Quality

Systems
Analysis

2.3 CONTINUOUS
PROCESS
IMPROVEMENT
LUIGI KARLO A. SANDOVAL
MASTER OF SCIENCE IN INDUSTRIAL ENGINEERING AND MANAGEMENT
SEPTEMBER 04, 2016

Learning Objectives
1

Learn and Appreciate

Continuous Process Improvement

Be Knowledgeable
About Jurans Trilogy

Apply
5S and PDSA Cycle to continuously improve processes

Identify
Kaizen Activities to reduce wastes

Quality Systems Analysis

Continuous Process Improvement

Introduction

The primary goal is to attain perfection by continuously impro

ving the business and production processes. Ideally, perfection i
s an elusive goal; however, we must continuously aspire for its a
chievement.

We Continuously Improve by:

1. Considering all work as a process, whether it is associated with production or business activities/ tasks
2. Doing effective, efficient and adaptable processes.
3. Forecasting changing customer needs
4. Regulating in-process performance using measures such as scrap reduction, cycle time, control charts, etc. e
tc.
5. Keeping constructive dissatisfaction with the present level of performance
6. Removing waste and rework wherever it occurs

We Continuously Improve by:

Continuation

7. Evaluating activities that do not add value to the product or service, with the aim of removing those activities
8. Removing nonconformities in all phases of everyones work, even if the increment of improvement is small
9. Benchmarking to improve competitive advantage
10. Planning to achieve breakthroughs.
11. Keeping gains so there is no regression
12. Integrating lessons learned into future activities
13. Employing technical tools such as Statistical Process Control (SPC), experimental design, benchmarking, Qua
lity Function Development (QFD) etc. etc.

IPO Model
(Systems Engineering)

Input
Materials
Money
Information
Data etc.

Output

Process
People

Information

Equipment

Data

Method

Product

Procedure

Service etc.

Environment
Materials
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The Process must
be:
1. Value adding and r
epeatable

Icon

2. Effective and Efficien

t

Icon

3. Under Control and

flexible

FIVE BASIC WAYS OF IMPROVEMENT

According to D.H. BESTERFIELD

REDUCE

RESOURCES

REDUCE

ERRORS

MEET OR EXCEED

EXPECTATIONS OF DOWNSTREAM CUSTOMERS

MAKE

THE PROCESS SAFER

MAKE

THE PROCESS MORE SATISFYING TO THE PERSON DOING IT

DR. JOSEPH JURAN

WITHOUT A STANDARD THERE IS NO LOGICAL BASIS FOR MAKING A DECISIO
N OR TAKING ACTION.

Electrical Engi
neer

Management
Consultant

Author

Joseph Juran(1904 2008) was an evangelist in the area of quality and quality management.Joseph Juran was also the founder of t
he Juran Institute and the Juran Foundation. Joseph Juran is also known for his Juran Trilogy and development of the
Pareto-analysisof founderVilfredo Paretoin the area of quality management.

https://www.facebook.com/pages/Joseph-M-Juran

twitter.com @JuranNation

The Juran Trilogy

Planning
-define who your customers are and find o
ut their needs (the voice of the customer)
-should be done with a multidisciplinary te
am, with all key stakeholders represented.

Control
determine what you need to measure (w
hat data do you need to know if your pro
cess is working?), and set a goal for your
performance.

Improvements
4 Different Strategies
1. Repair
2. Refinement
3. Renovation
4. Reinvention

The Juran Trilogy

Diagram

KAI-ZEN
CHANGE - GOOD

Kaizen, a Japanese word, is the philosophy that defines management role in continuously encouraging and impl

ementing small improvements involving everyone. It is the process of continuous improvement in small increme
nts that makes the process more efficient, effective, under control, adaptable. Improvements are usually accom
plished at little or no expense without sophisticated techniques or expensive equipment. It focuses on the simpli
fication by breaking down complex processes into their sub-processes and then improving them.

11

KAIZEN
ACTIVITIES

Improving work
ing environmen
t

Improving capability of
machinery through perio
dic as well as preventive
maintenance

Improving proc
esses

Improving usage
of tools and fixtu
re
Finding new ways or improvin
g the ways in which the tasks
are currently carried out
Improvement of human
resources through traini
ng and job rotation

Improving plant l
ayout

Kaizen largely depends on a culture that encourages suggestions by operators who continuously try to improve their job
or process.

12

Basic Principles of Kaizen

Effective Workplace

Elimination of Wastes

Standardization

13

5S - Effective Workplace

Seiri / Sort / Suriin

Seiton / Set in Order /

Salansanin

Seiso / Scrub / Simutin

Seiketsu / Standardiz
e / Siguruhin

Shitsuke / Sustain Discipli

ne / Sariling Kusa

Japanese have developed 5S tools for addressing the work effectiveness. 5S is management tool focused on fostering and sustaining
high quality housekeeping.

