2. INTRODUCTION
TQM - means gradual and continuous improvement of the process
within the organization.
TQM consist of finding:
- New Opportunities for improvements of Processes
3. In this chapter we will learn the following concepts, techniques and tools that are used for
continuous process of improvement
JURAN’S TRILOGY
KAIZEN
KAIZEN BLIZZ
5’S PRACTICE
THREE MU’S
THE 7 DEADLY WASTE
BUSINESS PROCESS REENGINEERING
4. JURAN’S TRILOGY
Juran brings out the financial results are achieved in an organization through three
managerial processes namely:
Quality Planning
Quality Control
Quality Improvement
5. KAIZEN
Continuous improvement is achieved through the current way of manufacturing
and eliminating waste
Is a Japanese strategy for continuous improvement
It is succeeded it is a good management practice
It calls for never ending improvements
that is why the word continual may be more appropriate rather than continuous
improvement
6. TWO ACTIVITIES OF KAIZEN
MAINTENANCE
maintaining current technological
managerial
operating standards
IMPROVEMENT
revising the current standards
Kaizen is different from innovation.
Innovation aims at dramatic improvement of the existing processes
Kaizen aims at small incremental improvement in the existing processes
7. KAIZEN ACTIVITIES
1. Finding new ways or improving the ways in which the task are currently carried
out
2. Improving working environment
3. Improving processes
4. Improving capability of machinery through periodic as well as preventive
maintenance
5. Improvement usage of tools and fixtures
6. Improvement of human resources through training and job rotation
7. Improving plant layout
8. Top management have to take keen interest in
the following activities towards kaizen:
1. Maximizing efficiency and productivity of employees as well as the plant
2. Improving the quality of the process plant and thereby the product
3. Minimizing inventory levels and Work In Progress (WIP)
4. Improvement ergonomics to facilitate the human resources to maximize their output with
more comfort
5. Call for suggestions from workers
6. Enabling team work
7. Improving systems in the organization
9. 3 Basic Principles of kaizen
I. Work place effectiveness
II. Elimination of waste, strain and discrepancy
III. Standardization
10. continued..
Work place effectiveness
• Japanese have developed the 5S tools for addressing the work place effectiveness
Eliminating waste, strain and discrepancy
•kaizen is achieved through application of 5S tools for workplace effectiveness and elimination of three MU’s :
Muda – Waste
Muri – Strain
Mura – Discrepancy
11. The following are to be reduced and finally eliminated :
Human resources
Production volumes
Inventory ( materials)
Time
Working space
Machinery
Facilities
Tools and jigs
Thinking
12. Continued..
Standardization
• kaizen stresses standardization of processes, materials machinery, etc, with the following objectives:
1. Represent the best, easiest and safest way to carry out a job in the form of operating procedures and work
instructions
2. Represent the best way to preserve know-how and expertize and standardize the procedures for the same
3. Evolve effective means to measure performance and standardize the same
4. Standardize all the procedures that are used in the organization for the maintenance and improvement of process
5. Standardize the training programs
6. Standardize the audit for diagnosing problems
7. Standardize the procedures for preventing occurrence of errors and minimizing variability
13. PCDA ( plan – do – check – Act )
and 7 Quality Tools
Kaizen advocates usage of seven quality tools for the problem solving
It also calls for using PCDA cycle for improvement of processes.
It encourages forming cross- functional teams for improvement.
14. Goal of Kaizen
Kaizen is implemented not for the profit but for the quality.
The success of kaizen should be measurable through its impact on the customer
satisfaction
Kaizen will be successful only when it is process oriented
It is important to recognize that any organization will have problems and hence
the employees should be encouraged to admit when there is a problem
A suggestion system is an integral part of kaizen. The management should
encourage the employees to give suggestions and their involvement in
improvement process
Kaizen should be prioritized based on the impact on the customers. Thus, kaizen is
a customer driven strategy for improvement
Kaizen is a problem- solving tool based on cross- functional team and collaborative
approach
15. Continued…
Kaizen is basically for improving the processes in the organization
Collaboration between the cross- functional team, the process owners (those who
carry out the job regularly) and the management is essential for success of kaizen
Quality Circles can become part of kaizen since it is a group oriented suggestion
system
17. KAIZEN BLITZ
Is a quick improvement methodology
To unleash employee creativity and dramatically improve operation overnight
Usually completed in a single week
The solution are implemented quickly
18. Whether it is a kaizen blitz in the traditional
sense, it involves the following:
•Whether it is a kaizen blitz in the traditional sense, it involves the following:
Application of 5S for improving workplace effectiveness
Reduction and finally elimination of three MU’s
Standardization of effectiveness methodologies for carrying out the work
A typical improvement process using kaizen
20. 5S PRACTICES
Kaizen is a carefully evolved strategy by Japanese for improved competitiveness of
business. It is more than just a tactical weapon. It is also a collection of tools
5s practice are :
I. Sort
II. Straighten
III. Scrub
IV. Systematize
V. Standardize
21. Seiri ( sort)
•Separate out all unnecessary things and eliminate them
The objective of seiri is to sort and throw away unnecessary items.
