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TQM Tools applications in Engineering . Welcome أهلا وسهلا بكم . نرحب بكم في هذا اللقاء العلمي ندوة تطبيقات أدوات الجودة الشاملة في الهندسة سمير سعيدان seadan99@yahoo.com. Samir Seadan. محاور الندوة . ISO 9001 1- الايزو 9001 Six Sigma 2- سيجما ستة

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slide2

Welcomeأهلا وسهلا بكم

نرحب بكم في هذا اللقاء العلمي

ندوة

تطبيقات أدوات الجودة الشاملة في الهندسة

سمير سعيدان

  • seadan99@yahoo.com

Samir Seadan

slide3
محاور الندوة

ISO 9001 1- الايزو 9001

Six Sigma 2- سيجما ستة

EFQM Model3- نموذج التميز الاوروبي

Balanced Score Cards4- بطاقات الاداء المتوازن

Kaizen5- كايزن

Samir Seadan

slide4
توكيد الجودة Quality Assurance

الجودة:

الجودة:Quality

هي تحقيق المتطلبات والتوقعات المتفق عليها، فيما بيننا و بين "عملائنا"

إدارة الجودة الشاملة : TQM

هي التي تؤكد أننا نخطط و ننظم "ضمن الشركة" لتحقيق هذه المتطلبات و التوقعات المتفق عليها.

مراقبة الجودة Quality Control:

Samir Seadan

slide5
ما هي الايـزو (ISO 9000)

International Organization for Standardization ( ISO )

…….ISO ….IOS … Why

منظمة القياس الدولية / جنيف

تتبناه حالياً 148 دولة.

وهي تهدف في المحصلة إضافة إلى رفع الكفاءة ضمن الشركات إلى تسهيل التجارة الدولية بواسطة التزويد بمجموعة موحدة من المقاييس المعترف بها و المحترمة من قبل الجميع وفي كل مكان على مستوى العالم.

قامت بإصدار اكثر من 14000 مواصفة قياسية حتى الان.

Samir Seadan

slide6
Quality Management Standards

ISO 9000 series

ISO 9000 Quality Management and Quality assurance standards.

ISO 9000-1: 94 Guidelines for selection and use

ISO 9000-2: 93 Generic guidelines for the application of ISO 9001, SO 9002, ISO 9003

ISO 9000-3: 91 Guidelines for the application of ISO 9001 to the development, supply and maintenance of software.

ISO 9000-4: 93 Guide to dependability program management.

ISO 9001: 94 Quality Systems

Model for quality assurance in design, development production, installation, and servicing

ISO 9002: 94 Quality Systems

Model for quality assurance in production, installation, and servicing

ISO 9003: 94 Quality Systems

Model for quality assurance in final inspection and test

ISO 9004

Guide to quality management system elements

ISO 9004-1: 94 General guidelines.

ISO 9004-2: 91 Guidelines for services.

ISO 9004-3: 93 Guidelines for processed materials

ISO 9004-4: 93 Guidelines for Quality improvement

ISO 9004-5: 93Guidelines for the use of quality plans

ISO 9004-6: 93 Guidelines to Quality Assurance for project management

ISO 9004-7: 93 Guidelines for configuration management

ISO 9001:2000 the new ISOModel for quality assurance in design, development production, installation, and servicing

ISO 9001:2008 : Rephrasing

Samir Seadan

slide7
تقوم فكرة الايزو 9001:2008 على ثمانية مبادئ ادارية اساسية،

تم اختيار هذه المبادئ لتحسين اداء الشركات

المبادئ الثمانية

Samir Seadan

slide8
التركيز على العملاء( جعل العملاء مركز اهتمام الشركة)

Customer Focus

ان وجود و تقدم و ربحية الشركات تعتمد على درجة رضى وولاء العملاء، لذلك على الشركات:

تفهم احتياجات و توقعات العملاء.

تحقيق احتياجات العملاء.

تحقيق توقعات العملاء بل تجاوز هذه التوقعات.

التعامل بكفاءة و فعالية مع شكاوى العملاء

قياس درجة رضاء العملاء

Samir Seadan

slide9
القيادةLeadership

القيادة في الشركة تقوم بتحفيز العاملين لتحقيق اهداف و غايات الشركة و لتسهيل الاتصال Communications ضمن الشركة لذلك:

على قيادة الشركة تحديد هدف / اهداف الشركة و توجيه موارد الشركة لتحقيق هذه الاهداف.

