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Continuous Process Improvement

Transcript: Steps in enabling neatness in the organization Eliminating waste, strain and discrepancy – Kaizen is achieved through application of 5S tools for workplace effectiveness and elimination of three MUs. a. Everything should have a name. b. A place for everything and everything in its place c. Quick identification and retrieval mechanism d. Safe storage/ transfer e. Height consideration for the storage of items depending on the frequency of their use. Shitsuke (Standardize) • Machinery • Techniques • Facilities • Tools and jigs • Thinking 1. Work place effectiveness 2. Elimination of waste, strain and discrepancy 3. Standardization Whether it is a Kaizen Blitz or Kaizen in the traditional sense, it involves the following: Seiri (Sort) KAIZEN PDCA AND 7 QUALITY TOOLS • Application of 5S for improving workplace effectiveness. • Reduction and finally elimination of three MUs. • Standardization of effective methodologies for carrying out the work. • Productivity improvement of 40 per cent • Work In Progress (WIP) reduction of 70 per cent • Machine set up time reduction of 30 per cent • Space reduction for manufacturing by 40 per cent and no additional capital investment Overproduction Waste A typical improvement process using Kaizen is indicated in fig. 8.2 an effective means for systematic workplace organization. a self-contained and understandable instruction, painted neatly at the right place.  This happens if the person does not have the map.  To add value by every motion of the employee and machinery. The aim of BUSINESS PROCESS REENGINEERING (BPR) is to make dramatic improvement in quality. It is a fundamental component and one of the tool to achieve TQM approach. Therefore, Total Quality Management is not only continuous improvement because it has many facets as given in the various chapter. It is the means to achieve BPR. BPR is a tool, while TQM is an umbrella concept involving many other strategies. Standardization - Kaizen stresses standardization of process, materials.ect with the following objectives. • Human resources • Production volumes • Inventories (materials) • Time • Working place The improvement function aims at revising the current standards. Kaizen is different from innovation. Innovation aims at dramatic improvement of the existing processes, whereas, Kaizen aims at small, incremental improvement in the existing processes. BPR is “the fundamental rethinking and radical redesign of business processes to achieve dramatic improvement in critical, contemporary measures of performance, such as cost, quality, service and speed.” THANK YOU! Kaizen Implementation BUSINESS PROCESS REENGINEERING (BPR) GOALS OF KAIZEN Improvement without capital investment It should be the discipline on the part of the employees, follow the rules, which they made for themselves. Watts Humphrey says, “The purpose of driving is to reach the destination on time and not to spin the wheel.” 1. Planning 2. Process Study 3. Study of the best practices 4. Redesign 5. Implementation BPR is synonymous with innovation because it is more than just automating or automating or applying Information Technology to the existing process or operations. Step 3: Be consistent in following the rules. 3. Following three random audits and on the basis of the audit report, eligibility of the 5S Certification will be considered. 4. A certificate will be awarded by NPCC and Kaizen Institute (Africa, Asia and Pacific) to any organization, which has successfully implements the practices. Maintenance involves activities directed at maintaining current technological, managerial and operating standards. While efforts are going on for improving the processes, the present activities should continue as per the current standards without any interruption. Categories in classifying items: Separate tools, machinery, products, inspection, work in progress, and documentation into necessary and unnecessary and discard unnecessary items. 5S PRACTICES Offers by National Productivity and Competitiveness Council (NPCC) of Mauritius. Introduced in April 2002. Aimed at developing and assisting the productivity culture across Mauritius. 1. The team of 5 auditors will audit the Gemba (work place) proposed for certification. 2. The audited organization should keep the following relevant information. • Maintenance • Improvement Dramatic improvements can take place through elimination of redundant operations, unnecessary operations and operations, which add cost, but, not value to the products and services. INTRODUCTION Juran brings out that good financial results are achieved in an organization through three managerial processes namely, planning, control and improvement. Juran suggests similar analogy for better quality results. The quality trilogy consists of the same three managerial processes and aimed at improving quality of products and services. occurs due to failure of production planning when money is blocked in the unsold products. Just-In-Time (JIT) is the

