The leaders in

visual safety.

Continuous
Improvement
Strategies
That Really Work!
Plan-Do-Check-Act (PDCA) 1

PDCA is a four-step quality

model that focuses on
achieving continuous
improvement...
Plan-Do-Check-Act (PDCA) 1

By following these four

specified steps within a
cycle:

Plan - Do - Check - Act

Plan-Do-Check-Act (PDCA) 1

Plan: Recognize or identify an

opportunity and plan for a
change.
Plan-Do-Check-Act (PDCA) 1

Do: Implement the plan

for change on a
small scale.

Test the change.

Plan-Do-Check-Act (PDCA) 1

Check: Review the results and

analyze them for
success or needed
adaptations.
Plan-Do-Check-Act (PDCA) 1

Act: If the plan

worked, implement the
changes on a wider
scale. However...
Plan-Do-Check-Act (PDCA) 1

Act: If the changes were

not successful go
through the cycle
again with a different
plan.
LEAN 2

Lean, or Lean Manufacturing

focuses mainly on preserving
quality, with less work by
eliminating waste.
LEAN 2

Common “wastes” that are

identified for improvement
include:
Time
Money
Resources
LEAN 2

Benefits of LEAN include:

• Boost in employee morale
• Streamlined/efficient processes
• Overall improvements in
customer satisfaction.
Six Sigma 3

6S Utilizes a set of quality

management methods that aim
towards improving outputs by
identifying errors and defects.
Six Sigma 3

This data-driven method allows

for only 6 standard deviations
between the mean and
specification limit when it comes
to error.
Six Sigma 3

6S was originally developed by

Motorola and is credited with
saving them nearly $17 billion
dollars since it was initially
implemented.
Total Quality Management(TQM) 4

TQM started out in the

manufacturing sector but can
be adapted to fit almost any
business type.
Total Quality Management(TQM) 4

TQM Focuses primarily on:

• Customer satisfaction
• Employee involvement
• Process enhancements
• Communication
Kaizen (Kai-zen) 5

This Japanese-derived term is

used to describe a long-term
approach towards implementing
small changes that add up to
bigger results.
Kaizen (Kai-zen) 5

Each employee is fully

involved, in Kaizen, to help
ensure improvement within
all processes.
Kaizen (Kai-zen) 5

Some common highly coveted

traits of Kaizen include:
• Personal discipline
• Quality circles
• Teamwork
5S 6

The 5S philosophy centers on

maintaining a clean and
organized workspace to
promote greater
efficiency, functionality, and
higher levels of production.
5S 6

This philosophy is called 5S

because there are 5
organizational strategies
involved that all begin with
the letter “S”.
5S 6

They are as follows:

Sort
Set In Order
Shine
Standardize
Sustain
5S 6

Sort: Eliminate unneeded

and unnecessary
items by clearing the
work area.
5S 6

Set In Order:
Organizing tools and
resources so they are
easily accessible & in
designated areas.
5S 6

Shine: Keeping work areas

clean and tidy and
putting items where
they belong.
5S 6

Standardize:
Work stations conducting the
same jobs should be set up
in an identical manner so job
processes are standardized.
5S 6

Sustain:
Maintaining and reviewing
the standards to create a
culture of continuous
improvement within all
areas.
Hoshin Kanri / Hoshin Planning 7

A step-by-step form of continuous

improvement which centers on a
comprehensive communication
system between all levels of staff
while working towards a shared
goal.
Hoshin Kanri / Hoshin Planning 7

In Hoshin Planning, all

employees are considered
experts at their jobs and are
held accountable for
achievement.
Hoshin Kanri / Hoshin Planning 7

A common/helpful tactic used in

Hoshin Planning is “Catchball.”
Catchball is a session between
managers and employees where
ideas and questions are thrown
back and forth.
Kanban 8

Kanban originated within the

Toyota enterprise and is a tactic
used to help improve and make
needed changes in order to
promote further improvement.
Kanban 8

This type of continuous

improvement method utilizes the
importance of small steps “baby
steps” towards
improvement, while also
respecting current processes and
roles.
Kanban 8

Kanban can be described as a

scheduling system that
indicates what should be
produced, how much, and
when it should be done.
Value Stream Mapping 9

This helpful planning technique

looks inward at the design and
flow of how information is
shared and how processes are
conducted.
Value Stream Mapping 9

A highly-detailed flow chart is

commonly utilized to isolate all
steps within a specific process, so
areas can be identified for
improvement or needing changes.
Value Stream Mapping 9

This is a great tool to help

identify areas of waste, reduce
process times, and to improve
overall current processes.
TIMWOOD 10

This form of continuous

improvement places emphasis on
the 7 wastes commonly identified
by the mnemonic TIMWOOD.
TIMWOOD 10

When becoming lean, the

elimination of waste is crucial.
This strategy outlines the major
contributors of waste so ideas can
be brainstormed to help eliminate
associated wastes.
TIMWOOD 10

T: Transport
I: Inventory
M: Motion
W: Waiting
O: Overproduction
O: Over-processing
D: Defects
 Looking for Help?
We have you covered.
Creative Safety Supply works with companies
both large and small to help them with their
Continuous Improvement needs.

We carry a host of PDCA, Lean, 5S, 6S

Kaizen, Kanban and Continuous Improvement
products. CreativeSafetySupply.com.
 We are here to help.
call us toll-free:

1-866-777-1360
or visit us online at:

www.creativesafetysupply.com
The leaders in visual safety.