1. Total Quality Management
Week # 9
Continuous Improvement & Quality Tools
Prepared by: Khalid Dahleez
Faculty of Commerce – the Islamic University of Gaza
This material was collected from different sources
Total Quality Management - Spring IUG

2. Continuous Improvement
Continuous improvement (CI) is a management philosophy that approaches the challenge of product and process improvement as a never-ending process of achieving small wins.
Steps toward CI
Train employees in the methods of statistical process control (SPC) and other tools.
Make SPC methods a normal aspect of operations.
Build work teams and encourage employee involvement.
Utilize problem-solving tools within the work teams.
Develop a sense of operator ownership in the process.
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3. Continuous Improvement
It is an integral part of a total quality management system.
Continuous improvement seeks continual improvement of machinery, materials, labor utilization, and production methods through application of suggestions and ideas of team members.
Though pioneered by U.S. firms, this philosophy has become the cornerstone of the Japanese approach to operations.
Although management in both Japan and the West historically have implemented CI in manufacturing plants, it has become quite common in services as well.
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4. Tools & Procedures of CI
Varies from simple suggestion system based on brain storming to structured programs utilizing statistical process control tools (SPC Tools)
Deming wheel (PDCA) cycle
Zero defect concept
Bench Marking
Six sigma
Kaizen
SPC Tools (Also known as Tools of TQC)
Check Sheet
Process flow chart
Pareto analysis
Histogram
Scatter diagram
Causes & effect diagram (Fish Bone /Ishikawa Diagram)
Control charts
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5. The Deming Cycle or PDCA Cycle
PLAN
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured
ACT DO
Adopt the change as a permanent modification to the process, or abandon it.
Implement the change on a small scale and measure the effects
STUDY
Study the results to learn what effect the change had, if any.
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6. PDSA cycle- seven steps or phases
Identify the opportunity
Analyze the current process
Develop the optimal solution(s)
Implement changes
Study the results
Standardize the solution
Plan for the future.
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7. Seven Problem Solving Tools
Pareto Analysis
Flowcharts
Checklists
Histograms
Scatter Diagrams
Control Charts
Cause-and-Effect Diagrams
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8. PARETO CHART DEFINITION USES
A Pareto Chart is a vertical bar chart in which the bars are arranged in the descending order of their height starting from the left and prioritize the problems or issues.
USES
to prioritize problems
to analyze a process
to identify root causes
to verify that whatever improvement process you implement continues to work
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9. Pareto Analysis NUMBER OF CAUSE DEFECTS PERCENTAGE Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2 %
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10. Pareto Chart 70 (64) 60 50 Percent from each cause 40 30 20 (13) (10)
Causes of poor quality
Machine calibrations
Defective parts
Wrong dimensions
Poor Design
Operator errors
Defective materials
Surface abrasions 10 20 30 40 50 60 70
(64)
(13)
(10)
(6)
(3)
(2)
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11. Flow Charts
Flow charts are nothing but graphical representation of steps involved in a process.
Flow charts give in detail the sequence involved in the material, machine and operation that are involved in the completion of the process.
Thus, they are the excellent means of documenting the steps that are carried out in a process.
Operation
Decision
Start/ Finish
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12. Check Sheet COMPONENTS REPLACED BY LAB
Check sheets are nothing but forms that can be used to systematically collect data.
Check sheet give the user a place to start and provides the steps to be followed in
Collecting the data
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob
TV SET MODEL 1013
Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |
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13. CHECK SHEET USES STEPS to gather data to test a theory
to evaluate alternate solutions
to verify that whatever improvement process you implement continues to work
STEPS
team agrees on what to observe
decide who collects data
decide time period for collecting data
design Check Sheet
collect data
compile data in the Check Sheet
review Check Sheet
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14. Histogram
Histograms help in understanding the variation in the process. It also helps in estimating the process capability. 5 10 15 20
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15. Scatter Diagram
It is a graph of points plotted; this graph is helpful in comparing two variables.
The distribution of the points helps in identifying the cause and effect relationship Between two variables. Y X
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16. Control Chart Number of defects Sample number
A control chart is nothing but a run chart with limits. This is helpful in finding the amount and nature of variation in a process. 18 12 6 3 9 15 21 24 2 4 8 10 14 16
Sample number
Number of defects
UCL = 23.35
LCL = 1.99
c = 12.67
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17. Histograms do not take into account changes over time.
Control charts can tell us when a process changes
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18. Cause and Effect Diagram
Developed by Dr Kaoru Ishikawa in It is also known by the name of 1) Ishikawa diagram, 2)Fishbone diagram.
This diagram is helpful in representing the relationship between an effect and the potential or possible causes that influences it.
This is very much helpful when one want to find out the solution to a particular problem that could have a number of causes for it and when we are interested in finding out the root cause for it.
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19. Cause and effect Diagram
The cause and effect diagram is an investigative tool. This is also called Ishikawa Diagram. Because of its shape, the diagram is also termed as Fishbone Diagram.
There is a systematic arrangement of all possible causes which give rise to the effect in Ishikawa diagram. Before taking up problem for a detailed study, it is necessary to list down all possible causes through a brainstorming session so that no important cause is missed. The causes are then divided into major sources or variables.
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20. Ishikawa Diagram
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21. Cause-and-Effect Diagram
Quality
Problem
Out of adjustment
Tooling problems
Old / worn
Machines
Faulty
testing equipment
Incorrect specifications
Improper methods
Measurement
Poor supervision
Lack of concentration
Inadequate training
Human
Deficiencies
in product design
Ineffective quality
management
Poor process design
Process
Inaccurate
temperature
control
Dust and Dirt
Environment
Defective from vendor
Not to specifications
Material-
handling problems
Materials
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22. Quality Circles Organization Training Presentation
Implementation
Monitoring
Solution
Problem results
Problem Analysis
Cause and effect
Data collection and analysis
Problem Identification
List alternatives
Consensus
Brainstorming
Training
Group processes
Data collection
Problem analysis
Organization
8-10 members
Same area
Supervisor/moderator
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23. CONCEPT OF KAIZEN
Imai has brought together various management theories, philosophies and tools that have been popular in Japan over the years, as a single concept, Kaizen.
There are many quality experts, whose principles formed the basis of the Kaizen concept.
Kaizen means continuous improvement involving everybody.
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24. CONCEPT OF KAIZEN
The term Kaizen originates from the Japanese words, ‘Kai’ that means change, whereas, ‘zen’ means for the better, therefore, it means ‘change for the better’.
It signifies constant and gradual improvement, no matter how small it is.
It should be taking place all the time in every process, involving everyone from all the ranks of management and the workforce.
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25. CONCEPT OF KAIZEN In brief, Kaizen system includes:
Total employee involvement starting from top management;
Empowering people;
Listening to them;
Promoting zero investment improvements; and
Focus on efforts rather than results in Kaizen evaluation and performance appraisal.
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26. Definition of KAIZEN A selection of better means
or a better method for achieving
an objective.
2. An accumulation of small changes.
A corrective action under constraints.
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27. KAIZEN TECHNIQUES KAIZEN techniques consists of the following 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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28. 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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Idea source: The Japan HR association