Continuous Process Improvement

Transcript: JURAN’S QUALITY TRILOGY This can occur at any stage of manufacturing due to poor planning, organizing as well as lack of dynamism in making alternate arrangements when a particular machine or material is not available due to unforeseen circumstances. Waste due to waiting Goals of Kaizen Finding new ways or improving the ways in which the tasks are currently carried out. Improving working environment Improving processes Improving capability of machinery through periodic as well as preventive maintenance Improving usage of tools and fixtures Improvement of human resources through training and job rotation Improving plan layout Japanese have developed 5s tools for addressing the workplace effectiveness which will be discussed later on. 5s Certification Advantages & Disadvantages of BPR Continuous Process Improvement BPR & TQM 3 MUs and their meaning Processing waste -Japanese word which means gradual, orderly and continuous improvement. -Does not need capital investment but requires time and effort for every employee in the organization, right from the top management. -Continuous improvement can be achieved through improving the current way of manufacturing and eliminating waste -Succeeded because it is a good management practice. -Never ending improvements - about rethinking and redesigning organizational process in order to achieve dramatic improvements in performance, including cost, quality, service, and speed. Kaizen is a problem-solving tool based on cross functional team and collaborative approach. Kaizen is basically for improving the processes in the organization. Collaboration between the cross-functional team the process owners and the management is essential for success of Kaizen. Quality circles can become part of Kaizen since it is a group oriented suggestion system Thank you! Inventory waste 1. Organize around outcomes, not tasks. 2. Identify all the processes in an organization and prioritize them in order of redesign urgency. 3. Integrate information processing work into the real work that produces the information. 4. Treat geographically dispersed resources as though they were centralized. 5. Link parallel activities in the workflow instead of just integrating their results. 6. Put the decision point where the work is performed, and build control into the process. 7. Capture information once and at the source. Standardization - to clean and inspect the respective work places thoroughly - keep machinery and work environment clean Kaizen Blitz Transportation Work place effectiveness -Aims for revising the current standards -Aims at small incremental improvement in the existing processes. -Kaizen has to be carried out along with maintaining continuity in the current operation in the organization. Maintenance - process of redesigning, business transformation, or business process change management. - to make the previous four steps part of the daily routine and to observe self-discipline through continuous practice 2 Activities of Kaizen Production defects Juran’s Trilogy - to maintain high standard of work place organization by keeping everything clean and orderly at all times - develop routine practices for cleaning and checking National Productivity and Competitiveness Council (NPCC) of Mauritious offers 5s certification NPCC Certification was introduced in april 2002 aimed at developing and assisting the productivity culture Unnecessary transportation is a waste. Therefore, every assembly line should be under one roof preferably. Kaizen stresses standardization of processes, materials, machinery etc. with the following objectives: Seiri (sort) This occur due to failure of production planning when money is blocked in the unsold products.Therefore, overproduction is very HARMFUL. The right approach for this is JUST-IN-TIME (JIT). But in practicing JIT needs a healthy organization practicing kaizen. Total Quality – an objective TQM – means to achieve it BPR – an important tool within the TQM technology 1 Muda Waste 2 Muri Strain 3 Mura Discrepancy Seiton (straighten) If a process is held up due to breakdown of the machinery, money is lost. The design of the product should be such as to enable easy manufacturability, testability and maintenance. 1. Represent the best, easiest and safest way to carry out a job in the form of operating procedures and work instructions. 2. Represent the best way to preserve know-how and expertise and standardize the procedures for the same. 3. Evolve effective means to measure performance and standardize the same. 4. Standardize the same all the procedures that are used in the organization for maintenance and improvement of process. 5. Standardize the training programs 6. Standardize the audit for diagnosing problems 7. Standardize the procedures for preventing occurrence of errors and minimizing variability. Kaizen Activities The Seven Deadly Wastes - to sort and throw away unnecessary things items. -separate tools, machinery, product, inspection, work in progress,

Continuous Improvement Process

Transcript: Your name Determine Strategies, Activities, Policies and Practices Which Support SEL Development Setting up for progress monitoring Review SIP S.E.L. Goals Review SIP Power Standards List Power Standards Unpack them by identifying the desired behaviors and actions and how the behaviors and actions will be displayed and observed. S.E.L. Objectives Set of learning standards that have been determined to be the highest priority to teach. Unpack the S.E.L. Objectives Tier I All students, receiving high quality, core academic instruction. Unpack the Power Standards Key learning targets Researched-based strategies to support teaching Determine Monitoring Frequency Decide Frequency How often? TIMELINE 2019 Which dates? MAP Who will use the data to make determinations about next steps? -AND- How will these decisions be communicated? (PLC, regular meeting, content level meeting, etc.) Determine Who Will Monitor

