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Presentation by :
Syed Amir Ali
150123
Quality
Subjective meaning depends on
who
is
defining
it.(highperformance, long-life)
Competitive priority - focus on the
dimensions , customers consider
important.
Quality as a competitive priority:
-High-performance design.
-Goods and service consistency.
Product
design
quality
and
Kaizen
Implemented in several Japanese businesses
during the country's recovery after World War
II.
Carrying out small improvements in large
numbers with total employee involvement, on a
continuous basis.
Kai means change, and Zen means good
( for the better ). Basically kaizen is for small
improvements, but carried out on a continual
basis and involve all people in the organization.
Kaizen
A Kaizen is a small improvement that is made
by those who do the work.
It is a small, low-cost, low-risk improvement that
can be easily implemented.
Kaizen is an ongoing methodology and
philosophy for challenging and empowering
everyone in the organization to use their
creative ideas to improve their daily work.
Kaizen is about changing the way things are. If you assume that
things are all right the way they are, you cant do Kaizen. So
change something! Taiichi Ohno
Co-creator of the Toyota Production System
Kaizen-contd.
Kaizen is opposite to big spectacular
innovations.
The principle behind is that a very large
number of small improvements are more
effective
in
an
organizational
environment than a few improvements of
large value.
This pillar is aimed at reducing losses in
the workplace that affect our efficiencies.
Hierarchy in Kaizen
Pillars of Kaizen
M. Imai says the tree pillars of Kaizen
are:
Housekeeping.
Waste elimination.
Standardization.
5-S
MUDA
MUDA/Waste elimination
Over-production Waste - occurs when products are
produced at a faster rate than is required. Causes may be a
lack of communication, anticipating demand, poor
scheduling, and production management.
Excessive Inventory Waste is any inventory that is
more than what the customer ordered. Inventory that sits
in storage areas waiting for an order is a waste of material,
money tied up, and the use of valuable factory space.
Transportation Wastes such as unnecessary handling
or movement of materials, numerous storage areas, and
excessive moving equipment.
Standardization
Set by management but should
change when environment changes.
Companies can achiever dramatic
improvements by reviewing the
standards periodically. Collecting and
analysing data on defects, and
encouraging the teams to conductproblem solving activities.
PlanDoStudyAct Cycle
Describes activities a company needs to
perform
in
order
to
incorporate
continuous improvement in its operation.
Shewhart cycle or the Deming wheel.
A never-ending process.
Note that this is a cycle; the next step is
to plan again. After we have acted, we
need to continue evaluating the process,
planning, and repeating the cycle again.
PDSA cycle
Plan Managers must evaluate the current process and make
plans based on any problems they find. They need to document
all current procedures, collect data, and identify problems.
Do -The next step in the cycle is implementing the plan (do).
Document all changes made and collect data for evaluation.
Study -the data collected in the previous phase. The data are
evaluated to see whether the plan is achieving the goals
established in the plan phase.
Act - on the basis of the results of the first three phases. The best
way to accomplish this is to communicate the results to other
members of the company and then implement the new procedure
if it has been successful.
Implementation
Identify specific point for improvement in ones own work
area.
Analyse the root cause of the problem and develop
solution.
Implement the kaizen and quantify benefits.
Standardise the improvement through proper
documentation.
See if there is scope for horizontal deployment. Deploy
horizontally if applicable.
Fill in the improvements in the standard format and
submit for evaluation.