logging in or signing up TQM_ Continuous Process Improvement rameshreenee Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1526 Category: Entertainment License: All Rights Reserved Like it (2) Dislike it (0) Added: July 23, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: abbasikhalid (15 month(s) ago) Hi, you have done it in simple and best way can you plz send me a copy of this precious work of you as its very handy ..my I d is abbasikhalid2006@yahoo.com Saving..... Post Reply Close Saving..... Edit Comment Close By: xtineaquino (15 month(s) ago) greetings... can i have a copy of this slide for my class... it was so well said and simple. thank you in advance. kindly e-mail it to xtineaquino@hotmail.com Saving..... Post Reply Close Saving..... Edit Comment Close By: Prashanthv47 (20 month(s) ago) Very good insight into CPI Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 1: 1 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 : 2 Types of Problems Compliance Unstructured Efficiency Process Design Product Design Slide 3: 3 PLAN DO STUDY ACT Shewhart’s PDSA CYCLE in 1930 PLAN DO STUDY ACT Continuous Process Improvement Cycle : 4 PLAN DO STUDY ACT Continuous Process Improvement Cycle Phase 1 Identify the opportunity Phase 2 Analyze the Process Phase 3 Develop the Optimal Solution Phase 4 Implementation Phase 5 Study the Results Phase 6 Standardize the Solution Phase 7Plan for the Future Slide 5: 5 Slide 6: 6 PLAN CHECK DO ACT The Deming Cycle or PDCA Cycle Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any. Slide 7: 7 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. Slide 8: 8 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 Juran's Trilogy Juran's Trilogy : 9 Juran's Trilogy Quality Planning Identify the Customers Determine the customer’ needs Develop a process Prove process capability Juran's Trilogy : 10 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 Juran's Trilogy : 11 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 JURAN’S QUALITY TRIOLOGY : 12 JURAN’S QUALITY TRIOLOGY Cost of Quality Time Quality Planning Threshold Of Plan Quality Improvement Chronic Waste (An opportunity For Improvement) Initial Quality Zone Quality Control Breakthrough Quality Zone Juran’s Spiral of Progress in Quality : 13 Juran’s Spiral of Progress in Quality Customers Customers Marketing Operation Product Development Further Product Development Quality Improvement Strategies : 14 Quality Improvement Strategies Repair Refinement Renovation Reinvention Slide 15: 15 KAI ZEN Change Good (for the better) KAIZEN = Continual Improvement KAIZEN Umbrella-Continuous Improvement : 16 KAIZEN Umbrella-Continuous Improvement Customer Orientation 5 S TQC Zero Defect TPM QC’s JIT Quality Improvements Japanese Mgt Functions and Kaizen : 17 Japanese Mgt Functions and Kaizen Innovation KAIZEN Maintenance TOP Mgt Middle Mgt Supervisors Workers Japanese Vs Western Approach : 18 Japanese Vs Western Approach Kaizen Implementation : 19 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 TOTAL MANUFACTURING CHAIN : 20 TOTAL MANUFACTURING CHAIN INNOVATION KAIZEN SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET Comparison of INNOVATION & KAIZEN : 21 Comparison of INNOVATION & KAIZEN 3-MU’s Checklist of Kaizen Activities : 22 3-MU’s Checklist of Kaizen Activities Slide 23: 23 In an Organization, Kaizen activities will be carried out by asking the Questions-Who, Where, When, Why, and How Eg-Who does it? What to do? Where to do it? When to do it? Why to do it? How to do it? 5 S : 24 5 S HOUSE KEEPING_5-S MODEL : 25 HOUSE KEEPING_5-S MODEL 3 rd Class Work Place ? Throw Every Where Never Throw Never Clean Always Clean 1st Class Work Place Slide 26: 26 Better Tomorrow for Everyone Ultimate Goal Effective Use Resources Efficiency Improvement Economic Operation J I T T P M T Q C T Q M 5 S Intermediate Goal Approach & Method Foundation 5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT Slide 27: 27 SEI-RI-Clearing Up : 28 SEI-RI-Clearing Up Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s. Slide 29: 29 SEI-TON = ORGANIZING : 30 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 Slide 31: 31 SEI-SO= CLEANING : 32 SEI-SO= CLEANING After Clearing & Arranging . Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash Update Constantly Slide 33: 33 SEI-KE-TSU=Personal Cleanliness : 34 SEI-KE-TSU=Personal Cleanliness Good Working Condition and Personal Hygiene Clean Person is conscious of his Work Place Good Sanitary Condition SHI-TSU-KE =Self Discipline : 35 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 Slide 36: 36 You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
