Continuous Process Improvement

1. Continuous Process Improvement • Achieve Perfection • Work as Process to make it Effective, Efficient, and Adaptable • Changing Customer Needs • Control in process-Reduce Scrap, Time, Idle of Resources • Eliminate Non Conformance in All Phases • Bench Marking • Innovation • Statistical Tools, QFD,FMEA. Taguchi Loss Function

2. Types of Problems • Compliance • Unstructured • Efficiency • Process Design • Product Design

3. Shewhart’s PDSA CYCLE in 1930 • PLAN • DO • STUDY • ACT ACT PLAN STUDY DO

4. Continuous Process Improvement Cycle Phase 1 Identify the opportunity Phase 2 Analyze the Process Phase 7Plan for the Future ACT PLAN Phase 3 Develop the Optimal Solution Phase 6 Standardize the Solution STUDY DO Phase 4 Implementation Phase 5 Study the Results

6. 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 process, or abandon it. Implement the change on a small scale and measure the effects CHECK Study the results to learn what effect the change had, if any.

7. Kaoru Ishikawa has expanded Deming's four steps into six: • Determine goals and targets. • Determine methods of reaching goals. • Engage in education and training. • Implement work. • Check the effects of implementation. • Take appropriate action.

8. Juran's Trilogy Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible

9. Juran's Trilogy Quality Planning • Identify the Customers • Determine the customer’ needs • Develop a process • Prove process capability

10. Juran's Trilogy Quality Control • Choose control Subjects (What to Control) • Choose Units of measurements • Establish Measurement • Establish Standards of performance • Measure actual performance • Interpret the difference • Take action on the difference

11. Juran's Trilogy Quality Improvement • Prove need for improvement • Identify specific projectsfor Improvements • Organize to guide & Diagnosis • To find causes • Provide Remedies • Prove remedies for effective in operating conditions • Control the gains

12. JURAN’S QUALITY TRIOLOGY Quality Improvement Threshold Of Plan Quality Planning Cost of Quality Initial Quality Zone Quality Control Chronic Waste (An opportunity For Improvement) Breakthrough Quality Zone Time

13. Juran’s Spiral of Progress in Quality Customers Further Product Development Marketing Customers Product Development Operation

14. Quality Improvement Strategies • Repair • Refinement • Renovation • Reinvention

15. KAI Change ZEN Good (for the better) KAIZEN = Continual Improvement

16. KAIZEN Umbrella-Continuous Improvement • Customer Orientation • 5 S • TQC • Zero Defect • TPM • QC’s • JIT • Quality Improvements

17. Japanese Mgt Functions and Kaizen TOP Mgt Innovation Middle Mgt KAIZEN Supervisors Maintenance Workers

18. Japanese Vs Western Approach

19. Kaizen Implementation • Discard Conventional ideas • Think in Positive Manner • Do not make excuses but question Current Practice • Correct Mistakes at once • Problem Solving & Find Root Causes • Team Work To achieve MAXIMUM • Meeting of Kaizen group once in Month

20. TOTAL MANUFACTURING CHAIN SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET INNOVATION KAIZEN

21. Comparison of INNOVATION & KAIZEN

22. 3-MU’s Checklist of Kaizen Activities

23. In an Organization, Kaizen activities will be carried out by asking the Questions-Who, Where, When, Why, and How • Eg-Who does it? What to do? Where to do it? When to do it? Why to do it? How to do it?

24. 5 S

25. HOUSE KEEPING_5-S MODEL Throw Every Where Never Throw 3 rd Class Work Place 1st Class Work Place ? Always Clean Never Clean

26. Better Tomorrow for Everyone Ultimate Goal Effective Use Resources Efficiency Improvement Economic Operation Intermediate Goal J I T T Q C T P M T Q M Approach & Method 5 S Foundation 5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT

28. SEI-RI-Clearing Up • Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s.

30. SEI-TON = ORGANIZING • Once Cleaned and then arrange them in orderly manner. • People should cultivate the habit of return the tools to the place from where it was taken. • Easily accessible • Reduces time and confusions • Improves Efficiency

32. SEI-SO= CLEANING • After Clearing & Arranging . • Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash • Update Constantly

34. SEI-KE-TSU=Personal Cleanliness • Good Working Condition and Personal Hygiene • Clean Person is conscious of his Work Place • Good Sanitary Condition

35. SHI-TSU-KE =Self Discipline • Not only Job Related but also Personally it is important. • Job Discipline is the habit of Skill Development to do work as per Standards. • Observe Rules & Policies of the Company

37. THANK YOU