The document outlines a five-day Kaizen event being held by an Auditor's Office Quality Improvement Group. Day 1 provides an introduction to Kaizen and the five wastes. Days 2-3 involve voting on a process to improve, analyzing the current process, and designing a future state. Day 4 plans the implementation of changes needed to achieve the future state. Day 5 reviews the process, creates an executive summary, and compiles an improvement report. The goal is to use a Kaizen approach to analyze and optimize an existing process through cross-functional teamwork and data-driven problem solving.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
This document provides guidance on process improvement through a 14-step model. It begins with selecting a process and establishing an objective. Then a team is organized to flowchart the current process, simplify it, collect baseline data, and assess if the process is stable and capable of meeting the objective. If not, the team identifies root causes and plans a change. The change is tested and data collected to determine if the process improved. Finally, the team decides if further improvement is feasible.
This document provides an agenda for a training program on enhancing product quality through Six Sigma and 7 quality control tools. The program will take place over 4 sessions covering topics like Six Sigma approach, objectives, measurement, identifying vital vs. trivial factors, developing objectives, and calculating first time yield. The goal of Six Sigma is to minimize defects by identifying and removing causes of variation in processes. It aims to "do it right the first time" through disciplined data collection and analysis to determine the best solutions.
Overview of 3 day Lean & Kaizen Course ContentTimothy Wooi
This document outlines the content of a 3-day Lean & Kaizen course. Day 1 covers topics like Lean Manufacturing principles, characteristics of Lean production including cellular layouts and Kanban systems. Day 2 focuses on standard work including takt time and pull production. Day 3 covers tools for standard work, Total Productive Maintenance (TPM), and Kaizen workshops which use small group projects to drive continuous improvement. The workshop method involves planning, implementing improvements on the production floor for a week, and follow up meetings to sustain results.
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)TKMG, Inc.
This document summarizes a 3-part series on metrics-based process mapping. Part 1 involves documenting the current state, Part 2 analyzes the current state and designs and implements a future state. Part 3, which is the focus of this document, discusses documenting the improved process. The document provides details on using an Excel tool to electronically document new standard work processes and distribute them to remote locations. It also describes how the tool automatically calculates summary metrics and projected improvements to help monitor process performance.
This document discusses applying Lean and Six Sigma principles to improve processes in IT organizations. It provides an introduction to Lean and Six Sigma approaches and how they can be combined ("Lean Six Sigma") to reduce waste and improve quality in IT processes. A case study is presented on applying Six Sigma methods to analyze data from an IT service desk ticketing system to identify factors contributing to SLA breaches. Process improvements were implemented and resulted in significantly reduced handling times and cost savings of over 250k Euro per year.
Leadership institute lean kaizen briefing 8 16 13 handoutmdwallace
The document outlines an agenda for a Lean leadership and performance excellence workshop that introduces Lean concepts and tools. It includes sessions on Lean history and principles, value stream mapping, kaizen events, problem solving tools, and simulations to apply Lean techniques to healthcare processes. The overall goal is to help participants understand and apply Lean methods to improve efficiency and reduce waste in their organizations.
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
This document provides guidance on process improvement through a 14-step model. It begins with selecting a process and establishing an objective. Then a team is organized to flowchart the current process, simplify it, collect baseline data, and assess if the process is stable and capable of meeting the objective. If not, the team identifies root causes and plans a change. The change is tested and data collected to determine if the process improved. Finally, the team decides if further improvement is feasible.
This document provides an agenda for a training program on enhancing product quality through Six Sigma and 7 quality control tools. The program will take place over 4 sessions covering topics like Six Sigma approach, objectives, measurement, identifying vital vs. trivial factors, developing objectives, and calculating first time yield. The goal of Six Sigma is to minimize defects by identifying and removing causes of variation in processes. It aims to "do it right the first time" through disciplined data collection and analysis to determine the best solutions.
Overview of 3 day Lean & Kaizen Course ContentTimothy Wooi
This document outlines the content of a 3-day Lean & Kaizen course. Day 1 covers topics like Lean Manufacturing principles, characteristics of Lean production including cellular layouts and Kanban systems. Day 2 focuses on standard work including takt time and pull production. Day 3 covers tools for standard work, Total Productive Maintenance (TPM), and Kaizen workshops which use small group projects to drive continuous improvement. The workshop method involves planning, implementing improvements on the production floor for a week, and follow up meetings to sustain results.
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)TKMG, Inc.
This document summarizes a 3-part series on metrics-based process mapping. Part 1 involves documenting the current state, Part 2 analyzes the current state and designs and implements a future state. Part 3, which is the focus of this document, discusses documenting the improved process. The document provides details on using an Excel tool to electronically document new standard work processes and distribute them to remote locations. It also describes how the tool automatically calculates summary metrics and projected improvements to help monitor process performance.