Continuous Process Improvement

Transcript: Topic Continuous Process Improvement Process – purchasing, design, invoicing, etc. Pareto Diagram Example Problem – Solving Method Improvement – 5 ways; Reduce resources, Reduce errors, Meet expectations of downstream customers, Make process safer, make process more satisfying to the person doing Identify the opportunity (for improvement) Analyze the current process Develop the optimal solution(s) Implement changes Study the results Standardize the solution Plan for the future Phase 1 – Identify problems Use Pareto Analysis – external & internal failures, returns Phase 2 – Form a team (same function of multifunctional) Phase 3 – Define scope of problem (Paint process – data collected for a week showed high 30% ‘runs’ defect Process Work methods Procedures Tools Production – Cutting, Welding, etc. Bank – deposit/withdrawal process, Kad Pintar Application Process at NRD Inputs – processing – outputs Outputs Products Delivered service In-process jobs – forms signed, drawing completed Others Also by-products, wastes Understand the current process, how it is performed Develop process flow diagram Define target performance Collect data, information Determine causes not solution (use cause and effect diagram) Root cause if possible Process Flow Chart – Ink filling process Input Materials Info, Data People Money Analyse the current process Identify the opportunity (for improvement View all work as process – production and business Inputs – PROCESS – outputs Process improvement – increased customer satisfaction

continuous process improvement

Transcript: Belt and Bag Combination Since as stated in the problem, girls are tired of using usual bag, we came up to an idea of making a multi-purpose one (the belt and bag combination. the product that we tried to improve was then a good solution to the problem stated on the first part. This bag with its unique features can be used all day long but with different styles and phases without even noticing that it is distinct and as one. The original function was not changed but is rather improved. From a simple bag, it can now be viewed as a multipurpose bag Process of putting belt Design the external portion of the bag by putting the buttons/ manic in a nice arrangement Designing Tips This is how to put the belt on the right side of the bag and how would it look like. Preparing raw materials Continuous Process improvement Insertion of the lock. This is how to put the belt on the left side of the bag and how would it look like. Statement of the problem- Girls often uses bags whenever they go, especially in every occasion to bring stuffs. Since the girls bring about indifferent types of bags whenever they go, the researcher conducted a research on girls preference and they found that , most girls were tired of the usual bag marketed all throughout. Finished Product SOLUTION sewing of lock Cutting Procedure Process The bag and belt Lock of an extra belt, The thread ,needle and scissor, Buttons for designing purposes. Cut the edge on the left side of the bag and pin on the center for the insertion of the lock of the belt. Process of putting belt When the belt is in use, the lock on the left side of the bag can served as total lock, for safety.

Continuous Improvement Process

Transcript: Principle 10: Develop exceptional teams who follow your company's philosophy (andon) THE TOYOTA WAY Respect for people Principle 12: Go and see yourself to fully understand the situation (Genchi Genbutsu) TOTAL QUALITY MANAGEMENT Principle 3: Use "pull" systems to avoid overproduction Principle 6: Standardized tasks and processes are the foundation for continuous improvement and employee empowerment JUST IN TIME Principle 2: Continuous process flow that allows problems arise to the surface (no muda) BASEMENT AGILE MANAGEMENT ROOF BENEFITS OF USING CIP KAIZEN DESIGN OF EXPERIMENTS Principle 8: Use only reliable, tested technology that serves your people and processes LEAN MANAGEMENT Principle 11: Respect your network of partners and suppliers by challenging them and helping them improve Principle 7: Use visual control so no problems are hidden CONTINUOUS IMPROVEMENT PROCESS METHODS THROUGH WHICH CIP IS APPLIED Principle 13: Make decisions slowly by consensus, considering all options; implement decisions rapidly (Nemawashi) Principle 9: Grow leaders that understand the work, live the philosophy and teach it to others LEAN SIX SIGMA PROCESS EXCELLENCE Principle 14: Becoming a learning organization through relentless reflection (hansei) and continuous improvement (kaizen) Continuous Improvement HOSHIN KANRI PILLARS Principle 1: Management decisions according to long term philosophy Principle 5: Culture of stopping to fix problems (jidoka) RE-ENGINEERING More comfortable and engaged personnel Decrease on employees turnover Decreased delivery times Flexibility and problem-solving Increase in the competitiveness of the products and services Improvement of customer satisfaction Retention and gain of consumers Detection of opportunities Higher profits Continuous Improvement Process Principle 4: Level out the workload (heijunka) 6 PRINCIPLES OF CIP SIX SIGMA POYA YOKE INTERIOR Improvements based on small changes Ideas come from employees Incremental improvements are inexpensive Employees are accountable for improvement and take ownership Improvement is reflective Improvement is measurable and repeatable

