Concept of TQM From Quality Gurus

Kaizen

By S.PragashDate : 20th Oct 2013Kaizen is a Japanese word for the philosophy that defines managements role in continuously encouraging and implementing small improvements involving everyone. It is a method of continuous improvement in small increments thatmakes processes more efficient, effective, under control, and adaptable. Improvements are usually accomplished at little or no expense without sophisticated techniques or expensive equipment What is Kaizen????What is Kaizen????Kaizen focuses on simplification by breaking down complex processes into their subprocesses and then improving them.The kaizen improvement focuses on the use of:

1. Value-added and non-value-added work activities.2. Muda, which refers to the seven classes of wasteoverproduction, delay,transportation, processing, inventory, wasted motion, and defective parts.3. Principles of motion study.4. Principles of materials handling.5. Documentation of standard operating procedures.and conflict resolution.6. The five Ss for workplace organization, which are five Japanese wordsthat mean proper arrangement (seiko), orderliness (seiton), personalcleanliness (seiketso), cleanup (seiso), and discipline (shitsuke).Various authors have translated them slightly differently. TheNational Institute for Standards and Technology (NIST) throughthe Manufacturing Extension Partnership uses sort, set in order, shine,standardize, and sustain.7. Visual management by means of (visual) displays that everyone in theplant can use for better communications.8. Just-in-time principles to produce only the right units in the rightquantities, 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,What is Kaizen????Kaizen relies heavily on a culture that encourages suggestions by operators who continually try to incrementally improve their job or process. An example of a kaizen - type improvement would be the change in color of a welding booth from black to white to improve operator visibility. This change results in a small improvement in weld quality and a substantial improvement in operator satisfaction. What is Kaizen????PDCAThe basic plandostudyact (PDSA) cycle, sometimes known as the plandocheckact (PDCA) cycle, was developed by Shewhart and is an effective improvement technique. It is sometimes called the Shewhart cycle or the Deming cycle.The four steps in the cycle are exactly as stated. First, plan carefully whatis to be done. Next, carry out the plan (do it). Third, study the resultsdid the plan work as intended or were the results unexpected? Finally, act on the results by identifying what worked as planned and what did not. Using the knowledge learned, develop an improved plan and repeat the cyclePDSA

8Some Kaizen HistoryFirst made popular by Toyota as part of their production system (TPS or Lean Manufacturing) in the 1970sDiscovered and described in books in the West starting in the 1980sPopular in American Auto and Aerospace industries in the 1990s (Kaizen Blitz)Key tool in Lean Production today9Kaizens Basic GoalDiscover and Eliminate all Waste in a processWaste (Muda) anything that the customer does not pay forSome waste is necessary or required by law (personnel files, financial records, meetings, maintenance) Formal definition of Kaizen???? KAI ZEN To modify, to changeThink, make good, make better

= KAIZENMake it easier by studying it, and making the improvement through elimination of waste. The word Kaizen means "continuous improvement"Kaizen Ongoing improvement involves everyoneTop managementManagersWorkersA culture of supporting quality improvementmore important than the use of any specific toolsKaizenThe unifying thread running throughThe philosophyThe systemsThe problem-solving tools developedof Japanese quality movementKaizen (Continuous Improvement)

KAIZEN Make peoples jobs easier by taking them apart, studying them, and making improvements. Also known as: The Deliberate Application of Common SenseKaizenGreat attention paid to customer requirements and needs

Efficient stock control methods help reduce costs and improve cash-flowFlexible working practices and empowerment help increase efficiency, reduce costs and improve motivationLeadership seen as vital. Ability to communicate a clear vision, take people along with the vision and to think about where the company needs to be in 5, 10, 15 and 20 years timeFundamental principles often characterised as lean production reducing waste, zero defects, high quality control measures at all stagesPunctuality in all aspects delivery, supply, manufacture, etc. Why use Kaizen??To solve problems (without already knowing the solution)To eliminate waste (Muda)Transportation, Inventory, Motion, Waiting, Over-production, Over-processing, DefectsCreate ownership and empowermentSupport lean thinking

Kaizen as a reason of Japanese businesses successIn business Kaizen encompasses many of the components of Japanese businesses that have been seen as a part of their success.

