NAME – AKAR JAGDISHCHANDRA DALAL
NJIT ID – 31167726
IE- 673- 104 TQM
SUBMITTED TO - PROF. PAUL.G.RANKY
ASSIGNMENT-6
1. Explain why continual quality improvement is important.
Ø One of the most fundamental elements of total quality is continual improvement. The concept applies to processes and the people who operate them as well as to the products resulting from the processes. A fundamental total quality philosophy is that all three processes, people, and products must be continually improved.
Ø Continual improvement is a type of change that is focused on increasing the effectiveness or efficiency of an organization to fulfil its policy and objectives. It is not limited to quality initiatives. Improvement in business strategy, business results, and customer, employee and supplier relationships can be subject to continual improvement.
Ø Continual improvement should also lead to better results such as price, cost, productivity, time to market, delivery, responsiveness, profit and customer and employee satisfaction. There has been a tendency in total quality management (TQM) programs to focus on departmental improvement which does not improve business results overall. Departmental improvements may merely move the constraints or problem somewhere else in the process chain.
Ø Continuous improvement is gradual never-ending change, whereas continual improvement is incremental change. Both types of improvements are what the Japanese call Kaizen.
Ø Continual improvement is one aspect of a TQM philosophy. It can also be an element of an ISO 9000 quality system. ISO 9000:2000 will in fact include requirements for continual improvement
Ø All managerial activity is either directed at control or improvement. Managers are either devoting their efforts at maintaining performance, preventing change or creating change, breakthrough or improvement. If businesses stand still they will lose their competitive edge, so improvements must be made to keep pace and stay in business.
Ø Every system, program or project should have provision for an improvement cycle. Therefore when an objective has been achieved, work should commence on identifying better ways of doing it.
Ø There are ten steps to undertaking continual improvement:
Ø An organization must establish current performance before embarking on any improvement. If it does not, it will have no baseline from which to determine if its efforts have yielded any improvement.
2. What is management’s role in continual quality improvement?
The role of continual improvement is one of the most important principles in any quality management strategy, and enables a core goal for all improvement practices within the organization.
The primary steps that comprise the continual improvement principle in a quality management environment include the following:
Ø Ensure that continual improvement is a major objective for every individual in the organization, from the lowest entry level employee all the way through to senior management, directors and CEOs. This should be implemented across all products, services, processes and systems within the organization.
Ø Apply the basic principles of gradual improvement as well as breakthrough improvement across the organization, and ensure that these principles are carried out across all levels of the organization.
Ø Use intermittent valuations and assessments against recognized criteria of excellence to detect areas for prospective improvement to ensure that continual improvement principles are being followed as part of quality management strategies within the organization.
Ø Constantly improve the proficiency and effectiveness of all processes, to ensure that there is always room to develop processes as a fluid approach rather than a static approach that may rely on outdated processes within the organization.
Ø Equip every employee within the organization with relevant education, resources and training, on the various strategies and tools of continual improvement such as the Plan-Do-Check-Act cycle, problem solving, process re-engineering, and process innovation.
Ø Establish measures and objectives to guide and track improvements through reporting and monitoring, which aims to provide data on the success and potential areas for improvement that are found throughout processes in the organization.
Ø Recognize improvements, and acknowledge these improvements so that all levels of employees within the organization are able to see the results that come from continual improvement strategies, and to motivate them for further improvements over the long-term.
Ø As a vital part of quality management, continual improvement should be the primary goal of any organization, as an evolving and shifting objective that strives to ensure excellence at all times.
3. Discuss the Kaizen approach
Ø Kaizen is the name given by the Japanese to the concept of continual incremental improvement. Kai means “change” and Zen means “good.” Kaizen, therefore, means making changes for the better on a continual, never-ending basis. The improvement aspect of Kaizen refers to people, processes, and products. If the Kaizen philosophy is in place, all aspects of an organization should be improving all the time.
Ø Kaizen is a slow but ongoing process of improvement, not a 'blitz' or quickly implemented set of changes. The improvements are suggested by the person doing the work, not an outside evaluation team. If a worker has a problem to address or is considering whether a change will make sense, he should pull in several team members for a quick discussion and brainstorming session, and then decide what to do from there.
Ø The Five-Step Plan is the Japanese approach to implementing Kaizen is as follows.
Step 1: Straighten up- This step involves separating the necessary from the unnecessary and getting rid of the unnecessary in such areas as tools, work in process, machinery, products, papers, and documents.
Step 2: Put things in order- This step involves putting such things as tools and material in their proper place and keeping things in order so that employees can always find what they need to do the job without wasting time looking.
Step 3: Clean up- This step involves keeping the workplace clean so that work can proceed in an efficient manner, free of the problems that can result when the work site is messy.
