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Continuous Process Improvement

Transcript: Steps in enabling neatness in the organization Eliminating waste, strain and discrepancy – Kaizen is achieved through application of 5S tools for workplace effectiveness and elimination of three MUs. a. Everything should have a name. b. A place for everything and everything in its place c. Quick identification and retrieval mechanism d. Safe storage/ transfer e. Height consideration for the storage of items depending on the frequency of their use. Shitsuke (Standardize) • Machinery • Techniques • Facilities • Tools and jigs • Thinking 1. Work place effectiveness 2. Elimination of waste, strain and discrepancy 3. Standardization Whether it is a Kaizen Blitz or Kaizen in the traditional sense, it involves the following: Seiri (Sort) KAIZEN PDCA AND 7 QUALITY TOOLS • Application of 5S for improving workplace effectiveness. • Reduction and finally elimination of three MUs. • Standardization of effective methodologies for carrying out the work. • Productivity improvement of 40 per cent • Work In Progress (WIP) reduction of 70 per cent • Machine set up time reduction of 30 per cent • Space reduction for manufacturing by 40 per cent and no additional capital investment Overproduction Waste A typical improvement process using Kaizen is indicated in fig. 8.2 an effective means for systematic workplace organization. a self-contained and understandable instruction, painted neatly at the right place.  This happens if the person does not have the map.  To add value by every motion of the employee and machinery. The aim of BUSINESS PROCESS REENGINEERING (BPR) is to make dramatic improvement in quality. It is a fundamental component and one of the tool to achieve TQM approach. Therefore, Total Quality Management is not only continuous improvement because it has many facets as given in the various chapter. It is the means to achieve BPR. BPR is a tool, while TQM is an umbrella concept involving many other strategies. Standardization - Kaizen stresses standardization of process, materials.ect with the following objectives. • Human resources • Production volumes • Inventories (materials) • Time • Working place The improvement function aims at revising the current standards. Kaizen is different from innovation. Innovation aims at dramatic improvement of the existing processes, whereas, Kaizen aims at small, incremental improvement in the existing processes. BPR is “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical, contemporary measures of performance, such as cost, quality, service and speed.” THANK YOU! Kaizen Implementation BUSINESS PROCESS REENGINEERING (BPR) GOALS OF KAIZEN Improvement without capital investment It should be the discipline on the part of the employees, follow the rules, which they made for themselves. Watts Humphrey says, “The purpose of driving is to reach the destination on time and not to spin the wheel.” 1. Planning 2. Process Study 3. Study of the best practices 4. Redesign 5. Implementation BPR is synonymous with innovation because it is more than just automating or automating or applying Information Technology to the existing process or operations. Step 3: Be consistent in following the rules. 3. Following three random audits and on the basis of the audit report, eligibility of the 5S Certification will be considered. 4. A certificate will be awarded by NPCC and Kaizen Institute (Africa, Asia and Pacific) to any organization, which has successfully implements the practices. Maintenance involves activities directed at maintaining current technological, managerial and operating standards. While efforts are going on for improving the processes, the present activities should continue as per the current standards without any interruption. Categories in classifying items: Separate tools, machinery, products, inspection, work in progress, and documentation into necessary and unnecessary and discard unnecessary items. 5S PRACTICES Offers by National Productivity and Competitiveness Council (NPCC) of Mauritius. Introduced in April 2002. Aimed at developing and assisting the productivity culture across Mauritius. 1. The team of 5 auditors will audit the Gemba (work place) proposed for certification. 2. The audited organization should keep the following relevant information. • Maintenance • Improvement Dramatic improvements can take place through elimination of redundant operations, unnecessary operations and operations, which add cost, but, not value to the products and services. INTRODUCTION Juran brings out that good financial results are achieved in an organization through three managerial processes namely, planning, control and improvement. Juran suggests similar analogy for better quality results. The quality trilogy consists of the same three managerial processes and aimed at improving quality of products and services. occurs due to failure of production planning when money is blocked in the unsold products. Just-In-Time (JIT) is the