Quality circles, automation, waste categories, suggestion systems, just-in-time delivery, Kanban and 5S are all included within the Kaizen system of running a business.14The ProcessThe quick and easy kaizen process works as follows: 1. The employee identifies a problem, waste, or an opportunity for improvement and writes it down. 2. The employee develops an improvement idea and discusses it with his or her supervisor. 3. The supervisor reviews the idea within 24 hours and encourages immediate action. 4. The employee implements the idea. If a larger improvement idea is approved, the employee should take leadership to implement the idea. 5. The idea is written up on a simple form in less than three minutes. 6. Supervisor posts the form to share with and stimulate others and recognizes the accomplishment. 15 5S1.Standardize

2.Sort

3.Straighten

4.Sweep

5.Self-discipline

16 Why use Kaizen??

18

Waste Categories and 9 Wastes To Be Eliminated

1. Work-in-process. Stocking items not immediately needed 2. Quality. Producing defective products. 3. Facilities. Having idle machinery and breakdowns, taking too long for setup. 4. Expenses. Overinvesting for required output. 5. Indirect labor. Excess personnel due to bad indirect labor system. 6. Talent. Employing people for jobs that can be mechanized or assigned to less skilled people.7. Motion. Not working according to the best work standards.8. Product Design. Producing products with more functions than necessary.9. New-product run-up. Making a slow start in stabilizing the production of a new product. 19Three Key Characteristics1.Permanent method changes. Change the method. Once the change is made, you cant go back to the old way of doing things. 2.Continuous flow of small ideas. The smaller ideas, the better. Kaizen is small ideas.3.Immediate local implementation. Be realistic. Kaizen is done within realist or practical constraints. 20Benefits of Kaizen Kaizen Management Sistem empowers employees, enriches the work experience and brings out the best in every person. Serves as a barometer of leadership. Kaizen helps eliminate or reduce wastes and improves quality, safety, cost structures, delivery, environments, product and customer service. 2122A short burst of intense activity & effort (can range in hours to days)Emphasis on action over analysisFocused on improving the Value Stream and achieving flowFlow for materials and informationDriven to resolving a specific problem or achieving a specific goal. (Dont bite off more than you can chew)What is a Kaizen Workshop?2223A Kaizen Workshop is Characterized byA focus on an area or process to achieve a specific goal.

Includes a team that is empowered to make changes.

Team make-up should include: Operators, Maintenance, Outside Eyes, and a process owner. (If possible a customer)

Supported by management with Money, Time, and frequent gemba activity.

Managed to resolution and a commitment to sustain.

2324Define the opportunityCost, Quality, Waste, Safety - SpecificForm & train the teamThey must be dedicated resources commitmentThey must be trained in specifics regarding the task at hand. (ie: process knowledge, lean tools)Set goals / collect baseline dataIs the problem well understood what does success look like?4) Leader & team responsibilitiesKaizen PreparationPre Kaizen steps are performed so that the Kaizen is as effective and waste free as possible.2425How Are Kaizen Teams Formed?Team composition & training is critical to the success of the teamComposition should reflect the diversity of the work centerA team generally consists of 6-10 peopleEach member will be chosen to perform a specific role everybody works252626Do It AgainKaizenIdentify WastePlanCounter-measuresRealityCheckMakeChangesCelebrateMeasureResultsMake thisthe Standard

DocumentRealityVerifyChangeStart HereKaizen Cycle 2627Six Basic Rules of Kaizen Respect othersParticularly the local operators, you are in their living room Document realityIf you make changes based on data, the data should be based on reality Do your shareEveryone has to contribute Try something newBe open minded - try it instead of racking your brain for reasons why it wont work (try-storming) Ask why (the 5 whys)Gain complete understanding, assume nothing Be safe / Think safeBoth in your actions and in what you implement 2728 2004 Superfactory. All Rights Reserved.Identify VA, NVA-R, and NVA

29 2004 Superfactory. All Rights Reserved.ToolsFlow ChartsCause and Effect DiagramsCheck SheetsHistogramsPareto ChartsScatter DiagramControl Charts30 2004 Superfactory. All Rights Reserved.Kaizen BlitzTotal focus on a defined process to create radical improvement in a short period of timeDramatic improvements in productivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organizationTypically five days (one week) long31 2004 Superfactory. All Rights Reserved.RoadblocksToo busy to study itA good idea but the timing is prematureNot in the budgetTheory is different from practiceIsnt there something else for you to do?Doesnt match corporate policyNot our business let someone else analyze itIts not improvement its common senseI know the result even if we dont do itFear of accountabilityIsnt there an even better way?Improvement is about learningtrial and error (scientific method)improvements requires change, however not all changes are an improvementMeasure your progressonly data can tell you whether improvements are madeintegrate measurement into the daily routineImprovements thru continuous cycles of changesPlan-Do-Study-Act approachchanges are initiated on a small scale to test them before implementationLeadership is neededestablish organizational commitment and support staff and activities

