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1 Continuous Process Improvement Achieve Perfection Work as Process to make it Effective, Efficient, and Adaptable Changing Customer Needs Control in process-Reduce.

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Presentation on theme: "1 Continuous Process Improvement Achieve Perfection Work as Process to make it Effective, Efficient, and Adaptable Changing Customer Needs Control in process-Reduce."— Presentation transcript:

1 1 Continuous Process Improvement Achieve Perfection Work as Process to make it Effective, Efficient, and Adaptable Changing Customer Needs Control in process-Reduce Scrap, Time, Idle of Resources Eliminate Non Conformance in All Phases Bench Marking Innovation Statistical Tools, QFD,FMEA. Taguchi Loss Function

2 2 Types of Problems Compliance Unstructured Efficiency Process Design Product Design

3 3 PLAN DO STUDY ACT Shewharts PDSA CYCLE in 1930 PLAN DO STUDY ACT

4 4 PLAN DO STUDY 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

5 5

6 6 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.

7 7 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.

8 8 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

9 9 Quality Planning Identify the Customers Determine the customer needs Develop a process Prove process capability

10 10 Juran's Trilogy Quality Control Choose control Subjects (What to Control) Choose Units of measurements Establish Measurement Establish Standards of performance Measure actual performance Interpret the difference Take action on the difference

11 11 Juran's Trilogy Quality Improvement Prove need for improvement Identify specific projects for Improvements Organize to guide & Diagnosis To find causes Provide Remedies Prove remedies for effective in operating conditions Control the gains

12 12 JURANS QUALITY TRIOLOGY Cost of Quality Time Quality Planning Threshold Of Plan Quality Improvement Chronic Waste (An opportunity For Improvement) Initial Quality Zone Quality Control Breakthrough Quality Zone

13 13 Jurans Spiral of Progress in Quality Customers Marketing Operation Product Development Further Product Development

14 14 Quality Improvement Strategies Repair Refinement Renovation Reinvention

15 15 KAIKAI ZENZEN ChangeChange Good (for the better) Good KAIZEN = Continual Improvement

16 16 KAIZEN Umbrella-Continuous Improvement Customer Orientation 5 S TQC Zero Defect TPM QCs JIT Quality Improvements

17 17 Japanese Mgt Functions and Kaizen Innovation KAIZEN Maintenance TOP Mgt Middle Mgt Supervisors Workers

18 18 Japanese Vs Western Approach KAIZENINNOVATION JAPANStrongWeak WESTWeakStrong

19 19 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

20 20 TOTAL MANUFACTURING CHAIN INNOVATION KAIZEN SCIENCETECHNOLOGYDESIGNPRODUCTIONMARKET

21 21 Comparison of INNOVATION & KAIZEN INNOVATIONKAIZEN CreavitivityAdaptability IndividualismTeam Work TechnologyPeople- oriented Information- ClosedInformation-Open Seeks New TechnologyBuilds on Existing Technology Limited FeedbackComprehensive Feedback

22 22 3-MUs Checklist of Kaizen Activities Muda (Waste)Muri (Strain)Mura (Discrepancy) Man Power Technique Method Time Materials Inventory Way of Thinking

23 23 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?

24 24 5 S

25 25 HOUSE KEEPING_5-S MODEL 3 rd Class Work Place ? Throw Every Where Never Throw Never Clean Always Clean 1 st Class Work Place

26 26 Better Tomorrow for Everyone Ultimate Goal Effective Use Resources Efficiency Improvement Economic Operation JITJIT TPMTPM TQCTQC TQMTQM 5 S Intermediate Goal Approach & Method Foundation 5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT

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28 28 SEI-RI-Clearing Up Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required ones.

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30 30 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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32 32 SEI-SO= CLEANING After Clearing & Arranging. Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash Update Constantly

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34 34 SEI-KE-TSU=Personal Cleanliness Good Working Condition and Personal Hygiene Clean Person is conscious of his Work Place Good Sanitary Condition

35 35 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

36 36

37 37 THANK YOU


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