على الادارة العليا في الشركة خلق اجواء عمل تشجع منتسبيها على تحقيق الاهداف المخططة.

هذه الاهداف يجب ان تكون SMART Objectives

Samir Seadan

slide10
اشراك الموظفين

Involvement of people

ان تحفيز والتزام واشراك جميع العاملين ضمن الشركة يقود الى التطوير و بالتالي على الشركات:

اشراك موظفيها بعملية التطوير و اتخاذ القرار والمبادرات.

مساعدة الموظفين لتطوير قدراتهم و تشجيعهم على استخدام هذه القدرات.

Samir Seadan

slide11
استخدام مفهوم العمليات (بدل مفهوم الادارات)

Process Approach

الشركات تقوم بعمليات تشترك بها اكثر من ادارة و بالتالي يجب النظر الى العملية ككل بغض النظر عن الادارة او مجموعة الادارات التي تساهم في اتمام العملية، ان هذا المفهوم يدفع باتجاه مسئولية الجميع عن نجاح عملية ما بعكس نظرية الادارات التي يقوم خلالها كل ادارة بأداء عملها من وجهة نظرها دون الاخذ بالاعتبار تأثير ذلك على الغير.

Samir Seadan

process approach
مفهوم العملياتProcess approach

Plan

Do

ACT

Verify/Check

(Correct)

Samir Seadan

slide13
مفهوم المنظومة للعمليات

System Approach to Management

على الشركة ان تقوم بتحديد الروابط و العلاقات الداخلية ما بين العمليات المختلفة ومعاملتها كمنظومة.

Samir Seadan

slide14
التطوير المستمرContinual Improvement

إن أحد أهم مبادئ الايزو 9001:2008 هي التطوير المستمر و بالتالي على الشركة وباستمرار تطوير أساليب عملها وإجراءاتها وخدماتها وبالتالي أدائها لتستمر بالاحتفاظ بحصتها من السوق وبرضى وولاء العملاء.

ISO9000:2000

Samir Seadan

slide15
اتخاذ القرارات بناء على حقائق

Factual Approach to Decision Making

اتخاذ القرار ( أي قرار) هي عملية موازنة بين مختلف الخيارات وبالتالي فان الحصولعلى الحقائق الموضوعية قبل اتخاذ القرار وتحليل هذه المعطيات احصائياً هي مقدمة اتخاذ أي قرار اداري سليم.

Samir Seadan

slide16
توطيد العلاقة مع الموردين

Mutually Beneficial Supplier Relationships

الشركات تعتمد في تقديم خدماتها لعملائها على الخدمات و السلع المقدمة لها من مورديها و بالتالي علينا اقامة علاقة مفتوحة والاستفادة من موارد و خبرات و تقنيات الموردين.

Samir Seadan

system requirements structure of the standard
System Requirements / Structure of the Standard

5 Management Responsibility

6 Resource Management

7 Product Realization

8 Measurement Analysis & improvement

General requirements

Management Commitment

Provision of resources

Planning

General

Customer related processes

Monitoring & measurement

Customer focus

Documentation Requirements

Human resources

Quality policy

Control of NCP

Infrastructures

Design & development

Planning

Analysis of data

Work environment

Purchasing

Responsibility, authority & communication

Improvements

Production & service provision

Management Reviews

4 Quality Management System

Samir Seadan

slide18

نظام إدارة الجودة

مسئوليةالإدارة

العميل

القياس والتحليل والتحسين

إدارة الموارد

العميل

إدراك خصائص المنتج/ الخدمة

المنتج

مخرجات

مدخلات

رضا العميل

متطلبات

Samir Seadan

slide19
4. نظام إدارة الجودة

4.1 متطلبات عامة

تعريف وتحديد جميع العمليات المطلوبة.

تحديد تسلسل وتداخلات العمليات.

تحديد المواصفات والطرق المطلوبة للتأكد من كفاءة التشغيل والتحكم في تلك العمليات.

التأكد من توفير المعلومات، الموارد الضرورية لدعم وتشغيل ومراقبة تلك العمليات.

قياس ومراقبة وتحليل تلك العمليات.

