Total Quality Management

Week # 9

Continuous Improvement & Quality Tools

Prepared by: Khalid Dahleez
Faculty of Commerce – the Islamic University of Gaza

This material was collected from different sources

Total Quality Management - Spring 2010 - IUG 1

 Continuous Improvement
• Continuous improvement (CI) is a management philosophy that
approaches the challenge of product and process improvement as
a never-ending process of achieving small wins.
• Steps toward CI
1. Train employees in the methods of statistical process
control (SPC) and other tools.

2. Make SPC methods a normal aspect of operations.

3. Build work teams and encourage employee involvement.

4. Utilize problem-solving tools within the work teams.

5. Develop a sense of operator ownership in the process.

Total Quality Management - Spring
2010 - IUG 2
 Continuous Improvement

• It is an integral part of a total quality management system.

• Continuous improvement seeks continual improvement of

machinery, materials, labor utilization, and production
methods through application of suggestions and ideas of
team members.

• Though pioneered by U.S. firms, this philosophy has become

the cornerstone of the Japanese approach to operations.

• Although management in both Japan and the West

historically have implemented CI in manufacturing plants, it
has become quite common in services as well.

Total Quality Management - Spring

2010 - IUG 3
Tools & Procedures of CI
1. Varies from simple suggestion system based on brain
storming to structured programs utilizing statistical
process control tools (SPC Tools)
2. Deming wheel (PDCA) cycle
3. Zero defect concept
4. Bench Marking
5. Six sigma
6. Kaizen
SPC Tools (Also known as Tools of TQC)
 Check Sheet
 Process flow chart
 Pareto analysis
 Histogram
 Scatter diagram
 Causes & effect diagram (Fish Bone /Ishikawa Diagram)
 Control charts

Total Quality Management - Spring

2010 - IUG 4
 The Deming Cycle or PDCA Cycle

PLAN
Plan a change to the process. Predict the effect this
change will have and plan how the effects will be
measured

ACT
DO
Adopt the change as a
permanent modification to the Implement the change on a small
process, or abandon it. scale and measure the effects

STUDY

Study the results to learn what

effect the change had, if any.

Total Quality Management - Spring

2010 - IUG 5
PDSA cycle- seven steps or phases
1. Identify the opportunity
2. Analyze the current process
3. Develop the optimal solution(s)
4. Implement changes
5. Study the results
6. Standardize the solution
7. Plan for the future.

Total Quality Management - Spring

2010 - IUG 6
Seven Problem Solving Tools
 Pareto Analysis
 Flowcharts
 Checklists
 Histograms
 Scatter Diagrams
 Control Charts
 Cause-and-Effect Diagrams

Total Quality Management - Spring

2010 - IUG 7
 PARETO CHART
DEFINITION
A Pareto Chart is a vertical bar chart in which the bars
are arranged in the descending order of their height
starting from the left and prioritize the problems or
issues.

USES
 to prioritize problems
 to analyze a process
 to identify root causes
 to verify that whatever improvement process you implement
continues to work

Total Quality Management - Spring

2010 - IUG 8
Pareto Analysis

NUMBER OF
CAUSE DEFECTS PERCENTAGE

Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %

Total Quality Management - Spring

2010 - IUG 9
Pareto Chart
70
(64)
60
Percent from each cause

50

40

30

20
(13)
(10)
10 (6)
(3) (2) (2)
0

Causes of poor quality

Total Quality Management - Spring

2010 - IUG 10
Flow Charts
• Flow charts are nothing but graphical representation of steps involved in a
process.
• Flow charts give in detail the sequence involved in the material, machine
and operation that are involved in the completion of the process.
• Thus, they are the excellent means of documenting the steps that are
carried out in a process.

