This document provides an overview of continuous improvement and Lean Six Sigma techniques. It discusses W. Edwards Deming's system of profound knowledge and 14-point methodology, which revolutionized Western management practices. Deming emphasized viewing organizations as systems and focusing on continuous improvement. The document also introduces concepts like kaizen, which means continuous improvement in Japanese, and how it differs from innovation. Kaizen focuses on gradual small improvements to processes, while innovation aims for larger leaps. Real-world examples demonstrate how companies achieved huge savings through implementing continuous improvement.
Practical guide to implement Continuous Improvement and Tools for Quality. It discusses the philosophy, strategy, techniques and tools for advancement in industry, commerce, and personal improvement.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
World Class Management Techniques - Quality Principles and
Philosophies, Deming’s 14-point Management
Philosophy, Product Development Cycle, Juran’s 10-point Program, 7 Quality Control Tools, 5S, Total Productive Maintenance (TPM), KAIZEN, Quality Circle, Concurrent Engineering, Just in Time (JIT), 7 Types of Waste, Quality Function Deployment
(QFD), The House of Quality, ISO, FMEA, FTA
Practical guide to implement Continuous Improvement and Tools for Quality. It discusses the philosophy, strategy, techniques and tools for advancement in industry, commerce, and personal improvement.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
World Class Management Techniques - Quality Principles and
Philosophies, Deming’s 14-point Management
Philosophy, Product Development Cycle, Juran’s 10-point Program, 7 Quality Control Tools, 5S, Total Productive Maintenance (TPM), KAIZEN, Quality Circle, Concurrent Engineering, Just in Time (JIT), 7 Types of Waste, Quality Function Deployment
(QFD), The House of Quality, ISO, FMEA, FTA
EX Assembly: COVID19 and its Impact on Employee Peformance & RewardsLearningCafe
COVID19 has thrown business plans into disarray. While the impact of COVID on the workforce is manifold, measuring and rewarding employees will be a particularly challenging one.
We discuss
Do we need to adapt or “inactivate” Employee Performance Processes specially for employees whose work has been directly impacted ?
How do we recognise and reward employees who go above and beyond their job description during these challenging times ?
Does COVID19 provide us an opportunity to transform the Perf Mgt system which is perceived as ineffective ?
Đối tượng mà người làm Marketing luôn quan tâm tìm hiểu đó chính là khách hàng hay cụ thể hơn là người tiêu dùng. Trong Marketing có một thuật ngữ cực kì quan trọng: CUSTOMER INSIGHT – Sự thật ngầm hiểu. Nói một cách đơn giản, đó là những mong muốn, nhu cầu ẩn sâu bên trong đối tượng khách hàng mà doanh nghiệp nhắm đến. Hiểu được customer insight chính là thấu hiểu người tiêu dùng, và có thể đưa doanh nghiệp của bạn đi đến thành công trong dài hạn.
Hơn thế nữa, trong quá trình thực hiện Growth Hacking (kỹ thuật online marketing tăng trưởng đột phá) không phải ai cũng có thể "tỉnh táo" đặt nhu cầu của khách hàng - Customer Insights - vào trung tâm của doanh nghiệp.
Application of 5S in a Warehouse by Supriya BasuSupriya Basu
A Brief elaboration regarding "How 5S can be implemented in a warehouse"
You will get to know What 5S is...
What are the Functions
Why to implement
how to implement
Benefits out of it.
Om0017 advanced production planning and controlStudy Stuff
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
9 Keys to Increasing Competitiveness through LeanVative
If you've been thinking about introducing Lean but aren't sure where to start, then this eBook is for you. And if you've attempted to introduce Lean, this book will help you assess what may be done better to ensure a smooth and profitable implementation.
Om0017 advanced production planning and controlsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Om0017 advanced production planning and controlsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
Proven method for sustainability and growth of businesses, applying Kaizen or Continuous Improvement Concept.YouKaizen Team, a Tool House of methodologies and tools helping Businesses sustain their operation and grow to be competitive. Kaizen Team holds regular webinar via Skype backed by over 45 years of hands on expertness of it's principal consultant who delivered proven results in organizations he worked with. Courtesy of Jose V. Alcedo, P.E., M.B.A. - Contact us by email, jvalcedo@gmail.com
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EX Assembly: COVID19 and its Impact on Employee Peformance & RewardsLearningCafe
COVID19 has thrown business plans into disarray. While the impact of COVID on the workforce is manifold, measuring and rewarding employees will be a particularly challenging one.