This document discusses applying Lean and Six Sigma principles to improve processes in IT organizations. It provides an introduction to Lean and Six Sigma approaches and how they can be combined ("Lean Six Sigma") to reduce waste and improve quality in IT processes. A case study is presented on applying Six Sigma methods to analyze data from an IT service desk ticketing system to identify factors contributing to SLA breaches. Process improvements were implemented and resulted in significantly reduced handling times and cost savings of over 250k Euro per year.
Leadership institute lean kaizen briefing 8 16 13 handoutmdwallace
The document outlines an agenda for a Lean leadership and performance excellence workshop that introduces Lean concepts and tools. It includes sessions on Lean history and principles, value stream mapping, kaizen events, problem solving tools, and simulations to apply Lean techniques to healthcare processes. The overall goal is to help participants understand and apply Lean methods to improve efficiency and reduce waste in their organizations.
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
1. The document discusses 7 quantitative quality control tools and techniques for decision making: checksheets, Pareto charts, cause-and-effect diagrams, scatter diagrams, histograms, control charts, and stratification.
2. It provides examples and explanations of how each tool is used, such as using checksheets to track defects over time, Pareto charts to identify the most common issues, and scatter diagrams to analyze relationships between variables.
3. The tools help identify sources of variation, recognize changes in processes, and determine if quality improvements are effective. Strategic use of these techniques aids in problem diagnosis and driving processes toward statistical control.
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
The document describes Abbott Informatics' STARLIMS Electronic Lab Notebook (ELN) product. The ELN provides a centralized electronic solution for capturing and storing lab data, replacing inefficient paper notebooks and files stored on shared drives. It allows for flexible data entry like Excel, along with search and sharing capabilities. The ELN ensures compliance through features like on-screen method execution instructions and full traceability. It aims to make labs more efficient, compliant, flexible and reduce errors through automated data handling and validation checks. The ELN integrates with STARLIMS and other systems to streamline workflows.
Nancy W. Northrup presented at the PMI NJ International Project Management Day on November 5, 2009. She discussed how Lean principles can help projects be completed faster, better, and cheaper. Lean focuses on eliminating waste to improve flow and value. Northrup provided examples of applying 5S and value stream mapping to processes to standardize work and reduce waste like defects, overproduction, and waiting. She emphasized the importance of continuous improvement through metrics, visual controls, and institutionalizing lessons learned.
This document provides an overview of total quality management approaches and improvement strategies. It discusses four improvement strategies: repair, refinement, renovation, and reinvention. It also outlines quality improvement frameworks like Kaizen, Six Sigma, and benchmarking. Key aspects of Kaizen are explained, including its focus on continual small improvements rather than large changes. The 5S methodology for organizing and standardizing the workplace is described. Total productive maintenance aims to keep equipment in top condition through cooperation between maintenance and production teams. Overall equipment effectiveness is a metric that measures availability, performance efficiency, and quality rate to monitor losses and improvement opportunities.
The document provides an overview of 5S implementation at the Littleborough site. It describes the factory and warehouse details. It then outlines the 5S workshops that were conducted, which involved audits, creating visions, sorting, setting, shining, standardizing and sustaining changes. Post-workshop efforts included continued audits, newsletters, and standardizing and sustaining training. The 5S philosophy was then expanded to other areas and sites.
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
The document discusses seven quality improvement tools, with a focus on the Plan-Do-Check-Act (PDCA) cycle and the Seven Basic Tools of Quality. The Seven Basic Tools of Quality introduced by Kaoru Ishikawa are: flow charts, cause-and-effect diagrams, check sheets, histograms, scatter diagrams, control charts, and Pareto charts. Each tool is described in one or two paragraphs in terms of its purpose and how it can be used to identify issues, analyze data, and drive continuous process improvement efforts.
This document outlines a Six Sigma project to optimize an article library. The project aims to improve article trustworthiness by 80%, discard 60% of duplicate and out-of-date articles, decrease article retrieval time to 8 minutes or less, decrease costs by 20%, and increase customer satisfaction by 35%. Baseline data found the average article retrieval time was 11.6 minutes with a process sigma level of 3.195. Analysis identified duplicate articles, out-of-date articles, and untrustworthy articles as causes of long retrieval times. Improvement strategies included digitizing articles, adding expiration dates, and verifying article trustworthiness to comply with specifications.
Basic Qulaity Tools/Techniques Workshop for process improvementMouad Hourani
This material includes the easiest and most applicable quality tools that could be utilized by staff nurses at the level of direct care givers. some links cant be activated as it is PDF file.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
Process Management: Why So Few Companies Get It RightTKMG, Inc.
