approaches to process improvement

842019 Approaches to Process Improvement

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Kaizen

TQM

Comparison BPR with Kaizen and TQM

2ENTERPRISE WIDE INFORMATION SYSTEMS



It is a Japanese philosophy that focuses on continuous

improvement throughout all aspects of life

When applied to the workplace Kaizen activities

continually improve all functions of a business frommanufacturing to management and from the CEO to the

assembly line workers

Kaizen was first implemented in several Japanese

businesses during the countrys recovery after WorldWar II including Toyota and has since spread to

businesses throughout the world




Kaizen operates with three principles

1 consider the process and the results (not results-only)

so that actions to achieve effects are surfaced2 Systemic thinking of the whole process and not just

that immediately in view

3 a learning non-judgmental non-blaming (because

blaming is wasteful) approach and intent will allow there-examination of the assumptions that resulted in the

current process

People at all levels of an organization can participate in

kaizen from the CEO down as well as externalstakeholders when applicable




At Toyota it is usually a local improvement within a

workstation or local area and involves a small group inimproving their own work environment and

productivity

Hence the English usage of kaizen can be

continuous improvement or continualimprovementldquo

The Toyota production system is known for kaizen

where all line personnel are expected to stop their

moving production line in case of any abnormality andalong with their supervisor suggest an improvement to

resolve the abnormality which may initiate a kaizen




It is a business management strategy aimed at

embedding awareness of quality in all organizational

processes

It is composed of three paradigms1 Total - involving the entire organization supply

chain andor product life cycle

2 Quality - With its usual definitions with all its

complexities3 Management - The system of managing




TQM has been coined to describe a philosophy that

makes quality the driving force behind leadershipdesign planning and improvement initiatives

For this TQM requires the help of those eight key

elements These elements can be divided into four

groups according to their function The groups areI Foundation - It includes Ethics Integrity and Trust

II Building Bricks - It includes Training Teamwork

and Leadership

III Binding Mortar - It includes CommunicationIV Roof - It includes Recognition



httpslidepdfcomreaderfullapproaches-to-process-improvement 8138ENTERPRISE WIDE INFORMATION SYSTEMS



Foundation

1 Organizational ethics establish a business code of

ethics that outlines guidelines that all employees are

to adhere to in the performance of their work

Individual ethics include personal rights or wrongs

2 Integrity implies honesty morals values fairnessand adherence to the facts and sincerity

3 Trust is a by-product of integrity and ethical conduct

Without trust the framework of TQM cannot be

built

ENTERPRISE WIDE INFORMATION SYSTEMS 9



Training - Supervisors are solely responsible for

implementing TQM within their departments andteaching their employees the philosophies of TQM

Teamwork - With the use of teams the business will

receive quicker and better solutions to problems Teams

also provide more permanent improvements in

processes and operations

Leadership - Leadership in TQM requires the manager

to provide an inspiring vision make strategic directionsthat are understood by all and to instill values that

guide subordinates




Communication - The success of TQM demands

communication with and among all the organizationmembers suppliers and customers

Recognition - Employees strive to receive recognition

for themselves and their teams Detecting and

recognizing contributors is the most important job of asupervisor Recognition comes in its best form when it

is immediately following an action that an employee

has performed




COMPARISION




THE END




Kaizen

TQM

Comparison BPR with Kaizen and TQM





















current process








productivity












processes














and Leadership







Foundation








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guide subordinates










has performed




COMPARISION




THE END





















current process








productivity












processes














and Leadership







Foundation








built












guide subordinates










has performed




COMPARISION




THE END






productivity












processes














and Leadership







Foundation








built












guide subordinates










has performed




COMPARISION




THE END






processes














and Leadership







Foundation








built












guide subordinates










has performed




COMPARISION




THE END










and Leadership







Foundation








built












guide subordinates










has performed




COMPARISION




THE END






Foundation








built












guide subordinates










has performed




COMPARISION




THE END












guide subordinates










has performed




COMPARISION




THE END










has performed




COMPARISION




THE END




COMPARISION




THE END




THE END


approaches to process improvement

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