Continuous Process ImprovementTOTAL QUALITY MANAGEMENT PRESENTED BY: GROUP 7

INTRODUCTION

TQM - means gradual and continuous improvement of the process within the organization.

TQM consist of finding:

- New Opportunities for improvements of Processes

In this chapter we will learn the following concepts, techniques and tools that are used for continuous process of improvement

JURAN’S TRILOGY

KAIZEN

KAIZEN BLIZZ

5’S PRACTICE

THREE MU’S

THE 7 DEADLY WASTE

BUSINESS PROCESS REENGINEERING

JURAN’S TRILOGY Juran brings out the financial results are achieved in an organization through three managerial processes namely:

Quality Planning

Quality Control

Quality Improvement

KAIZEN

Continuous improvement is achieved through the current way of manufacturing and eliminating waste

Is a Japanese strategy for continuous improvement

It is succeeded it is a good management practice

It calls for never ending improvements

that is why the word continual may be more appropriate rather than continuous improvement

TWO ACTIVITIES OF KAIZEN MAINTENANCE

maintaining current technological

managerial

operating standards

IMPROVEMENT

revising the current standards

Kaizen is different from innovation.

Innovation aims at dramatic improvement of the existing processes

Kaizen aims at small incremental improvement in the existing processes

KAIZEN ACTIVITIES

1. Finding new ways or improving the ways in which the task are currently carried out

2. Improving working environment

3. Improving processes

4. Improving capability of machinery through periodic as well as preventive maintenance

5. Improvement usage of tools and fixtures

6. Improvement of human resources through training and job rotation

7. Improving plant layout

Top management have to take keen interest in the following activities towards kaizen:

1. Maximizing efficiency and productivity of employees as well as the plant

2. Improving the quality of the process plant and thereby the product

3. Minimizing inventory levels and Work In Progress (WIP)

4. Improvement ergonomics to facilitate the human resources to maximize their output with more comfort

5. Call for suggestions from workers

6. Enabling team work

7. Improving systems in the organization

3 Basic Principles of kaizen

I. Work place effectiveness

II. Elimination of waste, strain and discrepancy

III. Standardization

continued.. Work place effectiveness• Japanese have developed the 5S tools for addressing the work place effectiveness

Eliminating waste, strain and discrepancy•kaizen is achieved through application of 5S tools for workplace effectiveness and elimination of three MU’s :

Muda – Waste

Muri – Strain

Mura – Discrepancy

The following are to be reduced and finally eliminated :

Human resources

Production volumes

Inventory ( materials)

Time

Working space

Machinery

Facilities

Tools and jigs

Thinking

Continued.. Standardization• kaizen stresses standardization of processes, materials machinery, etc, with the following objectives:

1. Represent the best, easiest and safest way to carry out a job in the form of operating procedures and work instructions

2. Represent the best way to preserve know-how and expertize and standardize the procedures for the same

3. Evolve effective means to measure performance and standardize the same

4. Standardize all the procedures that are used in the organization for the maintenance and improvement of process

5. Standardize the training programs

6. Standardize the audit for diagnosing problems

7. Standardize the procedures for preventing occurrence of errors and minimizing variability

PCDA ( plan – do – check – Act )and 7 Quality Tools

Kaizen advocates usage of seven quality tools for the problem solving

It also calls for using PCDA cycle for improvement of processes.

It encourages forming cross- functional teams for improvement.

Goal of Kaizen Kaizen is implemented not for the profit but for the quality.

The success of kaizen should be measurable through its impact on the customer satisfaction

Kaizen will be successful only when it is process oriented

It is important to recognize that any organization will have problems and hence the employees should be encouraged to admit when there is a problem

A suggestion system is an integral part of kaizen. The management should encourage the employees to give suggestions and their involvement in improvement process

Kaizen should be prioritized based on the impact on the customers. Thus, kaizen is a customer driven strategy for improvement

Kaizen is a problem- solving tool based on cross- functional team and collaborative approach

Continued…

Kaizen is basically for improving the processes in the organization

Collaboration between the cross- functional team, the process owners (those who carry out the job regularly) and the management is essential for success of kaizen

Quality Circles can become part of kaizen since it is a group oriented suggestion system

Kaizen implementation

The organizations embrace kaizen in 2 ways as given below:I. Gradual improvement of processes II. Kaizen blitz

KAIZEN BLITZ

Is a quick improvement methodology

To unleash employee creativity and dramatically improve operation overnight

Usually completed in a single week

The solution are implemented quickly

Whether it is a kaizen blitz in the traditional sense, it involves the following:

•Whether it is a kaizen blitz in the traditional sense, it involves the following:

Application of 5S for improving workplace effectiveness

Reduction and finally elimination of three MU’s

Standardization of effectiveness methodologies for carrying out the work

A typical improvement process using kaizen

Revise standardized methodologies

Remove 3 MU’s

Identify problems and wastes

Study process flowchart

Select process for improvement

start

5S PRACTICES Kaizen is a carefully evolved strategy by Japanese for improved competitiveness of business. It is more than just a tactical weapon. It is also a collection of tools

5s practice are :I. SortII. StraightenIII. ScrubIV. SystematizeV. Standardize

Seiri ( sort)•Separate out all unnecessary things and eliminate them

The objective of seiri is to sort and throw away unnecessary items.

