16-Oct-19

CONTINUOUS IMPROVEMENT
7 STEPS PROBLEM SOLVING AND Moataz Elkady

QUALITY TOOLS

CONTINUOUS IMPROVEMENT
• Continuous improvement (CI) is a management philosophy that
approaches the challenge of product and process improvement as a
never-ending process of achieving small wins.
• Steps toward CI
1.Train employees in the methods of statistical process control
(SPC) and other tools.

2.Make SPC methods a normal aspect of operations.

3.Build work teams and encourage employee involvement.

4.Utilize problem-solving tools within the work teams.

5.Develop a sense of operator ownership in the process.

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CONTINUOUS IMPROVEMENT

• It is an integral part of a total quality management system.

• Continuous improvement seeks continual improvement of

machinery, materials, labor utilization, and production
methods through application of suggestions and ideas of
team members.

• Though pioneered by U.S. firms, this philosophy has become

the cornerstone of the Japanese approach to operations.

• Although management in both Japan and the West

historically have implemented CI in manufacturing plants, it
has become quite common in services as well.

Tools & Procedures of CI

1. Varies from simple suggestion system based on brain
storming to structured programs utilizing statistical
process control tools (SPC Tools)
2. Deming wheel (PDCA) cycle
3. Zero defect concept
4. Bench Marking
5. Six sigma
6. Kaizen
SPC Tools (Also known as Tools of TQC)
 Check Sheet
 Process flow chart
 Pareto analysis
 Histogram
 Scatter diagram
 Causes & effect diagram (Fish Bone /Ishikawa Diagram)
 Control charts

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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 Implement the change on a small
process, or abandon it. scale and measure the effects

STUDY

Study the results to learn what

effect the change had, if any.

PDSA CYCLE- SEVEN STEPS OR PHASES

1. Identify the opportunity
2. Analyze the current process
3. Develop the optimal solution(s)
4. Implement changes
5. Study the results
6. Standardize the solution
7. Plan for the future.

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SEVEN PROBLEM SOLVING TOOLS

Pareto Analysis
Flowcharts
Checklists
Histograms
Scatter Diagrams
Control Charts
Cause-and-Effect Diagrams

PARETO CHART DEFINITION

A Pareto Chart is a vertical bar chart in which the bars are

arranged in the descending order of their height starting
from the left and prioritize the problems or issues.

USES
 to prioritize problems
 to analyze a process
 to identify root causes
 to verify that whatever improvement process you implement
continues to work

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PARETO ANALYSIS
NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %

PARETO CHART
70
(64)
60
Percent from each cause

50

40

30

20
(13)
(10)
10 (6)
(3) (2) (2)
0

Causes of poor quality

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FLOW CHARTS
• Flow charts are nothing but graphical representation of steps involved in a
process.
• Flow charts give in detail the sequence involved in the material, machine
and operation that are involved in the completion of the process.
• Thus, they are the excellent means of documenting the steps that are
carried out in a process.

Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish

CHECK SHEET
• Check sheets are nothing but forms that can be used to systematically
collect data.
• Check sheet give the user a place to start and provides the steps to be
followed in
• Collecting the data

COMPONENTS REPLACED BY LAB

TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |

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CHECK SHEET
USES
to gather data
to test a theory
to evaluate alternate solutions
to verify that whatever improvement process you implement continues
to work

STEPS
team agrees on what to observe
decide who collects data
decide time period for collecting data
design Check Sheet
collect data
compile data in the Check Sheet
review Check Sheet

HISTOGRAM
Histograms help in understanding the variation in the process. It also helps
in estimating the process capability.

20

15

10

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1

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SCATTER DIAGRAM
It is a graph of points plotted; this graph is helpful in comparing two
variables.
The distribution of the points helps in identifying the cause and effect
relationship Between two variables.

CONTROL CHART
A control chart is nothing but a run chart with limits. This is helpful in finding
the amount and nature of variation in a process.

24
UCL = 23.35
Number of defects

21
18 c = 12.67

15
12
9

6
3 LCL = 1.99
2 4 6 8 10 12 14 16
Sample number

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Histograms do not
take into account
changes over
time.

Control charts can

tell us when a
process changes

CAUSE AND EFFECT DIAGRAM

Developed by Dr Kaoru Ishikawa in 1943. It is also known
by the name of
1. Ishikawa diagram
2. Fishbone diagram
This diagram is helpful in representing the relationship
between an effect and the potential or possible causes
that influences it.
This is very much helpful when one want to find out the
solution to a particular problem that could have a number
of causes for it and when we are interested in finding out
the root cause for it.

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CAUSE AND EFFECT DIAGRAM

The cause and effect diagram is an investigative tool. This
is also called Ishikawa Diagram. Because of its shape, the
diagram is also termed as Fishbone Diagram.