Start/
Finish Operation Operation Decision Operation

Operation Operation

Decision Start/
Finish

Total Quality Management - Spring

2010 - IUG 11
Check Sheet
• Check sheets are nothing but forms that can be used to systematically
collect data.
• Check sheet give the user a place to start and provides the steps to be
followed in
• Collecting the data

COMPONENTS REPLACED BY LAB

TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob

TV SET MODEL 1013

Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |

Total Quality Management - Spring

2010 - IUG 12
 CHECK SHEET
USES
 to gather data
 to test a theory
 to evaluate alternate solutions
 to verify that whatever improvement process you implement
continues to work

STEPS
 team agrees on what to observe
 decide who collects data
 decide time period for collecting data
 design Check Sheet
 collect data
 compile data in the Check Sheet
 review Check Sheet
Total Quality Management - Spring
2010 - IUG 13
Histogram
Histograms help in understanding the variation in the process. It also helps
in estimating the process capability.

20

15

10

0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
Total Quality Management - Spring
2010 - IUG 14
Scatter Diagram
It is a graph of points plotted; this graph is helpful in comparing two
variables.
The distribution of the points helps in identifying the cause and effect
relationship Between two variables.

X
Total Quality Management - Spring
2010 - IUG 15
 Control Chart
A control chart is nothing but a run chart with limits. This is helpful in finding
the amount and nature of variation in a process.

24
UCL = 23.35
Number of defects

21
18 c = 12.67

15
12
9

6
3 LCL = 1.99
2 4 6 8 10 12 14 16
Sample number
Total Quality Management - Spring
2010 - IUG 16
Histograms do not
take into account
changes over
time.

Control charts can

tell us when a
process changes

Total Quality Management - Spring

2010 - IUG 17
Cause and Effect Diagram
 Developed by Dr Kaoru Ishikawa in 1943. It is also
known by the name of 1) Ishikawa diagram, 2)Fishbone
diagram.

 This diagram is helpful in representing the relationship

between an effect and the potential or possible causes
that influences it.

 This is very much helpful when one want to find out the
solution to a particular problem that could have a
number of causes for it and when we are interested in
finding out the root cause for it.

Total Quality Management - Spring

2010 - IUG 18
Cause and effect Diagram
 The cause and effect diagram is an investigative tool.
This is also called Ishikawa Diagram. Because of its
shape, the diagram is also termed as Fishbone
Diagram.
 There is a systematic arrangement of all possible
causes which give rise to the effect in Ishikawa
diagram. Before taking up problem for a detailed
study, it is necessary to list down all possible causes
through a brainstorming session so that no important
cause is missed. The causes are then divided into
major sources or variables.

Total Quality Management - Spring

2010 - IUG 19
Ishikawa Diagram

Total Quality Management - Spring

2010 - IUG 20
 Cause-and-Effect Diagram
Measurement Human Machines
Faulty
testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old / worn

Quality
Inaccurate Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment Materials Process

Total Quality Management - Spring

2010 - IUG 21
 Quality Circles

Organization
8-10 members
Same area
Supervisor/moderator

Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis

Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem Analysis
Cause and effect
Data collection and
analysis

Total Quality Management - Spring

2010 - IUG 22
CONCEPT OF KAIZEN
Imai has brought together various
management theories, philosophies and
tools that have been popular in Japan over
the years, as a single concept, Kaizen.

There are many quality experts, whose

principles formed the basis of the Kaizen
concept.

Kaizen means continuous improvement

involving everybody.

Total Quality Management - Spring

2010 - IUG 23
CONCEPT OF KAIZEN
The term Kaizen originates from the
Japanese words, ‘Kai’ that means change,
whereas, ‘zen’ means for the better,
therefore, it means ‘change for the better’.

It signifies constant and gradual

improvement, no matter how small it is.

It should be taking place all the time in

every process, involving everyone from all
the ranks of management and the
workforce.
Total Quality Management - Spring
2010 - IUG 24
CONCEPT OF KAIZEN

In brief, Kaizen system includes:

 Total employee involvement starting from
top management;
 Empowering people;
 Listening to them;
 Promoting zero investment improvements;
and
 Focus on efforts rather than results in
Kaizen evaluation and performance
appraisal.

