total quality management - spring 2010 - iug 1 total quality management week # 9 continuous...
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Total Quality Management - Spring 2010 - IUG 1
Total Quality ManagementTotal Quality Management
Week # 9Week # 9
Continuous Improvement & Continuous Improvement & Quality ToolsQuality Tools
Prepared by: Khalid DahleezPrepared by: Khalid Dahleez
Faculty of Commerce – the Faculty of Commerce – the Islamic University of GazaIslamic University of Gaza
This material was collected from different sourcesThis material was collected from different sources
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Continuous ImprovementContinuous 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 CI1.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.
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• 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 ImprovementContinuous Improvement
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Tools & Procedures of CI1. Varies from simple suggestion system based on brain
storming to structured programs utilizing statistical process control tools (SPC Tools)
2. Deming wheel (PDCA) cycle3. Zero defect concept4. Bench Marking5. 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
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PLAN
STUDY
DOACT
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.
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PDSA cycle- seven steps or phasesPDSA cycle- seven steps or phases
1. Identify the opportunity2. Analyze the current process3. Develop the optimal
solution(s)4. Implement changes5. Study the results6. Standardize the solution7. Plan for the future.
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Seven Problem Solving Seven Problem Solving ToolsToolsPareto AnalysisFlowchartsChecklistsHistogramsScatter DiagramsControl ChartsCause-and-Effect Diagrams
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PARETO CHARTPARETO CHARTDEFINITION
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
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NUMBER OFNUMBER OFCAUSECAUSE DEFECTSDEFECTSPERCENTAGEPERCENTAGE
Poor design 80 64 %Wrong part dimensions 16 13Defective parts 12 10Incorrect machine calibration 7 6Operator errors 4 3Defective material 3 2Surface abrasions 3 2
125 100 %
Pareto AnalysisPareto Analysis
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Per
cen
t fr
om
eac
h c
ause
Causes of poor quality
Mac
hine
cal
ibra
tions
Defec
tive
parts
Wro
ng d
imen
sion
s
Poor D
esig
n
Ope
rato
r err
ors
Defec
tive
mat
eria
lsSur
face
abr
asio
ns
0
10
20
30
40
50
60
70(64)
(13)(10)
(6)(3) (2) (2)
Pareto Chart
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Flow ChartsFlow Charts
Operation DecisionStart/ Finish
Start/ Finish
Operation
OperationOperation
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.
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Check SheetCheck Sheet
COMPONENTS REPLACED BY LABTIME PERIOD: 22 Feb to 27 Feb 2002REPAIR TECHNICIAN: Bob
TV SET MODEL 1013
Integrated Circuits ||||Capacitors |||| |||| |||| |||| |||| ||Resistors ||Transformers ||||CommandsCRT |
• 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
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CHECK SHEETCHECK SHEETUSES 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
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HistogramHistogram
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.
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Scatter DiagramScatter Diagram
YY
XX
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.
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Control Chart
18
12
6
3
9
15
21
24
2 4 6 8 10 12 14 16Sample number
Nu
mb
er o
f d
efec
ts
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.
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Histograms do not take into account changes over time.
Control charts can tell us when a process changes
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Cause and Effect DiagramCause and Effect DiagramDeveloped 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.
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Cause and effect DiagramCause 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.
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Ishikawa DiagramIshikawa Diagram
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Cause-and-Effect Cause-and-Effect Diagram Diagram
QualityProblemQualityProblem
Out of adjustmentOut of adjustment
Tooling problemsTooling problems
Old / wornOld / worn
MachinesMachinesFaultyFaulty testing equipmenttesting equipment
Incorrect specificationsIncorrect specifications
Improper methodsImproper methods
MeasurementMeasurement
Poor supervisionPoor supervision
Lack of concentrationLack of concentration
Inadequate trainingInadequate training
HumanHuman
DeficienciesDeficienciesin product designin product design
Ineffective qualityIneffective qualitymanagementmanagement
Poor process designPoor process design
ProcessProcess
InaccurateInaccuratetemperature temperature controlcontrol
Dust and DirtDust and Dirt
EnvironmentEnvironment
Defective from vendorDefective from vendor
Not to specificationsNot to specifications
Material-Material-handling problemshandling problems
MaterialsMaterials
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PresentationImplementation
Monitoring
SolutionProblem results
Problem AnalysisCause and effect
Data collection and analysis
Problem IdentificationList alternatives
ConsensusBrainstorming
TrainingGroup processes
Data collectionProblem analysis
Organization8-10 members
Same areaSupervisor/moderator
Quality CirclesQuality Circles
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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 KAIZENCONCEPT OF KAIZEN
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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 KAIZENCONCEPT OF KAIZEN
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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 KAIZENCONCEPT OF KAIZEN
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Definition of Definition of KAIZENKAIZEN
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.
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KAIZEN TECHNIQUESKAIZEN TECHNIQUESKAIZEN 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)
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Multiple KAIZEN ideasMultiple 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
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The interaction between man The interaction between man and tool box generates a and tool box generates a problem.problem.
ToolBox Man
ManTool Box
Problem does not exit.
Problem
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Multiple KAIZEN Multiple KAIZEN ideasideas
From “man “ stand point, cannot reach Use footstool.
From “toolbox” stand point, place it at the lower shelf.
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SolutionSolution
Footstool
Place the toolbox at a lower shelf
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A man broke a cup at a A man broke a cup at a sink.sink.
Problem:
Idea source: The Japan HR association
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Cup
Man
Way of washing
Sink
InteractionInteraction
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ComponentsNatureSolution
CupEasy to breakPlastic cup
ManCarelessCaution
MethodEasy to slipWear rubber gloves
SinkSolid surfacePlace rubber mat
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Cause and effect Cause and effect diagramdiagram
Cupbroke
MethodMan
CupSink
Carelessness
My way
Wash with hands
Wash together
Weak against heat
Breakable materials
Wash quickly
DeepHard bottom
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-Abolition -Discontinuance
-Exclusion -Removal
-Simplification -Centralization
-Synchronization -Standardization
-Management for exceptions -Integration
-Combination
-Alternation -Exchange
-Conversion -Diversification
-Separation
KAIZEN StepsKAIZEN Steps
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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 changeDifferent styles of change
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10 Basic Rules for Practicing Kaizen10 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.
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More Comments on KaizenMore 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.