There is a systematic arrangement of all possible causes

which give rise to the effect in Ishikawa diagram. Before
taking up problem for a detailed study, it is necessary to
list down all possible causes through a brainstorming
session so that no important cause is missed. The causes
are then divided into major sources or variables.

ISHIKAWA DIAGRAM

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CAUSE-AND-EFFECT DIAGRAM
Measurement Human Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment Materials Process

QUALITY CIRCLES
Organization
8-10 members
Same area
Supervisor/moderator

Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis

Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem Analysis
Cause and effect
Data collection and
analysis

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CONCEPT OF KAIZEN
Imai has brought together various
management theories, philosophies and
tools that have been popular in Japan over
the years, as a single concept, Kaizen.

There are many quality experts, whose

principles formed the basis of the Kaizen
concept.

Kaizen means continuous improvement

involving everybody.

CONCEPT OF KAIZEN
The term Kaizen originates from the
Japanese words, ‘Kai’ that means change,
whereas, ‘zen’ means for the better,
therefore, it means ‘change for the better’.

It signifies constant and gradual

improvement, no matter how small it is.

It should be taking place all the time in

every process, involving everyone from all
the ranks of management and the
workforce.

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CONCEPT OF KAIZEN
In brief, Kaizen system includes:

 Total employee involvement starting from

top management;
 Empowering people;
 Listening to them;
 Promoting zero investment improvements;
and
 Focus on efforts rather than results in
Kaizen evaluation and performance
appraisal.

DEFINITION OF KAIZEN

1. A selection of better means

or a better method for achieving
an objective.
2. An accumulation of small changes.

3. A corrective action under constraints.

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KAIZEN TECHNIQUES
KAIZEN techniques consists of the following steps:
Identifying problem (s)
Examining the problem (s)
Finding ideas to solve the problem (s)
Developing selected proposal (s)
Implementing the proposal (s)

KM 28

MULTIPLE KAIZEN IDEAS

Problem:
The man cannot reach the tool box on
the shelf.

 Man is too short to

reach the tool box.

 The tool box is placed too

high.

Idea source: The Japan HR association

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THE INTERACTION BETWEEN MAN AND TOOL BOX

GENERATES A PROBLEM.

Tool
Box
Man
Problem

Problem does not exit.

Tool
Box
Man

MULTIPLE KAIZEN IDEAS

From “man “ stand point,

cannot reach Use footstool.

From “toolbox” stand point,

place it at the lower shelf.

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SOLUTION

Place the toolbox

at a lower shelf

Footstool

Problem:

A MAN BROKE A CUP AT A SINK.

Idea source: The Japan HR association

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INTERACTION

Cup

Sink Man

Way of
washing

Components Nature Solution

Cup Easy to break Plastic cup
Man Careless Caution
Method Easy to slip Wear rubber gloves
Sink Solid surface Place rubber mat

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CAUSE AND EFFECT DIAGRAM

Man Method

Wash with hands

Carelessness
Wash quickly Wash together
My way

Cup
broke
Hard bottom Breakable materials
Deep
Weak against heat

Sink Cup

KAIZEN STEPS

- Abolition
- Discontinuance
- Exclusion
- Removal

- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination

- Alternation
- Exchange
- Conversion
- Diversification
- Separation

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DIFFERENT STYLES OF CHANGE

1. Small change --- By individual effort, a better way of

proceeding a job is considered.
(KAIZEN) (Idea creation)

2. Medium change --- By group effort, a better way is

proposed by following
(Small group activities) predetermined steps (or rule).

3. Big change --- By investments in new technology or

equipment, dramatic alterations are
(Innovation) achieved.

10 BASIC RULES FOR PRACTICING

KAIZEN

1. Prepare people to accept change for the betterment.

2. Think of how to do it and not why it cannot be done.
3. Do not make excuses? Start by questioning current
practices.
4. Do not seek perfection? Do it even if for only 50% of target.
5. Correct mistakes at once.
6. Do not spend money for Kaizen.
7. Wisdom is brought out when faced with hardship.
8. Ask “why”? Five times and seek root causes.
9. Seek the wisdom of ten people rather than the knowledge of
one.
10.Kaizen ideas are infinite.

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MORE COMMENTS ON
KAIZEN
• Kaizen is a system of accumulated improvement.
• The main purpose of Kaizen is to evolve total employee participation and it
also helps in building capable work force for an organization.
• The results of Kaizen are not very drastic but incremental that’s why
continuous improvement leads to accumulated improvement.
• Kaizen is a process-oriented thinking and not result oriented thinking:

Process oriented Result oriented

•Self discipline
•Time management
•Skill Management I don’t care, you get it done just give
me one result.
•Participation & involvement
•Communication
•Morale

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