Common Themes among QI Models32

One MODEL FOR IMPROVEMENTModel consists of:three questions (aim, measure, change) to form context for improvementPlan-Do-Study-Act (PDSA) Cycle to structure tests

What are we trying to accomplish?How will we know that a change is an improvement?What change can we make that will result in improvement?ActPlanStudyDoModel for ImprovementModel for Improvement 34MFI model for ImprovementHow many have heard?Elegantly simple model that is useful 3 questions plus the PDSA cycle Go over 3 questions and plan do study act ; pdsa What are we trying to accomplish?How will we know that a change is an improvement?What change can we make that will result in improvement?Model for Improvement35Why this question is important highly corelated with success of a team .. What are we trying to accomplish?How will we know that a change is an improvement?What change can we make that will result in improvement?Model for Improvement36What is the second question how will we know? Why is this important .

What are we trying to accomplish?How will we know that a change is an improvement?What change can we make that will result in improvement?Model for Improvement37So what is the third question? The changes that you make should align with your aim and measures

Where do they come from ? IHI change packages chanes with a pedigree have a high degree of belief they willwork .. Have worked .. Ideas in the op doc.. Op Doc.. Each other..

PDSA CYCLEPlan - Plan a changeDo - Try it out on a small-scaleStudy - Observe the resultsAdopt, adapt, or abandon -Refine the change as necessary

PRINCIPLES OF PDSA CYCLESShort cycles of changes to accelerate rate of improvementsmall scale tests (What can you test till next Tuesday)collect just enough informationCreate flow of ideas, then emphasize implementationincrease frequency of tests build knowledge sequentially - use multiple cycles to adapt a change to your systemAdopt existing knowledge (not more research but more application of existing knowledge)Steal shamelessly, Share senselesslyPromote peer learning

Tips for PDSA Cycles- formulate question and predict results- test first in safe zones (with team members, volunteers)- Just-do-it mentalitycollect useful just enough data, not perfect datathink a couple of cycles aheadscale down size of test (# of patients, clinics)be innovative to make test feasible

40Example: Improve decision support by using a standard based flowsheet- adapt flowsheet with one pt- revise flowsheet and test with Dr. 1 pts on Monday- present flowsheet to all MDs- revise and test for one week- implement and monitor standardsPDSA Cycles: Testing a pap Cuing Plan

Use of flowsheet will improve care to known standardsImproved Decision SupportAPSDAPSDDSPADATADSPACycle 1A: On Mon., prescreen Freds Tues. pts, mark appointment sheet for those who are due for paps.Cycle 1B: Debrief staff; did it help, how long did it take? Test with Dr. Stranges patients for a full week. Cycle 1C: Test with all patients for a full week, document feedback and time required.Cycle 1D: Implement thruout clinic and monitor the impact.41Smaller Scale Tests: Scale Down Timeframe YearsQuartersMonthsWeeksDaysHoursMinutesReduce your timeframe to plan Test Cycle!42When youre in your meeting, listen for a time frame. Move down two levels to do a test. This formula helps people rethink the time frame.

If you hear quartersAsk what test can we do by the end of next week?

If you hear weeks, what can do in the next hours. You wont get the change all tested but gets people moving.

Analysis Tools: FlowchartsFlowchart is picture of any process,Flowcharts help visualize process Easier to understand and easier to improve. Identifies potential sources of problems and solutionsFLOWCHARTFlowchart symbols

Oval: shows beginning or ending step in a process

Rectangle depicts particular step or task

Arrow: shows direction of process flow

Diamond: indicates a decision pointFLOWCHART EXAMPLEPatient arrives at front deskReceptionist asks for patients name & searches database for his/her filePatient in system?Receptionist asks patient to complete paperwork for new clients and return it to front deskNOAsk patient to be seated in the Waiting room YESMedical assistanttakes patient into exam roomETC.

