CONTINUOUS IMPROVEMENT

PDSA CYCLEKAIZEN

ASHWINI DURGE

REEMA DAWRA

SHYAM SHARMA

PDSA CYCLE In a central process, the actual results of an action are compared

with a target or a set point. The difference between the two is then mentioned and corrective measures are adopted if the disparity becomes large. The repeated and continuous nature of continuous improvement follows this usual definition of control and is represented by the PDSA (Plan-Do-Study-Act) cycle.

Effective in both doing a job and managing a programme More effective than adopting “the right first time” approach The PDSA cycle enables two types of corrective action –

Temporary action is aimed at results by practically tackling and fixing the problem

Permanent corrective action, on the other hand, consists of investigation and eliminating the root causes and thus targets the sustainability of the improved process

PDSA cycle is more than just a tool; it is a concept of continuous improvement processes embedded in the organization’s culture.

Most important aspect of PDSA lies in the “act” stage after the completion of a project when the cycle starts again for the further improvement.

EVOLUTION OF SCIENTIFIC METHOD

ACT

Managing Nonconformity Improvement ISO 9001 Certification Cultural and Organizational Aspects Total Quality Management Environmental Management Systems Management System Integration

PLAN

The Quality Concept and Objectives Statutory Considerations Product Liability and Product Safety Training for Quality The Control of Design

STUDY

An Introduction to Statistics Control Charts Inspection Functional Testing Inspection and Measurement

Equipment Metrology Quality Audits and Reviews Quality- and Safety-related Cost Benchmarking

DO

Procurement Just-in-Time Supplies Process Capability Product Reliability Materials Handling Servicing Service Quality Documentations and Records Controlling Changes Standards, Standardization,

Conformity and Compatibility

KAIZEN“UNLESS YOU CHANGE THE PROCESS,WHY WOULD YOU EXPECT THE RESULTS TO CHANGE?”

The President of Texas InstrumentsDefense Systems and Electronic Group

“IMPROVE CONSTANTLY AND FOREVER THE SYSTEM OF PRODUCTION AND SERVICE.IMPROVEMENT IS NOT A ONE-TIME EFFORT. MANAGEMENT IS OBLIGATED TO CONTINUALLY LOOK FOR WAYS TO REDUCE WASTE AND IMPROVE QUALITY.”

W. Edwards Deming“ KAIZEN STRATEGY IS THE SINGLE MOST IMPORTANT CONCEPT IN JAPANESE MANAGEMENT--THE KEY TO JAPANESE COMPETITIVE SUCCESS. KAIZEN MEANS ‘ONGOING’ IMPROVEMENT INVOLVING EVERYONE--TOP MANAGEMENT, MANAGERS, AND WORKERS.”

Masaaki Imai

CONT.….. Kaizen is the name given by the Japanese to

continuous improvement. Continuous improvement really means “continuous incremental improvement.”

Kai – TO BREAK Zen – FOR THE BETTER Kaizen means making changes for the better on a

continual, never-ending basis. Kaizen refers to improvement of both processes

and people. In fact Kaizen philosophy aims at improving all

aspects of an organization all the time. Good is never good enough; kaizen is a never-

ending journey to excellence.

OVERVIEW OF THE CONCEPT OFKAIZEN Kaizen value system --- continual improvement of

all things, at all levels, all the time, forever. Role of top management --- top management is

responsible for establishing Kaizen as the overriding corporate strategy and communicating this commitment to all levels of the organization and allocating the resources necessary for Kaizen to work.

Role of middle management --- responsible for implementing the Kaizen policies established by top management; establishing, maintaining and improving work standards; ensuring that employees receive the training necessary to understand and implement Kaizen, and ensuring that employees learn how to use problem.

CONT…… Role of supervisors --- responsible for

applying the Kaizen approach in their functional roles; developing plans for carrying out the Kaizen approach at the functional level; improving communication at the workplace; maintaining morale; providing coaching for teamwork activities; soliciting Kaizen suggestions from employees and making Kaizen suggestions

CONT…… Role of employees --- responsible for

participating in Kaizen through teamwork activities, making Kaizen suggestions, engaging in continuous self-improvement activities, continually enhancing job skills through education and training, and continually broadening job skills through cross-functional training.

Kaizen and quality --- In a TQM environment quality is defined by customers. Regardless of how customers define quality, it can always be improved and it should be, continually.

THE WET BLANKET LIST I am too busy to study it It's a good idea, but the timing is premature It is not in the budget Theory is different from practice Isn't there something else for you to do ? I think it doesn't match corporate policy It isn't our business; let someone else think about

it Are you dissatisfied with your work ? It's not improvement, it's common sense I know the result, even if we don't do it I will not be held accountable for it Can't you think of a better idea ?

BASIC TIPS FOR KAIZEN ACTIVITIES Discard conventional fixed ideas. Think of how to do it, not why it cannot be done. Do not make excuses. Start by questioning current

practices. Do not seek perfection. Do it right away even if for

only 50% of target. Correct it right away, if you make a mistake. Do not spend money for KAIZEN, use your wisdom. Wisdom is brought out when faced with hardship. Ask 'WHY?" five times and seek root causes. Seek the wisdom of ten people rather than the

knowledge of one. KAIZEN ideas are infinite.

ELEMENTS OF KAIZEN

KAIZEN BLITZ Kaizen -Small improvements every da Kaizen Blitz –Total focus and

breakthrough improvement “Adopted then adapted”

Blitz intervention Employee empowerment The right scope The right team First Class facilitation

An intense & rapid improvement process in which a team or a department throw all its resources into an improvement project over short time period

THANKS