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CHAPTER 8 Continuous Process Approach

Juran's Trilogy refers to managing quality through three processes: quality planning, quality control, and quality improvement. Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes. It aims to eliminate waste and standardize processes through activities like 5S and the use of quality tools. Business process reengineering involves fundamentally rethinking and redesigning organizational processes to achieve dramatic performance improvements.

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175 views

CHAPTER 8 Continuous Process Approach

Juran's Trilogy refers to managing quality through three processes: quality planning, quality control, and quality improvement. Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes. It aims to eliminate waste and standardize processes through activities like 5S and the use of quality tools. Business process reengineering involves fundamentally rethinking and redesigning organizational processes to achieve dramatic performance improvements.

Uploaded by

loyd smith
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© © All Rights Reserved
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Download as PPTX, PDF, TXT or read online on Scribd
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CHAPTER 8

CONTINUOUS PROCESS
IMPROVEMENT
JURAN’S TRILOGY
 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. They are:
• Quality Planning
• Quality Control
• Quality Improvement

Juran’s Trilogy means “managing for quality is achieved by the use of the three managerial
process of planning, control and improvement”.
KAIZEN
Kaizen – is a Japanese word which means gradual, orderly and continuous improvement.
 It does not need any capital investment, but it requires time and efforts of every employee in the
organization, right from the top management.
 Continuous improvement is achieved through improving the current way of manufacturing and
eliminating waste.
 Succeeded because it is a good management practice.
 Never ending improvements

3 Basic Principles of Kaizen


-Work place effectiveness
-Elimination of waste, strain and discrepancy
- Standardization
• Work place effectiveness
-Japanese have developed 5s tools for addressing the workplace effectiveness which will be
discussed later on.

• Elimination of waste, strain and discrepancy


-Kaizen is achieved through application of 5s tools for work place effectiveness and
elimination of 3 MU’s.

3 MUs and their meaning

1 Muda Waste
2 Muri Strain
3 Mura Discrepancy
Two Activities of Kaizen
Maintenance
-Activities directed at maintaining current technological, managerial and operating standards.
-Efforts are going on for improving the processes, the present activities should continue as per
the current standards without any interruption.
-An organization will be involved in 2 distinct activities simultaneously namely maintenance
and Kaizen

Improvement
-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.
ACTIVITIES OF KAIZEN

Other Activities 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
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 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.
PCDA & 7 QUALITY TOOLS
• Kaizen advocates usage of seven quality tools for problem solving.
• It also calls for using PCDA cycle for improvement of processes.
• It encourages forming cross-functional items for improvement.
• The team should identify improvement opportunities and implement them by
following the PCDA cycle for effectiveness.
GOALS OF KAIZEN
• Kaizen is implemented not for profit but for 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.
• The suggestion system is integral part of Kaizen.
• Kaizen should be prioritized based on the impact on the customers.
• 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
KAIZEN IMPLEMETATION
The organizations embrace Kaizen in two ways:
• Gradual improvement process
• Kaizen Blitz

Kaizen Blitz
-A quick improvement methodology
-Making a small improvement over an extended period
-Creating a better product line
-Also known as Kaizen workshop
5S PRACTICES
• Seiri (sort)
-to sort and throw away unnecessary items
- separate tools, machinery, products, inspection, work in progress, and
documentation into necessary and unnecessary and discard unnecessary items.

• Seiton (straighten)
-for easy and fast access when needed, everything has a place and everything in its place.

Steps to take on for enabling neatness in an org.


1. plan to arrange neatly
2. decide where things should be stored
3. be consistent in the following rule
• Seiso (scrub)
-to clean and inspect the respective work places thoroughly
Seiketsu - keep machinery and work environment clean

• Seiketsu (systematize)
-to maintain high standard of work place organization by keeping everything clean and
orderly at all times
- develop routine practices for cleaning and checking

• Shitsuke (standardize)
-to make the previous four steps part of the daily routine and to observe self-discipline
through continuous practice
5s Certification
-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

NPCC 5S Certification: The Process


1. A tem of 5 auditors will audit the Gamba (work place) proposed for certification.
2. The audited organization should keep the following relevant information
- General background of the organization
- Sections of department where 5s is applied
- Photograph of the section or department where 5sis applied
- Tangible and intangible benefits gained
- Documented proof: support structure of 5s, training on 5s conducted and attendance sheets.
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.
SEVEN DEADLY WASTE
• Waste from overproduction
• Waste of waiting time
• Transportation waste
• Processing waste
• Inventory waste
• Waste of motion
• Waste from product defect
• Overproduction Waste
- 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.

• Waste due to waiting


-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.

• Transportation
-Unnecessary transportation is a waste. Therefore, every assembly line should be under one
roof preferably.
• Processing waste
-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.

• Inventory waste
- Supply chain management should be such that there are no excess materials.
- Similarly, the organization should produce exact number of every part.
- Sometimes they produce a little more to take care of eventualities.

• Waste of motion
-Searching for things, non-availability of the correct tools, not monitoring the running machine etc. can
cause wastage of lot of time.
-The objective of the organization should be to add value by every motion of the employee and machinery.

• Production defects
- The defective parts or supplies cause loss of money.
BUSINESS PROCESS REENGINEERING

Business Process Reengineering


- about rethinking and redesigning organizational process in order to achieve dramatic
improvements in performance, including cost, quality, service, and speed.

Business Process
-a set of activities that transforms inputs to outputs using people and tools.

Reengineering
-process of redesigning, business transformation, or business process change
management.
Fundamental Rethinking
- dramatic improvements cannot be achieved only through fundamental rethinking.

- it calls for design of new processes.

How to Carry out Reengineering?

The phases of reengineering are:


1. Planning
2. Process Study

3. Study of the best practices


4. Redesign
5. Implementation
Information Technology
- Some consultant give an impression that BPR means application of Information
Technology (IT) only.
- Application of IT will help in improvement of productivity, efficiency and quality of
work. However, IT alone cannot result in dramatic improvement.

BPR AND TQM

- The aim of BPR is to make dramatic improvement of quality.


- TQM is not only continuous improvement
- BPR is one of the tools to achieve TQM

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