Total quality management TQM-PPT-JOVEMADE.pptx

Total quality management TQM-PPT-JOVEMADE.pptx

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  CONTINUOUS PROCESS IMPROVEMENT
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  OBJECTIVE Brief overview: perfectionversus continuous improvement • Defining and mapping a process: learning from Juran Trilogy • Overview of approaches for process improvement • Choosing and integrating right improvement strategies • Understanding the types of problems • Understanding the concept of the PDSA cycle and problem solving method • Studying the TQM approaches: Kaizen, Reengineering and Six Sigma
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  INTRODUCTION Quality-based organizations shouldstrive to achieve perfection by continuously improving the business and production processes. Of course, perfection is impossible because the race is never over; however, we must continually strive for its attainment.
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  IMPROVEMENT IS MADEBY: • Viewing all work as a process, whether it is associated with production or business activities. • Making all processes effective, efficient, and adaptable. • Anticipating changing customer needs. • Controlling in-process performance using measures such as scrap reduction, cycle time, control charts, and so forth. • Maintaining constructive dissatisfaction with the present level of performance. • Eliminating waste and rework wherever it occurs. • Investigating activities that do not add value to the product or service, with the aim of eliminating those activities. • Eliminating nonconformities in all phases of everyone’s work, even if the increment of improvement is small
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  IMPROVEMENT IS MADEBY: • Using benchmarking to improve competitive advantage. • Innovating to achieve breakthroughs. • Incorporating lessons learned into future activities. • Using technical tools such as statistical process control (SPC), experimental design, benchmarking, quality function deployment (QFD), and so forth. Continuous process improvement is designed to utilize the resources of the organization to achieve a quality-driven culture. Individuals must think, act, and speak quality. An organization attempts to reach a single-minded link between quality and work execution by educating its constituents to “continuously” analyze and improve their own work, the processes, and their work group.
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  PROCESS • The JuranTrilogy • Improvement Strategies • Types of Problems • The PDSA Cycle • Problem Solving Method • Kaizen • Reengineering
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  THE JURAN TRILOGY Planning Theplanning component begins with external customers. Once quality goals are established, marketing determines the external customers, and all organizational personnel (managers, members of multifunctional teams, or work groups) determine the internal customers. 1. being a user of the product or service. 2. communicating with customers through product or service satisfaction and dissatisfaction information. 3. simulation in the laboratory.
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  THE JURAN TRILOGY Control Controlis used by operating forces to help meet the product, process, and service requirements. It uses the feedback loop and consists of the following steps: 1. Determine items/subjects to be controlled and their units of measure. 2. Set goals for the controls and determine what sensors need to be put in place to measure the product, process, or service. 3. Measure actual performance. 4. Compare actual performance to goals. 5. Act on the difference
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  THE JURAN TRILOGY Improvement Thethird part of the trilogy aims to attain levels of performance that are significantly higher than current levels. Process improvements begin with the establishment of an effective infrastructure such as the quality council. Two of the duties of the council are to identify the improvement projects and establish the project teams with a project owner. In addition, the quality council needs to provide the teams with the resources to determine the causes, create solutions, and establish controls to hold the gains.
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  IMPROVEMENT STRATEGIES Repair This strategyis simple—anything broken must be fixed so that it functions as designed. There are two levels to this strategy. If a customer receives a damaged product, a quick fix is required. This level is a temporary or short- term measure. Although short-term measures shore up the problem, they should not become permanent. Refinement This strategy involves activities that continually improve a process that is not broken. Improvements to processes, products, and services are accomplished on an incremental basis. Refinement improves efficiency and effectiveness. It should become an integral part of every employee’s job. Both individuals and teams can use this strategy.