Continuous Process Improvement

Transcript: JURAN’S QUALITY TRILOGY This can occur at any stage of manufacturing due to poor planning, organizing as well as lack of dynamism in making alternate arrangements when a particular machine or material is not available due to unforeseen circumstances. Waste due to waiting Goals of Kaizen Finding new ways or improving the ways in which the tasks are currently carried out. Improving working environment Improving processes Improving capability of machinery through periodic as well as preventive maintenance Improving usage of tools and fixtures Improvement of human resources through training and job rotation Improving plan layout Japanese have developed 5s tools for addressing the workplace effectiveness which will be discussed later on. 5s Certification Advantages & Disadvantages of BPR Continuous Process Improvement BPR & TQM 3 MUs and their meaning Processing waste -Japanese word which means gradual, orderly and continuous improvement. -Does not need capital investment but requires time and effort for every employee in the organization, right from the top management. -Continuous improvement can be achieved through improving the current way of manufacturing and eliminating waste -Succeeded because it is a good management practice. -Never ending improvements - about rethinking and redesigning organizational process in order to achieve dramatic improvements in performance, including cost, quality, service, and speed. Kaizen is a problem-solving tool based on cross functional team and collaborative approach. Kaizen is basically for improving the processes in the organization. Collaboration between the cross-functional team the process owners and the management is essential for success of Kaizen. Quality circles can become part of Kaizen since it is a group oriented suggestion system Thank you! Inventory waste 1. Organize around outcomes, not tasks. 2. Identify all the processes in an organization and prioritize them in order of redesign urgency. 3. Integrate information processing work into the real work that produces the information. 4. Treat geographically dispersed resources as though they were centralized. 5. Link parallel activities in the workflow instead of just integrating their results. 6. Put the decision point where the work is performed, and build control into the process. 7. Capture information once and at the source. Standardization - to clean and inspect the respective work places thoroughly - keep machinery and work environment clean Kaizen Blitz Transportation Work place effectiveness -Aims for revising the current standards -Aims at small incremental improvement in the existing processes. -Kaizen has to be carried out along with maintaining continuity in the current operation in the organization. Maintenance - process of redesigning, business transformation, or business process change management. - to make the previous four steps part of the daily routine and to observe self-discipline through continuous practice 2 Activities of Kaizen Production defects Juran’s Trilogy - to maintain high standard of work place organization by keeping everything clean and orderly at all times - develop routine practices for cleaning and checking National Productivity and Competitiveness Council (NPCC) of Mauritious offers 5s certification NPCC Certification was introduced in april 2002 aimed at developing and assisting the productivity culture Unnecessary transportation is a waste. Therefore, every assembly line should be under one roof preferably. Kaizen stresses standardization of processes, materials, machinery etc. with the following objectives: Seiri (sort) This occur due to failure of production planning when money is blocked in the unsold products.Therefore, overproduction is very HARMFUL. The right approach for this is JUST-IN-TIME (JIT). But in practicing JIT needs a healthy organization practicing kaizen. Total Quality – an objective TQM – means to achieve it BPR – an important tool within the TQM technology 1 Muda Waste 2 Muri Strain 3 Mura Discrepancy Seiton (straighten) If a process is held up due to breakdown of the machinery, money is lost. The design of the product should be such as to enable easy manufacturability, testability and maintenance. 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 expertise and standardize the procedures for the same. 3. Evolve effective means to measure performance and standardize the same. 4. Standardize the same all the procedures that are used in the organization for 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. Kaizen Activities The Seven Deadly Wastes - to sort and throw away unnecessary things items. -separate tools, machinery, product, inspection, work in progress,

Continuous Improvement Process

Transcript: Your name Determine Strategies, Activities, Policies and Practices Which Support SEL Development Setting up for progress monitoring Review SIP S.E.L. Goals Review SIP Power Standards List Power Standards Unpack them by identifying the desired behaviors and actions and how the behaviors and actions will be displayed and observed. S.E.L. Objectives Set of learning standards that have been determined to be the highest priority to teach. Unpack the S.E.L. Objectives Tier I All students, receiving high quality, core academic instruction. Unpack the Power Standards Key learning targets Researched-based strategies to support teaching Determine Monitoring Frequency Decide Frequency How often? TIMELINE 2019 Which dates? MAP Who will use the data to make determinations about next steps? -AND- How will these decisions be communicated? (PLC, regular meeting, content level meeting, etc.) Determine Who Will Monitor