This document discusses process management and why many companies struggle with it. It provides data showing that most companies document few of their processes, and of those documented processes, most are not current. Additionally, few processes have clearly defined metrics or an identified owner. The document advocates for three criteria of proper process management: 1) defined and documented processes, 2) 2-5 relevant metrics that are visually displayed, consistently measured and improved, and 3) sole ownership and oversight of each process. It discusses how having process owners, rather than functional managers, leads to better process performance and continuous improvement.
The document provides an overview of lean principles and techniques including defining value from the customer's perspective, identifying value streams, creating flow through the process, using pull systems rather than push, continuously improving to eliminate waste, and benchmarking against Toyota's production system. It also discusses benefits such as reduced costs, delivery times, and improved quality and customer satisfaction from implementing lean.
Kaizen for the Retail and POS Industry Hilary Corna
This document discusses Kaizen, which means "change for the better" in Japanese. It describes the four parts of Kaizen as Need, Genba (actual place), Application, and Team. It outlines the 8 steps of the PDCA (Plan-Do-Check-Act) process for continuous improvement. These include clarifying the problem, breaking it down, analyzing the root cause, developing countermeasures, seeing countermeasures through, and standardizing successful processes. Examples are provided for how Kaizen can be applied to different areas like sales, cash flow, and HR. Reasons for Kaizen failure and key Kaizen principles are also discussed.
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
The document discusses identifying and eliminating waste from manufacturing processes using Lean principles. It defines value and eight types of waste: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized talent. Methods for finding waste include observing processes, mapping material flow, and introducing one-piece flow. Lean tools like 5S, standard work, and quick changeovers can help remove waste once it is identified. The overall goal is optimizing value and flow to meet customer demand without waste.
Had a heaven sent opportunity to carry out a half a day workshop on business process management.
Conducting lean six sigma workshops to allow organizations including not for profits to harness the true potential of lean six sigma - transactional cost reductions and waste removal. To identify and mitigate risk in projects to achieve efficiency and productivity gains
Was also a panellist along with Deloittes and the kaizen Institute on a lunchtime webinar on process re-engineering
This is the presentation I gave for my Senior Project in Industrial & Manufacturing Engineering at Indiana Institute of Technology August 17, 2009...A for the class!
The document summarizes the author's experience leading a project to achieve Green Belt certification in Lean Six Sigma. It details how the author analyzed issues with a new rice pellet supplier's process using statistical tools. This identified that inconsistent moisture levels and extruder conditions were causing quality problems. Working with the supplier, the author defined critical process controls and helped improve stability. Repeated trials then showed the new supplier's process met requirements and quality targets.
Kaizen is a Japanese philosophy of continuous improvement involving all employees. It is based on the concept of continuously improving processes through small, incremental changes over time. The key principles of Kaizen include continuously improving processes at every level of the organization through team-based problem solving and employee involvement. The typical phases of a Kaizen event involve identifying opportunities, analyzing current processes, envisioning improvements, implementing changes, verifying results, and continuously improving. Kaizen emphasizes continuous incremental changes rather than occasional dramatic changes, with the goal of achieving perfection through constant small steps of improvement.
The document provides an overview of Lean Six Sigma. It discusses the key principles and methodologies of Lean Six Sigma including DMAIC, DMADV, defining value streams, eliminating waste, and using data-driven problem solving. The goals of Lean Six Sigma are to improve processes by reducing variation and defects to lower costs, improve quality, and better satisfy customers.
1. The document discusses 7 quantitative quality control tools and techniques for decision making: checksheets, Pareto charts, cause-and-effect diagrams, scatter diagrams, histograms, control charts, and stratification.
2. It provides examples and explanations of how each tool is used, such as using checksheets to track defects over time, Pareto charts to identify the most common issues, and scatter diagrams to analyze relationships between variables.
3. The tools help identify sources of variation, recognize changes in processes, and determine if quality improvements are effective. Strategic use of these techniques aids in problem diagnosis and driving processes toward statistical control.
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
The document describes Abbott Informatics' STARLIMS Electronic Lab Notebook (ELN) product. The ELN provides a centralized electronic solution for capturing and storing lab data, replacing inefficient paper notebooks and files stored on shared drives. It allows for flexible data entry like Excel, along with search and sharing capabilities. The ELN ensures compliance through features like on-screen method execution instructions and full traceability. It aims to make labs more efficient, compliant, flexible and reduce errors through automated data handling and validation checks. The ELN integrates with STARLIMS and other systems to streamline workflows.
