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CONTINUOUS PROCESS IMPROVEMENT

Dr Wan Hasrulnizzam Wan Mahmood Senior Lecturer, Faculty Of Manufacturing Engineering hasrulnizzam@utem.edu.my 013-6188280

Introduction
Quality based organizations should strive to

achieve perfection by continuously improving the business and production process The improvement is made by * Viewing all work as a process * Making all processes effective, efficient and adaptable * Anticipating changing customer needs * Controlling in process performing * Maintaining constructive dissatisfaction with the present level of performance.

Eliminating waste and rework

Investigating activities that do not add value to

the product or service Eliminating nonconformities in all phases of everyones work Using benchmarking to improve competitive advantage Innovating to achieve breakthroughs Incorporating lessons learned into future activities Using technical tool - SPC, QFD and etc.

Continuous Process Improvement

Achieve Perfection Work as Process to make it Effective, Efficient, and Adaptable Changing Customer Needs Control in process-Reduce Scrap, Time, Idle of Resources Eliminate Non Conformance in All Phases Bench Marking Innovation Statistical Tools, QFD,FMEA. Taguchi Loss Function

Types of Problems
Compliance Unstructured Efficiency

Process Design
Product Design

The Deming Cycle or PDCA Cycle

PLAN ACT
Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured

DO

Adopt the change as a permanent modification to the process, or abandon it.

Implement the change on a small scale and measure the effects

CHECK
Study the results to learn what effect the change had, if any.

Kaoru Ishikawa has expanded Deming's four steps into six: Determine goals and targets. Determine methods of reaching goals. Engage in education and training. Implement work. Check the effects of implementation. Take appropriate action.

Juran's Trilogy
Juran's Trilogy is possibly the most simple, complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible

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Juran's Trilogy
Quality Planning Identify the Customers Determine the customer needs Develop a process Prove process capability

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Juran's Trilogy
Quality Control Choose control Subjects (What to Control) Choose Units of measurements Establish Measurement Establish Standards of performance Measure actual performance Interpret the difference Take action on the difference

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Juran's Trilogy
Quality Improvement

Prove need for improvement

Identify specific projects for Improvements
Organize to guide & Diagnosis To find causes Provide Remedies Prove remedies for effective in operating conditions Control the gains

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JURANS QUALITY TRIOLOGY

Quality Improvement

Cost of Quality

Quality Planning

Threshold Of Plan

Initial Quality Zone

Chronic Waste (An opportunity For Improvement)

Quality Control
Breakthrough Quality Zone

Time

Jurans Spiral of Progress in Quality

Customers Further Product Development Customers Product Development

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Marketing Operation

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Quality Improvement Strategies

Repair Refinement Renovation

Reinvention

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KAI

Change

ZEN

Good
(for the better)

KAIZEN = Continual Improvement

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KAIZEN Umbrella-Continuous Improvement

Customer Orientation

5S
TQC Zero Defect TPM

QCs
JIT Quality Improvements

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Japanese Mgt Functions and Kaizen

Innovation

TOP Mgt
Middle Mgt

Supervisors

Maintenance

Workers

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Japanese Vs Western Approach

KAIZEN JAPAN WEST Strong Weak

INNOVATION Weak Strong

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Kaizen Implementation
Discard Conventional ideas

Think in Positive Manner

Do not make excuses but question Current

Practice Correct Mistakes at once Problem Solving & Find Root Causes Team Work To achieve MAXIMUM Meeting of Kaizen group once in Month

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TOTAL MANUFACTURING CHAIN

SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET

INNOVATION

KAIZEN

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Comparison of INNOVATION & KAIZEN

INNOVATION
Creavitivity Individualism Technology Information- Closed Seeks New Technology Limited Feedback

KAIZEN
Adaptability Team Work People- oriented Information-Open Builds on Existing Technology Comprehensive Feedback

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3-MUs Checklist of Kaizen Activities

Muda (Waste) Muri (Strain) Mura (Discrepancy)

Man Power
Technique Method Time

Man Power
Technique Method Time

Man Power
Technique Method Time

Materials
Inventory Way of Thinking

Materials
Inventory Way of Thinking

Materials
Inventory Way of Thinking

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In an Organization, Kaizen activities will be carried out by

asking the Questions-Who, Where, When, Why, and How ( 4WH) Eg-Who does it? What to do? Where to do it? When to do it? Why to do it? How to do it?

