Continual Improvement Process

✍ Scribed by N.S. Sreenivasan, V. Narayana

• Publisher: Pearson Education
• Year: 2008
• Tongue: English
• Leaves: 529
• Category: Library

✦ Table of Contents

Cover
Contents
Preface
Acknowledgements
Section A: An Overview
Chapter 1: Total Quality Management with Six Sigma
Total quality management—meaning
TQM—eight fundamental principles
Customer focus
Leadership
Involvement of people
Process approach
Systems approach
Continual improvement
Factual approach to decision-making
Mutually beneficial supplier relationships
Variation
Six Sigma
TQM vs. Six Sigma
World trend in quality
Conclusion
Chapter 2: Continual Improvement and Competitive Edge
Context of quality
Expectations of the society
Competitive edge
Constituents of competitive edge
Competitive edge—differentiations and distinctiveness
Continual improvement—a larger perspective
Conclusion
Chapter 3: Basics of Continual Improvement Process
Continual improvement
Process and its potential
Zero defect level
Is zero defect level attainable?
Dabbawala of Bombay
Plague, small pox, polio, leprosy
Outcome
Improvement as ‘restoration’ and ‘breakthrough’
Technology
Tools and techniques
Managerial practices
Model
Conclusion
Annexure 3A: Tools for quality and their brief description
Brief description
Chapter 4: Process and Quality of Process
SIPOC—a process model
An overall understanding of continual improvement process
Phase 1
Phase 2
Phase 3
Phase 4
Defect
Defect data and process quality
Data on defects
Sigma value of the process—a measure of quality
Conclusion
Annexure 4A: Guidelines on preparing defect checklist
Section B: Scanning Methodology to Clean-up and Sanitise a Process—First Step to Continual Improvement
Chapter 5: Process Analysis Against a Checklist of Process Requirements to be Met
Background
Checklist of requirements
Process
Illustration
Screening/review of process
Conclusion
Annexure 5A
Chapter 6: Process Analysis Through Flow Chart
Flow chart: technique
Flow chart: analysis
Case 1: Process of rewinding burnt motors
Case 2: Complaints from outpatients at a hospital
Process-centred approach
Conclusion
Chapter 7: Process Analysis: Interfering Factors and Action
Process interference
Checklist of interfering factors
Interferences: applicability and analysis
Illustrative examples
Illustration 1
Illustration 2
Illustration 3
Relevance to continual improvement project/problem
Conclusion
Chapter 8: Process Analysis for Defect Prevention
Process review
Reference base—listing for review of process
Human dignity
Unhygienic features
Housekeeping
Mistake proofing
Process consumables
‘Clearance gate’ for process entry
Misinterpretation of drawing, SOP, WI
Gaps in defect prevention measures
1) Defect identification and detection analysis
2) Defect detection and control by operator
3) Defect control review
4) Defect prevention and dominant pattern
Integration of review results
Gaps in customer linkage
Hidden defects
Process capability
Conclusion
Annexure 8A: Self-control: an evaluation as applicable to manufacturing
Chapter 9: Process Analysis for Gaps in Specification
Specification
Gap analysis: listing of gaps in specification
Clarity of requirements
Test and evaluation methods
Rationale of a requirement—concern for customer
Health and environmental requirement
Safe requirement of dispatch
Process(es)
Material(s)
Requirement compatibility (with usage conditions)
Requirement and customer complaint
Mandatory rules and regulations
Quality critical to customer
Juranian classification of customer quality needs
Customer requirements and their technical assessment
Skills and knowledge of process
Conclusion
Annexure 9A
Annexure 9B
Annexure 9C: Note on Juranian classification of quality needs
Stated needs and real needs
Perceived needs
Cultural needs
Needs traceable to unintended use
Human safety
User friendly
Annexure 9D: Analysis of customer requirements and their seriousness
Chapter 10: Process Analysis: Customer Interface
Customer link
Scrutiny of customer needs
Customer interface
Culture of concern for customer
Cost-effectiveness
Profit
Customer dissatisfaction and satisfaction
Kano’s analysis
Customer trust and confidence
Value addition to customer
Discovering and knowing customers
Customers’ view—new products and service
Lead customer
Listening to customers
Conclusion
Chapter 11: Failure Mode Effect Analysis
Background
Purpose
Meaning of FMEA
Analysis
Severity (S)
Occurrence (O)
Detection (D)
Format for analysis
Action phase
Glossary of failure modes and causes
Conclusion
Annexure 11A
Annexure 11B: Failure mode reference list
Typical key words and phrases
Section C: Measurement of Process Defect Level and Process Cycle Efficiency
Chapter 12: Basics of Six Sigma Technique
Background
Thought process of Six Sigma
Process, quality characteristic and specification
Specification, variation, process capability
Process capability and quality system