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  IMPROVEMENT STRATEGIES Renovation This strategyresults in major or breakthrough improvements. Although the resulting product, service, process, or activity might often appear to be different from the original, it is basically the same. Innovation and technological advancements are key factors in this approach. For example, the process of drilling a hole was originally done by hand with a cranking mechanism; however, with the advent of the electric motor, the electric drill was born. Reinvention Reinvention is the most demanding improvement strategy. It is preceded by the feeling that the current approach will never satisfy customer requirements. A new product, ser-vice, process, or activity is developedusing teams based on a complete understanding of the customer’s requirements and expectations.
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  TYPE OF PROBLEM Compliance complianceproblems occur when a structured system having standardized inputs, processes, and outputs is performing unacceptably from the user's viewpoint. The POSA Cycle Unstructured problems resemble compliance problems except that they are not specified by standards. Efficiency Efficiency problems occur when the system is performing unacceptably from the viewpoint of its owners or operators.
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  TYPE OF PROBLEM Processdesign Process-design problems involve the development of new processes and revision of existing processes. Product Design Product-design problems involve the development of new products and the improvement of existing products. A major focus is to prevent process and end user problems by relying on customer needs.
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  THE PDSA CYCLE PLAN DO STUDY ACT
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  PROBLEM SOLVING METHOD Phase1: Identify the Opportunity Phase 2: Analyze the Current Process Phase 3: Develop the Optimal Solution Phase 4: Implement Changes Phase 5: Study the Results Phase 6: Standardize the Solution Phase 7: Plan for the Future
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  KAIZEN Kaizen is aJapanese word for the philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is the process of continuous improvement in small increments that make the process more—efficient, effective, under control, and adaptable. Improvements are usually accomplished at little or no expense, without sophisticated techniques or expensive equipment. It focuses on simplification by breaking down complex processes into their sub-processes and then improving them.
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  KAIZEN The Kaizen improvementfocuses on the use of: 1. Value-added and non-value-added work activities. 2. Muda, which refers to the seven classes of waste—over-production, delay, transportation, processing, inventory, wasted motion, and defective parts. 3. Principles of motion study and the use of cell technology. 4. Principles of materials handling and use of one-piece flow. 5. Documentation of standard operating procedures.
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  KAIZEN 6. The fiveS’s for workplace organization, which are five Japanese words that mean proper arrangement (seiko), orderliness (seiton), personal cleanliness (seiketso), cleanup (seiso), and discipline (shitsuke). 7. Visual management by means of visual displays that everyone in the plant can use for better communications. 8. Just-in-time principles to produce only the units in the right quantities, at the right time, and with the right resources. 9. Poka-yoke to prevent or detect errors. 10. Team dynamics, which include problem solving, communication skills, and conflict resolution.
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  REENGINEERING According to Hammerand Champy, reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance.15 Many practitioners believe that TQM is associated with only incremental improvements. Nothing could be further from the truth—for many years, the Malcolm Baldrige National Quality Award has defined continuous improvement as referring to both incremental and “breakthrough” improvement. The Japanese have not only relied on kaizen but have developed policy management (hoshin kanri) and policy deployment (hoshin tenkai) in large part to produce the kind of large- scale breakthroughs that Hammer and Champy promote. Nor is this concept uniquely Japa-nese. Joseph Juran has had a long-standing emphasis on breakthrough efforts aimed at achieving unprecedented levels of performance.
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  SUMMARY Continuous improvement isan essential aspect of TQM philosophy and implementation. The Juran Trilogy of Quality Planning, Quality Control and Quality Improvement provides a conceptual framework for continuous improvement. There are four improvement strategies: repair, refinement, renovation and reinvention. Choice of the appropriate strategy for various situations is critical. The PDSA cycle developed by Shewhart and then modified by Deming provides a roadmap to continuous improvement. Structured problem-solving method can be easily blended with the PDSA cycle. Important philosophies deployed by various organizations include Kaizen, Reengineering and Six Sigma. Kaizen relies heavily on involvement of all employees while Six Sigma relies more on fewer project leaders called black and green belts. Success of any approach requires fully committed management
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  THANK YOU