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5S

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HOUSE KEEPING_5-S MODEL

3 rd Class Work Place

Throw Every Where

Never Throw

?
Never Clean Always Clean

1st Class Work Place

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Ultimate Goal

Better Tomorrow for Everyone

Intermediate Goal
J I T

Effective Use Resources Efficiency Improvement Economic Operation

T P M T Q C T Q M

Approach & Method

Foundation

5S

5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT

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SEI-RI-Clearing Up
Identification of materials, equipment and tools data

which are necessary or not necessary, discarding and make space for the required ones.

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SEI-TON = ORGANIZING
Once Cleaned and then arrange them in orderly

manner. People should cultivate the habit of return the tools to the place from where it was taken. Easily accessible Reduces time and confusions Improves Efficiency

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SEI-SO= CLEANING
After Clearing & Arranging . Organization should Identify and Eliminate source of

Dirt, Dust, (or) Trash Update Constantly

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SEI-KE-TSU=Personal Cleanliness
Good Working Condition and Personal Hygiene

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Clean Person is conscious of his Work Place

Good Sanitary Condition

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SHI-TSU-KE =Self Discipline

Not only Job Related but also Personally it is important. Job Discipline is the habit of Skill Development to do work as

per Standards. Observe Rules & Policies of the Company

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Audit team
Team Leader Supervisors

5S Audit

Quality

Maintenance Engineering

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Why ? / Benefits
Increased
Productivity Improved quality performance Output stabilisation Increased flexibility: People Processes Improved morale Improved 5S Improved ownership

Reduction in operational costs. Reduction in stock levels Reduced Variability

Reduced

Assessment Areas
Status of training Status of change control

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Status of standards and procedures

Degree of Process Assurance

Manufacturing Area

Status of measuring equipment and jigs

5S

Status of quality records

Continuous Improvement Process How does it work.

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The Area team work within a framework to realise cost saving activities. These opportunities are transformed into projects that are cascaded throughout the business.

Effective mind mapping techniques/value stream create the vision Identification of impact V's effort create the focus

Effective data collection realises the measures

Projects are then created and assigned a leader with a team around them Projects are realised and tracked in terms of key action completion Only Projects approved from the steering team who ensure resources and training skills are available plus the structured approach is made

Continuous Improvement Process Overall Goal.

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The overall aim is to go from concept to business improvement with:

Ownership/Accountability Confidence in our data accuracy (no more assumptions) Alignment with the business plan

Site wide involvement

Continuous Improvement Process Key Process steps.

Create Initiatives

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Promote team efforts Realise charters more effective business Why?

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Continuous Improvement Process Why?

In today's climate a business that does not change doesnt survive.

SURVIVAL

Lean What is Lean.

Lean - is the:

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Continuous pursuit of waste elimination (e.g. 8 wastes such as over-production or rework.

Continuous pursuit to reduce variation Continual quest for ZERO defects.

It follows a structured 6 step process and utilises statistics, amongst many other Quality and Lean Manufacturing tools and techniques, to identify areas of opportunity, implement improvements, measure success and maintain control of the process.

Lean. Pulling together

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Lean Project structure & owners.

Supporting functions
Site Champion ---Dave Kearney Continuous Improvement Team NVQ Level 3 Team

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NVQ Level 2 Group

Projects are owned & driven from this level of the business (autonomous teams) All teams are facilitated & guided by the Continuous Improvement Team. Training in the relevant tools is given as the team matures

48 Lean How Do We Communicate Create business unit activity Continuous Improvement Zone

The CI Zones will be used as a tool that the shop floor can understand, use & interact with
Tools & information include : Current & future state maps Departmental targets Lean tools Metrics Problem solving methodology Tex T Problem solving sheets

Lean Continuous Improvement Teams.

Waste reduction team across all business units

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All areas of the business need to have improvement teams running including :
Reduction in logistics ensuring cheapest routes
Site water consumption Reducing site electricity usage Material utilisation / Yield SMED activities Reducing downtime on key assets to improve OEE

All projects are reviewed every month by the site champion & steering committee Project teams have a fortnightly meeting (minimum)

Lean Summary

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Tex Management recognises the need to continuously

improve & has initiated its commitment & has supported this by implementing the current structure
The key to achieving this goal is by embedding &

utilising both the problem solving techniques, TOC & the Lean Philosophy tools
Employees need to be educated in the tools from all

enterprises via training, mentoring & is being used across site within the daily working environment
The tools are continuously utilised within a project life