تطبيق الإجراءات الضرورية لتحقيق النتائج المخططة والتحسين المستمر.

General requirements

Documentation Requirements

4 Quality Management System

Samir Seadan

slide20
4.2 متطلبات الوثائق

وثائق نظام إدارة الجودة يجب أن تشمل التالي:

أهداف وسياسة جودة موثقة

دليل الجودة

إجراءات موثقة

وثائق مطلوبة بالمؤسسة للتأكد من فعالية التخطيط والتشغيل وضبط العمليات

سجلات الجودة المطلوبة بالمواصفة العالمية

General requirements

Documentation Requirements

4 Quality Management System

Samir Seadan

slide21
5 مسؤولية الادارة

5.1 التزام الإدارة

قيام الإدارة العليا بتقديم أدلة على التزامها بالتطوير والتحسين المستمر لنظام الجودة من خلال

تفهم المؤسسة (العاملين) لأهمية التوافق مع المتطلبات كل من العملاء والقوانين المنظمة

إنشاء سياسة الجودة

ضمان تحديد أهداف الجودة

القيام بمراجعات الإدارة

ضمان توفير الموارد

5 Management Responsibility

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

Samir Seadan

slide22
5.2 وضع العميل في بؤرة الاهتمام

معرفة وتحديد احتياجات وتوقعات العملاء

الخطوات المتخذة للتحقق من مدى تحقيق هذه التوقعات والاحتياجات

الطرق المتبعة للتعرف على مدى إشباع رغبات العملاء

كيفية معرفة رضى العملاء

5 Management Responsibility

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

Samir Seadan

slide23
5.3 سياسة الجودة

التوجه العام لأي مؤسسة تجاه الجودة كما تحدده الإدارة العليا

يجب أن تتميز سياسة الجودة بالأتي:

مناسبة لطبيعة ونشاط المؤسسة

تتضمن الالتزام بالتوافق مع متطلبات المواصفة الدولية

تتضمن الالتزام بالتحسين والتطوير المستمر

توضح الإطار العام لبناء أهداف الجودة ومراجعتها

يتم توصيلها وتفهمها على جميع المستويات داخل المؤسسة

يتم مراجعتها للتأكد من استمرار ملاءمتها

5 Management Responsibility

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

Samir Seadan

slide24
5.4 التخطيط

5.4.1 أهداف الجودة

تلائم جميع الوظائف والمستويات

SMART

متطابقة مع سياسة الجودة

تخطيط اية امور تتعلق بالجودة

ضمان أن التخطيط والتغيير يتم بطريقة مضبوطة وأن

نظام الجودة ككل يتم المحافظة عليه أثناء التغيير.

5 Management Responsibility

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

Samir Seadan

slide25
5.5 المسئوليات، الصلاحيات، الاتصالات

المسئوليات والصلاحيات والعلاقات البينية (التداخلات) قد تم تعريفها وتوصيلها إلى جميع المستويات.

تعيين ممثل الإدارة.

أعضاء الإدارة

ضمان أن عمليات نظام الجودة مطبقة ومحافظ عليها.

تقديم تقارير للإدارة العليا عن نظام الجودة تشمل الاحتياجات والتحسين.

التأكد من تفهم والوعي بمتطلبات العملاء.

5 Management Responsibility

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

Samir Seadan

slide26
5.6 مراجعات الإدارة

مخططة بصورة دورية

فرص التحسين والتطوير

سياسة وأهداف الجودة

مدخلات المراجعة

مخرجات المراجعة

5 Management Responsibility

Management Commitment

Customer focus

Quality policy

Planning

Responsibility, authority & communication

Management Reviews

Samir Seadan

slide27
6.0 إدارة الموارد

6.1 توفير الموارد

6.2 الموارد البشرية

6.3 البنية الأساسية

6.4 بيئة العمل

6 Resource Management

Provision of resources

Human resources

Infrastructures

Work environment

Samir Seadan

slide28
7. المنتج

7.1- التخطيط

7.2- العمليات المتعلقة بالعملاء

7.3- التصميم والتطوير

7.4- المشتريات

7.5- الانتاج وتزويد الخدمة

7.6- مراقبة ومعاييره الاجهزة

7 Product Realization

Planning

Customer related processes

Design & development

Purchasing

Production & service provision

7 Product Realization

Monitoring of Devices

Samir Seadan

slide29
الإستثناءات

محدودة من خلال البند رقم 7 لمتطلبات المواصفة الدولية

هذه الإستثناءات لا تؤثر على قدرة المؤسسة أو مسئوليتها

على تقديم منتج / خدمة ذو قدرة على إرضاء العميل

ويتوافر به جميع المتطلبات المنظمة.

