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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

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slide1

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
types of problems
Types of Problems
  • Compliance
  • Unstructured
  • Efficiency
  • Process Design
  • Product Design
slide3

Shewhart’s PDSA CYCLE in 1930

  • PLAN
  • DO
  • STUDY
  • ACT

ACT

PLAN

STUDY

DO

continuous process improvement cycle
Continuous Process Improvement Cycle

Phase 1 Identify the

opportunity

Phase 2 Analyze the Process

Phase 7Plan for the

Future

ACT

PLAN

Phase 3 Develop the Optimal Solution

Phase 6 Standardize

the Solution

STUDY

DO

Phase 4 Implementation

Phase 5 Study the Results

slide6

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

CHECK

Study the results to learn what effect the change had, if any.

slide7

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.
slide8

Juran\'s Trilogy

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
Juran\'s Trilogy

Quality Planning

  • Identify the Customers
  • Determine the customer’ needs
  • Develop a process
  • Prove process capability
juran s trilogy1
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
juran s trilogy2
Juran\'s Trilogy

Quality Improvement

  • Prove need for improvement
  • Identify specific projectsfor Improvements
  • Organize to guide & Diagnosis
  • To find causes
  • Provide Remedies
  • Prove remedies for effective in operating conditions
  • Control the gains
juran s quality triology
JURAN’S QUALITY TRIOLOGY

Quality

Improvement

Threshold

Of Plan

Quality

Planning

Cost

of

Quality

Initial Quality

Zone

Quality

Control

Chronic Waste

(An opportunity

For Improvement)

Breakthrough

Quality

Zone

Time

juran s spiral of progress in quality
Juran’s Spiral of Progress in Quality

Customers

Further Product

Development

Marketing

Customers

Product

Development

Operation

quality improvement strategies
Quality Improvement Strategies
  • Repair
  • Refinement
  • Renovation
  • Reinvention
slide15

KAI

Change

ZEN

Good

(for the better)

KAIZEN = Continual Improvement

kaizen umbrella continuous improvement
KAIZEN Umbrella-Continuous Improvement
  • Customer Orientation
  • 5 S
  • TQC
  • Zero Defect
  • TPM
  • QC’s
  • JIT
  • Quality Improvements
japanese mgt functions and kaizen
Japanese Mgt Functions and Kaizen

TOP Mgt

Innovation

Middle Mgt

KAIZEN

Supervisors

Maintenance

Workers

kaizen implementation
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
total manufacturing chain
TOTAL MANUFACTURING CHAIN

SCIENCE

TECHNOLOGY

DESIGN

PRODUCTION

MARKET

INNOVATION

KAIZEN

slide23
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?

house keeping 5 s model
HOUSE KEEPING_5-S MODEL

Throw

Every Where

Never

Throw

3 rd Class Work Place

1st Class Work Place

?

Always

Clean

Never

Clean

slide26

Better Tomorrow for Everyone

Ultimate Goal

Effective Use Resources

Efficiency Improvement

Economic Operation

Intermediate

Goal

J

I

T

T

Q

C

T

P

M

T

Q

M

Approach

& Method

5 S

Foundation

5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT

sei ri clearing up
SEI-RI-Clearing Up
  • Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s.
sei ton organizing
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
sei so cleaning
SEI-SO= CLEANING
  • After Clearing & Arranging .
  • Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash
  • Update Constantly
sei ke tsu personal cleanliness
SEI-KE-TSU=Personal Cleanliness
  • Good Working Condition and Personal Hygiene
  • Clean Person is conscious of his Work Place
  • Good Sanitary Condition
shi tsu ke self discipline
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
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