Total Quality Management - Spring

2010 - IUG 25
Definition of KAIZEN

1. A selection of better means

or a better method for achieving
an objective.
2. An accumulation of small changes.

3. A corrective action under constraints.

Total Quality Management - Spring

2010 - IUG 26
 KAIZEN TECHNIQUES
KAIZEN techniques consists of the
following steps:
 Identifying problem (s)
 Examining the problem (s)
 Finding ideas to solve the problem (s)
 Developing selected proposal (s)
 Implementing the proposal (s)

Total Quality Management - Spring

2010 - IUG 27
 KM 28

Multiple KAIZEN ideas

Problem:
 The man cannot reach
the tool box on the
shelf.
 Man is too short to
reach the tool box.

 The tool box is placed too

high.
Total Quality Management - Spring
Idea source: The Japan HR association 2010 - IUG
The interaction between man and tool
box generates a problem.

Tool
Box
Man
Problem

Problem does not exit.

Tool
Box
Man
Total Quality Management - Spring
2010 - IUG 29
Multiple KAIZEN ideas

 From “man “ stand point,

 cannot reach Use footstool.

From “toolbox” stand point,

 place it at the lower shelf.

Total Quality Management - Spring

2010 - IUG 30
 Solution

Place the toolbox

at a lower shelf

Footstool

Total Quality Management - Spring

2010 - IUG 31
 KM 32

 Problem:

A man broke a cup at a sink.

Total Quality Management - Spring

Idea source: The Japan HR association
2010 - IUG
 Interaction

Cup

Sink Man

Way of
washing
Total Quality Management - Spring
2010 - IUG 33
Components Nature Solution
Cup Easy to break Plastic cup
Man Careless Caution
Method Easy to slip Wear rubber gloves
Sink Solid surface Place rubber mat

Total Quality Management - Spring

2010 - IUG 34
Cause and effect diagram

Man Method

Wash with hands

Carelessness
Wash quickly Wash together
My way

Cup
broke
Hard bottom Breakable materials
Deep
Weak against heat

Sink Cup

Total Quality Management - Spring

2010 - IUG 35
KAIZEN Steps

- Abolition
- Discontinuance
- Exclusion
- Removal

- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination

- Alternation
- Exchange
- Conversion
- Diversification
- Separation
Total Quality Management - Spring
2010 - IUG 36
 Different styles of change

1. Small change --- By individual effort, a better way of

proceeding a job is considered.
(KAIZEN) (Idea creation)

2. Medium change --- By group effort, a better way is

proposed by following
(Small group activities) predetermined steps (or rule).

3. Big change --- By investments in new technology or

equipment, dramatic alterations are
(Innovation) achieved.

Total Quality Management - Spring

2010 - IUG 37
10 Basic Rules for Practicing Kaizen

1. Prepare people to accept change for the betterment.

2. Think of how to do it and not why it cannot be done.
3. Do not make excuses? Start by questioning current
practices.
4. Do not seek perfection? Do it even if for only 50% of
target.
5. Correct mistakes at once.
6. Do not spend money for Kaizen.
7. Wisdom is brought out when faced with hardship.
8. Ask “why”? Five times and seek root causes.
9. Seek the wisdom of ten people rather than the
knowledge of one.
10. Kaizen ideas are infinite.

Total Quality Management - Spring

2010 - IUG 38
More Comments on Kaizen
• Kaizen is a system of accumulated improvement.

• The main purpose of Kaizen is to evolve total employee participation and it

also helps in building capable work force for an organization.

• The results of Kaizen are not very drastic but incremental that’s why
continuous improvement leads to accumulated improvement.

• Kaizen is a process-oriented thinking and not result oriented thinking:

Process oriented Result oriented

•Self discipline
•Time management
•Skill Management I don’t care, you get it done just give
me one result.
•Participation & involvement
•Communication
•Morale
Total Quality Management - Spring
2010 - IUG 39