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Chapter 13

Chapter 13. Tools for Process Improvement. The Deming Cycle. Act. Plan. Study. Do. Plan (1 of 2). Define the process : its start, end, and what it does.

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Chapter 13

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  1. Chapter 13 Tools for Process Improvement

  2. The Deming Cycle Act Plan Study Do

  3. Plan (1 of 2) • Define the process: its start, end, and what it does. • Describe the process: list the key tasks performed and sequence of steps, people involved, equipment used, environmental conditions, work methods, and materials used. • Describe the players: external and internal customers and suppliers, and process operators. • Define customer expectations: what the customer wants, when, and where, for both external and internal customers. • Determine what historical data are available on process performance, or what data need to be collected to better understand the process.

  4. Plan (2 of 2) • Describe theperceived problems associated with the process; for instance, failure to meet customer expectations, excessive variation, long cycle times, and so on. • Identify the primary causes of the problems and their impacts on process performance. • Develop potential changes or solutions to the process, and evaluate how these changes or solutions will address the primary causes. • Select the most promising solution(s).

  5. Do • Conduct a pilot study or experiment to test the impact of the potential solution(s). • Identify measures to understand how any changes or solutions are successful in addressing the perceived problems.

  6. Study • Examine the results of the pilot study or experiment. • Determine whether process performance has improved. • Identify further experimentation that may be necessary.

  7. Act • Select the best change or solution. • Develop an implementation plan: what needs to be done, who should be involved, and when the plan should be accomplished. • Standardize the solution, for example, by writing new standard operating procedures. • Establish a process to monitor and control process performance.

  8. Key IdeaDeming Cycle The Deming cycle focuses on both short-term continuous improvement and long-term organizational learning.

  9. FADE • Focus • Analyze • Develop • Execute

  10. Juran’s Breakthrough Sequence • Proof of the need • Project identification • Organization for breakthrough • Diagnostic journey • Remedial journey • Holding the gains

  11. Creative Problem Solving(CPS) • Mess Finding – identify symptoms • Fact Finding – gather data; operational definitions • Problem Finding – find the root cause • Idea Finding – brainstorming • Solution Finding – evaluate ideas and proposals • Implementation – make the solution work

  12. Key IdeaApproaches to Problem Solving How one approaches problem solving is not as critical as doing it in a systematic fashion, whether one uses the Deming cycle, FADE, Juran’s approach, CPS, or some hybrid variation.

  13. The Seven QC Tools • Flowcharts • Check sheets • Histograms • Cause-and-effect diagrams • Pareto diagrams • Scatter diagrams • Control charts

  14. Key IdeaFlowcharts A flowchartor process mapidentifies the sequence of activities or the flow of materials and information in a process. Flowcharts help the people involved in the process understand it much better and more objectively by providing a picture of the steps needed to accomplish a task.

  15. Flowcharts • Shows unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification may be possible • Compares and contrasts actual versus ideal flow of a process • Allows a team to reach agreement on process steps and identify activities that may impact performance • Serves as a training tool

  16. Seven Questions to Ask • Are the steps in the process arranged in logical sequence? • Do all steps add value? • Are capacities of each step in balance? Any bottleneck? • What skills, equipment, and tools are required? • Where errors might occur? • Where should quality be measured? • Where interactions with customers occur?

  17. Key IdeaRun Charts Run charts show the performance and the variation of a process or some quality or productivity indicator over time in a graphical fashion that is easy to understand and interpret. They also identify process changes and trends over time and show the effects of corrective actions.

  18. Run Chart • Monitors performance of one or more processes over time to detect trends, shifts, or cycles • Allows a team to compare performance before and after implementation of a solution to measure its impact • Focuses attention on truly vital changes in the process * * * * * * *

  19. Control Chart • Focuses attention on detecting and monitoring process variation over time • Distinguishes special from common causes of variation • Serves as a tool for on-going control • Provides a common language for discussion process performance * * * * * * *

  20. Key IdeaCheck Sheets Check sheetsare special types of data collection forms in which the results may be interpreted on the form directly without additional processing.