TQM_ Continuous Process Improvement rameshreenee Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 1526 Category: Entertainment License: All Rights Reserved Like it (2) Dislike it (0) Added: July 23, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... By: abbasikhalid (15 month(s) ago) Hi, you have done it in simple and best way can you plz send me a copy of this precious work of you as its very handy ..my I d is abbasikhalid2006@yahoo.com Saving..... Post Reply Close Saving..... Edit Comment Close By: xtineaquino (15 month(s) ago) greetings... can i have a copy of this slide for my class... it was so well said and simple. thank you in advance. kindly e-mail it to xtineaquino@hotmail.com Saving..... Post Reply Close Saving..... Edit Comment Close By: Prashanthv47 (20 month(s) ago) Very good insight into CPI Saving..... Post Reply Close Saving..... Edit Comment Close Premium member Presentation Transcript Slide 1: 1 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 : 2 Types of Problems Compliance Unstructured Efficiency Process Design Product Design Slide 3: 3 PLAN DO STUDY ACT Shewhart’s PDSA CYCLE in 1930 PLAN DO STUDY ACT Continuous Process Improvement Cycle : 4 PLAN DO STUDY ACT Continuous Process Improvement Cycle Phase 1 Identify the opportunity Phase 2 Analyze the Process Phase 3 Develop the Optimal Solution Phase 4 Implementation Phase 5 Study the Results Phase 6 Standardize the Solution Phase 7Plan for the Future Slide 5: 5 Slide 6: 6 PLAN CHECK DO ACT The Deming Cycle or PDCA Cycle Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any. Slide 7: 7 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. Slide 8: 8 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 Juran's Trilogy Juran's Trilogy : 9 Juran's Trilogy Quality Planning Identify the Customers Determine the customer’ needs Develop a process Prove process capability Juran's Trilogy : 10 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 Juran's Trilogy : 11 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 JURAN’S QUALITY TRIOLOGY : 12 JURAN’S QUALITY TRIOLOGY Cost of Quality Time Quality Planning Threshold Of Plan Quality Improvement Chronic Waste (An opportunity For Improvement) Initial Quality Zone Quality Control Breakthrough Quality Zone Juran’s Spiral of Progress in Quality : 13 Juran’s Spiral of Progress in Quality Customers Customers Marketing Operation Product Development Further Product Development Quality Improvement Strategies : 14 Quality Improvement Strategies Repair Refinement Renovation Reinvention Slide 15: 15 KAI ZEN Change Good (for the better) KAIZEN = Continual Improvement KAIZEN Umbrella-Continuous Improvement : 16 KAIZEN Umbrella-Continuous Improvement Customer Orientation 5 S TQC Zero Defect TPM QC’s JIT Quality Improvements Japanese Mgt Functions and Kaizen : 17 Japanese Mgt Functions and Kaizen Innovation KAIZEN Maintenance TOP Mgt Middle Mgt Supervisors Workers Japanese Vs Western Approach : 18 Japanese Vs Western Approach Kaizen Implementation : 19 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 TOTAL MANUFACTURING CHAIN : 20 TOTAL MANUFACTURING CHAIN INNOVATION KAIZEN SCIENCE TECHNOLOGY DESIGN PRODUCTION MARKET Comparison of INNOVATION & KAIZEN : 21 Comparison of INNOVATION & KAIZEN 3-MU’s Checklist of Kaizen Activities : 22 3-MU’s Checklist of Kaizen Activities Slide 23: 23 In an Organization, Kaizen activities will be carried out by asking the Questions-Who, Where, When, Why, and How Eg-Who does it? What to do? Where to do it? When to do it? Why to do it? How to do it? 5 S : 24 5 S HOUSE KEEPING_5-S MODEL : 25 HOUSE KEEPING_5-S MODEL 3 rd Class Work Place ? Throw Every Where Never Throw Never Clean Always Clean 1st Class Work Place Slide 26: 26 Better Tomorrow for Everyone Ultimate Goal Effective Use Resources Efficiency Improvement Economic Operation J I T T P M T Q C T Q M 5 S Intermediate Goal Approach & Method Foundation 5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT Slide 27: 27 SEI-RI-Clearing Up : 28 SEI-RI-Clearing Up Identification of materials, equipment and tools data which are necessary or not necessary, discarding and make space for the required one’s. Slide 29: 29 SEI-TON = ORGANIZING : 30 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 Slide 31: 31 SEI-SO= CLEANING : 32 SEI-SO= CLEANING After Clearing & Arranging . Organization should Identify and Eliminate source of Dirt, Dust, (or) Trash Update Constantly Slide 33: 33 SEI-KE-TSU=Personal Cleanliness : 34 SEI-KE-TSU=Personal Cleanliness Good Working Condition and Personal Hygiene Clean Person is conscious of his Work Place Good Sanitary Condition SHI-TSU-KE =Self Discipline : 35 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 Slide 36: 36