standardize the Solution
Phase 7Plan for the Future
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PLAN
CHECK
DOACT
The Deming Cycle or PDCA Cycle
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
Implement the change on a small scale and measure the effects
Adopt the change as a permanent modification to the process, or abandon it.
Study the results to learn what effect the change had, if any.
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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.
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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
Juran's Trilogy
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Juran's Trilogy
Quality PlanningIdentify the CustomersDetermine the customer’ needsDevelop a processProve process capability
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Juran's Trilogy
Quality ControlChoose control Subjects (What to Control)Choose Units of measurementsEstablish MeasurementEstablish Standards of performanceMeasure actual performanceInterpret the differenceTake action on the difference
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Juran's Trilogy
Quality ImprovementProve need for improvement Identify specific projects for ImprovementsOrganize to guide & DiagnosisTo find causesProvide RemediesProve remedies for effective in operating conditionsControl the gains
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JURAN’S QUALITY TRIOLOGY
Cost ofQuality
Time
Quality Planning
ThresholdOf Plan
QualityImprovement
Chronic Waste(An opportunityFor Improvement)
Initial Quality Zone
QualityControl
BreakthroughQualityZone
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Juran’s Spiral of Progress in Quality
Customers
CustomersMarketing
OperationProduct Development
Further Product Development
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Quality Improvement Strategies
• Repair• Refinement• Renovation• Reinvention
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KAIKAIKAIKAI
ZENZENZENZEN
ChangeChangeChangeChange
GoodGood(for the better)(for the better)
GoodGood(for the better)(for the better)
KAIZEN = Continual ImprovementKAIZEN = Continual ImprovementKAIZEN = Continual ImprovementKAIZEN = Continual Improvement
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KAIZEN Umbrella-Continuous Improvement
• Customer Orientation• 5 S• TQC• Zero Defect• TPM• QC’s• JIT• Quality Improvements
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Japanese Mgt Functions and Kaizen
Innovation
KAIZEN
Maintenance
TOP Mgt
Middle Mgt
Supervisors
Workers
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Japanese Vs Western Approach
KAIZEN INNOVATION
JAPAN Strong Weak
WEST Weak Strong
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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
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TOTAL MANUFACTURING CHAIN
INNOVATION KAIZEN
SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET
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Comparison of INNOVATION & KAIZEN
INNOVATION KAIZENCreavitivity Adaptability
Individualism Team Work
Technology People- oriented
Information- Closed Information-Open
Seeks New Technology Builds on Existing Technology
Limited Feedback Comprehensive Feedback
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3-MU’s Checklist of Kaizen Activities
Muda (Waste) Muri (Strain) Mura (Discrepancy)
Man Power Man Power Man Power
Technique Technique Technique
Method Method Method
Time Time Time
Materials Materials Materials
Inventory Inventory Inventory
Way of Thinking
Way of Thinking
Way of Thinking
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• 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?
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5 S
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HOUSE KEEPING_5-S MODEL
3 rd
Cla
ss W
ork
Pla
ce
?
ThrowEvery Where
NeverThrow
NeverClean
AlwaysClean
1st C
lass
Wor
k P
lace
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Better Tomorrow for EveryoneUltimate Goal
Effective Use ResourcesEfficiency ImprovementEconomic Operation
JIT
TPM
TQC
TQM
5 S
IntermediateGoal
Approach& Method
Foundation
5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT
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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.
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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
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SEI-SO= CLEANING
• After Clearing & Arranging .
• Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash
• Update Constantly
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SEI-KE-TSU=Personal Cleanliness
• Good Working Condition and Personal Hygiene
• Clean Person is conscious of his Work Place
• Good Sanitary Condition
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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
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THANK YOU