We discuss
Do we need to adapt or “inactivate” Employee Performance Processes specially for employees whose work has been directly impacted ?
How do we recognise and reward employees who go above and beyond their job description during these challenging times ?
Does COVID19 provide us an opportunity to transform the Perf Mgt system which is perceived as ineffective ?
Đối tượng mà người làm Marketing luôn quan tâm tìm hiểu đó chính là khách hàng hay cụ thể hơn là người tiêu dùng. Trong Marketing có một thuật ngữ cực kì quan trọng: CUSTOMER INSIGHT – Sự thật ngầm hiểu. Nói một cách đơn giản, đó là những mong muốn, nhu cầu ẩn sâu bên trong đối tượng khách hàng mà doanh nghiệp nhắm đến. Hiểu được customer insight chính là thấu hiểu người tiêu dùng, và có thể đưa doanh nghiệp của bạn đi đến thành công trong dài hạn.
Hơn thế nữa, trong quá trình thực hiện Growth Hacking (kỹ thuật online marketing tăng trưởng đột phá) không phải ai cũng có thể "tỉnh táo" đặt nhu cầu của khách hàng - Customer Insights - vào trung tâm của doanh nghiệp.
Application of 5S in a Warehouse by Supriya BasuSupriya Basu
A Brief elaboration regarding "How 5S can be implemented in a warehouse"
You will get to know What 5S is...
What are the Functions
Why to implement
how to implement
Benefits out of it.
Om0017 advanced production planning and controlStudy Stuff
Dear students get fully solved assignments by professionals
Send your semester & Specialization name to our mail id :
stuffstudy5@gmail.com
or
call us at : 098153-33456
9 Keys to Increasing Competitiveness through LeanVative
If you've been thinking about introducing Lean but aren't sure where to start, then this eBook is for you. And if you've attempted to introduce Lean, this book will help you assess what may be done better to ensure a smooth and profitable implementation.
Om0017 advanced production planning and controlsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Om0017 advanced production planning and controlsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
Similar to Competitive Edge Practical Guide to Implement Continuous Improvement (20)
Proven method for sustainability and growth of businesses, applying Kaizen or Continuous Improvement Concept.YouKaizen Team, a Tool House of methodologies and tools helping Businesses sustain their operation and grow to be competitive. Kaizen Team holds regular webinar via Skype backed by over 45 years of hands on expertness of it's principal consultant who delivered proven results in organizations he worked with. Courtesy of Jose V. Alcedo, P.E., M.B.A. - Contact us by email, jvalcedo@gmail.com
These slides introduce the concept of Lean Six Sigma and Continuous Improvement to religious organizations and churches and help them achieve ministry goals with least cost and waste.
Buying a home is a process. First determine your price goal. If you are an All Cash buyer, the next step is to contact a REALTOR to assist you. If you need a home loan, contact a lender.Then contact a REALTOR. The attached flow chart should help you, the buyer, to understand the process. JoeMyRealtor.com
Personal observations by Jose V Alcedo on the coconut wine making process in his native land, the Philippines. Courtesy of: www.ValenciaAndStevensonRanchHomes.com
PREFACE
A memoirist tells a story from his life and experience before, during, and after the war. The book title is named after its principal character’s family haven, AGSAM, during World War II. The book combines specifically moral value and virtue with oriental folklore and western influence in a fascinating narration. The skillfully constructed story itself provides insights into the faith and sacrifices of the author.
With the expressed interest of bringing history to the eyes of those who lived it, the author showcases special events and the work of his heroes to fruition. The footprints that ran across trials and tribulations have reached victorious destinations that formed the landscape that shaped the life of this World War II Survivor. There is a historical nucleus around, which the story was composed; this inclusion has complemented to the unfolding of the moral lesson and values that this book attempts to tell.
It’s about many events behind in time and dreams beyond. This memoir means not only learning about the cultural passion of the past, but by knowing what was learned to find life beyond dreams.
