Week 9-continuous-improvement-quality-tools
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The document discusses concepts related to continuous improvement and quality tools used in total quality management. It defines continuous improvement as a never-ending process of achieving small wins to improve products and processes. Tools for continuous improvement discussed include statistical process control, problem-solving teams, suggestion systems, and the PDCA cycle. Specific quality tools explained are Pareto charts, histograms, scatter diagrams, control charts, cause-and-effect diagrams, check sheets, flowcharts, and various problem solving techniques. Kaizen and its focus on incremental improvement through employee participation is also summarized.
Week 9-continuous-improvement-quality-tools
- 1. Total Quality Management - Spring 2010 - IUG 1 Total Quality Management Week # 9 Continuous Improvement & Quality Tools Prepared by: Khalid Dahleez Faculty of Commerce – the Islamic Universityof Gaza Thismaterialwascollectedfromdifferentsources
- 2. Total Quality Management - Spring 2010 - IUG 2 Continuous Improvement • Continuous improvement (CI) is a management philosophy that approaches the challenge of product and process improvement as a never-ending process of achieving small wins. • Steps toward CI 1.Train employees in the methods of statistical process control (SPC) and other tools. 2.Make SPC methods a normal aspect of operations. 3.Build work teams and encourage employee involvement. 4.Utilize problem-solving tools within the work teams. 5.Develop a sense of operator ownership in the process.
- 3. Total Quality Management - Spring 2010 - IUG 3 • It is an integral part of a total quality management system. • Continuous improvement seeks continual improvement of machinery, materials, labor utilization, and production methods through application of suggestions and ideas of team members. • Though pioneered by U.S. firms, this philosophy has become the cornerstone of the Japanese approach to operations. • Although management in both Japan and the West historically have implemented CI in manufacturing plants, it has become quite common in services as well. Continuous Improvement
- 4. Total Quality Management - Spring 2010 - IUG 4 Tools & Procedures of CI 1. Varies from simple suggestion system based on brain storming to structured programs utilizing statistical process control tools (SPC Tools) 2. Deming wheel (PDCA) cycle 3. Zero defect concept 4. Bench Marking 5. Six sigma 6. Kaizen SPC Tools (Also known as Tools of TQC) Check Sheet Process flow chart Pareto analysis Histogram Scatter diagram Causes & effect diagram (Fish Bone /Ishikawa Diagram) Control charts
- 5. Total Quality Management - Spring 2010 - IUG 5 PLAN STUDY DO ACT The Deming Cycle or PDCA Cycle Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any.
- 6. Total Quality Management - Spring 2010 - IUG 6 PDSA cycle- seven steps or phases 1. Identify the opportunity 2. Analyze the current process 3. Develop the optimal solution(s) 4. Implement changes 5. Study the results 6. Standardize the solution 7. Plan for the future.
- 7. Total Quality Management - Spring 2010 - IUG 7 Seven Problem Solving Tools Pareto Analysis Flowcharts Checklists Histograms Scatter Diagrams Control Charts Cause-and-Effect Diagrams
- 8. Total Quality Management - Spring 2010 - IUG 8 PARETO CHART DEFINITION A Pareto Chart is a vertical bar chart in which the bars are arranged in the descending order of their height starting from the left and prioritize the problems or issues. USES to prioritize problems to analyze a process to identify root causes to verify that whatever improvement process you implement continues to work
- 9. Total Quality Management - Spring 2010 - IUG 9 NUMBER OF CAUSE DEFECTS PERCENTAGE Poor design 80 64 % Wrong part dimensions 16 13 Defective parts 12 10 Incorrect machine calibration 7 6 Operator errors 4 3 Defective material 3 2 Surface abrasions 3 2 125 100 % Pareto Analysis
- 10. Total Quality Management - Spring 2010 - IUG 10 Percent from each cause Causes of poor quality 0 10 20 30 40 50 60 70 (64) (13) (10) (6) (3) (2) (2) Pareto Chart
- 11. Total Quality Management - Spring 2010 - IUG 11 Flow Charts Operation Decision Start/ Finish Start/ Finish Operation Operation Operation Operation Decision • Flow charts are nothing but graphical representation of steps involved in a process. • Flow charts give in detail the sequence involved in the material, machine and operation that are involved in the completion of the process. • Thus, they are the excellent means of documenting the steps that are carried out in a process.