Samir Seadan

slide30
8.1 عام

8.2 الرقابة والقياس

8.3 ضبط حالات عدم المطابقة

8.4 تحليل البيانات

8.5 التطوير والتحسين

General

Monitoring & measurement

Control of NCP

Analysis of data

Improvements

. 8القياس، التحليل، التحسين

8 Measurement Analysis & improvement

Samir Seadan

slide32

What is Sigma ?

A term used in statistics to represent standard deviation, an indicator of the degree of variation in a set of a process

Sigma

Samir Seadan

slide33

What is Six Sigma?

A statistical concept that measures a process in terms of defects – at the six sigma level, there 3.4 defects per

million opportunities

Six Sigma

A philosophy and a goal : as perfect as practically possible

A methodology and a symbol of quality

Samir Seadan

slide34

Sigma Level

Samir Seadan

slide35

Sigma Level

Six Sigma =

99,9997%

Samir Seadan

slide36

Sigma Level

  • Every hour the postal service would lose 20,000 pieces of mail
  • Every day our drinking water would be unsafe for almost 15 minutes
  • Every week there would be 5,000 surgical operations that go wrong in some way
  • Every month we would be without electricity for almost 7 hours

Why not 4 Sigma or 99.379% ?

Samir Seadan

slide37

Why Six Sigma?

Money

Quality

Customer

Satisfaction

Competitive

Advantage

Growth

Employee Pride

Samir Seadan

slide38

Why Six Sigma?

  • At GE, Six Sigma added more than $ 2 billion to the bottom line in 1999 alone
  • Motorola saved more than $ 15 billion in the first 10 years of its Six Sigma effort
  • AlliedSignal reports saving $ 1,5 billion through Six Sigma.

Samir Seadan

slide39

Why Six Sigma?

Six Sigma is about practices that help you eliminate defects and always deliver products and services that meet customer specifications

Samir Seadan

slide40

Cost of Poor Quality

What is cost of waste?

What is cost of rework?

What is cost of excessive cycle times and delays?

Samir Seadan

slide41

Cost of Poor Quality

What is cost of business lost because customers are dissatisfied with your products or services?

What is cost of opportunities lost because you didn’t have time or the resources to take advantage of them?

Samir Seadan

slide43

Critical-to-Quality (CTQ)

Elements of a process that significantly affect the output of that process. Identifying these elements is figuring out how to make improvements that can dramatically reduce costs and enhance quality.

Samir Seadan

slide44

Six Sigma Phases

Samir Seadan

slide45

Six Sigma Phases

Define

Measure

Analyze

Improve

D M A I C

Control

Samir Seadan

slide46

Six Sigma Phases

Define the project goals and customer (internal and external) deliverables

Define

Measure the process to determine current performance

Measure

Analyze and determine the root cause(s) of the defects

Analyze

Samir Seadan

slide47

Six Sigma Phases

Improve

Improve the process by eliminating defects

Control future process performance

Control

Samir Seadan

slide48

Six Sigma Phases

  • Define Customers and Requirements (CTQs)
  • Develop Problem Statement, Goals and Benefits
  • Identify Champion, Process Owner and Team
  • Define Resources
  • Evaluate Key Organizational Support
  • Develop Project Plan and Milestones
  • Develop High Level Process Map

Define

Samir Seadan

slide49

Six Sigma Phases

  • Define Defect, Opportunity, Unit and Metrics
  • Detailed Process Map of Appropriate Areas
  • Develop Data Collection Plan
  • Validate the Measurement System
  • Collect the Data
  • Begin Developing Y=f(x) Relationship
  • Determine Process Capability and Sigma Baseline

Measure

Samir Seadan

slide50

Six Sigma Phases

  • Define Performance Objectives
  • Identify Value/Non-Value Added Process Steps
  • Identify Sources of Variation
  • Determine Root Cause(s)
  • Determine Vital Few x's, Y=f(x) Relationship