29. The interaction between man and tool box generates a problem.
Problem does not exit.
Tool
Box
Man
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30. cannot reach Use footstool. From “toolbox” stand point,
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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31. Solution Place the toolbox at a lower shelf Footstool
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32. A man broke a cup at a sink.
Problem:
A man broke a cup at a sink.
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Idea source: The Japan HR association

33. Cup Man Sink Interaction washing Way of
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34. Nature Solution Cup Easy to break Plastic cup Man Careless Caution
Components
Nature
Solution
Cup
Easy to break
Plastic cup
Man
Careless
Caution
Method
Easy to slip
Wear rubber gloves
Sink
Solid surface
Place rubber mat
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35. Cause and effect diagram
Man
Method
Wash with hands
Carelessness
Wash quickly
Wash together
My way
Cup
broke
Hard bottom
Breakable materials
Deep
Weak against heat
Sink
Cup
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36. KAIZEN Steps - Abolition - Discontinuance - Exclusion - Removal
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
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37. Different styles of change
1. Small change
--- By individual effort, a better way of proceeding a job is considered. (Idea creation)
(KAIZEN)
2. Medium change
--- By group effort, a better way is proposed by following predetermined steps (or rule).
(Small group activities)
3. Big change
--- By investments in new technology or equipment, dramatic alterations are achieved.
(Innovation)
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38. 10 Basic Rules for Practicing Kaizen
Prepare people to accept change for the betterment.
Think of how to do it and not why it cannot be done.
Do not make excuses? Start by questioning current practices.
Do not seek perfection? Do it even if for only 50% of target.
Correct mistakes at once.
Do not spend money for Kaizen.
Wisdom is brought out when faced with hardship.
Ask “why”? Five times and seek root causes.
Seek the wisdom of ten people rather than the knowledge of one.
Kaizen ideas are infinite.
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39. More Comments on Kaizen
Kaizen is a system of accumulated improvement.
The main purpose of Kaizen is to evolve total employee participation and it also helps in building capable work force for an organization.
The results of Kaizen are not very drastic but incremental that’s why continuous improvement leads to accumulated improvement.
Kaizen is a process-oriented thinking and not result oriented thinking:
Process oriented
Result oriented
Self discipline
Time management
Skill Management
Participation & involvement
Communication
Morale
I don’t care, you get it done just give me one result.
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