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  1. 1. That Really Work! The leaders in visual safety. Continuous Improvement Strategies
  2. 2. Plan-Do-Check-Act PDCA is a four-step quality model that focuses on achieving continuous improvement... 1 (PDCA)
  3. 3. By following these four specified steps within a cycle: Plan-Do-Check-Act (PDCA) Plan - Do - Check - Act 1
  4. 4. Plan: Plan-Do-Check-Act (PDCA) Recognize or identify an opportunity and plan for a change. 1
  5. 5. Do: Plan-Do-Check-Act Implement the plan for change on a small scale. 1 (PDCA) Test the change.
  6. 6. Check: Plan-Do-Check-Act Review the results and analyze them for success or needed adaptations. 1 (PDCA)
  7. 7. Act: Plan-Do-Check-Act (PDCA) If the plan worked, implement the changes on a wider scale. However... 1
  8. 8. Plan-Do-Check-Act (PDCA) If the changes were not successful go through the cycle again with a different plan. 1 Act:
  9. 9. LEAN Lean, or Lean Manufacturing focuses mainly on preserving quality, with less work by eliminating waste. 2
  10. 10. LEAN Common “wastes” that are identified for improvement include: 2 Time Money Resources
  11. 11. LEAN Benefits of LEAN include: 2 • Boost in employee morale • Streamlined/efficient processes • Overall improvements in customer satisfaction.
  12. 12. Six Sigma 6S Utilizes a set of quality management methods that aim towards improving outputs by identifying errors and defects. 3
  13. 13. Six Sigma This data-driven method allows for only 6 standard deviations between the mean and specification limit when it comes to error. 3
  14. 14. Six Sigma 6S was originally developed by Motorola and is credited with saving them nearly $17 billion dollars since it was initially implemented. 3
  15. 15. TQM started out in the manufacturing sector but can be adapted to fit almost any business type. 4 Total Quality Management (TQM)
  16. 16. TQM Focuses primarily on: 4 Total Quality Management (TQM) • Customer satisfaction • Employee involvement • Process enhancements • Communication
  17. 17. Kaizen This Japanese-derived term is used to describe a long-term approach towards implementing small changes that add up to bigger results. 5 (Kai-zen)
  18. 18. Kaizen Each employee is fully involved, in Kaizen, to help ensure improvement within all processes. 5 (Kai-zen)
  19. 19. Kaizen Some common highly coveted traits of Kaizen include: 5 (Kai-zen) • Personal discipline • Quality circles • Teamwork
  20. 20. 5S The 5S philosophy centers on maintaining a clean and organized workspace to promote greater efficiency, functionality, and higher levels of production. 6
  21. 21. 5S This philosophy is called 5S because there are 5 organizational strategies involved that all begin with the letter “S”. 6
  22. 22. 5S They are as follows: 6 Sort Set In Order Shine Standardize Sustain
  23. 23. 5S Sort: 6 Eliminate unneeded and unnecessary items by clearing the work area.
  24. 24. 5S Set In Order: 6 Organizing tools and resources so they are easily accessible & in designated areas.
  25. 25. 5S Shine: 6 Keeping work areas clean and tidy and putting items where they belong.
  26. 26. 5S Standardize: 6 Work stations conducting the same jobs should be set up in an identical manner so job processes are standardized.
  27. 27. 5S Sustain: 6 Maintaining and reviewing the standards to create a culture of continuous improvement within all areas.
  28. 28. Hoshin Kanri / Hoshin Planning 7 A step-by-step form of continuous improvement which centers on a comprehensive communication system between all levels of staff while working towards a shared goal.
  29. 29. Hoshin Kanri / Hoshin Planning 7 In Hoshin Planning, all employees are considered experts at their jobs and are held accountable for achievement.
  30. 30. Hoshin Kanri / Hoshin Planning 7 A common/helpful tactic used in Hoshin Planning is “Catchball.” Catchball is a session between managers and employees where ideas and questions are thrown back and forth.
  31. 31. 8 Kanban originated within the Toyota enterprise and is a tactic used to help improve and make needed changes in order to promote further improvement. Kanban
  32. 32. 8 This type of continuous improvement method utilizes the importance of small steps “baby steps” towards improvement, while also respecting current processes and roles. Kanban
  33. 33. 8 Kanban can be described as a scheduling system that indicates what should be produced, how much, and when it should be done. Kanban
  34. 34. 9 This helpful planning technique looks inward at the design and flow of how information is shared and how processes are conducted. Value Stream Mapping
  35. 35. 9 A highly-detailed flow chart is commonly utilized to isolate all steps within a specific process, so areas can be identified for improvement or needing changes. Value Stream Mapping
  36. 36. 9 This is a great tool to help identify areas of waste, reduce process times, and to improve overall current processes. Value Stream Mapping
  37. 37. 10 This form of continuous improvement places emphasis on the 7 wastes commonly identified by the mnemonic TIMWOOD. TIMWOOD
  38. 38. 10 When becoming lean, the elimination of waste is crucial. This strategy outlines the major contributors of waste so ideas can be brainstormed to help eliminate associated wastes. TIMWOOD
  39. 39. 10 T: Transport I: Inventory M: Motion W: Waiting O: Overproduction O: Over-processing D: Defects TIMWOOD
  40. 40. Looking for Help? We have you covered. Creative Safety Supply works with companies both large and small to help them with their Continuous Improvement needs. We carry a host of PDCA, Lean, 5S, 6S Kaizen, Kanban and Continuous Improvement products. CreativeSafetySupply.com.
  41. 41. We are here to help. www.creativesafetysupply.com 1-866-777-1360 call us toll-free: or visit us online at:
  42. 42. The leaders in visual safety.