1.
That Really Work!
The leaders in
visual safety.
Continuous
Improvement
Strategies

2.
Plan-Do-Check-Act
PDCA is a four-step quality
model that focuses on
achieving continuous
improvement...
1
(PDCA)

3.
By following these four
specified steps within a
cycle:
Plan-Do-Check-Act (PDCA)
Plan - Do - Check - Act
1

4.
Plan:
Plan-Do-Check-Act (PDCA)
Recognize or identify an
opportunity and plan for a
change.
1

5.
Do:
Plan-Do-Check-Act
Implement the plan
for change on a
small scale.
1
(PDCA)
Test the change.

6.
Check:
Plan-Do-Check-Act
Review the results and
analyze them for
success or needed
adaptations.
1
(PDCA)

7.
Act:
Plan-Do-Check-Act (PDCA)
If the plan
worked, implement the
changes on a wider
scale. However...
1

8.
Plan-Do-Check-Act (PDCA)
If the changes were
not successful go
through the cycle
again with a different
plan.
1
Act:

9.
LEAN
Lean, or Lean Manufacturing
focuses mainly on preserving
quality, with less work by
eliminating waste.
2

10.
LEAN
Common “wastes” that are
identified for improvement
include:
2
Time
Money
Resources

11.
LEAN
Benefits of LEAN include:
2
• Boost in employee morale
• Streamlined/efficient processes
• Overall improvements in
customer satisfaction.

12.
Six Sigma
6S Utilizes a set of quality
management methods that aim
towards improving outputs by
identifying errors and defects.
3

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.
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.
TQM started out in the
manufacturing sector but can
be adapted to fit almost any
business type.
4
Total Quality Management
(TQM)

16.
TQM Focuses primarily on:
4
Total Quality Management
(TQM)
• Customer satisfaction
• Employee involvement
• Process enhancements
• Communication

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.
Kaizen
Each employee is fully
involved, in Kaizen, to help
ensure improvement within
all processes.
5
(Kai-zen)

19.
Kaizen
Some common highly coveted
traits of Kaizen include:
5
(Kai-zen)
• Personal discipline
• Quality circles
• Teamwork

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.
5S
This philosophy is called 5S
because there are 5
organizational strategies
involved that all begin with
the letter “S”.
6

22.
5S
They are as follows:
6
Sort
Set In Order
Shine
Standardize
Sustain

23.
5S
Sort:
6
Eliminate unneeded
and unnecessary
items by clearing the
work area.

24.
5S
Set In Order:
6
Organizing tools and
resources so they are
easily accessible & in
designated areas.

25.
5S
Shine:
6
Keeping work areas
clean and tidy and
putting items where
they belong.

26.
5S
Standardize:
6
Work stations conducting the
same jobs should be set up
in an identical manner so job
processes are standardized.

27.
5S
Sustain:
6
Maintaining and reviewing
the standards to create a
culture of continuous
improvement within all
areas.

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.
Hoshin Kanri / Hoshin Planning 7
In Hoshin Planning, all
employees are considered
experts at their jobs and are
held accountable for
achievement.

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.
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.
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.
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.
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.
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.
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.
10
This form of continuous
improvement places emphasis on
the 7 wastes commonly identified
by the mnemonic TIMWOOD.
TIMWOOD

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.
10
T: Transport
I: Inventory
M: Motion
W: Waiting
O: Overproduction
O: Over-processing
D: Defects
TIMWOOD

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.
We are here to help.
www.creativesafetysupply.com
1-866-777-1360
call us toll-free:
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42.
The leaders in visual safety.