- 12. Total Quality Management - Spring 2010 - IUG 12 Check Sheet COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 2002 REPAIR TECHNICIAN: Bob TV SET MODEL 1013 Integrated Circuits |||| Capacitors |||| |||| |||| |||| |||| || Resistors || Transformers |||| Commands CRT | • Check sheets are nothing but forms that can be used to systematically collect data. • Check sheet give the user a place to start and provides the steps to be followed in • Collecting the data
- 13. Total Quality Management - Spring 2010 - IUG 13 CHECK SHEET USES to gather data to test a theory to evaluate alternate solutions to verify that whatever improvement process you implement continues to work STEPS team agrees on what to observe decide who collects data decide time period for collecting data design Check Sheet collect data compile data in the Check Sheet review Check Sheet
- 14. Total Quality Management - Spring 2010 - IUG 14 Histogram 0 5 10 15 20 1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1 Histograms help in understanding the variation in the process. It also helps in estimating the process capability.
- 15. Total Quality Management - Spring 2010 - IUG 15 Scatter Diagram Y X It is a graph of points plotted; this graph is helpful in comparing two variables. The distribution of the points helps in identifying the cause and effect relationship Between two variables.
- 16. Total Quality Management - Spring 2010 - IUG 16 Control Chart 18 12 6 3 9 15 21 24 2 4 6 8 10 12 14 16 Sample number Number of defects UCL = 23.35 LCL = 1.99 c = 12.67 A control chart is nothing but a run chart with limits. This is helpful in finding the amount and nature of variation in a process.
- 17. Total Quality Management - Spring 2010 - IUG 17 Histograms do not take into account changes over time. Control charts can tell us when a process changes
- 18. Total Quality Management - Spring 2010 - IUG 18 Cause and Effect Diagram Developed by Dr Kaoru Ishikawa in 1943. It is also known by the name of 1) Ishikawa diagram, 2)Fishbone diagram. This diagram is helpful in representing the relationship between an effect and the potential or possible causes that influences it. This is very much helpful when one want to find out the solution to a particular problem that could have a number of causes for it and when we are interested in finding out the root cause for it.
- 19. Total Quality Management - Spring 2010 - IUG 19 Cause and effect Diagram The cause and effect diagram is an investigative tool. This is also called Ishikawa Diagram. Because of its shape, the diagram is also termed as Fishbone Diagram. There is a systematic arrangement of all possible causes which give rise to the effect in Ishikawa diagram. Before taking up problem for a detailed study, it is necessary to list down all possible causes through a brainstorming session so that no important cause is missed. The causes are then divided into major sources or variables. 19
- 20. Total Quality Management - Spring 2010 - IUG 20 Ishikawa Diagram
- 21. Total Quality Management - Spring 2010 - IUG 21 Cause-and-Effect Diagram Quality Problem Out of adjustment Tooling problems Old / worn Machines Faulty testing equipment Incorrect specifications Improper methods Measurement Poor supervision Lack of concentration Inadequate training Human Deficiencies in product design Ineffective quality management Poor process design Process Inaccurate temperature control Dust and Dirt Environment Defective from vendor Not to specifications Material- handling problems Materials
- 22. Total Quality Management - Spring 2010 - IUG 22 Presentation Implementation Monitoring Solution Problem results Problem Analysis Cause and effect Data collection and analysis Problem Identification List alternatives Consensus Brainstorming Training Group processes Data collection Problem analysis Organization 8-10 members Same area Supervisor/moderator Quality Circles
- 23. Total Quality Management - Spring 2010 - IUG 23 Imai has brought together various management theories, philosophies and tools that have been popular in Japan over the years, as a single concept, Kaizen. There are many quality experts, whose principles formed the basis of the Kaizen concept. Kaizen means continuous improvement involving everybody. CONCEPT OF KAIZEN
- 24. Total Quality Management - Spring 2010 - IUG 24 The term Kaizen originates from the Japanese words, ‘Kai’ that means change, whereas, ‘zen’ means for the better, therefore, it means ‘change for the better’. It signifies constant and gradual improvement, no matter how small it is. It should be taking place all the time in every process, involving everyone from all the ranks of management and the workforce. CONCEPT OF KAIZEN
- 25. Total Quality Management - Spring 2010 - IUG 25 In brief, Kaizen system includes: Total employee involvement starting from top management; Empowering people; Listening to them; Promoting zero investment improvements; and Focus on efforts rather than results in Kaizen evaluation and performance appraisal. CONCEPT OF KAIZEN
- 26. Total Quality Management - Spring 2010 - IUG 26 Definition of KAIZEN 1. A selection of better means or a better method for achieving an objective. 2. An accumulation of small changes. 3. A corrective action under constraints.