Relevant Bible quotations added spiritual touch proclaiming God’s unmerited favor of grace that inspired and guided his family. The author hopes that the message of this memoir shines before generations and glorify Almighty God.
Thus, as a caterpillar that was once in a cocoon broke loose in a miraculous transformation into a butterfly to find amazing landscape, this author went outside the box and worked through his weakness to get strength with his plans entrusted to God.
“He leads me beside the still waters. He restores my soul; He leads me in the paths of righteousness for His name’s sake.” PSALM 23:2-3
This book has the landscape that shaped my life.
How to survive in any business requires unending improvement and elimination of waste in time,inventory,materials,delays,etc. Report is courtesy of www.JoeMyRealtor.com and www.ValenciaAndStevensonRanchHomes.com
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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Competitive Edge Practical Guide to Implement Continuous Improvement
1. Practical Guide to Implement ContinuousPractical Guide to Implement Continuous
Improvement andImprovement and
Lean Six Sigma TechniquesLean Six Sigma Techniques
Jose Villanueva Alcedo, M.B.A./T.M.Jose Villanueva Alcedo, M.B.A./T.M.
World-Published AuthorWorld-Published Author
CEO, Kaizen.comCEO, Kaizen.com
2. Practical Guide to Implement ContinuousPractical Guide to Implement Continuous
Improvement andImprovement and
Lean Six Sigma TechniquesLean Six Sigma Techniques
Part OnePart One
Module 1, 2, and 3Module 1, 2, and 3
3. Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Deming’s Philosophy - Third Wave of theDeming’s Philosophy - Third Wave of the
Industrial RevolutionIndustrial Revolution
4. Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
CONTINUOUS IMPROVEMENTCONTINUOUS IMPROVEMENT
Solid Foundation of
3 Ts
Never-ending improvement
5. System of Profound KnowledgeSystem of Profound Knowledge
Deming 14-Point MethodologyDeming 14-Point Methodology
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Revolutionized the WesternRevolutionized the Western
Management MethodsManagement Methods
& Practices& Practices
6. Appreciation for a System
Theory of Knowledge
Knowledge of Variation
Knowledge of Psychology
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
The success of the whole
organization is dependent on
the leaders’ capability to
orchestrate the delicate
balance of each component
for the optimization of the
entire system
7. Whole and complex
Clearly defined and shared goals
Everyone must share a distinct commitment to aim the common goal
Team-based environment
Optimize the whole system
Win-win result for all, as one team
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
All parts of the system are related
8. Being part of the whole
Large number of participants and interactions
Collaboration
Interconnecting components
Interdependence
Optimizing the whole, not one part
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Interdependent parts
9. Interdependence of all system components
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
All system components must operate
interdependently in order to be efficient
in business operation.
10. Jose V. Alcedo,
P.E.,M.B.A./TM
10/02/12
MANUFACTURING PACKAGING DISTRIBUTION
ConsumersConsumers
Consumer
research
Design &
redesign
Suppliers of
Materials
A
B
C
Receipts
& test
of materials
Test of processes,
machines,
methods, costs
Module One
YouKaizen.com
Product
Development
Interdependent
processes
Common GoalCommon Goal
12. How we learn things
Data-based knowledge
Translate knowledge to action
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
13. Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Variety vs.
Variation
Variety is good
Variation is bad
14. Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
•No two things are exactly alike,
•not people
•not processes
•Processes vary because of its variation
•Variation is a natural occurrence
•Variation is inherent in life
The Goal of Continuous Improvement
is to reduce the range of variation.
15. Signal of process behaviorSignal of process behavior
Process vary due to its variationProcess vary due to its variation
Variation is a natural occurrenceVariation is a natural occurrence
Identify causes of variationIdentify causes of variation
Reduce the range of variation over timeReduce the range of variation over time
85% of variation due to chance85% of variation due to chance
15% of variation due to assignable causes15% of variation due to assignable causes
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
16. People’s needsPeople’s needs
Intrinsic motivationIntrinsic motivation
Hierarchy of needs (Maslow)Hierarchy of needs (Maslow)
Physiological, Safety, Love, Esteem, Self-actualizationPhysiological, Safety, Love, Esteem, Self-actualization
Leader’s guidance to see level of needLeader’s guidance to see level of need
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
17. The hierarchy of needsThe hierarchy of needs
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
Physiological
Safety
LoveLove
Esteem
Self-actualization
YouKaizen.com
Maslow’s Need TheoryMaslow’s Need Theory
18. 1. Create a constancy of purpose toward improvement of
product and service
2. Adopt a new philosophy
3. Cease dependence on inspection to achieve quality
4. End the practice of awarding business on the basis of
price tag. Instead minimize total cost
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Strategy of creating an environment of trust
and teamwork within the organization.
