Enhancing Processes Through Continuous Improvement Models

1. The Certified Quality Process Analyst HandbookContinuous Improvement Models Chapter 10: (1st edition)Chapter 6: ( 2nd edition) Presented by Dr. Joan Burtner Certified Quality Engineer Associate Professor and Chair Dept. of Industrial Engineering and Industrial Management Mercer University

2. Four Continuous Improvement Models “Quality programs that focus on continuous improvement are vital in providing incremental improvement of processes, products, and services…These programs view quality as being measurable in some quantitative way.” (CQPA Handbook, 1st edition, page 69) • Incremental Improvement • Plan-Do-Check-Act • Kaizen • Breakthrough Improvement • Six Sigma • Reengineering Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

3. Plan-Do-Check-Act (PDCA) • Developed by Walter Shewhart • Adapted by W. Edwards Deming as Plan Do Study Act (PDSA) • Most widely known methodology for continuous improvement • See Figure 10.1 on page 67. • Plan • Study the situation • Determine what needs to be done • Develop a plan and measurement process for what needs to be done • Do – Implement the plan • Check • Determine whether the plan worked • Study the results • Act • If it worked, institutionalize/standardize the change. • If it didn’t, try something else • Continue the cycle Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

4. Kaizen • Kai + zen (Incremental and orderly continuous improvement) • “When there is a focus on improvement in all aspects of the workplace, problems are not looked at as mistakes, but as opportunities.” (CQPA Handbook, 1st edition, page 68) • Kaizen events or Kaizen blitzes • Generate enthusiasm for rapid results • Requires substantial planning • Short-term ( one week or one weekend) Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

5. Introduction to Six Sigma • Descripton: A collection of tools and techniques for reducing variation (CQPA Handbook, 1st edition, page 370) • A Six Sigma process produces less than 3.4 defects per million opportunities (DPMO) • Six Sigma levels (1 through 6) • 3 sigma – 66,800 DPMO • 6 sigma – 3.4 DPMO • When you decrease the amount of variation, the process Six Sigma level will increase. Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

6. Six Sigma Methodology • DMAIC: Define, Measure, Analyze, Improve, Control • DMADV: Define, Measure, Analyze, Design, Verify • DMAIC applies to existing processes and DMADV applies to design phase in an organization that practices Design for Six Sigma (DFSS) • Six Sigma project personnel • Champions • Master Black Belts • Black Belts • Green Belts Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

7. Reengineering • “When an organization undergoes reengineering, they are seeking drastic improvement results that often mean a paradigm shift.” (CQPA Handbook, 1st edition, page 72) • Process reengineering is more common than the total organization reengineering described above. Your text describes steps in reengineering as follows: • Map out structure and functions of a process • Identify value-added (VA) and non-value-added (NVA) activities • Eliminate NVA activities • Results are less waste and reduced costs Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering

8. Creativity and Innovation Tools to Support Reengineering Lateral thinking Imaginary brainstorming Knowledge mapping Picture association Morphological box CQPAHandbook, 1st edition, page 72 CQPA Handbook, 2nd edition , page 68 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering