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CONTINUOUS PROCESS IMPROVEMENT

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Nicole James Montesines

on 1 March 2015

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Transcript of CONTINUOUS PROCESS IMPROVEMENT

Mai Maro Villarin
Kaizen, Kaizen Activities and Basic Principles of Kaizen
Abigail Montante
3 MUs & their meaning and Kaizen Implementation
James Montesines
Japanese 5S
Elyssa Gilian Nucum
Kaizen Blitz and Applying Kaizen
CONTINUOUS PROCESS IMPROVEMENT
Total Quality Management
Cristine Bañares
Benefits of Kaizen Blitz
Introduction in Japanese 5S
Maria Bianca San Juan
Bernijane Faustino
Japanese 5S
KAIZEN
Kaizen Activities
Basic Principles of Kaizen
There are essentially three basic principles of Kaizen.

Work place effectiveness
– use of 5S tools

Elimination of waste, strain and discrepancy
– elimination of three MUs

Standardization
Finding new ways or improving the ways in which the tasks are currently carried out

Improving working environment

Improving processes

Improving capability of machinery through periodic as well as preventive maintenance

Improving usage of tools and fixtures

Improvement of human resources through training and job rotation

Improving plant layout

Gradual, orderly and continuous improvement

Productivity improvement of Work In Progress (WIP) reduction of Machine set up time reduction of Space reduction for manufacturing by & No additional capital investment

Gradual improvement of processes
- Just like TQM

Use 5 S tools for reorganizing work places

7 QC Tools for problem solving

Reduce or eliminate 3 MUs

Use PDCA cycle to implement improvement actions

Kaizen Blitz

Kaizen Implementation
3 MUs & their Meaning
Kaizen Blitz
Applying Kaizen
Quick improvement methodology

Usually in a week

Perfect Vs. better production line

Cross functional-team trained in Kaizen workshop
Studies, collects, and analyzes the data , discuss improvement options and recommends changes needed

Benefits of Kaizen Blitz
Japanese 5S
The 5S practices are:

sort
set
shine
standard
sustain

Seiri / Sort
The objective of Seiri is to sort and throw away unnecessary items.

Separate tools, machinery, products, inspection, work in progress and documentation into necessary and unnecessary and discard unnecessary items.

Seiton / Set
For easy and fast access when needed, everything has a place and everything in its place.
Seiso / Shine

The objective of Seiso tool is to clean and inspect the respective work places thoroughly, so that there is no dust on the floor, machinery and equipment. Keep machinery and work environment clean.

Seiketsu / Standardize

The objective of this tool is to maintain high standards of work place organization by keeping everything clean and orderly at all times. Develop routine practices for cleaning and checking.

Shitsuke / Sustain

The objective of the last 5S tool is to make the previous four steps part of the daily routine and to observe self-discipline through continuous practice. Follow procedures and standardize continuously to improve processes and reestablish standards.

THANK YOU
The Seven Deadly Wastes and
Business Process Reengineering
Bea Benitez
Business
Process
Reengineering
The Seven
Deadly
Wastes
Overproduction

Waste due to waiting

Transportation

Processing waste

Inventory Waste

Waste of Motion

Product defects

The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.

Business Process Reengineering
Juran's Trilogy
CONTINUOUS PROCESS IMPROVEMENT
- is an endless occurrence throughout uninterrupted steady state of a series of procedures for the common progression of the organization.

- refers to an ongoing efforts to improve business processes.

- is a formal activity, ongoing approach to improving business processes (ultimately productivity, products, and services).

- in TQM, CPI means a gradual and continuous improvement of processes. It consists of finding new opportunities or improvements of processes, improving them, measuring improvement, and repeating the cycle again and again.
- is possibly the most simple,complete, and pure representation of managing for Quality ever devised. The trilogy exemplifies the essence of Quality. It completely meets its objective in the most efficient and effective manner possible.


Three managerial processes:




- refers to the activities that establish the objectives and requirement for quality. It is comprised of the following steps:

Identify the customers

Determine the customer’s needs

Develop processes that are able to produce those product features

Establish process controls, and transfer the resulting plans to the operating forces



- This process deals with the execution of plans and it includes monitoring operations so as to detect differences between actual performance and goals. It is comprised of the following steps:

Evaluate actual quality performance

Compare actual performance to quality goals

Act on the difference


Quality Planning
Quality Control
Quality Improvement
- There are four different “strategies” to improvement that could be applied during this phase:

Repair

Refinement

Renovation

Reinvention
Full transcript