14

Elimination of Wastes
3 MUs

Mura
Discrepancy, unreasonableness; impossible;
beyond one's power; perforce; forcibly; exc
essiveness; immoderation

Muri

unevenness; irregularity; lack of uniformit

y; non-uniformity; inequality

Muda
futility; uselessness; wastefulness

01

02

03
15

7 WASTES
T.I.M.W.O.O.D.

16

Standardization
Kaizen stresses standardization of process, materials, machinery etc. with the following objectives:

ICON

REPRESENT
the best way to presence know-ho
w and expertise and standardize t
he procedures

ICON

STANDARDIZE
all the procedures that are used in the organization f
or maintenance and improvement of process and trai
ning programs
ICON

STANDARDIZE
the procedures for preventing occu
rrence of errors and minimizing vari
ability

STANDARDIZE

ICON

the audit for diagnosing probl

ems

REPRESENT

ICON

The best, easiest and safest way to carry out a jo

b in the form of operating procedures and work i
nstructions

EVOLVE

ICON

effective means to measures pe

rformance and standardization

17

GOALS OF KAIZEN
1

QUALITY

PROCESS-ORIENTED

Kaizen is implemented not for profit b

ut for quality. Unless an organization i
mproves, it cannot prosper.

Kaizen will be successful only w

hen it is process-oriented

EMPOWERING
It is important to recognize that
any organization will have probl
em and hence the employees sh
ould be encouraged to admit wh
en there is a problem

IMPACT

SUGGESTIVE

The success of Kaizen should b

e measurable through its impa
ct on the customer satisfaction

A suggestion system is an integral part of Kaiz

en. The management should encourage the e
mployees to give suggestions and their involv
ement in improvement process.

18

GOALS OF KAIZEN
CONTINUATION

CUSTOMER-DRIVE
N
Kaizen should be prioritized based on
the impact on the customers. Thus, K
aizen is a customer-driven strategy fo
r improvement.

10
BETTER RESULTS

QUALITY CIRCLE

Kaizen is basically for improving t

he processes in the organization.

Quality circle can become part

of Kaizen since it is a group-ori
ented suggestion system.

TEAMWORK

TOP DOWN

Kaizen is a problem-solving too

l based on cross-functional tea
m and collaborative approach

Collaboration between the cross-functional team, the pr

ocess owners (those who carry out the job regularly) an
d the management is essential for success of Kaizen

9
19

Dr. W. Edwards Deming

A BAD SYSTEM WILL BEAT A GOOD PERSON EVERYTIME.

Electrical Enginee
r / Statistician

Management
Consultant

Author

William Edwards Deming(October 14, 1900 December 20, 1993) was an American engineer, statistician, professor, author, lectur
er, and management consultant. Educated initially as anelectrical engineerand later specializing inmathematical physics, he helpe
d develop thesampling techniquesstill used by the U.S. Department of the Census and the Bureau of Labor Statistics Deming cha
mpioned the work ofWalter Shewhart, including statistical process control, operational definitions, and what Deming called the "Sh
ewhart Cycle which had evolved into PDSA (Plan-Do-Study-Act).

https://www.facebook.com/pages/W-Edwards-Deming

twitter.com @DemingSaid @ProfessorDeming

PDSA CYCLE
DEMING WHEEL

DEFINITION
PDSA stands for Plan, Do, Study, Act. It's a model for testing ideas that you thin
k may create an improvement. It can be used to test ideas for improvement quickl
y and easily based on existing ideas, research, feedback, theory, review, audit, etc
or practical ideas that have been proven to work elsewhere. It uses simple measur
ements to monitor the effect of changes over time. It encourages starting with sm
all changes, which can build into larger improvements in the service through succ
essive quick cycles of change.

21

IT IS

IT IS NOT

A common sense of approach to change and i

mprovement

Complicated

Quick and simple

Difficult

Do-able

Gimmicky

WHY IS IT USEFUL?
The PDSA cycle has been used for decades as an effective tool for improvement and it's still going strong! The method is well established and val
idated and is particularly suited to small, dynamic organizations like general practice. It's an extremely practical, common sense based approach
that is easy to understand.

PDSA CYCLE
DIAGRAM

ACT
IF THE RESULTS JUSTIFY ADOPTING A NEW METHOD
DOCUMENT THE NEW STANDARD PRACTICE

PLAN

IMPLEMENT NEW STANDARD

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Icon

THE OBJECTIVE FOR THIS EXPERIMENT

THE EXPERIMENT

SET OPERATIONAL DEFINITIONS

PREDICTIONS

WHAT WOULD VARIOUS RESULTS MEAN?

STUDY
REVIEW THE RESULTS, WHAT DID WE LEARN?
COMPARE THE PREDICTIONS
STUDY THE NEED FOR ANOTHER CYCLE

Icon

Icon

DO
RUN THE EXPERIMENT
COLLECT THE RESULTS
Management Matters Building Enterprise Capability John Hunter , 2013

23

BIGGER PICTUR
E

Moen, Ronald; Norman, Clifford."Evolution of the P

DCA Cycle"October2011.

24

REFERENCES:
Deming, W.E. Improvement of Quality. Paper. 1984.
Shewhart, W.A. Statistical Method from the Viewpoint of Quality Control.
Department of Agriculture. 1939.
http://www.nashp.org/sites/default/files/abcd/abcd.ut.pdsa.cycles.definedsimple.pd
f
Salvador, S.M. , Baysa, G.J, Cular, F.C., Geronimo E.C., Total Quality Management
Concepts and Practices. 2009.
S. Ramasamy 2005
The Five 5S: http://www.wwbsgroup.com/pdf/case17.pdf
Kaizen Institute: http://www.kaizen-institute.com/institute/foundenmessege.html
http://www.nwpc.dole.gov.ph/pages/download/handbk_FAQson5S(Tag).pdf
https://blogs.mtu.edu/improvement/2014/02/27/the-juran-trilogy/
Hunter, J. Management Matters Building Enterprise Capability.2013

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Thank You for listening!

Any Questions?