Continuous Improvement Process

Transcript: Historical Development Key Principles The concept of continuous improvement traces its roots to early 20th century manufacturing practices, notably the Toyota Production System. Over decades, methodologies like Total Quality Management (TQM) and Lean have evolved, influencing industries globally and cementing continuous improvement as a fundamental business strategy. The key principles of continuous improvement encompass a commitment to quality, a focus on customer satisfaction, and the empowerment of employees. Organizations must foster a culture of feedback and learning, utilizing data-driven decision-making to identify and implement potential enhancements. Definition and Importance Industry Applications In healthcare, Virginia Mason Medical Center adopted lean principles to enhance patient care and streamline processes. This resulted in a 50% reduction in patient wait times, demonstrating how continuous improvement can significantly enhance service delivery across different sectors. Continuous improvement is defined as the ongoing effort to enhance products, services, or processes over time. This approach not only drives operational efficiency but also fosters innovation and adaptability, ensuring organizations remain resilient and competitive in a dynamic business landscape. Lessons Learned Successful Organizations Successful continuous improvement initiatives often emphasize the importance of employee engagement. Organizations that foster a culture of collaboration and feedback, like GE, often see increased innovation and higher morale, proving that employee involvement is crucial for lasting change. Toyota is a prime example of continuous improvement through its Toyota Production System, which emphasizes efficiency and waste reduction. The company has consistently leveraged this system to maintain its leadership in the automotive industry, showcasing the tangible benefits of continuous improvement in productivity and quality. Introduction to Continuous Improvement Continuous improvement is a systematic and ongoing effort to enhance products, services, or processes. It is crucial for organizations seeking long-term success and competitiveness in an ever-evolving market. Case Studies and Examples Analyzing real-world scenarios provides valuable insights into successful continuous improvement practices. This section highlights organizations that effectively implemented these strategies, illustrating the impact of continuous improvement across various industries. Continuous Improvement Process Measuring Performance Regular measurement of performance indicators helps organizations assess the effectiveness of improvement initiatives. Utilizing KPIs (Key Performance Indicators) and benchmarking against best practices enables teams to identify successes and areas for further development. Overcoming Resistance Strategies for Sustained Excellence Engaging Employees Do Check Engaging employees in the continuous improvement process leads to higher ownership and motivation. Techniques such as training, transparent communication, and involvement in decision-making can foster a sense of belonging and accountability among team members. Resistance to change is a common challenge in continuous improvement initiatives. Strategies to overcome this include communicating the benefits of change, involving employees in the process, and providing support throughout transitions to foster adaptability. During the Check step, assess the outcomes of the implemented changes against the set objectives. Use metrics and data analysis to evaluate success, identify any discrepancies, and understand the impact of the changes on overall processes. The Do phase involves executing the planned actions. This stage requires proper allocation of resources, training for staff, and actual implementation of the changes. It's critical to communicate effectively to ensure everyone understands their roles. Setting Objectives Implementing Continuous Improvement Clear and measurable objectives are essential for guiding continuous improvement efforts. Employ the SMART criteria (Specific, Measurable, Achievable, Relevant, Time-bound) to ensure that these goals effectively drive performance and align with broader organizational strategies. Effective implementation of continuous improvement entails setting clear objectives, engaging employees, measuring performance accurately, and addressing any resistance. These components are vital for cultivating a culture of ongoing enhancement in organizational processes. The Continuous Improvement Cycle Plan The Continuous Improvement Cycle is a structured approach to enhance processes and outcomes within an organization, emphasizing iterative refinement. It includes four distinct stages: Plan, Do, Check, and Act, ensuring that improvements are systematic and measurable. In the Plan stage, establish clear objectives and identify processes requiring improvement. Research and analyze data to create actionable plans

Continuous Process Improvement

Transcript: View all work as process – production and business Process – purchasing, design, invoicing, etc Process improvement – increased customer satisfaction Improvement – 5 ways; Reduce resources, Reduce errors, Meet expectations of downstream customers, Make process safer, make process more satisfying to the person doing Continuous Process Improvement Inputs – PROCESS – outputs

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