Step 4: Standardize- This step was originally aimed at standardizing how the first three of the Five-S’s were implemented and maintained, but since the expanded to include standardizing on best practices. Visual management is also a major component of standardization.
Step 5: Discipline- This step involves careful adherence to standardized work procedures. This requires discipline.
NJIT ID – 31167726
IE- 673- 104 TQM
SUBMITTED TO - PROF. PAUL.G.RANKY
ASSIGNMENT-6
1. Explain why continual quality improvement is important.
Ø One of the most fundamental elements of total quality is continual improvement. The concept applies to processes and the people who operate them as well as to the products resulting from the processes. A fundamental total quality philosophy is that all three processes, people, and products must be continually improved.
Ø Continual improvement is a type of change that is focused on increasing the effectiveness or efficiency of an organization to fulfil its policy and objectives. It is not limited to quality initiatives. Improvement in business strategy, business results, and customer, employee and supplier relationships can be subject to continual improvement.
Ø Continual improvement should also lead to better results such as price, cost, productivity, time to market, delivery, responsiveness, profit and customer and employee satisfaction. There has been a tendency in total quality management (TQM) programs to focus on departmental improvement which does not improve business results overall. Departmental improvements may merely move the constraints or problem somewhere else in the process chain.
Ø Continuous improvement is gradual never-ending change, whereas continual improvement is incremental change. Both types of improvements are what the Japanese call Kaizen.
Ø Continual improvement is one aspect of a TQM philosophy. It can also be an element of an ISO 9000 quality system. ISO 9000:2000 will in fact include requirements for continual improvement
Ø All managerial activity is either directed at control or improvement. Managers are either devoting their efforts at maintaining performance, preventing change or creating change, breakthrough or improvement. If businesses stand still they will lose their competitive edge, so improvements must be made to keep pace and stay in business.
Ø Every system, program or project should have provision for an improvement cycle. Therefore when an objective has been achieved, work should commence on identifying better ways of doing it.
Ø There are ten steps to undertaking continual improvement:
- Determine current performance
- Establish a need to improve
- Obtain commitment and define the improvement objective
- Organize the Diagnostic resources
- Carry out research and analysis to discover the cause of current performance
- Define and test solutions that will accomplish the improvement objective
- Produce improvement plans which specify how and by whom the changes will be implemented
- Identify and overcome any resistance to the change
- Implement the change
- Put in place controls to hold new levels of performance and repeat step one
Ø An organization must establish current performance before embarking on any improvement. If it does not, it will have no baseline from which to determine if its efforts have yielded any improvement.
2. What is management’s role in continual quality improvement?
The role of continual improvement is one of the most important principles in any quality management strategy, and enables a core goal for all improvement practices within the organization.
The primary steps that comprise the continual improvement principle in a quality management environment include the following:
Ø Ensure that continual improvement is a major objective for every individual in the organization, from the lowest entry level employee all the way through to senior management, directors and CEOs. This should be implemented across all products, services, processes and systems within the organization.
Ø Apply the basic principles of gradual improvement as well as breakthrough improvement across the organization, and ensure that these principles are carried out across all levels of the organization.
Ø Use intermittent valuations and assessments against recognized criteria of excellence to detect areas for prospective improvement to ensure that continual improvement principles are being followed as part of quality management strategies within the organization.
Ø Constantly improve the proficiency and effectiveness of all processes, to ensure that there is always room to develop processes as a fluid approach rather than a static approach that may rely on outdated processes within the organization.
Ø Equip every employee within the organization with relevant education, resources and training, on the various strategies and tools of continual improvement such as the Plan-Do-Check-Act cycle, problem solving, process re-engineering, and process innovation.
Ø Establish measures and objectives to guide and track improvements through reporting and monitoring, which aims to provide data on the success and potential areas for improvement that are found throughout processes in the organization.
Ø Recognize improvements, and acknowledge these improvements so that all levels of employees within the organization are able to see the results that come from continual improvement strategies, and to motivate them for further improvements over the long-term.
Ø As a vital part of quality management, continual improvement should be the primary goal of any organization, as an evolving and shifting objective that strives to ensure excellence at all times.
3. Discuss the Kaizen approach
Ø Kaizen is the name given by the Japanese to the concept of continual incremental improvement. Kai means “change” and Zen means “good.” Kaizen, therefore, means making changes for the better on a continual, never-ending basis. The improvement aspect of Kaizen refers to people, processes, and products. If the Kaizen philosophy is in place, all aspects of an organization should be improving all the time.