Continuous Process Improvement

Transcript: Topic Continuous Process Improvement Process – purchasing, design, invoicing, etc. Pareto Diagram Example Problem – Solving Method Improvement – 5 ways; Reduce resources, Reduce errors, Meet expectations of downstream customers, Make process safer, make process more satisfying to the person doing Identify the opportunity (for improvement) Analyze the current process Develop the optimal solution(s) Implement changes Study the results Standardize the solution Plan for the future Phase 1 – Identify problems Use Pareto Analysis – external & internal failures, returns Phase 2 – Form a team (same function of multifunctional) Phase 3 – Define scope of problem (Paint process – data collected for a week showed high 30% ‘runs’ defect Process Work methods Procedures Tools Production – Cutting, Welding, etc. Bank – deposit/withdrawal process, Kad Pintar Application Process at NRD Inputs – processing – outputs Outputs Products Delivered service In-process jobs – forms signed, drawing completed Others Also by-products, wastes Understand the current process, how it is performed Develop process flow diagram Define target performance Collect data, information Determine causes not solution (use cause and effect diagram) Root cause if possible Process Flow Chart – Ink filling process Input Materials Info, Data People Money Analyse the current process Identify the opportunity (for improvement View all work as process – production and business Inputs – PROCESS – outputs Process improvement – increased customer satisfaction

continuous process improvement

Transcript: Belt and Bag Combination Since as stated in the problem, girls are tired of using usual bag, we came up to an idea of making a multi-purpose one (the belt and bag combination. the product that we tried to improve was then a good solution to the problem stated on the first part. This bag with its unique features can be used all day long but with different styles and phases without even noticing that it is distinct and as one. The original function was not changed but is rather improved. From a simple bag, it can now be viewed as a multipurpose bag Process of putting belt Design the external portion of the bag by putting the buttons/ manic in a nice arrangement Designing Tips This is how to put the belt on the right side of the bag and how would it look like. Preparing raw materials Continuous Process improvement Insertion of the lock. This is how to put the belt on the left side of the bag and how would it look like. Statement of the problem- Girls often uses bags whenever they go, especially in every occasion to bring stuffs. Since the girls bring about indifferent types of bags whenever they go, the researcher conducted a research on girls preference and they found that , most girls were tired of the usual bag marketed all throughout. Finished Product SOLUTION sewing of lock Cutting Procedure Process The bag and belt Lock of an extra belt, The thread ,needle and scissor, Buttons for designing purposes. Cut the edge on the left side of the bag and pin on the center for the insertion of the lock of the belt. Process of putting belt When the belt is in use, the lock on the left side of the bag can served as total lock, for safety.

Continuous Improvement Process

Transcript: Principle 10: Develop exceptional teams who follow your company's philosophy (andon) THE TOYOTA WAY Respect for people Principle 12: Go and see yourself to fully understand the situation (Genchi Genbutsu) TOTAL QUALITY MANAGEMENT Principle 3: Use "pull" systems to avoid overproduction Principle 6: Standardized tasks and processes are the foundation for continuous improvement and employee empowerment JUST IN TIME Principle 2: Continuous process flow that allows problems arise to the surface (no muda) BASEMENT AGILE MANAGEMENT ROOF BENEFITS OF USING CIP KAIZEN DESIGN OF EXPERIMENTS Principle 8: Use only reliable, tested technology that serves your people and processes LEAN MANAGEMENT Principle 11: Respect your network of partners and suppliers by challenging them and helping them improve Principle 7: Use visual control so no problems are hidden CONTINUOUS IMPROVEMENT PROCESS METHODS THROUGH WHICH CIP IS APPLIED Principle 13: Make decisions slowly by consensus, considering all options; implement decisions rapidly (Nemawashi) Principle 9: Grow leaders that understand the work, live the philosophy and teach it to others LEAN SIX SIGMA PROCESS EXCELLENCE Principle 14: Becoming a learning organization through relentless reflection (hansei) and continuous improvement (kaizen) Continuous Improvement HOSHIN KANRI PILLARS Principle 1: Management decisions according to long term philosophy Principle 5: Culture of stopping to fix problems (jidoka) RE-ENGINEERING More comfortable and engaged personnel Decrease on employees turnover Decreased delivery times Flexibility and problem-solving Increase in the competitiveness of the products and services Improvement of customer satisfaction Retention and gain of consumers Detection of opportunities Higher profits Continuous Improvement Process Principle 4: Level out the workload (heijunka) 6 PRINCIPLES OF CIP SIX SIGMA POYA YOKE INTERIOR Improvements based on small changes Ideas come from employees Incremental improvements are inexpensive Employees are accountable for improvement and take ownership Improvement is reflective Improvement is measurable and repeatable

