Welcome aboard

Guiding Factors:Participate & Learn

Check need & modify

Relate Self with the Organization “I” is a bunch of roles made up of KSA + GOAL. (SMART & SWOT).

“I”–Role = Empty, Role–Personality (KSA)= Ineffective.

Goals help us to use KSA, be Productive, & Develop

Growth & Development help succeed in Changing Roles.

Organizations are Vehicles to our goals & must earn Profits. (O2)

To Succeed do what is important for the Organization.

Quickly shift from “My Right” to the “Common Right”.

Different way of seeing things

For Young and Aspiring Managers……………

www.apshubham.com

Once, long ago, seven blind men and their teacher

went to “see” an elephant

The teacher directed each of them to

different parts of the elephant

The Elephant & seven blind men

Continuous Improvement

Is an ongoing effort to improve products, services or processes.

These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once.

Continuous Improvement is systematically identifying and eliminating wastages quickly as possible, and at the lowest possible cost.

Why CI?

In competitive times: it helps Sections / Organizations to:

Reduce waste

Increase efficiency

Improve quality

Reduce cost

Train more employees in Continuous Improvement.

Build a CI Team.

Watch other section’s efforts on Continuous Improvement.

Promote a culture of CI in your section.

Constantly strive to improve.

Forward Path…

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Advantages of Continuous Improvement

1. Improved Quality at the Process

2. Eliminated Bottlenecks

3. Increased Visual Management

4. Reduced Fluctuation

5. Increased Knowledge

6. Reduced Costs

7. Increased Efficiency

(Doing more with the same or Doing the same with less)

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Improved Quality at the ProcessContinuous Improvement enforces working in-station, to standard

operating procedures, as a key factor in achieving quality at the process.

During workshops, opportunities for simple quality confirmations are identified.

Participants learn to always consider the impact to quality when making changes to the process.

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Eliminate BottlenecksBottleneck processes are tasks that take more time than other

processes & slow production.Continuous Improvement focus on waste reduction & Work

rebalancing to eliminate bottlenecks.

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Visual Management

Ability to quickly identify & respond to abnormal conditions to manage a manufacturing environment.

Visual Management tools are improved to:

Increase awareness & response.

Quick restoration of stable conditions

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Reduce Fluctuation

Unstable processes create waste in the production set up.

Identifying and reducing process fluctuation:

Reduces overall production time.

Increases visual management.

Allows for better allocation of resources.

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Increased Knowledge of the tools for CI…

1. Practical Problem Solving

2. Time Measurement.

3. Elemental Wall.

4. Ergonomic Checklist.

5. Standardized Work.

6. Process Stability Checklist.

7. 5 S.

Expose Problems

Implement New Methods

Solve Problems

Standardize

CI

Reduced Costs

PROFIT

MARKET PRICE

Traditional cost - plus approach

• Add desired profit to cost in order to determine selling price.

PROFIT

COSTMARKET PRICE

Cost reduction approach

• Market establishes selling price.

• Desired profit is achieved through reduction of cost.

COST

Sr. No Process v/s Results Time Measurement Speaking with data1 Results are always

‘Historical’.Yesterday.Last Week / Month.

Production processes are completely focused on Time.

Don’t assume, go and see, observe & measure

2 Improved results can only be achieved through improved processes.

Takt / Cycle timeHours per Unit/ Unit per hour

Analyze Data

3 Process is “NOW” Make decisions with data

4 - - Take actions based on data

5 Check results with data

Increased Efficiency is gained through…

Deming’s PDC(Study)A Cycle: Its role in CI System

Continuous Improvement Cycle

Focus on stabilityStandardization Safety Quality Ergonomics LEAN 5 ‘S’

Best, easiest, safest way known today

A safe work environment is the corner stone of a successful business

There are quality standards & expectations demanded of & manufacturing product.

The ergonomic impact of work should be examined for possible improvements.

Lean Manufacturing focuses on the identification and elimination of the 7 forms of waste:

5S improves organization, visual management, and standardization.

Basis for training No change be made to a process having (-) impact on safety!

Changes impairing Quality not to be done.

Smooth handling, decreasing, waste of motion & fatigue.

Over ProductionInventoryUnnecessary MotionTransportationWaiting, over Processing, Defects, Repair & Rework.

.

Basis for relentless root cause analysisStandard processes give good results in Safety, Quality & Efficiency.