19. 5. Improve constantly and forever, every process for
planning, production, and service
6. Institute training on the job
7. Adopt and institute leadership
8. Drive out fears so that everyone may work effectively for
the company
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Strategy of constant unending improvement for everyone
20. 9. Break down barriers between departments
10. Eliminate slogans, exhortations, and targets for the work force
11. Eliminate work standards (quotas) on the factory floor and numerical
goals for management
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
Remove the barriers
All in one team, focus on processes,
then improve processes and the results should follow.
21. 12. Remove barriers that rob people of pride of
workmanship
13. Institute a vigorous program of education and self-
improvement for everyone
14. Put everybody in the company to work to
accomplish the transformation
Jose V. Alcedo, P.E.,
M.B.A./TM
Module One
YouKaizen.com
23. Jose V. Alcedo, P.E.,
M.B.A./TM
• Kaizen is a Japanese name
- kai = change, zen = good
• Continuous Improvement Philosophy
Initially taught in U.S.A.
• Deming and Juran -Taught in Japan
after World War II
YouKaizen.com
24. Jose V. Alcedo, P.E.,
M.B.A./TM
• Way of thinking applied in all work
• Focuses on continually improving the
processes and systems first
• Produce products and services
that meet or exceed customer’s
satisfaction
YouKaizen.com
25. Time
Improvement
$
Jose V. Alcedo, P.E.,M.B.A./TM
Ideal Pattern from
Innovation
$
$
Innovation I
Innovation II
Innovation III
(Std)
(Std)
(Std)
YouKaizen.com
26. Time
Improvement
$
Jose V. Alcedo, P.E.,M.B.A./TM
Actual Pattern from
Innovation
$
$
Innovation II
Innovation III
A
B
C
A,B,C =What should be Std
Innovation I
YouKaizen.com
Innovation can declineInnovation can decline
in performancein performance
with timewith time
27. Time
Improvement
$
Jose V. Alcedo, P.E.,M.B.A./TM
Innovation plus Kaizen
Innovation I
Innovation II
Kaizen
$
Kaizen
YouKaizen.com
Fostering Innovation
with
Continuous Improvement
29. Jose V. Alcedo, P.E.,M.B.A./TM
SCIENCE TECHNOLOGY DESIGN PRODUCTION DISTRIBUTION
INNOVATION KAIZEN
YouKaizen.com
30. Kaizen Innovation
Jose V. Alcedo, P.E.,M.B.A./TM
Gradualist approach Great-leap approach
Small improvement Innovation
Uses seven tools of
Quality
No tools
Concerned more with
processes
Concerned more with
results
YouKaizen.com
31. Kaizen Innovation
Jose V. Alcedo, P.E.,M.B.A./TM
Improvement is slow,
measures process
activities
Measures profit
Close connection
between Development,
Design and Production
No collaboration
among
departments
KAIZEN speaks with Data Speaks with intuition, gut
feel
YouKaizen.com
32. Kaizen Innovation
Jose V. Alcedo, P.E.,M.B.A./TM
People - oriented Innovation – technology,
money oriented
Uses structured problem
solving PDCA process
No problem
solving tools
Covers Design, Production
and Distribution
Covers Science, Technology
and Design
YouKaizen.com
33. Jose V. Alcedo,
P.E.,M.B.A./TM
YouKaizen.com
• SWOT Analysis
• Integrate Continuous Improvement into Business Plan
• Have short term and long term goals
• Core competencies
• Identify key processes and resources
• Project management time line
• Focus on improving Input, Process, Output
• Cash Flow projection
• Cost Benefit Analysis
• Strategic Plan for Sustainability
Strategic Advantage
If your business does notIf your business does not
have a Business Plan, it canhave a Business Plan, it can
go somewhere else.go somewhere else.