Ø Kaizen is a slow but ongoing process of improvement, not a 'blitz' or quickly implemented set of changes. The improvements are suggested by the person doing the work, not an outside evaluation team. If a worker has a problem to address or is considering whether a change will make sense, he should pull in several team members for a quick discussion and brainstorming session, and then decide what to do from there.
Ø The Five-Step Plan is the Japanese approach to implementing Kaizen is as follows.
Step 1: Straighten up- This step involves separating the necessary from the unnecessary and getting rid of the unnecessary in such areas as tools, work in process, machinery, products, papers, and documents.
Step 2: Put things in order- This step involves putting such things as tools and material in their proper place and keeping things in order so that employees can always find what they need to do the job without wasting time looking.
Step 3: Clean up- This step involves keeping the workplace clean so that work can proceed in an efficient manner, free of the problems that can result when the work site is messy.
Step 4: Standardize- This step was originally aimed at standardizing how the first three of the Five-S’s were implemented and maintained, but since the expanded to include standardizing on best practices. Visual management is also a major component of standardization.
Step 5: Discipline- This step involves careful adherence to standardized work procedures. This requires discipline.
Ø Kaizen events are a powerful improvement tool because people are isolated from their day-to-day responsibilities and allowed to concentrate all their creativity and time on problem-solving and improvement. Companies which use Kaizen approach have found they generate energy among those who work in the area being improved, and produce immediate gains in productivity and quality.
4. How would you describe a lean system?
Ø Lean as a concept is based on the Just-In-Time Toyota Production System (TPS) developed at Toyota Motor Corporation by Japanese quality pioneer Taiichi Ohno. Lean is a somewhat generic version. Lean operation is one in which a better product is developed or a better service is delivered using less of everything required.
Ø Lean is about being flexible enough to get the right things, to the right place, at the right time, in the right amounts. At the heart of the concept are the reduction of waste and the improvement of work flow. Lean was originally developed as a manufacturing concept and, as such, is often referred to as lean manufacturing.
Ø The main benefits of lean operations systems are:
- Reduced cost through reduced inventory levels
- Higher quality
- Reduced lead time
- Increased productivity
- Reduced amounts of waste
Ø Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times
Ø The purpose of adopting Lean as a business improvement method is to produce better products or deliver better services using fewer resources.
5. What is lean six-sigma and how would you apply it to a quality management system.
Ø Lean Six Sigma focuses on eliminating defects. In healthcare, a defect can be the difference between life and death. Use of Lean Six Sigma to improve patient safety by eliminating life-threatening errors.
Ø Lean Six Sigma uses Define-Measure-Analyze-Improve-Control (DMAIC) – a five-step approach to process improvement. Focus on improving the patient experience by making sure your processes consistently deliver the desired results.
Ø Advantages of Lean Six Sigma include:
- Elimination of the Eight Wastes-waiting, overproduction
- Rework, motion, transportation, processing, inventory, and intellect
- Means of improving process flow whether on the manufacturing floor, in an office, or any other setting
- A structured means for identifying the key factors that determine the performance of all kinds of processes
- Ordered methods for establishing key factors at the best possible level
- Disciplined means of sustaining key factors at the best level
- Synergistic advantage of linking the Lean tools with the Six
- Sigma tools in a systematic way and in a specified sequence
- Tying all of these to the financial health of the organization
- A lot of those organizations have found that by combining
Ø A lot of the organizations have found that by combining Lean with Six Sigma, significant performance gains relative to processes, products, services, employees, customer satisfaction, and the business bottom line have been realized.
Ø The objective of Lean Six Sigma is to make the organization superior in its day-to-day work and processes, its products and services, and its business results.
6. Define Benchmarking
Ø Benchmarking is the process of comparing and measuring an organization’s operations or its internal processes against those of a best-in-class performer from inside or outside its industry.
Ø Essentially, benchmarking provides a snapshot of the performance of your business and helps you understand where you are in relation to a particular standard. The result is often a business case for making changes in order to make improvements. The term benchmarking was first used by cobblers to measure ones feet for shoes. They would place the foot on a "bench" and mark to make the pattern for the shoes. Benchmarking is most used to measure performance using a specific indicator.
Ø Key points to remember about benchmarking are as follows:
- Benchmarking is an increasingly popular improvement tool.
- Benchmarking concerns processes and practices.
- Benchmarking is a respected means of identifying processes that require major change.
- Benchmarking is done between consenting companies that may or may not be competitors.
Ø Benchmarking has become a popular tool among companies trying to become more competitive and striving for world-class performance. The majority of them are actively engaged in benchmarking. Benchmarking is a part of the total quality process.
