Team Members

Bhavna Esary Deenah Elahee

Usha Dookhit
Cedric Etiennette Rebecca Docile

Diyha Dooblad

The Concept of a Process

Everything is a process whether it is admitting a patient into a hospital, handling customers at a checkout counter, opening a new account for a banks customer or packaging a product for shipment to a customer all involves a series of activities that are interrelated and must be managed.

What is a Process?
A process is a series of activities or steps used to

transform inputs into outputs. An input or output may exist or occur in the form of data, information, raw material, partially finished units, purchased parts, product or service or the environment. It is the steps used by an individual or a group to perform a particular work or task. It is sometimes referred to a technique, method or procedure.

What is a Process?

What is a Process?
Additionally, the absence of a clearly defined process

makes any activity subject to an arbitrary mode of execution and its outcome or output subject to unpredictable performance. Therefore, in order to do it right the first time and do the right things right, processes must be effectively managed

What is a Process?
However, when processes are not adequately managed, quality will definitely regress to mediocrity.
An organisation itself is a collection of sub processes. Therefore, a customer is affected by one or more processes at any given time. Every process has customers (those who depend on it or are affected by it) and suppliers (those who provide the necessary input for that process). Consequently, everyone in an organisation serves a customer or serves someone who is serving a customer. Hence the ultimate goal of studying a process is improvement. In order to improve it, the process must be understood completely, and therefore, it must be documented. In order to document a process, it is necessary to know who is in charge of it, what other process(es) it interacts with, its objectives and its flow.

CONTINUOUS PROCESS IMPROVEMENT

Continuous Process Improvement

Continuous process improvement is an ongoing effort

aimed at improving the current business process used to provide goods or services to consumers. Continuous process improvement is not just a managerial approach; it helps develop a culture of innovation and constant improvement within the company. Continuous process improvement focuses on improving the bottom line by saving money through increasing efficiency and raising sales through enhancing quality.

Continuous Process Improvement

A typical program has a beginning and an end as it exists

for a finite period of time and is usually created to accomplish a single specific goal before being discarded. In contrast, CPI has a beginning but it has no end until the process is associated with no longer a functioning part of the business and has been eliminated or replaced by another process of greater value. In other words, CPI is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility.

Continuous Process Improvement

CPI is a proven prevention and improvement system built on four basic principles:
1. Continuous improvement must be a way of life.
2. Problems must be prevented rather than reacted to. 3. Results must be measurable and directly related to

business plans and goals. 4. Team ownership of a process is essential.

Continuous Process Improvement

When we engage in process improvement, we seek to learn what causes things to happen and then use this knowledge to:
Reduce variation. Remove activities that have no value to the organization. Improve customer satisfaction.

Process improvement is important as Rummler & Brache's

research (1995) showed that process account for about 80% of all problems while people account for the remaining 20%.

CPI : Benefits
Continuous process improvement makes sure that the

organizational structure of the company complements and supports the people, knowledge, technology, roles, and responsibilities and that they work in stride together for the most efficient process. This strategic approach, if correctly implemented, helps companies improve process cycle times, reduce resource consumption, increase reliability of the process and improve the quality of the final product.

CPI : Function
Every core activity of the process needs to be fully

understood, examined and challenged to find the necessary implementation steps for improvement. This effort for improvement and change focuses on the roles and responsibilities of the entire company involved in the process. The main goal of continuous process improvement is to improve efficiency through simplification. Continuous process improvement is aimed at never allowing a successful company to become content and encourages closing the door on the competition before they even have a chance to gain market share.

Jurans Trilogy
Jurans Quality Trilogy
Total Quality Management (TQM) refers to a quality

emphasis that encompasses the entire organisation, from supplier to customer. Process Improvement indeed involves planning. One of the best approaches is the one developed by Dr. Joseph Juran

Jurans Trilogy
The planning process
Juran recommends a formula for results which comprises of four important stages which are:
Establishing specific goals to be reached Plans should be established in a structured process Responsibilities should be clearly assigned Information should be fed back

Jurans Trilogy
Quality improvement
The third part of the trilogy aims to attain levels of

performance that are significantly higher than current levels. Process improvements begin with the establishment of an effective infrastructure such as the quality council.