34. Jose V. Alcedo,
P.E.,M.B.A./TM
YouKaizen.com
Masaahi Imai (1986) in his book, Kaizen, explained:
Key to Japan’s competitive success is Kaizen – Continual Improvement
-gradual, unending improvement broken down into:
• Management-oriented Kaizen
• Group –oriented Kaizen
• Individual-oriented Kaizen
35. Time
Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Goal: College &NFL
Football Runningback
Zae ALCEDO #44 - 2nd
Year
High School Scholar at
Campbell Hall, North
Hollywood, Calif.
Fostering his
God-given
Talents with
Continuous
Improvement
Techniques
By Team Effort
with his dad
Milestones
36. YouKaizen.com
TBM Consulting Group Inc. (Quality Progress
-April 1997)
Survey of Kaizen programs based on four continents,
Kuantan, Malaysia, to Sao Paulo, Brazil, to Raunheim,
Germany, to Hot Springs, AR.
Survey respondents that practice lean:
• 64% reported lead times on product production
• 63% were able to hold down or decrease product pricing
• 61% experienced increased market share
• 39% reduced the time required to launch new products
• 24% were able to increase diversity of their product lines
37. YouKaizen.com
Basic Statistics, Mark J. Kiemele, Stephen R. Schmidt, 1993, Air Academy Press
Huge savings:
Ford Motor Co.
• Increased market share and profit
• 65% reduction in customer reported defects
• 35% increase in customer satisfaction
Xerox
• Manufacturing costs down 20% (1982 – 1986)
• Cycle Time reduced by 60%
• Revenue produced per employee up 20%
38. YouKaizen.com
Basic Statistics, Mark J. Kiemele, Stephen R. Schmidt, 1993, Air Academy Press
Huge savings:
Westinghouse Electric Corp/Commercial Nuclear Fuel
Division
• Increased increased manufacturing by over 37%
• Reduced scraps, rework, and manufacturing cycle time
Hewlett Packard (Yokohama)
• Profit up 244% from 1977-1984
• Hardware failure rates down 79%
• Manufacturing costs down 42%
• Productivity up 120%
• Market share up 19%
39. YouKaizen.com
Basic Statistics, Mark J. Kiemele, Stephen R. Schmidt, 1993, Air Academy Press
Huge savings:
Boeing Aerospace Co.
For the Initial Upper Stage Program:
• Billing errors reduced 0%
• Cycle time reduced from 20 days to 3
• Technical order processing streamlined – saving $875 and 3.75 man-hours
per O.T.
• For the AWACS contract, billing delinquencies reduced by 50%
• Overall Savings: $1.5 million per year
Pittron Steel Foundry
• Sales increased by 400%
• Profits up by 30%
• Productivity up 64%
40. YouKaizen.com
Basic Statistics, Mark J. Kiemele, Stephen R. Schmidt, 1993, Air Academy Press
Huge savings:
U.S. Navy
F-14 Overhaul Program:
• Cut average cost from$1.6 million per aircraft in 1986 to $1.2 million in 1989
Cherry Point:
• Aircraft failure rates reduced by 90% (1987-1988)
Overhaul of USS Saratoga:
• Expected to save $10 million and 22,000 man-days
Norfolk Naval Shipyard:
• Reduced rejection rate in electronic connectors from 55% to 6%
Internal Revenue Service
• Processing errors reduced from 30,000 (1986) to 3,000 (1987)
41. YouKaizen.com
Basic Statistics, Mark J. Kiemele, Stephen R. Schmidt, 1993, Air Academy Press
Huge savings:
U.S. Navy
F-14 Overhaul Program:
• Cut average cost from$1.6 million per aircraft in 1986 to $1.2 million in 1989
Cherry Point:
• Aircraft failure rates reduced by 90% (1987-1988)
Overhaul of USS Saratoga:
• Expected to save $10 million and 22,000 man-days
Norfolk Naval Shipyard:
• Reduced rejection rate in electronic connectors from 55% to 6%
Internal Revenue Service
• Processing errors reduced from 30,000 (1986) to 3,000 (1987)
42. YouKaizen.com
Basic Statistics, Mark J. Kiemele, Stephen R. Schmidt, 1993, Air Academy Press
Huge savings:
Social Security Administration
• Claim processing reduced to 73.9 days in 1987 from 81 days in 1986
Department of Housing and Urban Development
• Average time to process a loan for property improvement and purchase
of manufactured housing was 85 days (1985), 29 days (1986), and 22 days
(1987)
Massachusetts General Hospital
• Improved the billing process by reducing monthly defects by 52%, resulting
in projected $189,000 savings per year
43. YouKaizen.com
Huge savings:
9/11/12: “ I was fortunate enough to work with Joe for twenty years. He has
Excellent work ethics and a great set of values. Joe introduced and trained
Pharmavite and me on Statistical Process Control, Continuous Improvement,
Lean Best Practices and led the charge throughout the company.