7. How can you apply benchmarking data?
Organizations that benchmark, adapt the process to best fit their own needs and culture. Although number of steps in the process may vary from organization to organization, the following steps must flow in a sequence. A number of variations are possible, but the process should follow this general sequence:
1. Obtain management commitment.
2. Baseline your own processes.
3. Identify your strong and weak processes and document them.
4. Select processes to be benchmarked.
5. Form benchmarking teams.
6. Research the best-in-class.
7. Select candidate best-in-class benchmarking partners.
8. Form agreements with benchmarking partners.
9. Collect data.
10. Analyze data and establish the gap.
11. Plan action to close the gap or surpass.
12. Implement change to the process.
13. Monitor results.
14. Update benchmarks: continue the cycle.
Key points relating to the 14-step sequence of steps for implementing benchmarking data are as follows:
- Benchmarking requires top management’s commitment, participation, and backing.
- It is necessary that an organization thoroughly understand its own processes before attempting to benchmark.
- The processes that should be benchmarked are those that most need improvement.
- Benchmarking teams must include process operators.
- Benchmark best-in-class, not best-in-the-industry.
- Do not rush into new processes or major changes without thorough, thoughtful planning.
- Do not be satisfied with a zero gap—aim to surpass.
- Carefully monitor new processes or major process changes.
- Benchmarking is not a one-shot process; continue it forever.
Ø At the conclusion of the benchmarking project with your partner, data analysis will have produced both quantitative and qualitative information. Quantitative information used as the basis for improvement objectives. Qualitative information covers such matters as personnel policies, training, management styles and hierarchy, total quality maturity, and so on. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to challenge their practices.
8. What is a JIT system?
Ø Just-in-time (JIT) manufacturing is a production model in which items are created to meet demand, not created in surplus or in advance of need. The purpose of JIT production is to avoid the waste associated with overproduction, waiting and excess inventory.
Ø JIT systems control work flow by bringing in materials and sending out goods on demand—ideally, just enough to provide what consumers want and no more. With JIT, the ultimate goal would be zero inventory. Companies typically hold inventory in three locations: raw materials; work-in-process inventory of partially worked materials or sub-assemblies for workstations to complete; and finished goods to be shipped out to customers.
Ø For manufacturers, using materials and producing products in excess of what distributors and retailers demand means you have to hold onto the inventory. This requires warehousing of finished goods to go along with already taxing costs to manage raw materials inventory. Extra space requires utilities costs and employees to store, organize and retrieve goods as needed. Additionally, excess production runs the risk of the business ending up with unwanted products and having to sell them at auction or let them go to waste.
Ø Toyota adopted JIT in the Toyota Production System (TPS), as a means of eliminating the seven wastes
Ø Carefully planned and systematically executed JIT system can eliminate waste and encourage higher-quality output.
9. What are the benefits of JIT/lean?
Just in Time system eliminates waste and improves quality, and in the process, improves all- around organizational efficiency. JIT improves organizational efficiency in five major ways:
- The Just in Time method entails sourcing the required raw material or item for processing on demand, and scheduling the work based on order or demand for the product. This synchronization of supply with production, and production with demand improves the flow of goods and reduces the need for storage facilities.
- JIT’s focus on eliminating waste from the production process leads to redesign of the workspace to ensure a smooth flow of goods or processes, eliminating redundant tasks, and minimizing transportation of the product across the workspace.
- JIT makes it possible to manufacture even single pieces or components without any delays.
- JIT’s system of kanban or specific instructions for each worker eliminates all scope for mistakes in the work floor.
- The relentless effort to eliminate waste and achieve zero-defects improves productivity, cuts down manufacturing time, and improves product quality
10. Discuss automation system ideas for JIT/lean?
JIT/Lean and automation are compatible, but one should look long and hard at the need and company’s readiness for it, before automating processes. There are many examples of very successful automated plants, especially for high-volume manufacturing. Automation and JIT/Lean are completely compatible. Probably the best example of that is in today’s auto industry. Automation may be advantageous in many applications, but if companies have not solved the problems in the human operated versions of those same applications, they are not ready to automate them effectively. It is more meaningful to discuss the processes that use humans and manual machines than the same processes powered by robots. In these plants, JIT/Lean is at least as valuable as it is in plants with less automation. Its pull system prevents overproduction of any manufacturing element, and supplies materials at the front end of the process when needed, and does it without the massive inventories of the pre-JIT/Lean era. Whether the processes are operated by humans or robots makes no difference in this regard.
References
http://www.thecqi.org/Knowledge-Hub/Resources/Factsheets/Continual-improvement/
http://www.lean.org/WhatsLean/
https://ids355.wikispaces.com/Ch.15+Lean+Operations
http://smallbusiness.chron.com/pros-cons-jit-inventory-system-3195.html
Quality Management for Organizational Excellence; Introduction to Total Quality by David L. Goetsch and Stanley Davis
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