Nancy W. Northrup presented at the PMI NJ International Project Management Day on November 5, 2009. She discussed how Lean principles can help projects be completed faster, better, and cheaper. Lean focuses on eliminating waste to improve flow and value. Northrup provided examples of applying 5S and value stream mapping to processes to standardize work and reduce waste like defects, overproduction, and waiting. She emphasized the importance of continuous improvement through metrics, visual controls, and institutionalizing lessons learned.
This document provides an overview of total quality management approaches and improvement strategies. It discusses four improvement strategies: repair, refinement, renovation, and reinvention. It also outlines quality improvement frameworks like Kaizen, Six Sigma, and benchmarking. Key aspects of Kaizen are explained, including its focus on continual small improvements rather than large changes. The 5S methodology for organizing and standardizing the workplace is described. Total productive maintenance aims to keep equipment in top condition through cooperation between maintenance and production teams. Overall equipment effectiveness is a metric that measures availability, performance efficiency, and quality rate to monitor losses and improvement opportunities.
The document provides an overview of 5S implementation at the Littleborough site. It describes the factory and warehouse details. It then outlines the 5S workshops that were conducted, which involved audits, creating visions, sorting, setting, shining, standardizing and sustaining changes. Post-workshop efforts included continued audits, newsletters, and standardizing and sustaining training. The 5S philosophy was then expanded to other areas and sites.
Value Stream Analysis Kaizen Training provides an overview of lean concepts and terminology, and details the value stream analysis process. The process involves 3 phases: pre-event planning, the main event where current, ideal and future state value stream maps are created, and an accountability process. Key elements of the training include identifying value-added vs. non-value added activities, eliminating waste, developing future state plans, and setting short-term goals for improvement.
The document discusses seven quality improvement tools, with a focus on the Plan-Do-Check-Act (PDCA) cycle and the Seven Basic Tools of Quality. The Seven Basic Tools of Quality introduced by Kaoru Ishikawa are: flow charts, cause-and-effect diagrams, check sheets, histograms, scatter diagrams, control charts, and Pareto charts. Each tool is described in one or two paragraphs in terms of its purpose and how it can be used to identify issues, analyze data, and drive continuous process improvement efforts.
This document outlines a Six Sigma project to optimize an article library. The project aims to improve article trustworthiness by 80%, discard 60% of duplicate and out-of-date articles, decrease article retrieval time to 8 minutes or less, decrease costs by 20%, and increase customer satisfaction by 35%. Baseline data found the average article retrieval time was 11.6 minutes with a process sigma level of 3.195. Analysis identified duplicate articles, out-of-date articles, and untrustworthy articles as causes of long retrieval times. Improvement strategies included digitizing articles, adding expiration dates, and verifying article trustworthiness to comply with specifications.
Basic Qulaity Tools/Techniques Workshop for process improvementMouad Hourani
This material includes the easiest and most applicable quality tools that could be utilized by staff nurses at the level of direct care givers. some links cant be activated as it is PDF file.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
Process Management: Why So Few Companies Get It RightTKMG, Inc.
This document discusses process management and why many companies struggle with it. It provides data showing that most companies document few of their processes, and of those documented processes, most are not current. Additionally, few processes have clearly defined metrics or an identified owner. The document advocates for three criteria of proper process management: 1) defined and documented processes, 2) 2-5 relevant metrics that are visually displayed, consistently measured and improved, and 3) sole ownership and oversight of each process. It discusses how having process owners, rather than functional managers, leads to better process performance and continuous improvement.
The document provides an overview of lean principles and techniques including defining value from the customer's perspective, identifying value streams, creating flow through the process, using pull systems rather than push, continuously improving to eliminate waste, and benchmarking against Toyota's production system. It also discusses benefits such as reduced costs, delivery times, and improved quality and customer satisfaction from implementing lean.
Kaizen for the Retail and POS Industry Hilary Corna
This document discusses Kaizen, which means "change for the better" in Japanese. It describes the four parts of Kaizen as Need, Genba (actual place), Application, and Team. It outlines the 8 steps of the PDCA (Plan-Do-Check-Act) process for continuous improvement. These include clarifying the problem, breaking it down, analyzing the root cause, developing countermeasures, seeing countermeasures through, and standardizing successful processes. Examples are provided for how Kaizen can be applied to different areas like sales, cash flow, and HR. Reasons for Kaizen failure and key Kaizen principles are also discussed.