PDSA CYCLE
Originated in 1920s by statistician Mr Walter A. Shewhart

as the concept of plan, do and see.

Modified by TQM Guru Dr W. Edwards Demming as the: PLAN: plan ahead for change Do: execute the plan Study: study the results Act: take action to standardise

PDSA CYCLE

PROBLEM SOLVING METHOD

Identify the opportunity
Identify opportunity for improvement through customer surveys, employee surveys and among others.

PROBLEM SOLVING METHOD

Analyze the current process
Enabling team to understand the entire process by developing easy graphical description of the work.

PROBLEM SOLVING METHOD

Develop the optimal solutions

Finding potential solutions through brainstorming

PROBLEM SOLVING METHOD

Implement change
Implement best solution

PROBLEM SOLVING METHOD

Study the result
Evaluate the results See if there is any unforeseen problems

PROBLEM SOLVING METHOD

Standardize solution
Solution become a new standard in the organisation

PROBLEM SOLVING METHOD

Plan for the future
Need for continuous improvement due to change in technology and taste

KAIZEN

KAIZEN
Kaizen is a continuous improvement process involving

everyone, managers and workers alike. It is a strategy to include concepts, systems and tools within the bigger picture of leadership and people culture, all driven by the customer.
Imai (1986)

KAIZEN
Kaizen forms an umbrella that covers many techniques

including Kanban, total productive maintenance, six sigma, automation, just-in-time, and suggestion system, etc.

KAIZEN
Imai (1986) proposes that the Kaizen philosophy

embraces three main principles:

PRINCIPLE 1: Kaizen is process oriented.

Processes need to be improved before results can be improved.

PRINCIPLE 2: Improving and maintaining standards.

Kaizen focuses on small improvements of work standards coming from ongoing efforts. There can be no improvement if there are no standards.

KAIZEN

PRINCIPLE 3: People Orientation

Kaizen teams focus primarily on improving work methods, routines and procedures usually identified by management.

Benefits resulting from Kaizen

Kaizen Reduces Waste in areas such as inventory, waiting

times, transportation, worker motion, employee skills.

Kaizen improves the space utilization, product quality, use of

capital, communications and production capacity

Kaizen provides immediate results.

Instead of focusing on large, capital intensive improvements, Kaizen focuses on creative investments that continually solve large numbers of small problems. Thus improving processes and reduce waste.

Varieties of Kaizen Methods

1) Individual Versus Teamed

While almost all Kaizen approaches use a teamed approach, there is the method described as Teian Kaizen or personal Kaizen that refers to individual employees uncovering improvement opportunities in the course of their day-to-day activities and making suggestions.

Varieties of Kaizen Methods

2) Day-to-Day Versus Special Event.
An example of a day-to-day Kaizen approach is Quality Circles. Here, the natural work team uses its observations about the work process to identify opportunities for improvement. The team meets to analyze the problem source, generate ideas for how to eliminate it, and make the improvement.

Special event Kaizens are currently most common. These methods plan ahead and then execute a process improvement over a period of days.

Determination 5S
1) Seiri 2) Seito 3) Seiso 4) Seiketsu 5) Shitsuke

Determination 5S
1.

Seiri (organisation) refers to the act of throwing away all unwanted, unnecessary, and unrelated materials in the workplace. The idea is to ensure that everything left in the workplace is related to work.

Determination 5S
2. Seito (order)
This step consists of putting everything in an assigned place so that it can be accessed or retrieved quickly, as well as returned in that same place quickly.

Determination 5S
3. Seiso (cleaning)
The third step in "5S", consists of cleaning up the workplace and giving it a 'shine'. 4. Seiketsu (standardization) The fourth step of "5S", consists of defining the standards by which personnel must measure and maintain 'cleanliness'. Seiketsu encompasses both personal and environmental cleanliness.

