Class Room Notes 7
Class Room Notes 7
Kaizen
TQM Approach Japanese word for continuous improvement
1. Find out what the customer wants
2. Design a product or service that meets or exceeds Continuous improvement
customer wants Philosophy that seeks to make never-ending improvements to the
3. Design processes that facilitate doing the job right process of converting inputs into outputs
the first time (fail-safing)
4. Keep track of results
5. Extend these concepts throughout the supply chain Quality at the Source
6. Top management must be involved and committed The philosophy of making each worker responsible for the quality of his
or her work
“Do it right” and “If it isn’t right, fix it” (then and there it self)
Differences between cultures of a TQM organization and a more traditional organization
Obstacles to Implementing TQM
Obstacles include:
• Lack of company-wide definition of quality
• Lack of strategic plan for change
• Lack of customer focus
• Poor intra-organizational communication
• Lack of employee empowerment
• View of quality as a “quick fix”
• Emphasis on short-term financial results
• Inordinate presence of internal politics and “turf”
issues
• Lack of strong motivation
• Lack of time to devote to quality initiatives Criticisms of TQM
• Lack of leadership • Overzealous advocates may pursue TQM programs
blindly, focusing attention on quality. (other priority)
• Programs may not be linked to the strategies of the
organization in a meaningful way
• Quality-related decisions may not be tied to market
performance
• Failure to carefully plan a program before embarking
on it can lead to false starts, employee confusion,
and meaningless results
• Organizations sometimes pursue continuous
improvement instead of dramatic improvement.
• Quality efforts may not be tied to results
PDSA Cycle Act Plan
• Six Sigma: A business process for improving DMAIC: A formalized problem-solving process of six sigma.
quality, reducing costs, and increasing Define: Set the context and objectives for improvement
customer satisfaction Measure: Determine the baseline performance and capability of the proces
• Statistically Analyze: Use data and tools to understand the cause-and-effect relationsh
• Having no more than 3.4 defects per of the process
million Improve: Develop the modifications that lead to a validated
• Conceptually improvement of the process
• A program designed to reduce Control: Establish plans and procedures to ensure that
defects improvements are sustained
• Requires the use of certain tools and
techniques
Guiding Principles
• Reduction in variation is an important goal
• The methodology is data-driven; it requires
data validation
• Outputs are determined by inputs
• Only a critical few inputs have a significant
impact on outputs
Pto.
6 sigma diagrammatic view
https://www.geeksforgeeks.org/six-sigma-in-software-engineering/
Statistical and fitting tools
https://en.wikipedia.org/wiki/Six_Sigma
Follows 80-20 rule
Different from Pareto front
Fish bone diagram or
Ishikawa diagram
Brainstorming
Methods for Generating Ideas • It is a technique in which a group of people shares
thoughts and ideas on problems in a relaxed
atmosphere that encourages unrestrained collective
thinking
• Brainstorming • In successful brainstorming, no single member is
• Quality circles allowed to dominate sessions, and all ideas are
welcomed
• Benchmarking • Structured brainstorming is an approach to assure
that everyone participates (including shy people).
Quality circle
• Groups of workers who meet to discuss
Benchmarking Process ways of improving products or processes
1. Identify a critical process that needs improvement • Less structured and more informal
2. Identify an organization that excels in this process than teams involved in continuous
3. Contact that organization improvement
4. Analyze the data • Quality circle teams have
5. Improve the critical process historically had relatively little
authority to make any but the most
minor changes