1. The leaders invisual safety. ContinuousImprovement StrategiesThat Really Work!
2. Plan-Do-Check-Act (PDCA) 1PDCA is a four-step qualitymodel that focuses onachieving continuousimprovement...
3. Plan-Do-Check-Act (PDCA) 1By following these fourspecified steps within acycle: Plan - Do - Check - Act
4. Plan-Do-Check-Act (PDCA) 1Plan: Recognize or identify an opportunity and plan for a change.
5. Plan-Do-Check-Act (PDCA) 1Do: Implement the plan for change on a small scale. Test the change.
6. Plan-Do-Check-Act (PDCA) 1Check: Review the results and analyze them for success or needed adaptations.
7. Plan-Do-Check-Act (PDCA) 1Act: If the plan worked, implement the changes on a wider scale. However...
8. Plan-Do-Check-Act (PDCA) 1Act: If the changes were not successful go through the cycle again with a different plan.
9. LEAN 2Lean, or Lean Manufacturingfocuses mainly on preservingquality, with less work byeliminating waste.
10. LEAN 2Common “wastes” that areidentified for improvementinclude: Time Money Resources
11. LEAN 2Benefits of LEAN include:• Boost in employee morale• Streamlined/efficient processes• Overall improvements in customer satisfaction.
12. Six Sigma 36S Utilizes a set of qualitymanagement methods that aimtowards improving outputs byidentifying errors and defects.
13. Six Sigma 3This data-driven method allowsfor only 6 standard deviationsbetween the mean andspecification limit when it comesto error.
14. Six Sigma 36S was originally developed byMotorola and is credited withsaving them nearly $17 billiondollars since it was initiallyimplemented.
15. Total Quality ManagementTQM) ( 4TQM started out in themanufacturing sector but canbe adapted to fit almost anybusiness type.
16. Total Quality ManagementTQM) ( 4TQM Focuses primarily on: • Customer satisfaction • Employee involvement • Process enhancements • Communication
17. Kaizen (Kai-zen) 5This Japanese-derived term isused to describe a long-termapproach towards implementingsmall changes that add up tobigger results.
18. Kaizen (Kai-zen) 5Each employee is fullyinvolved, in Kaizen, to helpensure improvement withinall processes.
19. Kaizen (Kai-zen) 5Some common highly covetedtraits of Kaizen include: • Personal discipline • Quality circles • Teamwork
20. 5S 6The 5S philosophy centers onmaintaining a clean andorganized workspace topromote greaterefficiency, functionality, andhigher levels of production.
21. 5S 6This philosophy is called 5Sbecause there are 5organizational strategiesinvolved that all begin withthe letter “S”.
22. 5S 6They are as follows: Sort Set In Order Shine Standardize Sustain
23. 5S 6Sort: Eliminate unneeded and unnecessary items by clearing the work area.
24. 5S 6Set In Order: Organizing tools and resources so they are easily accessible & in designated areas.
25. 5S 6Shine: Keeping work areas clean and tidy and putting items where they belong.
26. 5S 6Standardize:Work stations conducting thesame jobs should be set upin an identical manner so jobprocesses are standardized.
27. 5S 6Sustain:Maintaining and reviewingthe standards to create aculture of continuousimprovement within allareas.
28. Hoshin Kanri / Hoshin Planning 7A step-by-step form of continuousimprovement which centers on acomprehensive communicationsystem between all levels of staffwhile working towards a sharedgoal.
29. Hoshin Kanri / Hoshin Planning 7In Hoshin Planning, allemployees are consideredexperts at their jobs and areheld accountable forachievement.
30. Hoshin Kanri / Hoshin Planning 7A common/helpful tactic used inHoshin Planning is “Catchball.”Catchball is a session betweenmanagers and employees whereideas and questions are thrownback and forth.
31. Kanban 8Kanban originated within theToyota enterprise and is a tacticused to help improve and makeneeded changes in order topromote further improvement.
32. Kanban 8This type of continuousimprovement method utilizes theimportance of small steps “babysteps” towardsimprovement, while alsorespecting current processes androles.
33. Kanban 8Kanban can be described as ascheduling system thatindicates what should beproduced, how much, andwhen it should be done.
34. Value Stream Mapping 9This helpful planning techniquelooks inward at the design andflow of how information isshared and how processes areconducted.
35. Value Stream Mapping 9A highly-detailed flow chart iscommonly utilized to isolate allsteps within a specific process, soareas can be identified forimprovement or needing changes.
36. Value Stream Mapping 9This is a great tool to helpidentify areas of waste, reduceprocess times, and to improveoverall current processes.
37. TIMWOOD 10This form of continuousimprovement places emphasis onthe 7 wastes commonly identifiedby the mnemonic TIMWOOD.
38. TIMWOOD 10When becoming lean, theelimination of waste is crucial.This strategy outlines the majorcontributors of waste so ideas canbe brainstormed to help eliminateassociated wastes.
40. 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, 6SKaizen, Kanban and Continuous Improvement products. CreativeSafetySupply.com.
41. We are here to help. call us toll-free: 1-866-777-1360 or visit us online at:www.creativesafetysupply.com