Five Steps For Continuous Improvement of a South Carolina Business ProcessStephen Deas
Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)
The document discusses identifying and eliminating waste from manufacturing processes using Lean principles. It defines value and eight types of waste: overproduction, inventory, transportation, motion, processing, defects, waiting, and underutilized talent. Methods for finding waste include observing processes, mapping material flow, and introducing one-piece flow. Lean tools like 5S, standard work, and quick changeovers can help remove waste once it is identified. The overall goal is optimizing value and flow to meet customer demand without waste.
Had a heaven sent opportunity to carry out a half a day workshop on business process management.
Conducting lean six sigma workshops to allow organizations including not for profits to harness the true potential of lean six sigma - transactional cost reductions and waste removal. To identify and mitigate risk in projects to achieve efficiency and productivity gains
Was also a panellist along with Deloittes and the kaizen Institute on a lunchtime webinar on process re-engineering
This is the presentation I gave for my Senior Project in Industrial & Manufacturing Engineering at Indiana Institute of Technology August 17, 2009...A for the class!
The document summarizes the author's experience leading a project to achieve Green Belt certification in Lean Six Sigma. It details how the author analyzed issues with a new rice pellet supplier's process using statistical tools. This identified that inconsistent moisture levels and extruder conditions were causing quality problems. Working with the supplier, the author defined critical process controls and helped improve stability. Repeated trials then showed the new supplier's process met requirements and quality targets.
Kaizen is a Japanese philosophy of continuous improvement involving all employees. It is based on the concept of continuously improving processes through small, incremental changes over time. The key principles of Kaizen include continuously improving processes at every level of the organization through team-based problem solving and employee involvement. The typical phases of a Kaizen event involve identifying opportunities, analyzing current processes, envisioning improvements, implementing changes, verifying results, and continuously improving. Kaizen emphasizes continuous incremental changes rather than occasional dramatic changes, with the goal of achieving perfection through constant small steps of improvement.
The document provides an overview of Lean Six Sigma. It discusses the key principles and methodologies of Lean Six Sigma including DMAIC, DMADV, defining value streams, eliminating waste, and using data-driven problem solving. The goals of Lean Six Sigma are to improve processes by reducing variation and defects to lower costs, improve quality, and better satisfy customers.
This document discusses using Lean Six Sigma to analyze and optimize workflows in Laboratory Information Management Systems (LIMS). It provides an overview of LIMS and examples of sequential and state machine workflows. The goals of applying a Lean Six Sigma framework to LIMS workflow analysis are to improve complex workflows, learn relevant tools, and ensure consistent, accurate results. Case studies examine assessing a microbiology system and redesigning LIMS workflows. Future developments may include greater mobile integration and external monitoring of LIMS data.
This document discusses various tools used in the improvement and control phases of quality management. In the improvement phase, tools like brainstorming, flow charts, Pareto charts, failure mode and effects analysis, stakeholder analysis, single minute exchange of dies, benchmarking, design of experiments, 5S's method, and kaizen are explained. In the control phase, control charts, standard operating procedures, standardization, and statistical process control are some of the tools discussed along with their purpose and examples. References used for the information are also listed.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvement of processes in business or industry. A Kaizen blitz involves using cross-functional teams over a short period, like 3-5 days, to rapidly improve a specific work area. The Kaizen approach uses pre-event preparation, a focused Kaizen event, and follow-up actions to implement improvements identified during the event. Tools like process mapping and data analysis are used to identify issues and prioritize solutions, which are then implemented during the event to create standardized work processes and measure benefits.
This document discusses quality in operations management. It provides an overview of common obstacles to quality improvement such as losing focus, taking on too many projects at once, and chasing "silver bullet" solutions. It then describes several quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms. The document concludes by listing additional quality-related topics.
Business Process Reengineering | Case studiesSumit Sanyal
Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.
LEAN - What Does Kaizen Mean.ppt based on lean manufacturingssuser72b8e8
This document provides instructions and templates for conducting a kaizen (continuous improvement) event. It details nine tools to identify and eliminate waste in processes. The tools are meant to be used in a specific order and include forms for standard work, time observation, workload balancing, action planning, and tracking improvements. The overall goal is to systematically analyze processes, understand sources of waste, and implement incremental changes to maximize efficiency and productivity.
A kaizen event is being held at the Toronto Factory to improve safety in work cell #3. The 5-day event will involve cross-functional teams identifying and implementing safety improvements through activities like hazard identification, 5S training, brainstorming, and developing solutions. The goals are to implement 15 safety improvements, raise the 5S score, implement 6 ergonomic improvements, and improve the GMP audit score. Each day will focus on a different part of the process such as training, discovery, implementation, refinement, and presenting results.
The document discusses how combining lean, Six Sigma, and business process management (BPM) can enhance process excellence programs. It provides overviews of each method:
- Lean focuses on reducing waste and increasing flow to minimize resources and maximize customer value.