Determination 5S
5. Shitsuke (discipline)
The last step of "5S", Shitsuke, means 'Discipline, it denotes commitment to maintain orderliness and to practice the first 4 S as a way of life. The emphasis is elimination of bad habits and constant practice of good ones.

Six Sigma

Six Sigma
Six Sigma Was Developed at Motorola in the 1980s As a

Method to Improve Process Quality.

It Was First Used to Improve Manufacturing Process

Capability and Then Migrated to Business Processes Capability

Companies That Have Deployed Six Sigma: Motorola,

GE, IBM, Kodak and Many More

The Basic Premise Is, All Processes Have Variation.

Variation Is the Enemy.

What is the Six Sigma Philosophy?

Science
Six Sigma

We dont know what we dont know. If we cant measure it, we really dont know much about it.

Art

If we dont know much about it, we cant control it. If we cant control it, we are at the mercy of chance.

Magic

Focus on the Customer!

What Is Six Sigma?

Know Whats Important ?

Process Philosophy

to the Customer (CTQ)

Reduce Defects (DPMO) Center Around Target

(Mean)
Reduce Variation

(Standard Deviation)
GE Company Proprietary November 1998

Which Business Function Needs It?

SERVICE DESIGN ADMIN. PURCH. 6 Sigma Methods QA MAINT.
Marketing

MFG.

As long as there is a process that produces an output, whether it is a manufactured product, data, an invoice, etc, we can apply the Six Sigma Breakthrough Strategy. For these processes to perform to a customer standard they require correct inputs!!!

Deming's principle of quality improvement

The closer one gets to Six Sigma, the fewer the

defects and the lower the cost of production

A better process means higher efficiency, savings of time, money, and effort, and better customer satisfaction.

Six Sigma Process Improvement - (D)MAIC

D

Define the scope and goals of the improvement project M Measure the current process performance A Analyze the gap between the current and desired performance I Generate the improvement solutions to fix the problems and prevent them from recurring C Implementing the improved process

Benefits of Six Sigma Quality Control Systems

Increased efficiency and the improved quality of

products and services

Increase in customer satisfaction levels Increase in employee motivation levels

Additional Models

Additional Models
A variety of tools, developed and refined over years,

support process improvement efforts. Among these are:

1. Kaizen Blitz 2. Poka yoke (Mistake-proofing)

3. Lean process improvement

4. Value stream mapping

Additional Models
Kaizen Blitz
A kaizen Blitz is 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

Additional Models
Poka yoke (Mistake-proofing)
Poka yoke (POH-kah YOH kay) is an approach for

mistake proofing processes using automatic devices or methods to avoid simple human error
Developed and refined in the early 1960s by the late

Shiego Shingo

Additional Models
Lean process improvement

It is an approach that facilitates improvement of

process efficiency and quality while delivering faster service and cost reduction.

Additional Models
Lean process improvement
5 basic steps to developing a Lean process improvement strategy: Assess the Current State Determine the Future State Workflow Identify Future State Organizational Structure Identify priorities Develop the Plans

Additional Models
Value stream mapping Value stream mapping is a lean manufacturing technique used to analyze the flow of materials and information currently required to bring a product or service to a consumer
Value Stream Mapping is primarily a communication

tool, but is also used as a strategic planning tool and a change management tool.

Additional Models
Value stream mapping Implementation Identify the target product, product family, or service. Draw a current state value stream map, which shows the current steps, delays, and information flows required to deliver the target product or service. This may be a production flow (raw materials to consumer) or a design flow (concept to launch). There are 'standard' symbols for representing supply chain entities. Assess the current state value stream map in terms of creating flow by eliminating waste. Draw a future state value stream map. Work toward the future state condition.

Conclusion

Conclusion
Every core activity of the process needs to be fully understood, examined and challenged to find the necessary implementation steps for improvement. This effort for improvement and change focuses on the roles and responsibilities of the entire company involved in the process. The main goal of continuous process improvement is to improve efficiency through simplification. Continuous process improvement is aimed at never allowing a successful company to become content and encourages closing the door on the competition before they even have a chance to gain market share.

THANK YOU