1. Summer School – Bejaia University, Algeria, 1 – 5 August 2017
د. محمد أحمد عيشوني
Continuous Process Improvement – Concepts and Applications in Manufacturing and Services
Mohamed Aichouni
Professor of Quality Engineering
Research Project Leader; ASQ, SQC Member
The Engineering College, University of Hail, Saudi Arabia
Summer School – Bejaia University, Algeria, 1 – 5 August 2017
الأسبوع الوطني للجودة : محرم 1435 هـ الموافق لـ نوفمبر 2013

2. Workshop`s Material http://cutt.us/doctoriales-2017
My facebook : Mohamed Aichouni

3. Cost of Poor Quality https://www.youtube.com/watch?v=jYj_R4oCTPI
أ. د. محمد أحمد عيشوني

4. Quality in Developing World – Example from the Construction Industry
In search for Quality of life
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5. Quality in Developing World – Example from the Construction Industry
Catastrophic Accidents and Losses
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6. Recent Research Trends in Quality Engineering
(4New Researchers )

7. Recent Research Trends

8. Recent Research Trends

9. Recent Research Trends

10. Recent Research Trends

11. Fundamental Concepts and Tools
(Why, How, What)
Why do we need Continuous Process Improvement ?
How can we achieve CPI in Processes ?
What are the CPI tools ?

12. Why ?
أ. د. محمد أحمد عيشوني

13. Why do we have Quality Problems ?
Out of the Crisis, 1982
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14. The 3 Demons of Quality and Performance Excellence
Delays
Delays in production, in delivering services ……
In taking decisions
Defects
Errors in service delivery
Defects in products
Medical Errors, …….
Deviation
Deviation of products characteristics from Design specifications
Variations in product or services characteristics

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16. Total Quality and Performance Excellence
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17. Process Improvement
Process and Performance improvement is about reducing and eliminating the 3 Demons (Delays, Defects and Deviation). = Six Sigma, Lean-Six Sigma, etc…
If your organization stops improving – it starts falling! Edward Deming
أ. د. محمد أحمد عيشوني

18. Process Improvement
Continual search for improvement opportunities through problem solving.
Methodology = Deming PDCA Cycle.
OR DMAIC Cycle for Six Sigma approach
Study and understand your process.
أ. د. محمد أحمد عيشوني

19. Output (Product / service)
Process Approach
Input (Raw Material)
Process
Output (Product / service)
Man
Machine
Measurements Methods
Customer
Environment
Quality characteristics exhibit variations (deviations) , mainly due to variations in the components of the process (5 M and E):
Man Power
Machines
Methods
Materials
Measurements
Environment

20. Process Variations
Quality Tools
أ. د. محمد أحمد عيشوني

21. Lean Six Sigma Improvement Methodology
Lean Six Sigma is an approach focused on improving quality, reducing variation, and eliminating waste in an organization.
DMAIC Cycle:
Able to achieve a level of 3.4 defects per Million Opportunity (DPMO).
Improvement Team (Yellow, Green, Black and Master Black belts) focus on problem solving.
Improve
Analyze
Control
Measure
Define
أ. د. محمد أحمد عيشوني

22. Benefits of Lean Six Sigma
The early adopters were Motorola and GE in the 1980s. Since then, many manufacturing and service
organizations have successfully deployed Lean Sigma to deliver measurable cost, quality and time based improvements.
Organizational Benefits include:
Performance improvement
Higher Customer satisfaction
Higher team morale through collaboration and ownership
More relevant metrics
أ. د. محمد أحمد عيشوني

23. Lean Six Sigma Fundamental Steps
Process Focus
Customer Focus
Team Based
Rigorous Project Methodology (DMAIC)
Project Based
Data Driven
Variation and Waste Reduction
Tools and Techniques
Roles and Responsibilities (between belts)
Programme Infrastructure
أ. د. محمد أحمد عيشوني

24. Step 1. in Process Improvement : Determine and Clarify the problem
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25. Quality Requirements for Manufacturing and services Companies
Input
Process
Output
Set Customer Requirements.
Product Specifications
Raw materials specifications
Continuous Process improvement (PDCA, Six Sigma, Lean Six Sigma …)
Product Specifications before shipment
Customer Satisfaction.
أ. د. محمد أحمد عيشوني

26. Continuous Process improvement Techniques and Tools
Quality Requirements for Manufacturing and services Companies – Tools and Techniques
Input
Process
Output
Quality Function Deployment /house of Quality
Acceptance Sampling
Continuous Process improvement Techniques and Tools
Acceptance Sampling
Customer Complaints (ISO 10002:2004)
أ. د. محمد أحمد عيشوني

27. QFD: Quality Function Deployment
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28. Acceptance Sampling Plans
ISO 2859-1:1999
Sampling procedures for inspection by attributes — Part 1: Sampling schemes indexed by acceptance quality limit (AQL) for lot-by-lot inspection.
Many other standards…
أ. د. محمد أحمد عيشوني

29. Process Improvement Tools
Quality and Excellence Tools and Techniques
Basic Quality Tools
New Tools for Management and Planning
Other Tools
Tools and Techniques for SPC, Quality Control, Process Improvement, Six Sigma, Lean Six Sigma , Innovation and Creativity.
أ. د. محمد أحمد عيشوني