- Six Sigma aims to identify and remove defects and sources of variation.
- BPM focuses on managing processes to improve agility and performance through modeling, automation, execution, and measurement.
While each has different focuses, their overall goals are the same - improving processes using data and removing waste. The document discusses how applying their principles together through BPM can provide business value.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Mangt tool with statistical process control ch 18 asif jamalAsif Jamal
It is basic way to understand Total Quality Management
Tools & Procedures of CI
Varies from simple suggestion system based on brain storming to structured programs utilizing statistical process control tools (SPC Tools)
Deming wheel (PDCA) cycle
Zero defect concept
Bench Marking
Six sigma
Kaizen
This document summarizes several key lean thinking methods and tools, including Kaizen, 5 Whys, 5S, Kanban, Six Sigma, and 3P. Kaizen focuses on continual small improvements to eliminate waste. The 5 Whys technique is used to identify the root cause of problems. 5S organizes and standardizes the workplace. Kanban controls production flow through a pull system. Six Sigma uses statistical methods to reduce process variation and defects. 3P focuses on designing products and processes with minimal waste from the outset.
The document introduces the core principles of Lean, including specifying value for the customer, identifying value streams to eliminate waste, making value flow through pull systems, empowering employees, and continuously improving. It defines value-added versus non-value added activities, and the seven most common types of waste. It provides examples of how to identify waste in processes by examining material, information, and work-in-process flows, and discusses major contributors to waste like overburden and unevenness. Finally, it outlines an approach to process improvement using DMAIC and discusses the goals of a Lean enterprise in reducing waste and variation.
Use the Windshield, Not the Mirror Predictive Metrics that Drive Successful ...Seapine Software
Sharon Niemi, Practice Director of SQA, talks about how the right combination of predictive and reactive metrics can help you build a measurement portfolio that improves product quality and release consistency. You’ll learn how to build a measurement system that incorporates leading and lagging indicators to improve your team’s consistency in delivering quality products on time and within budget.
1603960041059_20 Six Sigma Good Tools.pptxMimmaafrin1
The document provides an overview of various Six Sigma tools and methodologies including:
1) Voice of the Customer (VOC) which captures customer requirements and feedback through historical data analysis and direct customer interaction.
2) Critical to Quality (CTQ) which identifies specific measurable characteristics that fulfill customer requirements.
3) Cause and effect diagrams, 5 whys, process mapping and other tools for analyzing processes and identifying sources of variation.
4) Continuous improvement methodologies like Kaizen, PDCA cycles, and standard operating procedures.
5) Total Productive Maintenance (TPM) which aims to eliminate equipment breakdowns through proactive maintenance.
6) Other tools for improving processes like single
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1. Auditor’s Office Five Days of Kaizen
An Interactive Team Activity
Presenter: Auditor’s Quality Improvement Group
2. Auditor’s
Office
An Introduction to Lean
Management in Local Government
Lifehacker Talks About Kaizen
YouTube Robots Animate a Kaizen
Discussion
Helpful Precursors
3. Auditor’s
Office
Day 1 (30 minutes): Introduction to Kaizen and the 5 wastes
Homework: Propose a process to be improved. Each team member must provide at least one.
Day 2 (30 minutes): Vote on a process. Identify the current
state artifacts needed and the team member responsible.
Homework: Gather the artifacts into the Kaizen Event site.
Day 3 (90 minutes): Evaluate the Current State. Document the
Future State.
Homework: Identify the 5 key metrics.
Day 4 (90 minutes): Identify what changes are required to
achieve the future state and expected changes in metrics.
Homework: Share with other colleagues and garner feedback.
Day 5 (60 minutes): Review the feedback, update the
implementation plan, and determine fit with ERP project
schedule.
Homework: Create an Executive Summary and compile the Improvement Report.
Agenda
4. Auditor’s
Office
4th grade kickball cleanup kicker.
7th grade dodgeball champion.
20 years of process improvement and program
strategy experience across ERP, IT infrastructure,
and systems/application development.
Active certifications in project management,
information security, IT service management, Agile
Scrum, and change management.
Joined the Harris County Auditor’s Office in August
2016.
Your Facilitator: Robert
Simmons
8. Auditor’s
Office
MUDA: Waste
MURI: Stress
MURA: Inconsistency
Kaizen in a Nutshell
A business
philosophy that
places focus on
improving the
“flow” of people,
materials, and
information.
Seeks to eliminate
the 3 MU’s.
9. Auditor’s
Office
There are 7
wastes in
Kaizen for
manufacturing.
For office
processing we
address 5,
which are also
merged with
the other two
“MU’s”.