- 27. Total Quality Management - Spring 2010 - IUG 27 KAIZEN TECHNIQUES KAIZEN techniques consists of the following steps: Identifying problem (s) Examining the problem (s) Finding ideas to solve the problem (s) Developing selected proposal (s) Implementing the proposal (s)
- 28. Total Quality Management - Spring 2010 - IUG KM 28 Multiple KAIZEN ideas Problem: The man cannot reach the tool box on the shelf. Man is too short to reach the tool box. The tool box is placed too high. Idea source: The Japan HR association
- 29. Total Quality Management - Spring 2010 - IUG 29 The interaction between man and tool box generates a problem. Tool Box Man Man Tool Box Problem does not exit. Problem
- 30. Total Quality Management - Spring 2010 - IUG 30 Multiple KAIZEN ideas From “man “ stand point, cannot reach Use footstool. From “toolbox” stand point, place it at the lower shelf.
- 31. Total Quality Management - Spring 2010 - IUG 31 Solution Footstool Place the toolbox at a lower shelf
- 32. Total Quality Management - Spring 2010 - IUG KM 32 A man broke a cup at a sink. Problem: Idea source: The Japan HR association
- 33. Total Quality Management - Spring 2010 - IUG 33 Cup Man Way of washing Sink Interaction
- 34. Total Quality Management - Spring 2010 - IUG 34 Components Nature Solution Cup Easy to break Plastic cup Man Careless Caution Method Easy to slip Wear rubber gloves Sink Solid surface Place rubber mat
- 35. Total Quality Management - Spring 2010 - IUG 35 Cause and effect diagram Cup broke Method Man Cup Sink Carelessness My way Wash with hands Wash together Weak against heat Breakable materials Wash quickly Deep Hard bottom
- 36. Total Quality Management - Spring 2010 - IUG 36 - Abolition - Discontinuance - Exclusion - Removal - Simplification - Centralization - Synchronization - Standardization - Management for exceptions - Integration - Combination - Alternation - Exchange - Conversion - Diversification - Separation KAIZEN Steps
- 37. Total Quality Management - Spring 2010 - IUG 37 1. Small change 2. Medium change 3. Big change (KAIZEN) (Small group activities) (Innovation) --- By individual effort, a better way of proceeding a job is considered. (Idea creation) --- By group effort, a better way is proposed by following predetermined steps (or rule). --- By investments in new technology or equipment, dramatic alterations are achieved. Different styles of change
- 38. Total Quality Management - Spring 2010 - IUG 38 10 Basic Rules for Practicing Kaizen 1. Prepare people to accept change for the betterment. 2. Think of how to do it and not why it cannot be done. 3. Do not make excuses? Start by questioning current practices. 4. Do not seek perfection? Do it even if for only 50% of target. 5. Correct mistakes at once. 6. Do not spend money for Kaizen. 7. Wisdom is brought out when faced with hardship. 8. Ask “why”? Five times and seek root causes. 9. Seek the wisdom of ten people rather than the knowledge of one. 10. Kaizen ideas are infinite.
- 39. Total Quality Management - Spring 2010 - IUG 39 More Comments on Kaizen • Kaizen is a system of accumulated improvement. • The main purpose of Kaizen is to evolve total employee participation and it also helps in building capable work force for an organization. • The results of Kaizen are not very drastic but incremental that’s why continuous improvement leads to accumulated improvement. • Kaizen is a process-oriented thinking and not result oriented thinking: Process oriented Result oriented •Self discipline •Time management •Skill Management •Participation & involvement •Communication •Morale I don’t care, you get it done just give me one result.