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Systems
Analysis
2.3 CONTINUOUS
PROCESS
IMPROVEMENT
LUIGI KARLO A. SANDOVAL
MASTER OF SCIENCE IN INDUSTRIAL ENGINEERING AND MANAGEMENT
SEPTEMBER 04, 2016
Learning Objectives
1
Be Knowledgeable
About Jurans Trilogy
Apply
5S and PDSA Cycle to continuously improve processes
Identify
Kaizen Activities to reduce wastes
Introduction
1. Considering all work as a process, whether it is associated with production or business activities/ tasks
2. Doing effective, efficient and adaptable processes.
3. Forecasting changing customer needs
4. Regulating in-process performance using measures such as scrap reduction, cycle time, control charts, etc. e
tc.
5. Keeping constructive dissatisfaction with the present level of performance
6. Removing waste and rework wherever it occurs
7. Evaluating activities that do not add value to the product or service, with the aim of removing those activities
8. Removing nonconformities in all phases of everyones work, even if the increment of improvement is small
9. Benchmarking to improve competitive advantage
10. Planning to achieve breakthroughs.
11. Keeping gains so there is no regression
12. Integrating lessons learned into future activities
13. Employing technical tools such as Statistical Process Control (SPC), experimental design, benchmarking, Qua
lity Function Development (QFD) etc. etc.
IPO Model
(Systems Engineering)
Input
Materials
Money
Information
Data etc.
Output
Process
People
Information
Equipment
Data
Method
Product
Procedure
Service etc.
Environment
Materials
Icon
The Process must
be:
1. Value adding and r
epeatable
Icon
Icon
REDUCE
RESOURCES
REDUCE
ERRORS
MEET OR EXCEED
MAKE
MAKE
Electrical Engi
neer
Management
Consultant
Author
Joseph Juran(1904 2008) was an evangelist in the area of quality and quality management.Joseph Juran was also the founder of t
he Juran Institute and the Juran Foundation. Joseph Juran is also known for his Juran Trilogy and development of the
Pareto-analysisof founderVilfredo Paretoin the area of quality management.
https://www.facebook.com/pages/Joseph-M-Juran
twitter.com @JuranNation
Planning
-define who your customers are and find o
ut their needs (the voice of the customer)
-should be done with a multidisciplinary te
am, with all key stakeholders represented.
Control
determine what you need to measure (w
hat data do you need to know if your pro
cess is working?), and set a goal for your
performance.
Improvements
4 Different Strategies
1. Repair
2. Refinement
3. Renovation
4. Reinvention
KAI-ZEN
CHANGE - GOOD
Kaizen, a Japanese word, is the philosophy that defines management role in continuously encouraging and impl
ementing small improvements involving everyone. It is the process of continuous improvement in small increme
nts that makes the process more efficient, effective, under control, adaptable. Improvements are usually accom
plished at little or no expense without sophisticated techniques or expensive equipment. It focuses on the simpli
fication by breaking down complex processes into their sub-processes and then improving them.
11
KAIZEN
ACTIVITIES
Improving work
ing environmen
t
Improving capability of
machinery through perio
dic as well as preventive
maintenance
Improving proc
esses
Improving usage
of tools and fixtu
re
Finding new ways or improvin
g the ways in which the tasks
are currently carried out
Improvement of human
resources through traini
ng and job rotation
Improving plant l
ayout
Kaizen largely depends on a culture that encourages suggestions by operators who continuously try to improve their job
or process.
12
Effective Workplace
Elimination of Wastes
Standardization
13
5S - Effective Workplace
Seiketsu / Standardiz
e / Siguruhin
Japanese have developed 5S tools for addressing the work effectiveness. 5S is management tool focused on fostering and sustaining
high quality housekeeping.
14
Elimination of Wastes
3 MUs
Mura
Discrepancy, unreasonableness; impossible;
beyond one's power; perforce; forcibly; exc
essiveness; immoderation
Muri
Muda
futility; uselessness; wastefulness
01
02
03
15
7 WASTES
T.I.M.W.O.O.D.