The 5 Wastes of Kaizen
Motion: People, devices, data, or
material with unnecessary movement.
Over-Processing: Doing more work
than necessary without value.
Rework: Doing the same work again
due to errors or uncoordinated
activities.
Waiting: Idle resources unable to
produce value.
Variation: Multiple unique procedures
for a single given process step.
10. Auditor’s
Office
Also called a Burst, the idea is to isolate a
single improvement, determine an optimized
condition, plan the change, implement the
plan, and then measure the success.
To support this, we execute a rigorous
analysis of processes that follows a patterned
approach.
First, we must choose a process to analyze.
Kaizen Event
11. Auditor’s
Office
Prime the Pump: let’s identify 5 processes
right here.
Email to me at least one more process, each.
I’ll compile the list and we’ll use that for our
day 2 voting.
Extra Points: List the steps in your process.
Homework
13. Auditor’s
Office
The Process Owner must be in our event team
At least 2 of the process operators must be
represented
Resource managers must be within the same
department
The process must be occurring regularly
The process must have multiple steps and
multiple participants
Process Candidate Criteria
15. Auditor’s
Office
Graphical flow diagrams of data, activities,
and artifacts.
Performance reports about the process
activities.
Volume reports about the process outputs–
can be intermediate outputs.
Information diagrams that demonstrate
systems and state.
Any logs that are produced especially
regulated.
Assign Gathering Duties
17. Auditor’s
Office
Determine next Event session timing.
Process analysis will be the focus, so more
data is always good.
Be ready to think critically and apply some
analytical techniques.
Our goal will be to design a better mousetrap.
Up Next
19. Auditor’s
Office
Flow
Diagrams
• People and Events (Process Maps)
• Systems and Data (Data Flow Diagrams
Performance
Metrics
• Time Driven
• Errors and Work Management
Production
Metrics
• Volume Rates
• Total Effort and Utilization
Welcome to Process Analysis
20. Auditor’s
Office
Pick 3 to 5
metrics that
are
consistent
across the
major steps
in the
process.
Key Measures
Even though there may not be a
current procedure for tracking a
measure, it may still be critical.
A given metric may not be in all
process steps, but should definitely
exist throughout the process.
Focus on those metrics that represent
Production and Performance.
Duration is an almost automatic
metric to include.
21. Auditor’s
Office
All of our
analysis
should be at
a consistent
level of
detail. We’ll
use a
guiding set
of questions
that must all
be “yes” or
else consider
combining
or splitting
steps.
Are the inputs changed upon
exiting the step?
Does the step support a consistent
set of activities, inputs and
participants?
Are there business rules that must
be applied to complete the step?
Can we adequately measure the
step?
Step Uniformity
23. Auditor’s
Office
Examine the
process
steps to
ensure the
level of
detail is the
same.
Consider
splitting,
combining,
or
eliminating
steps as
needed.
Process Decomposition
Step
Description
Duration
Metric 2
Metric 3
Decomposition
25. Auditor’s
Office
Review our
Decomposition
Workbook to
look for “hot
spots”.
Rank the top 3
to 5 of these
for the first
Kaizen Events.
Sometimes
problems are
obvious.
Identifying Problems
Step 1 2 3 4 5
Description Toast
slices of
bread
Peel
banana
Open
peanut
butter
jar
Smear
peanut
butter on
toast
Slice
bananas
onto
peanut
butter
smear
Duration (less
is better)
400
seconds
75
seconds
20
seconds
250
seconds
150
seconds
Height (more is
better)
2 in 2 in 2 in 3 in 4 in
Dryness (less
is better)
80% 80% 80% 85% 55%
27. Auditor’s
Office
Ishikawa or
Fishbone
diagrams are a
Kaizen tool for
evaluating
process flow
challenges.
Starting with
the problem,
we work our
way back to
the significant
root cause(s).
Root Cause Analysis
29. Auditor’s
Office
Three layers
are used in
Kaizen
methods to
demonstrate
the process.
This
approach is
called Value
Stream
Mapping.
Top Layer: Systems and Data Stores
Middle Layer: People and Activities
Bottom Layer: Key Measures of Performance and
Production
Future State Diagram Future State
30. Auditor’s
Office
As a team, identify the 5 key metrics for your
process.
Bonus: Finish converting your process into
the Future State Diagram template for
starting off next session.
Bonus: Identify additional key systems and
data stores for your process.
Homework
32. Auditor’s
Office
Add any additional measures to the Future
State Diagram
Add any additional systems to the Future
State Diagram.
Insert the Actual or Estimated Current values
for our measures.
Insert the Target or Estimated Future values.
Calculate the deltas.