Analyze

Samir Seadan

slide51

Six Sigma Phases

  • Perform Design of Experiments
  • Develop Potential Solutions
  • Define Operating Tolerances of Potential System
  • Assess Failure Modes of Potential Solutions
  • Validate Potential Improvement by Pilot Studies
  • Correct/Re-Evaluate Potential Solution

Improve

Samir Seadan

slide52

Six Sigma Phases

  • Define and Validate Monitoring and Control System
  • Develop Standards and Procedures
  • Implement Statistical Process Control
  • Determine Process Capability
  • Develop Transfer Plan, Handoff to Process Owner
  • Verify Benefits, Cost Savings/Avoidance, Profit Growth
  • Close Project, Finalize Documentation
  • Communicate to Business, Celebrate

Control

Samir Seadan

slide53

Tools and Roles for

Six Sigma

Samir Seadan

slide54

Tools for Six Sigma

  • Creating flowcharts of the step in a process – operations, decision points, delays, movements, handoffs, rework, loops, and controls or inspections.
  • A process map is illustrated description of how a process work.

Process Mapping

Samir Seadan

slide55

Tools for Six Sigma

  • DOE is a structured, organized method for determining the relationship between factors (Xs) affecting a process and the output of that process (Y).

Design of Experiments or DOE

Samir Seadan

slide56

Tools for Six Sigma

  • A group of rows and columns, with one set of increments marked along the X (horizontal) axis and another set of increments marked along the Y (vertical) axis.
  • The purpose of using XY matrix is to study and understand the relationship between what you are putting into a process and what your customer is getting out of it.
  • The XY matrix allows the team to identify gaps, areas for improvement.

XY Matrix

Samir Seadan

slide57

Tools for Six Sigma

  • Process capability tool is the measure of a process being able to meet specification requirements and fulfill customer CTQ needs on a long term basis.

Process Capability Tool

Samir Seadan

slide58

Tools for Six Sigma

  • Investigating a theory about the suspected cause (s) of a particular effect in a process to determine if it is correct.
  • It’s a compass that points you directly to the vital few factors that are most affecting your process.

Hypothesis Testing

Samir Seadan

slide59

Tools for Six Sigma

  • The manner in which a part or process can fail to meet a specification, creating a defect or non-conformance, and the impact on the customer if that failure mode is not prevented or corrected.

Failure Mode Effect Analysis

Samir Seadan

slide60

Tools for Six Sigma

  • A detailed assessment and guide for maintaining all the positive changes you, your black belt, and the project team have made.
  • It ensures that all your analysis and efforts stay in effect and that you have information at your disposal to prevent backsliding or a return to less than optimal performance standard.

Control

Plan

Samir Seadan

slide61

Key Roles for Six Sigma

Includes CEO and other key top management team members. They are responsible for setting up a vision for Six Sigma implementation.

Executive Leadership

Are responsible for the Six Sigma implementation across the organization in an integrated manner. Champions also act as mentor to Black Belts.

Champions

Samir Seadan

slide62

Key Roles for Six Sigma

Identified by champions, act as in-house expert coach for the organization on Six Sigma. They devote 100% of their time to Six Sigma.

Master Black Belts

Operate under Master Black Belts to apply Six Sigma methodology to specific projects. They primarily focus on Six Sigma project execution.

Black Belts

Samir Seadan

slide63

Key Roles for Six Sigma

Are the employees who take up Six Sigma implementation along with their other job responsibilities. They operate under the guidance of Black Belts and support them in achieving the overall results.

Green Belts

Samir Seadan

slide65

RESULTS

ENABLERS

People Results

People

Key

Performance

Results

Customer

Results

Policy &

Strategy

Processes

Leadership

Partnerships

& Resources

Society Results

INNOVATION AND LEARNING

slide66

RESULTS

ENABLERS

People Results

People

Key

Performance

Results

Policy & Strategy

Customer

Results

Processes

Leadership

100

90

140

90

150

Partnerships

& Resources

Society Results

80

200

INNOVATION AND LEARNING

60

90

slide67

Leadership :

1- Purpose and Direction

2- Vision , Mission & Values

3- Company Identity

4- Motivation

100

Policy & Strategy :

