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    CHAP 13 Continuous Improvement - The Basics

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    Abraham Soriano
    TOTAL QUALITY MANAGEMENT

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    CHAP 13 Continuous Improvement - The Basics

    Uploaded by

    Abraham Soriano
    18 views6 pages
    TOTAL QUALITY MANAGEMENT

    Original Title

    CHAP 13 Continuous improvement – the basics

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    TOTAL QUALITY MANAGEMENT

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    18 views6 pages

    CHAP 13 Continuous Improvement - The Basics

    Uploaded by

    Abraham Soriano
    TOTAL QUALITY MANAGEMENT

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 6

    Continuous

    improvement – the
    basics
    Approaches, methodologies and tools

     Continuous improvement must be linked to organizational strategy, have a defined


    structure, a chosen approach, a methodology and an associated tool kit.
     A generic eight stage structure for CI may be applied to most organizations; it
    involves: leadership and top down cascade of objectives, supporting
    infrastructure, pragmatic, fact-based methodology yielding rapid results (e.g. Lean
    Six Sigma), skilled improvers, widely shared continual improvement culture,
    circulation of talent, measurable improvements in the service/ delivery areas,
    sustained improvement.
    The ‘DRIVER’ framework for continuous
    improvement
     A fully closed loop improvement methodology, which brings together the best of
    Lean, Six Sigma and Cost of Quality approaches is ‘DRIVER’ with the stages of
    Define, Review, Investigate, Verify, Execute and Reinforce.
    The need for data and some basic tools and
    techniques
     Numbers and information will form the basis for understanding, decisions and actions in never-ending improvement – record
    data, use/analyse data, act on results.
     A set of simple tools is needed to interpret fully and derive maximum use from data. More sophisticated techniques may need to
    be employed occasionally; the effective use of the tools requires the commitment of the people who work on the processes, which
    in turn needs management support and the provision of training.
     The basic tools and the questions answered are:
     Process flowcharting – what is done?
     Check/tally charts – how often is it done?
     Histograms – what do variations look like?
     Scatter diagrams – what are the relationships between factors?
     Stratification – how is the data made up?
     Pareto analysis – which are the big problems?
     Cause and effect analysis and brainstorming (also CEDAC and NGT) – what causes the problem?
     Force-field analysis – what will obstruct or help the change or solution?
     Emphasis curve – which are the most important factors?
     Control charts (including cusum) – which variations to control and how?
    Statistical process control

     People operating a process must know whether it is capable of meeting the requirements, know whether it is actually
    doing so at any time and make correct adjustments when it is not. SPC techniques will help here.
     Before using SPC, it is necessary to identify what the process is, what the inputs/outputs are, and how the suppliers
    and customers and their requirements are defined. The most difficult areas for this can be in non-manufacturing.
     All processes can be monitored and brought ‘under control’ by gathering and using data. SPC methods, with
    management commitment, provide objective means of controlling quality in any transformation process.
     SPC is not only a tool kit, it is a strategy for reducing variability, part of never-ending improvement. This is achieved
    by answering the following questions:
     Are we capable of doing the job correctly?
     Do we continue to do the job correctly?
     Have we done the job correctly?
     Could we do the job more consistently and on target?
     SPC provides knowledge and control of process capability.
     SPC techniques have value in the service sector and in the non-manufacturing areas, such as marketing and sales,
    purchasing, invoicing, finance, distribution, training and personnel.

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