16
Standardization
Kaizen stresses standardization of process, materials, machinery etc. with the following objectives:
ICON
REPRESENT
the best way to presence know-ho
w and expertise and standardize t
he procedures
ICON
STANDARDIZE
all the procedures that are used in the organization f
or maintenance and improvement of process and trai
ning programs
ICON
STANDARDIZE
the procedures for preventing occu
rrence of errors and minimizing vari
ability
STANDARDIZE
ICON
REPRESENT
ICON
EVOLVE
ICON
17
GOALS OF KAIZEN
1
QUALITY
PROCESS-ORIENTED
EMPOWERING
It is important to recognize that
any organization will have probl
em and hence the employees sh
ould be encouraged to admit wh
en there is a problem
IMPACT
SUGGESTIVE
18
GOALS OF KAIZEN
CONTINUATION
CUSTOMER-DRIVE
N
Kaizen should be prioritized based on
the impact on the customers. Thus, K
aizen is a customer-driven strategy fo
r improvement.
10
BETTER RESULTS
QUALITY CIRCLE
TEAMWORK
TOP DOWN
9
19
Electrical Enginee
r / Statistician
Management
Consultant
Author
William Edwards Deming(October 14, 1900 December 20, 1993) was an American engineer, statistician, professor, author, lectur
er, and management consultant. Educated initially as anelectrical engineerand later specializing inmathematical physics, he helpe
d develop thesampling techniquesstill used by the U.S. Department of the Census and the Bureau of Labor Statistics Deming cha
mpioned the work ofWalter Shewhart, including statistical process control, operational definitions, and what Deming called the "Sh
ewhart Cycle which had evolved into PDSA (Plan-Do-Study-Act).
https://www.facebook.com/pages/W-Edwards-Deming
PDSA CYCLE
DEMING WHEEL
DEFINITION
PDSA stands for Plan, Do, Study, Act. It's a model for testing ideas that you thin
k may create an improvement. It can be used to test ideas for improvement quickl
y and easily based on existing ideas, research, feedback, theory, review, audit, etc
or practical ideas that have been proven to work elsewhere. It uses simple measur
ements to monitor the effect of changes over time. It encourages starting with sm
all changes, which can build into larger improvements in the service through succ
essive quick cycles of change.
21
IT IS
IT IS NOT
Complicated
Difficult
Do-able
Gimmicky
WHY IS IT USEFUL?
The PDSA cycle has been used for decades as an effective tool for improvement and it's still going strong! The method is well established and val
idated and is particularly suited to small, dynamic organizations like general practice. It's an extremely practical, common sense based approach
that is easy to understand.
PDSA CYCLE
DIAGRAM
ACT
IF THE RESULTS JUSTIFY ADOPTING A NEW METHOD
DOCUMENT THE NEW STANDARD PRACTICE
PLAN
Icon
THE EXPERIMENT
PREDICTIONS
STUDY
REVIEW THE RESULTS, WHAT DID WE LEARN?
COMPARE THE PREDICTIONS
STUDY THE NEED FOR ANOTHER CYCLE
Icon
Icon
DO
RUN THE EXPERIMENT
COLLECT THE RESULTS
Management Matters Building Enterprise Capability John Hunter , 2013
23
BIGGER PICTUR
E
24
REFERENCES:
Deming, W.E. Improvement of Quality. Paper. 1984.
Shewhart, W.A. Statistical Method from the Viewpoint of Quality Control.
Department of Agriculture. 1939.
http://www.nashp.org/sites/default/files/abcd/abcd.ut.pdsa.cycles.definedsimple.pd
f
Salvador, S.M. , Baysa, G.J, Cular, F.C., Geronimo E.C., Total Quality Management
Concepts and Practices. 2009.
S. Ramasamy 2005
The Five 5S: http://www.wwbsgroup.com/pdf/case17.pdf
Kaizen Institute: http://www.kaizen-institute.com/institute/foundenmessege.html
http://www.nwpc.dole.gov.ph/pages/download/handbk_FAQson5S(Tag).pdf
https://blogs.mtu.edu/improvement/2014/02/27/the-juran-trilogy/
Hunter, J. Management Matters Building Enterprise Capability.2013
25