1- Defined Policies and strategies

2- known to all

80

People :

1- Competencies

2-Loyality & Motivated

3- Intellectual Capital

90

Partnership and Resources:

1- sharing risk and cost

2- improving competitiveness

90

Samir Seadan

slide68

Processes :

1- Efficient and Effective

2- Enhanced confidence of stakeholders

People Results:

1- employee satisfaction

2- People retention

140

90

Customer Results :

1- Customers satisfaction

2- Customers Complaints

3- Customers Loyalty

200

Society Results :

1- unemployment's issues

2- Environment

60

Key performance Results:

1- Profit

2- Market share

3- Costs

150

Samir Seadan

slide69

EFQM Levels of Excellence:

1- European Quality Award - EQA

2- Recognized for Excellence

3- Committed to Excellence

Samir Seadan

what is the balanced scorecard
A business measurement tool

Used for both planning and performance reporting

Key factor being to agree the correct set of measures / targets

relevant to a particular business vision and strategy

which may be combined to produce an overall business performance “score”

What - is the Balanced Scorecard ?

Samir Seadan

what is the balanced scorecard72
What is the Balanced Scorecard..?
  • In its generic format it brings together 4 aspects of business which are necessary for sustained future business success
    • People and learning
    • Internal Processes
    • Customer
    • Financial

A proven feature of the Scorecard concept is its

adaptability to fit a wide variety of business situations

Commercial, state or privately owned

Profit and non-profit organisations

All industry sectors

Large and small organisations

Samir Seadan

key principles of the bsc
Alignment of management focus and resource allocation to the achievement of goals / strategic objectives:…. “the strategy focused organisation”

…. “translating Vision into reality”

Business performance measurement ( and targeting ) of the key drivers of success

Feedback and learning : is the strategy working - are we on track to reach our goals ..?

Key principles of the BSC ...

Samir Seadan

in simple language
In simple language ...
  • Understanding where is your destination
  • Understanding the route you are proposing to take
  • Then - reading the signposts to check if you are correctly en-route

It may sound simple, BUT …

many organisations do not have answers to these points

Samir Seadan

alignment across the organisation a mixture of shared and unique measures
Alignment across the organisation…a mixture of shared and unique measures

CORPORATE

CORPORATE

DIVISION

DIVISION

DEPT

DEPT

DEPT

Samir Seadan

slide78
People / HR

morale ( including confidence in leadership )

skills / competencies ( and resultant skills gap)

attendance / absenteeism

applications per vacancy

Learning / Change / Capabilities

effectiveness of training

overall change management / ability to change

innovation / creativity

R&D investment ratio

income from new ideas / products

living the corporate values

People and Learning Perspective :to achieve our vision how will we sustain our ability to change and improve..?

Samir Seadan

slide79
Overall Focus on Quality, Time andEfficiency

quality / error rate / warranty claim rate

on - time delivery

unit cost

IT availability / response times

effectiveness of communications

environmental impact

project management

development time to market

overhead cost ratio

supplier management

average stock level

Internal Process Perspective : to satisfy our shareholders and customers what internal processes must we excel at..?

Samir Seadan

customer perspective to achieve our vision how should we appear to our customers
who is the customer ?

intermediaries / brokers

direct customer

community / regulator

customer results

market share / competitor position

new customers / retention / attrition

recovery

relationship

satisfaction

what are drivers of customer success ?

service recovery

image

sales conversion rate

Customer perspective :to achieve our vision how should we appear to our customers..?

Samir Seadan

financial perspective to succeed financially how should we appear to our shareholders
Focus on established measures of financial performance - the delayed consequence of performance in the 3 other Scorecard quadrants.

Typical measures :

ROE / ROI /

Business volume growth

Share price / Market capitalisation

Investor confidence

Overall efficiency / Cost: income ratio

Risk management / Loss: asset ratio

Cash flow

Value add per employee

Financial perspective :to succeed financially how should we appear to our shareholders..?

Samir Seadan

slide83

1987

‘GEMBA KAIZEN’

The Commonsense

Approach

to

Management

Masaaki Imai

Founder and Chairman

1984

KAIZEN

The Key to

Japanese

Competitive

Success

Two path breaking books,

that offered true insights into Japanese

Management

Samir Seadan

slide84

Kaizen Institute, Ltd.

