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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 ManagementTQM)
                       (       4

TQM started out in the
manufacturing sector but can
be adapted to fit almost any
business type.
Total Quality ManagementTQM)
                       (       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.

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10 Continuous Improvement Strategies That Work

  • 1. The leaders in visual safety. Continuous Improvement Strategies That Really Work!
  • 2. Plan-Do-Check-Act (PDCA) 1 PDCA is a four-step quality model that focuses on achieving continuous improvement...
  • 3. Plan-Do-Check-Act (PDCA) 1 By following these four specified steps within a cycle: Plan - Do - Check - Act
  • 4. Plan-Do-Check-Act (PDCA) 1 Plan: Recognize or identify an opportunity and plan for a change.
  • 5. Plan-Do-Check-Act (PDCA) 1 Do: Implement the plan for change on a small scale. Test the change.
  • 6. Plan-Do-Check-Act (PDCA) 1 Check: Review the results and analyze them for success or needed adaptations.
  • 7. Plan-Do-Check-Act (PDCA) 1 Act: If the plan worked, implement the changes on a wider scale. However...
  • 8. Plan-Do-Check-Act (PDCA) 1 Act: If the changes were not successful go through the cycle again with a different plan.
  • 9. LEAN 2 Lean, or Lean Manufacturing focuses mainly on preserving quality, with less work by eliminating waste.
  • 10. LEAN 2 Common “wastes” that are identified for improvement include: Time Money Resources
  • 11. LEAN 2 Benefits of LEAN include: • Boost in employee morale • Streamlined/efficient processes • Overall improvements in customer satisfaction.
  • 12. Six Sigma 3 6S Utilizes a set of quality management methods that aim towards improving outputs by identifying errors and defects.
  • 13. Six Sigma 3 This data-driven method allows for only 6 standard deviations between the mean and specification limit when it comes to error.
  • 14. Six Sigma 3 6S was originally developed by Motorola and is credited with saving them nearly $17 billion dollars since it was initially implemented.
  • 15. Total Quality ManagementTQM) ( 4 TQM started out in the manufacturing sector but can be adapted to fit almost any business type.
  • 16. Total Quality ManagementTQM) ( 4 TQM Focuses primarily on: • Customer satisfaction • Employee involvement • Process enhancements • Communication
  • 17. 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.
  • 18. Kaizen (Kai-zen) 5 Each employee is fully involved, in Kaizen, to help ensure improvement within all processes.
  • 19. Kaizen (Kai-zen) 5 Some common highly coveted traits of Kaizen include: • Personal discipline • Quality circles • Teamwork
  • 20. 5S 6 The 5S philosophy centers on maintaining a clean and organized workspace to promote greater efficiency, functionality, and higher levels of production.
  • 21. 5S 6 This philosophy is called 5S because there are 5 organizational strategies involved that all begin with the letter “S”.
  • 22. 5S 6 They are as follows: Sort Set In Order Shine Standardize Sustain
  • 23. 5S 6 Sort: Eliminate unneeded and unnecessary items by clearing the work area.
  • 24. 5S 6 Set In Order: Organizing tools and resources so they are easily accessible & in designated areas.
  • 25. 5S 6 Shine: Keeping work areas clean and tidy and putting items where they belong.
  • 26. 5S 6 Standardize: Work stations conducting the same jobs should be set up in an identical manner so job processes are standardized.
  • 27. 5S 6 Sustain: Maintaining and reviewing the standards to create a culture of continuous improvement within all areas.
  • 28. 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.
  • 29. Hoshin Kanri / Hoshin Planning 7 In Hoshin Planning, all employees are considered experts at their jobs and are held accountable for achievement.
  • 30. 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.
  • 31. 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.
  • 32. 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.
  • 33. Kanban 8 Kanban can be described as a scheduling system that indicates what should be produced, how much, and when it should be done.
  • 34. 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.
  • 35. 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.
  • 36. Value Stream Mapping 9 This is a great tool to help identify areas of waste, reduce process times, and to improve overall current processes.
  • 37. TIMWOOD 10 This form of continuous improvement places emphasis on the 7 wastes commonly identified by the mnemonic TIMWOOD.
  • 38. 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.
  • 39. TIMWOOD 10 T: Transport I: Inventory M: Motion W: Waiting O: Overproduction O: Over-processing D: Defects
  • 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, 6S Kaizen, 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
  • 42. The leaders in visual safety.