Changes to be seen with a critical eye towards its impact on ergonomics.

Sift, SweepSort, SanitizeSustain

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5S: To be practiced

5‘S’ improves Organization, Visual Mgt. & Standardization.

The 5S status of an area is assessed to help identify potential problems & use 5S as improvement guideline.

Sift, Sweep, Sort, Sanitize, & Sustain

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Achieving Results: Example

Balance Table - Before

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Reduced max cycle time in cell from 48 seconds to 42 seconds.

Reduced total cell cycle time from 259 seconds to 221 seconds.

Reduced manpower by 1 operator per shift. Increased cell utilization from 77.1% to 88.4%

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Necessary Steps to promote CI… Create a sense of urgency.

Have a Vision, communicate it continuously

Focus on key process drivers & remove obstacles.

Problems are a mountain of opportunities.

Without problem- No Improvement.

People are seldom the problem - they are the problem-solvers.

Processes can be improved by people recognizing & eliminating problems.

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Eliminate the search for who to blame.

Evolve system improvement opportunities.

Focus on relentless root cause analysis.

Increase Trust & build Credibility.

Improve Quality of Communication.

Avoid “shoot the messenger” mentality.

Avoid crisis orientation.

For CI: be Non-Judgmental / Non-Blaming…

Know the Process: Variations are Major Enemies

Detecting mode: (Depends on inspection/testing/control): (Fire fighting on regular basis is not effective).

Preventive mode: (Emphasis on “do it right the first time & all the time).

Use Feedback: (To modify steps to continuously improve processes).

Problem Solving: A Continuous Effort

1. See problems as an opportunity. Analyze it to find the root cause.

2. Develop Optimal & Cost effective solutions.

3. Implement changes: system wide

4. Study the results: Worked or not? If needed modify.

5. Build a quality (CI) culture. Positive & Constructive. Drive out fear.

6. Evolve & maintain an effective regular feedback system.

7. Respond to customers (Internal & External) needs & solve problems.

8. Standardize the procedure and continuously improve it.

9. Evolve New System: Machine, Men, Materials & Method.

Resources that must be managed effectively.

Basic steps for Continuous Improvement…

Continually seek ways to improve methods of work.

It encompasses all dimensions of work for process improvements.

Is a never-ending process of achieving small wins regularly.

Is about Setting High Benchmarks.

Is to develop sense of employee ownership

Is to reduce: Time, Scrap, Injuries, Customer/Supplier issues etc.

Reduce or eliminate activities that don’t add value

For Generating ideas To collect & Organize data

For identifying the problem

Brainstorming Check sheets Cause & Effect Diagram

Suggestion Box Pareto Charts Scatter Diagram

Flow Charts(Process diagrams)

Histogram: a distribution showing the frequency of occurrences of a variable

Statistical Process Control

Continuous Improvement / TQM Tools…

Basic quality tools (7QC tools) in correlation with PDCA-cycle

7 Basic QC tools Steps of PDCA-cyclePlan Do Plan, Check Plan, Act CheckProblemIdentification

Implementsolutions

Process analysis

Solutionsdevelopment

Resultevaluation

Flow chart Cause & EffectDiagram

Check sheet Pareto diagram

Histogram Scatter plot Control charts

Continuous Improvement Tool… Pareto Analysis

Continuous Improvement Tool… Control Charts

Continuous Improvement Tool… Fishbone diagram

Approaches to Continuous Improvement…

• Deming Approach: Reduce variability

• Kaizen Approach: Just Do It

• Shingo Approach: Zero Defects. Poka Yoke

• Goldratt’s Approach: Theory of Constraints

Sr. No Causes Actions to be taken1 Inability to Break the Inertia. Exert the external force. (APA)2 Fear of Failure/Rejection. Use Failure as step to Succeed.3 Resistance to Change. Come out of the Comfort Zone.4 Let it Happen over Make it Happen Shift the Mind-Set.

5 Need to Improve Self is Missing Stretch out & widen the Horizon.6 Lack of Goal-Orientation. Work on Achievement orientation 7 Lack of passion to be Productive. Convert: Activity to Productivity.8 Need to Win is very Low. Manage Time to be Assertive. 9 Inability to Collaborate. Practice Win-Win approach.

Behavioral dimensions of C I

It’s Time to say…