10 Continuous Improvement Strategies That Work
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10 Continuous Improvement Strategies That Work

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10 Continuous Improvement Strategies That Work 10 Continuous Improvement Strategies That Work Presentation Transcript

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