CAUSE-AND-EFFECT DIAGRAM

Used to map variables that may influence a problem, outcome, or effectAlso called:Ishikawa diagramFishbone diagramCAUSE-AND-EFFECT DIAGRAMCAUSESThe four MsMethods, Materials, Machines, ManpowerThe four Ps Place, Procedures, Policies, PeopleThe four SsSurroundings, Suppliers, Systems, SkillsCAUSE-AND-EFFECT DIAGRAMSAMPLELow show ratefor appointmentsProceduresPeoplePatientsPatient unawareof appointmentComputerSystem downfor routinemaintenanceSkeletonEquipmentEnvironmentPerformance Measurement and DataWhy Measure?Separates what you think is happening from what is really happeningEstablishes a baselineHelps to avoid putting ineffective solutions in placeTo monitor improvements and prevent slippage

What is a good indicator?Relevance. Does the indicator relate to a condition that occurs frequently or have a great impact on the patients at your facility?Measurability. Can the indicator realistically and efficiently be measured given the facilitys finite resources?Accuracy. Is the indicator based on accepted guidelines or developed through formal group-decision making methods?Improvability. Can the performance rate associated with the indicator realistically be improved given the limitations of your clinical services and patient population?

ReferencesSociety of Manufacturing Engineers, Lean Manufacturing 2007, Supplement to Manufacturing Engineering, 2007.Society of Manufacturing Engineers, Lean Manufacturing 2008, Supplement to Manufacturing Engineering, 2008.Garrett Brown and Dara ORourke, Lean Manufacturing Comes to China: A Case Study of its Impact on Workplace Health and Safety, International Journal of Occupational and Environmental Health (IJOEH), 13(3), JUL/SEP 2007. Intro-To-LeanKODAK OPERATING SYSTEM

All we are doing is looking at the time line; from themoment the customer gives us an order, to the point whenwe collect cash. We are reducing that time line byremoving the non-value-added wastes.Taiichi Ohno
Order
Cash
(Reduce by removing non-value-added wastes)
Simple, very clear focus

When you look for companies that have successfully used lean to deliver business results Toyota comes to mind as perhaps the best example. Toyota embraced lean principles after WW II when there were limited resources available. Taiichi Ohno is considered to be the father of Toyota lean strategy the Toyota Production system. Over the years any companies have gone to Toyota to try to learn and emulate what Toyota achieved. Toyota has opened its doors to anyone interested, even competitors, because the Toyota Production System or TPS foundation for success was not based in techniques like kanban that could be seen on the shop floor but was a way of thinking a value system adopted and shared by everyone at Toyota. Taiichi Ohno was asked to describe TPS once and this is what he said All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect cash and we are reducing that time line by eliminating non value adding wastes. This is a pretty simple concept. Notice he doesnt say anything about Kanban, or 5S or visual controls or all the other techniques that we are used to equating with lean? Taiichi Ohno is defining TPS as a way of thinking about there business with a focus on collapsing time, getting as close to the customer as possible. He defines an evolving journey during which a company constantly is comparing its capabilities to what its customer values and then making iterative improvements based on customer value. Lean then is not an academic exercise to create a shop floor that looks a certain way but a journey striving to create an environment where every resource adds value from the customers perspective.

KODAK OPERATING SYSTEM

Inventory
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Talk about how much inventory Kodak has and what else we could do with the money

Time, equipment & resources of the company

Invest in new ideas and new technologies.

KODAK OPERATING SYSTEM

Motion

Example of a persons spine needing to stay vertical

Looking for a file or paper for the copier

KODAK OPERATING SYSTEM

Defects / Rejects / Re-work

Examples from Kodak

Bad product you spend time, peoples time, machine time, inventory raw materials.

KODAK OPERATING SYSTEM

CALL IT TWENTY?22 TO BE ON THE SAFE SIDE!
TEN PLEASE!
Over - Production
Taiichi Ohnos 7 Wastes

Again using company resources people and inventory that will then sit idle; also quality impact if parts are later found to be bad

King waste - contributes to so many other problems in manufacturing.

Mark more than we need - this is turn causes us to consume resources the company could have used to do other things, weve consume machine time and operator time that maybe could have been making something customers really do need.

Waste contributes to: People to manage the inventory; place to put the inventory; backorders; need to store the inventory.

KODAK OPERATING SYSTEM

Waiting

Waiting for computers; waiting in line at DMV; waiting for a report or number from accountingWaiting for parts (work to transform)

This is a good time to revisit the concept that to ask a person who has the job of transformation to wait for parts is to treat them with disrespect.

KODAK OPERATING SYSTEM

Transportation

Forklifts, Moving around Rochester; focus on not adding value at this time

General question Can transporting something ever add value?

Conveyor belts moving product around thru buildings.

Time (physical and people time)

KODAK OPERATING SYSTEM

How do you spell that?
Over -Processing

Doing more work then the customer requires

Moen example of product assembled to the box even though the customer did not require it

Going around a pallet w/shrink wrap. How many times do you really need to do this?

Some of the packaging could also be considered over-processing.