Measuring Planned Improvement Future State
33. Auditor’s
Office
Any steps on
the Future
States that
have
significant
delta are
going to
require a
Kaizen
Event.
What represent Significance– pick
a rule, and let’s apply.
How much confidence do we have
in our estimates?
Are any changes complete step
changes? (new/eliminated)
Identify the Changes
35. Auditor’s
Office
The order of
change
events
defines the
change
program for
a given
process or
process
group.
One or more
projects may
be proposed
that achieve
the program
goals.
What are the top three goals that
result in proposed changes for our
chosen process?
Based on these goals, what is the
rank order of importance for
Kaizen events to achieve these
goals?
What dependencies exist between
Events that further dictate the
order?
Plan the Order of Change
36. Auditor’s
Office
Are metrics
already in
place, or is
totally new
effort
required?
Planning
may fit into
an existing
metrics
management
program.
Post-Change Monitoring
Who will be responsible for
gathering metrics?
What methods/tools are required?
How often will analysis results be
reported?
Where will the data and reports be
stored?
When will measurements begin?
38. Exiting the dark tunnel of despair to reach Shangri-La
Sum It All Up
39. Auditor’s
Office
What is Kaizen?
What are the 5
wastes?
What are the 3 steps
to define a Kaizen
Event?
What is in each layer
of a Future State
model?
What 4 contributors
determine change
impact?
A process
improvement
philosophy that
focuses on
improving Flow.
Translation is
“Change for Better”.
Review of Concepts
40. Auditor’s
Office
What is Kaizen?
What are the 5
wastes?
What are the 3 steps
to define a Kaizen
Event?
What is in each layer
of a Future State
model?
What 4 contributors
determine change
impact?
1. Motion
2. Over-Processing
3. Rework
4. Waiting
5. Variation
Review of Concepts
41. Auditor’s
Office
What is Kaizen?
What are the 5
wastes?
What are the 3 steps
to define a Kaizen
Event?
What is in each layer
of a Future State
model?
What 4 contributors
determine change
impact?
Review of Concepts
Isolate
trouble spots
Determine
the cause
Propose a
solution
42. Auditor’s
Office
What is Kaizen?
What are the 5
wastes?
What are the 3 steps
to define a Kaizen
Event?
What is in each layer
of a Future State
model?
What 4 contributors
determine change
impact?
Systems and Data
Stores
People and
Activities
Production and
Performance Metrics
Review of Concepts
43. Auditor’s
Office
What is Kaizen?
What are the 5
wastes?
What are the 3 steps
to define a Kaizen
Event?
What is in each layer
of a Future State
model?
What 4 contributors
determine change
impact?
Cost Time People Value
Review of Concepts
46. Auditor’s
Office
A common
approach to
building
executive
proposals is
the
Situation-
Target-Plan
template.
Building an Executive Proposal Proposal
Situation: Provide a synopsis of the
problem in it’s current state, including
any risks and quantified issues.
Target: Describe the ideal Future
State, and the value of getting there.
Plan: How will the Kaizen Events be
implemented, over what time, and
who will be involved and what will it
cost.
Classroom Challenge: Provide a workday example of each of the 5 office processing wastes.
Populate this slide with the process list from the class submissions.
This is really a Lean Six-Sigma technique, but it is derived straight from the core of Kaizen modeling.
Production = How Much. Baseline against our minimum required levels to meet customer expectation.
Performance = How Well. Baseline against our current levels of waste. We are not trying to enhance in-place– rather than adding a turbocharger, we seek to eliminate drag.
After completing a couple of Kaizen Events, this will become more second nature and can be approached by checking that the critical metrics are consistently measurable for our steps.
Introduce the workbook template from the last slide. The metrics selected at this point are not critical enough to dwell on for long, we just need one or two that are relevant. A more critical look into metrics will occur later.
To avoid straying off-course, analyze our discussion and work from time to time to ensure we are operating in one of these 3 boxes.
Equipment: Is our toaster bad?
Process: Should we even be toasting the bread?
People: Do we have anybody in charge of the toaster?
Materials: Is the bread old and moldy?
Environment: Is the room dry? Is there an obstacle above the toaster that prevent proper ejection?
Management: Has management been clear in the priority of toasting versus all other process steps and in the finished product?
We may need to re-state our problem after completing the root cause analysis.
While cycle time (WIP/Average Daily Production) is meaningful, we will focus on incremental improvements that will likely improve cycle time.
Bloom (1956) Learning Taxonomy was updated by Webb c. 2002 for small-group learning.
Level 1: Recall/Reproduction
Level 2: Skill or Concept Application
Level 3: Strategic Thinking
Level 4: Extended Thinking (lateral application and investigation)