Separate:
◦ tools
◦ machinery products
◦ Inspection
◦ work in progress
◦ Documentation
Seiri means “separating the things which are necessary for the job from those that are
not and keeping the number of the necessary ones as low as possible and at
convenient locations”
The executive can classify the items into 3 category:
◦ Low usage
◦ Medium usage
◦ High usage
22. Seiton - Straighten
Arrange the essential things in order, so that they can be easily accessed
- for easy and fast access when needed, everything has a place and it is in place
The following could be adopted for enabling neatness In the organization:
1.PLAN TO ARRANGE NEATLY – the management should plan to arrange everything at the
appropriate manner.
Some problems in retrieving things are :
• Not knowing the correct name of the things
• Not sure where the things are kept
• Storage site at a far off place
• Storage sites scattered all around
23. ◦ Repeated visits to far off places for taking and putting back
◦ Hard to locate things since the box contains many other things
◦ Storage location are not label
◦ Things are not there, but not clear whether the stock is exhausted or somebody is having it
◦ No distinguish between good parts and defective parts, all look same
◦ Too wide to carry
◦ Too heavy to carry
◦ No trolleys to carry huge things
◦ Improper design of path ways with lot of obstruction
24. 2. Decide where the things should be stored
the following procedures should be adhered to:
everything should have a name
A place for everything and everything in its place
Quick identification and retrieval mechanism
- frequent-use items be retrievable easily
Safe storage/transfer
- heavy things on the bottom
- heavy things to be carried on trolleys
- benches and ladders to be used wherever required
Height consideration for the storage of items depending on the frequency of their use
3. Be consistent in following the rules
25. Seiso – Scrub
Keep machinery and working environments clean
the objective of seiso tool is to clean and inspect the respective work places
thoroughly, so that there is no dust on the floor, machinery and equipment. Keep machinery and work
environment clean
26. Seiketsu - Systematize
◦ Make cleaning and checking as a routine practice
the objective of this tool is to maintain high standards of
work place organization by keeping everything clean and
orderly at all times. Develop routine practices for cleaning and
checking
27. Shitsuke – standardize
◦ Standardize the previous step
the objective of the last 5S tool is to make the
previous four steps part of the daily routine and to observe
self-discipline through continuous practice. Follow
procedures and standardize continuously to improve
processes and reestablish standards
28. 5S Certification
National Productivity and Competitiveness Council (NPCC) of Mauritius offers 5S
certification (April 2002)
It is aimed at developing and assisting the productivity culture across Mauritius.
THE PROCESS
1.A team of 5 auditors will audit the Gemba ( work place ) proposed for
certification. Three audits, spread over the period of one year will be conducted
2.The audited organization should keep the following relevant information
◦ General background of the organization
◦ Sections or department where 5S is applied
◦ Photographs of the section or department where 5S is applied
◦ Tangible and intangible benefits gained
◦ Documented proof ; support structure for 5S
29. 4. following three random audits and on the basis of the audit report, eligibility of the 5S
certification will be considered
5. a certificate will be awarded by NPCC and kaizen institute ( Africa, Asia and pacific) to any
organization, which has successfully implemented 5S practices
30. The Seven Deadly Wastes
1.OVERPRODUCTION WASTE – this occurs due to failure of production planning when
money is blocked in the unsold products
2.WASTE DUE TO WAITING - WIP is a direct measure of the quality of the organization.
3.TRANSPORTATION - unnecessary transportation is a waste
4.PROCESSING WASTE - the machinery should be kept in smooth working
condition by periodic and preventive maintenance to
eliminate processing waste
5.INVENTORY WASTE - supply chain management should be such that there are
no excess materials
6.WASTE OF MOTION - as Watts Humphrey says, the purpose of driving is to
reach the destination on time and not to spin the wheel.
7.PRODUCT DEFECTS - the defective parts or supplies cause loss of money
31. Business Process Reengineering (BPR)
What is BPR?
◦ Is undertaken essentially to result in a quantum jump in performance of
processes.
◦ It is synonymous with innovation because it is more than just automating
or applying Information Technology to the existing process or operation
◦ The fundamental rethinking and radical redesign of business process to
achieve dramatic improvement in critical, contemporary measures, such as
cost, quality, services and speed.
32. Fundamental Rethinking – dramatic improvements can take place through
elimination of redundant operations, unnecessary operation and operations,
which cost, but not value to the products and services
Radical Redesign – dramatic improvement cannot be achieved only through
fundamental rethinking. It calls for redesign of new processes
How to carry out reengineering?
◦ 5 phases of reengineering cycle
◦ Planning
◦ Process study
◦ Study of the best practices
◦ Redesign
◦ implementation