  21. Check Sheet • Creates easy-to-understand data • Builds, with each observation, a clearer picture of the facts • Forces agreement on the definition of each condition or event of interest • Makes patterns in the data become obvious quickly xx xxxxxx x

  22. Key IdeaHistograms Histograms provide clues about the characteristics of the parent population from which a sample is taken. Patterns that would be difficult to see in an ordinary table of numbers become apparent.

  23. Histogram • Displays large amounts of data that are difficult to interpret in tabular form • Shows centering, variation, and shape • Illustrates the underlying distribution of the data • Provides useful information for predicting future performance • Helps to answer “Is the process capable of meeting requirements?

  24. Key IdeaPareto Diagram A Pareto distributionis one in which the characteristics observed are ordered from largest frequency to smallest. A Pareto diagramis a histogram of the data from the largest frequency to the smallest.

  25. Pareto Diagram • Helps a team focus on causes that have the greatest impact • Displays the relative importance of problems in a simple visual format • Helps prevent “shifting the problem” where the solution removes some causes but worsens others

  26. Key IdeaCause-and-Effect Diagram A cause-and-effect diagramis a simple graphical method for presenting a chain of causes and effects and for sorting out causes and organizing relationships between variables.

  27. Cause and Effect Diagram • Enables a team to focus on the content of a problem, not on the history of the problem or differing personal interests of team members • Creates a snapshot of collective knowledge and consensus of a team; builds support for solutions • Focuses the team on causes, not symptoms Effect Cause

  28. Scatter Diagram • Supplies the data to confirm a hypothesis that two variables are related • Provides both a visual and statistical means to test the strength of a relationship • Provides a good follow-up to cause and effect diagrams * * * * * *

  29. Other Tools for Process Improvement • Kaizen Blitz • Poka-Yoke • Process Simulation

  30. Key IdeaKaizen Blitz A kaizen blitzis an intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short time period, as opposed to traditional kaizen applications, which are performed on a part-time basis.

  31. Poka-Yoke (Mistake-Proofing) • An approach for mistake-proofing processes using automatic devices or methods to avoid simple human or machine error, such as forgetfulness, misunderstanding, errors in identification, lack of experience, absentmindedness, delays, or malfunctions

  32. Three Levels of Mistake-Proofing • Design potential errors out of the product or process – Eliminates any possibility that the error or defect might occur • Identify potential defects and stopping a process before the defect is produced – Requires time to stop a process and take corrective action. • Find defects that enter or leave a process – Eliminates wasted resources that would add value to nonconforming work, but clearly results in scrap or rework.

  33. Common Poka-Yoke Examples (from John Grout’s Poka-Yoke Web Page)

  34. Key IdeaProcess Simulation Process simulationis an approach to building a logical model of a real process, and experimenting with the model to obtain insight about the behavior of the process or to evaluate the impact of changes in assumptions or potential improvements to it.

  35. Engaging the Workforce in Process Improvement • Technical skills • Shared vision • Behavioral skills

  36. Key IdeaEngaging the Workforce Compared to the technical tools for gathering and analyzing data, the “soft skills”—those that involve people—such as project management and team facilitation, are more difficult to teach and learn.

  37. Skills for Team Leaders • Conflict management and resolution • Team management • Leadership skills • Decision making • Communication • Negotiation • Cross-cultural training

  38. Skills for Team Members • Effective meetings • Shared decision making

  39. Rules for Effective Meetings • Use agendas. • Have a facilitator. • Take minutes. • Draft the next agenda. • Evaluate the meetings. • Adhere to the “100-mile” rule.

  40. Variables Check Sheet for Length of Logs in a Sample of 95 Trees

  41. (c) Bar Two 100.0 68 98.5 92.7 60 88.3 82.4 45 Number or defective cards due to major causes Cumulative percent of major causes of defective cards 30 41.2 15 0 Wrong Character Warped Card Illegible source document Torn card Transposed numbers Data too light on card Off-punched card

  42. Cause-and-Effect Diagram for Airline Ticket Errors Method (printing) Material (Ticket Stock) Quality Density Age Carbon Speed Airline Ticket Errors Paper Supervision Type Frequency Training Ability Age Maintenance Attention to detail Tension adjustment Personnel Machine Print quality

  43. SCATTER DIAGRAMSVarious plot patterns in scatter diagrams y y y x x x Positive correlation Positive correlation may be present No correlation y y x Negative correlation may be present x Negative correlation

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