Parent Company

(Switzerland)

Kaizen Institute

America

1985

Kaizen Institute

Japan

1990

Kaizen Institute

Europe

1990

Reconstituted as

Kaizen Institute

Africa Asia Pacific

Year 2000

Samir Seadan

slide85

KAIZEN

KAI …..

CHANGE

ZEN ….

GOOD

(FOR THE BETTER)

KAIZEN…..

CONTINUAL IMPROVEMENT

Gemba

Japanese for

the Real Place,

the place where value is added,

Also means workplace/shop floor

Samir Seadan

kaizen management paradigm

TOP

Innovation

MANAGEMENT

Development

MIDDLE

KAIZEN

MANAGEMENT

Maintenance

(Current Status)

SUPERVISORS

WORKERS

KAIZEN Management Paradigm

Samir Seadan

slide87

KAIZEN is: Focused Improvement.

Focused Improvement

Improvement

KAIZEN

Paper does not

burn in sunlight

Paper does not

burn in sunlight

Paper burns

  • Focused improvement concentrates the energy:
  • Little energy, but concentrated and aligned
  • Enables significant (large) improvements
  • Small time required
  • Rapid progress
  • Improvement is like sunlight:
  • Lot of energy, but dispersed (wasted)
  • Small improvements
  • Slow progress.

Samir Seadan

slide88

®

What really is KAIZEN

Eliminating

waste

from processes is Kaizen.

Kaizen is process improvements

s

ignificant

(large)

which are

s

trategically important areas

Focused on

s

Achieved

peedily

s

and are

ustainable

Samir Seadan

muda definition
Activity = Useful Work + Wasteful Work

= Added Value + Non Added Value

Expenditure = Cost + Waste (Muda)

Cost is due to useful work

Waste comes from MUDA

Muda Definition

MUDA is Japanese for wasteful work (non value adding work)

KAIZEN attacks MUDA first

Samir Seadan

types of muda
1. Muda of over-production

2. Muda of waiting

3. Muda of transport

4. Muda of processing

5. Muda of inventory

6. Muda of motion

7. Muda of repair/rejects

Types of MUDA

Samir Seadan

types of muda91
Types of MUDA

1. Muda of Untapped Human Potential

2. Muda of Inappropriate Systems

3. Muda of Resources – Energy, water

4. Muda of Materials

5. Muda in Service and Offices

6. Muda of Customer Time

7. Muda of Defecting Customers

Samir Seadan

slide93

Gemba Kaizen also Focuses on :

Mura

  • Mura = Inconsistencies
  • Happens sometimes?
  • Happens some places
  • Happens to some people
  • One side is ok; the other side is not ok
  • All this is Mura

Samir Seadan

slide94

Gemba Kaizen also Focuses on :

Muri

  • Muri = Physical Strain
  • Bend to work?
  • Push hard?
  • Lift weight?
  • Repeat tiring action?
  • Wasteful walk?
  • All this is Muri

Samir Seadan

kaizen95

®

KAIZEN
  • Total Quality Control
  • QC Circles
  • 5s
  • Suggestion System
  • Automation
  • Total Productive Maintenance
  • Kanban
  • Just In Time
  • Zero Defects
  • Small-Group Activities
  • Worker/Management Relations
  • Productivity Improvement

Samir Seadan

kaizen process

Improvement

P: Plan

D: Do

C:Check

A:Act

A

A

S

S

A

A

P

P

S: Standardize

D: Do

C:Check

A:Act

C

C

D

D

C

C

D

D

Time

KAIZEN Process

Samir Seadan

slide97

The KAIZEN Story:

1) Select a project

2) Go to Gemba to understand current situation & to set objectives

3) Collect data from Gemba & analyze to find root causes

4) Establish Solutions

5) Implement on Gemba

6) Confirm effect / result

7) Standardize

8) Review it often & work on it to improve.

Samir Seadan

slide98

Impact of KAIZEN Implementation

  • Typical results of Kaizen workshops have been:
  • 50~70% reduction in processing time
  • 20~40% increase in efficiency
  • 20~40% savings in costs
  • 40%-60% reduction in errors
  • 50% release of space
  • Significant improvement in morale
  • Empowering of human resource
  • Discovery of new capabilities

Samir Seadan

slide99

Thank You

End of Material

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