Continuous Process Improvement

Transcript: View all work as process – production and business Process – purchasing, design, invoicing, etc Process improvement – increased customer satisfaction Improvement – 5 ways; Reduce resources, Reduce errors, Meet expectations of downstream customers, Make process safer, make process more satisfying to the person doing Continuous Process Improvement Inputs – PROCESS – outputs

CONTINUOUS QUALITY IMPROVEMENT PROCESS

Transcript: W. Edwards Deming ( 1930s-1950s-1994): Top corporate and organizational commitment of mission, money, management, material An organizational culture that daily talks and acts like quality An identification of, understanding of, and focus on customers and their needs and expectations An ongoing pursuit of customer satisfaction A team emphasis on perfecting systems and processes in the delivery of patient care to effect good outcomes Constant learning and improving Walter J. Shewhart (1920s-1967)): Armand V. Feigenbaum (1940s-present): Continuous Quality Improvement (CQI) will be used interchangeably with "Quality Improvement" to mean a management process or "approach to the continuous study and improvement of the processes of providing health care services to meet the needs of individuals and others. " [The Joint Connmission, Glossary, last in CAMH 2003] Definitions Chapter 1: Healthcare Quality Concept Kaoru Ishikawa (1940s-1988) Philip B. Crosby (1960s-2001 ): Devised the concepts of "total quality control" and "cost of quality": Total Quality Control = quality development + quality maintenance + quality improvement. Use of Total Quality Control (TQC) for open communication, changing product design in accordance with customer tastes and attitudes, probing minds and gaining knowledge, and company-wide quality assurance emphasizing the customer; quality first, not short-term profit; respect for humanity as management philosophy, with full participatory management; and cross-functional management to solve problems. Joseph M. Juran ( 1920s-1950s-2008) This is a series of lectures about The Healthcare Quality expounding The Healthcare Quality Handbook: A Professional Resource and Study Guide Expansion of Shewhart's Cycle and statistical methodologies beyond manufacturing to sales and service; constancy of purpose; leadership perpetuating continuous improvement; attainment of profound knowledge; understanding and harnessing sources of variation. Continuous Quality Improvement Demands: Focus on prevention, "doing it right the first time" (DIRFT); Quality is Free (1979)-four main principles: The definition of quality is conformance to requirements The system of quality is prevention The performance standard is "zero defects" The measurement of quality is the price of non conformance CQI is the English translation of Kaizen, the Japanese word for "improvement" and a philosophy focusing on continuous improvement as a daily activity throughout one's life. In the Toyota Production System, as in other businesses post WWII, it sought to improve standardized activities an processes and eliminate waste on a daily basis. Statistical Process Control (SPC) and the control chart, also called "Shewhart Chart" the Cycle for Continuous Improvement-Plan, Do, Check, Act, also called "Shewhart Cycle". Thank you Background The CQI process itself has a history similar to that of TQM, with many of the same names and instructors, including, but not limited to: It is important for healthcare quality professionals to understand the principles of both total quality management and continuous quality improvement. The quality professional's role is to understand, teach, and guide the development and implementation of the Strategy and processes, and the effective use of data and information, to make wise improvements and effect positive organization-wide change. CONTINUOUS QUALITY IMPROVEMENT PROCESS The Responsibility of the Healthcare Quality Professional The Quality Control Handbook, first published in 1951 and now in its fifth edition as Juran's Quality Handbook ( 1999), is considered the "bible" of the quality improvement movement): Stresses an "overall concern for the entire management" and a "project approach" to quality improvement; pioneered use of "Pareto analysis" to prioritize; and developed the "Juran Quality Trilogy" and Quality Improvement Process (QIP). Quality = "fitness for use".

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