As an example, on one project, we reduced our lead time by 83%.”
William D. Cottrell, CEO/Principal, Cottrell Consulting
Supply Chain and APICS Professional
__________________________________________________________________
Pharmavite, LLC, California:
•Continuous Flow Process reduced manufacturing cycle time by 50%
•Reduced inventory count from 7 to 2 days
•Statistical Process Control, contract manufacturing from P&G
Jose V. Alcedo,
P.E.,M.B.A./TM
44. YouKaizen.com
Huge savings:
Pharmavite, LLC:
• Soft Gelatin Polishing Cycle Time reduction by 60%
• Six Sigma tablet weight vitamin savings and excellent product quality
• Reduced errors in Batch Reports – resulting to reducing product release
time by 40%.
• Company-wide Team-based organizational transformation – strategic
advantage through High Performance Teams throughout the enterprise,
leveraged global market share
Jose V. Alcedo,
P.E.,M.B.A./TM
46. Jose V. Alcedo, P.E.,
M.B.A./TM
YouKaizen.com
The key strategyThe key strategy
Systems approach to changeSystems approach to change
Process thinkingProcess thinking
Success factorsSuccess factors
Focus on the ProcessFocus on the Process
Process modelProcess model
SIPOC, COPISSIPOC, COPIS
Variation in a ProcessVariation in a Process
Group paper, oral presentationGroup paper, oral presentation
47. Deming - based philosophy for maintaining the
competitive advantage
Jose V. Alcedo, P.E.,M.B.A./TM
Processes
Systems
People
Strategy which focuses on continuous
improvement of all
YouKaizen.com
48. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Present
state
The Change Process
Transition
state
Future
state
Allies
Allies
Allies
Allies Allies
Allies
Allies
Why change ?
Sustainability
Considerations:
•Visions, Missions, End state
•Organizational behavior
•Human factors
•External influence
49. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Goal:
A. Integrate Continuous Improvement
Technology Course into CPU
Packaging Engineering and Business
Administration Curriculum
B. Implement Continuous
Improvement in CPU Business
Processes
50. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Align with goals and reason
for being:
Where are we going
What work should we do
How do we get there
Always keep our mission in
mind
51. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Continuous Improvement (CI)
focuses on improving
processes involving 4Ms:
•Men (People)
•Machines
•Materials
•Methods
52. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Have a strategy:
•Manage the direction: Focus on consistent direction.
•Obtain the buy-in of the process managers and
collaborate with them and the people in the whole
system with a holistic vision to improve the
Process.
53. Jose V. Alcedo, P.E.,
M.B.A./TM
YouKaizen.com
Managing The Change
Like steering a
sailboat in
turbulent water
and stormy winds.
If the wind is
blowing at gale
force dead
broadside, you
have to make a
number of critical
choices.
The true sailor,
knowing these
choices works
with the wind.
54. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Leadership
•Committed to satisfying customers
•Increase ability to respond to change
•Develop strategy
•Define roles
•Define goals
•Provide resources
•Lead by example
•Provide training
55. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Corporate culture:
•Be obsessed with adding value for
the customer
•Support incremental improvement
(individual own work, groups, teams)
•Team-based culture transition
56. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Attitudes:
•Fully accept and internalize the need
for CI
•Involvement and pride in CI activities
57. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Training:
•Establish a training program
•Awareness of employees’ role in CI
•Raise capabilities and empowerment
•Seven basic tools (Flowcharts, Pareto
Diagrams, Cause & Effect Diagram, etc.)