30. Seven Basic Quality Tools Kaoru Ishikawa (1972)
BA 499/ Williams
Seven Basic Quality Tools Kaoru Ishikawa (1972) 1 2 3 4
Dirt
Old
Temp
Fault x
UCL
LCL 5
Process
Called the Magnificent Seven
They are simple visual tools based on the use of data to study and understand the Process ;
So that we can improve the quality of products and Services.
Chapter 5

31. Seven Basic Quality Control Tools Magnificent Seven
BA 499/ Williams
Seven Basic Quality Control Tools Magnificent Seven 1 2 3 4
Dirt
Old
Temp
Fault x
UCL
LCL 5
Process
Flow Chart
Check Sheet
Pareto Analysis
Histogram – Process Capability
Cause-and-Effect Diagram
Scatter Diagram
Control Charts – Process Stability
Chapter 5

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33. Tool 1 - Process Flow Chart
A schematic diagram that shows the flow of the product or service as it moves through the process.
Visualize the entire process, identify potential trouble spots, and locate activities that cause delays.
Improve the “as is Process” to “as it should be process”

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35. Tool 2 - Check Sheets
Process Data can be collected carefully and accurately by operating personnel for process control and problem solving.
A check sheet is the easiest way to track information in processes (e.g: problems, defects, etc.)

36. Check Sheets
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37. Tool 3 - The Pareto Diagram
Graph that ranks data classifications in descending order from left to right
Pareto diagrams are used to identify the most important problems
Provide a visual impact of those vital few characteristics that need attention

38. Tool 3 - The Pareto Diagram (80/20)
80/20 Rule Applications:
80% of process defects arise from 20% of the process issues.
80% of customer complaints arise from 20% of your products or services.

39. Tool 4 - Histogram
A Histogram takes process data and displays its distribution.
A Histogram reveals the amount of variation that any process has within it.
It shows the process capability to meet customer requirements or design specifications.

40. Histogram The shape of the histogram help us to determine :
a.) Whether the “spread” of the distribution falls within product specifications. If not, how much falls outside of specifications. (VARIABILITY)
b.) Whether the distribution is centered at the right place.
Are most items on the “high or low side?”(SKEWNESS)

41. Application in a Manufacturing Process

42. Applications in RMC Industry
أ. د. محمد أحمد عيشوني

43. Tool 5 - Cause-and-Effect Diagram
Dr. Kaoru Ishikawa in 1943
Picture composed of lines and symbols designed to represent a meaningful relationship between an effect and its causes
Effect (characteristics that need improvement) on the right and causes on the left.
Called also Fishbone diagram or Ishikawa diagram.

44. Cause and Effect Analysis
Quality
Problem
Machines
Measurement
Man
Methods
(Process)
Environment
Materials
Faulty testing equipment
Incorrect specifications
Improper methods
Poor supervision
Lack of concentration
Inadequate training
Out of adjustment
Tooling problems
Old/worn
Defective from vendor
Not to specifications
Material-
handling problems
Deficiencies
in product design
Ineffective quality
management
Poor process design
Inaccurate
temperature
control
Dust and Dirt
This is a graphical method of creating a tree diagram. This is a good format for manual drawing, as detail can be filled out from top down.
The generic categories of problems should be used whenever possible, with changes as necessary.
An indented text outline contains the same information, and is easy to create using the outline tools in wordprocessors.

45. Tool 6 - Scatter Diagram
A Scatter Diagram is used to study the possible relationship between two variables.
Used to test for possible cause and effect relationships.

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47. Scatter Diagram – Examples from Manufacturing and Services
Average of Manufacturing Errors / Week
Average of Overtime Hours / Week

48. Tool 7 - Control Chart
Focuses attention on detecting and monitoring process variation over time.
Distinguishes special from common causes of variation

49. Control Charts Distinguishes special from common causes of variation.
Control charts can be used to monitor processes and make continuous process improvement by reducing process variability (removing special causes variation).

50. Control Charts
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51. Applications in RMC Industry
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52. SPC Tools : The 7 Basic Quality Tools
The SPC tools are Problem Solving Tools which can:
Help to identify and prioritize problems quickly and effectively.
Assist the decision making process.
Simple and powerful tools for continuous improvement projects.
Provide a vehicle for communicating problems through extraction of information from process data . 1 2 3 4
Dirt
Old
Temp
Fault x
UCL
LCL 5
Process

53. Applications of CPI in Manufacturing and Services
Part (II)
Applications of CPI in Manufacturing and Services

54. Applications of CPI in Manufacturing and Services – Minitab Report 2017

55. World Class Companies adopting CPI
Gains
More Lives Saved
Increased Customer Satisfaction
Increased Production
Increased Sales
Ensure Consistency
Create a Data-Driven Culture
Boost Resource Recovery
Speed Regulatory Approval

57. More information about Quality Improvement
ضبط الجودة الإحصائي
الابستور والقوقل بلاي
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58. شكرا لحسن المتابعة نسعد بتواصلكم m_aichouni@yahoo.co.uk
أ. د. محمد أحمد عيشوني