Separate:◦ tools◦ machinery products ◦ Inspection◦ work in progress◦ Documentation

Seiri means “separating the things which are necessary for the job from those that are not and keeping the number of the necessary ones as low as possible and at convenient locations”The executive can classify the items into 3 category:

◦ Low usage◦ Medium usage◦ High usage

Seiton - Straighten

Arrange the essential things in order, so that they can be easily accessed

- for easy and fast access when needed, everything has a place and it is in place

The following could be adopted for enabling neatness In the organization:

1.PLAN TO ARRANGE NEATLY – the management should plan to arrange everything at the appropriate manner.

Some problems in retrieving things are :• Not knowing the correct name of the things• Not sure where the things are kept• Storage site at a far off place• Storage sites scattered all around

◦ Repeated visits to far off places for taking and putting back◦ Hard to locate things since the box contains many other things◦ Storage location are not label◦ Things are not there, but not clear whether the stock is exhausted or somebody is having it◦ No distinguish between good parts and defective parts, all look same◦ Too wide to carry◦ Too heavy to carry◦ No trolleys to carry huge things ◦ Improper design of path ways with lot of obstruction

2. Decide where the things should be stored

the following procedures should be adhered to:

everything should have a name

A place for everything and everything in its place

Quick identification and retrieval mechanism

- frequent-use items be retrievable easily

Safe storage/transfer

- heavy things on the bottom

- heavy things to be carried on trolleys

- benches and ladders to be used wherever required

Height consideration for the storage of items depending on the frequency of their use

3. Be consistent in following the rules

Seiso – Scrub Keep machinery and working environments clean

the objective of seiso tool is to clean and inspect the respective work places thoroughly, so that there is no dust on the floor, machinery and equipment. Keep machinery and work environment clean

Seiketsu - Systematize

◦ Make cleaning and checking as a routine practicethe objective of this tool is to maintain high standards of

work place organization by keeping everything clean and orderly at all times. Develop routine practices for cleaning and checking

Shitsuke – standardize ◦ Standardize the previous step

the objective of the last 5S tool is to make the previous four steps part of the daily routine and to observe self-discipline through continuous practice. Follow procedures and standardize continuously to improve processes and reestablish standards

5S Certification National Productivity and Competitiveness Council (NPCC) of Mauritius offers 5S certification (April 2002)

It is aimed at developing and assisting the productivity culture across Mauritius.

THE PROCESS

1.A team of 5 auditors will audit the Gemba ( work place ) proposed for certification. Three audits, spread over the period of one year will be conducted

2.The audited organization should keep the following relevant information◦ General background of the organization◦ Sections or department where 5S is applied◦ Photographs of the section or department where 5S is applied◦ Tangible and intangible benefits gained◦ Documented proof ; support structure for 5S

4. following three random audits and on the basis of the audit report, eligibility of the 5S certification will be considered

5. a certificate will be awarded by NPCC and kaizen institute ( Africa, Asia and pacific) to any organization, which has successfully implemented 5S practices

The Seven Deadly Wastes1.OVERPRODUCTION WASTE – this occurs due to failure of production planning when money is blocked in the unsold products

2.WASTE DUE TO WAITING - WIP is a direct measure of the quality of the organization.

3.TRANSPORTATION - unnecessary transportation is a waste

4.PROCESSING WASTE - the machinery should be kept in smooth working condition by periodic and preventive maintenance to eliminate processing waste

5.INVENTORY WASTE - supply chain management should be such that there are no excess materials

6.WASTE OF MOTION - as Watts Humphrey says, the purpose of driving is to reach the destination on time and not to spin the wheel.

7.PRODUCT DEFECTS - the defective parts or supplies cause loss of money

Business Process Reengineering (BPR)

What is BPR?◦ Is undertaken essentially to result in a quantum jump in performance of

processes.◦ It is synonymous with innovation because it is more than just automating

or applying Information Technology to the existing process or operation◦ The fundamental rethinking and radical redesign of business process to

achieve dramatic improvement in critical, contemporary measures, such as cost, quality, services and speed.

Fundamental Rethinking – dramatic improvements can take place through elimination of redundant operations, unnecessary operation and operations, which cost, but not value to the products and services

Radical Redesign – dramatic improvement cannot be achieved only through fundamental rethinking. It calls for redesign of new processes

How to carry out reengineering?◦ 5 phases of reengineering cycle

◦ Planning◦ Process study◦ Study of the best practices◦ Redesign◦ implementation

◦ Information Technology ◦ BPR AND TQM