•Maximize effectiveness
•Begin at the top and cascade down
58. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Planning and Execution:
•Select significant improvement
opportunities
•Phased step-by-step approach
•Evaluate fine tuning vs. fundamental
redesign
•All in one team involvement
•Cross functional
•Multilevel
•Involve the entire system (suppliers and
customers)
59. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Planning and Execution:
•Coordinate activities
•Project timeline
•Ensure stable processes after each
planned change
•Evaluate change benefits
•Make the change permanent
60. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Continuous Improvement is to take a hard look at
processes and reduce the variation in key business
performance, first, before achieving the bottom-line.
61. Jose V. Alcedo, P.E.,M.B.A./TM
YouKaizen.com
Improve your process
first, by reducing variation,
then the results will follow.
Competitive Edge –Practical
Guide to Implement
Continuous Improvement
www.YouKaizen.com
62. - A blending of inputs to achieve the
desired outputs
Jose V. Alcedo,
P.E.,M.B.A./TM
PROCESS
INPUTS OUTPUTS
People
Material
Equipment
Procedures
Service
Product
Task
YouKaizen.com
64. - Deming: 94% of the variation is due to chance causes/process
which management has control, 6% is due to special causes.
Jose V. Alcedo,
P.E.,M.B.A./TM
YouKaizen.com
Module 3
Editor's Notes
The road to Continuous Improvement requires leadership that is guided by Deming’s System of Profound Knowledge. This knowledge empowers a leader with the responsibility to implement a mindset of ongoing improvement. This theory says that the success of the whole organization is dependent on the leaders’ capability to orchestrate the delicate balance of each component, in order to optimize the whole system. Management or leader should orchestrate the implementation of the system of profound knowledge.
Theory of knowledge is how we learn things. Applied in Continuous Improvement methods, it is important to gain knowledge about the process through data of variation, whether variation is common-cause of special-cause. This knowledge dramatically affects decisions and direct improvement actions. A signal indicating that a variation is special caused warrants an investigation as to what occurred for a specific data point. However, when variation is common-caused and the desired result is not obtained, something needs to be done differently within the process, to improve it.
Variation is the signal to do or not do something on the process. No two things are exactly alike, not people, not processes. Processes vary because of its variation. Variation is a natural occurrence, and is inherent in life. The goal of continuous improvement is to reduce the range of variation over time, in addition to adjust the process level to the desired state.
Variation is the signal to do or not do something on the process. No two things are exactly alike, not people, not processes. Processes vary because of its variation. Variation is a natural occurrence, and is inherent in life. The goal of continuous improvement is to reduce the range of variation over time, in addition to adjust the process level to the desired state.
Variation is the signal to do or not do something on the process. No two things are exactly alike, not people, not processes. Processes vary because of its variation. Variation is a natural occurrence, and is inherent in life. The goal of continuous improvement is to reduce the range of variation over time, in addition to adjust the process level to the desired state.
Knowledge of Psychology is important in the system in order to know what motivates people. The leader that serves the people with vision and guidance to see the interconnectedness of the whole system can empower the people to share ownership identity. People are born with intrinsic motivation. Motivation is driven by peoples’ needs. Maslow’s principle established a hierarchy of needs…..
Though people are in a state of want all the time, according to Maslow’s theory, what they want is a function of the pattern of need satisfaction in the hierarchy. They can start out with lofty aspirations relative to love, esteem, and self-actualization, but be driven to more basic needs if those more basic needs become unsatisfied. As the lower-level needs are relatively satisfied, they become less directly motivating for behavior. One is motivated mainly by the next level of unsatisfied need. Since all managers attempt to influence human behavior, they must consider what needs are relatively unsatisfied, and hence can serve as levers for motivation.
This methodology, designed by Dr. Deming, sustains the organizations’ transformation to continuous improvement. It points out that the organization and the individual worker must work together, as a team, for a constant improvement of whatever they do.
Innovation without Continuous Improvement deteriorates after a while from what should be the standard.