Statistical control
Normal law
Specification, process capability, defects and key thoughts of Six Sigma technique
Process capability and Sigma value of the process
Obtaining the Sigma value of a process: z value from defect rate
z Table and its use
Illustrative examples: calculating z value from defect data
Illustration 1
Illustration 2
First time yield (FTY)
Illustration 3
Illustration 4
First time yield and z value
Illustration 5
Layout for calculation
Rolled throughput of a process
Illustration 6
Illustration 7
Illustration 8
Illustration 9
Illustration 10
A note on m, opportunities for defects
Sustainability of improvement
First time yield and z value of a process chain
Application of Six Sigma tool
Illustration 11
Illustration 12
Illustration 13
Illustration 14
Assessment of cycle time
Cycle time of inspection and testing (CT. I):
Note on the number of inspections per accepted item
Cycle time to analyse defectives (CT. A)
Cycle time for repair of defects (CT. R)
Problem 1
Illustration 15
Analysis
Normalised yield (YN)
Illustration 16
Process capability analysis (PCA)
Conclusion
Annexure 12A: Exercises on Six Sigma calculations
Exercise 1
Exercise 2
Exercise 3
Exercise 4
Exercise 5
Exercise 6
Exercise 7
Exercise 8
Individual process
Process chain
Exercise 9
Chapter 13: Improving Process Flow and Speed to Achieve Lean Process
Background
Process flow and process speed
Two streams of quality improvement
Checklist of factors having a bearing on process flow and speed
Lean Six Sigma
Addressing the factors of hold-up
Waiting for approval
Waiting for maintenance
Movement
Searching
Formats and records
Meetings
Late starting and early closing
Push, pull and out
Process set-up
Work in process, lead time and process cycle efficiency
Work in process
Lead time/process speed
Analysis of process lead time and process velocity
Process cycle efficiency (PCE)—the ‘lean metric’
Lean Six Sigma
Conclusion
Section D: Continual Improvement Process Framework
Chapter 14: Organising for Continual Improvement
Scope
The big picture of continual improvement
Strategy plan
Statistical techniques—understanding their importance
Improvement: macro–micro
Micro-category
Guidelines to project selection
Authors’ observation on learning programmes
Conclusion
Chapter 15: Anchor Points of the Continual Improvement Thought Process
Background
Anchor points
Questioning
Critical thinking
Check and verify: data orientation and data dependency
Driving out the negatives
Be a part of the solution, not the problem
Conflict: confront and resolve; not sweep under carpet
Seek opportunities for improvement
Zero-based thinking
Picturise the problem in all its details
Comfort zone: disturb
Out-of-box thinking
Correction and corrective action
Root cause
Institutionalise the learning
Horizontal deployment
Consensus
Fallacies to be avoided
Headache—headache-pill fallacy
Challenge oneself
Factors of ‘appeal and feel good’—have a re-look
Conclusion
Annexure 15A
Annexure 15B
Annexure 15C
Chapter 16: Involvement of People in Continual Improvement Process
Background
Productivity
Organising an enterprise
Fading style
New style
Role of knowledge worker
Continual improvement and productivity in an organisation
Distinct features of a people-friendly environment
Inner democracy
Learning environment
Education and training
Decentralisation
Customer and competitor orientation
Value addition
Blind spots to avoid
CEO’s concern/task
Reality check: involvement
Impact of continual improvement
Conclusion
Annexure 16A
Annexure 16B
Annexure 16C
Annexure 16D
Annexure 16E
Annexure 16F
Annexure 16G
Annexure 16H
Chapter 17: Soft Skills for Effective Practice of Continual Improvement
Background
Communication
Purpose
Effectiveness
Code of practice
Communication gap
Feeling of no need for communication
Violence in communication
Meeting
Purpose
Road map
Effectiveness of the meeting
Specimen types: behavioural and killer phrases
Behavioural
Role of chairman of the meeting
Characteristics: good/bad meeting
Impact on individuals
Conclusion
Chapter 18: Tools of Logical Thinking and Qualitative Analysis
Background
Quality thinking
Tools of qualitative analysis
Brainstorming
Customer requirements and their classification
Factors that are critical to quality
Flow diagram
Checklist
Cause–effect diagram (CED)
Relationship diagram
Logical handling of surmises
Practicality analysis
Priority Analysis
Force-field analysis
Affinity diagram (KJ diagram named after Kawakita Jiro, the one who developed the method)
Illustrative example 1
Illustrative example 2
Comparing product/service with the nearest best competitor
Conclusion
Chapter 19: Tools and Techniques: Problem Solving Through Pattern Discovery and Probing
Background
Problem
Pattern discovery and investigation route
Data orientation
Tools and techniques
Run chart: Type 1
Run chart: Type 2
Stratification
Pareto law
Tally sheet
Frequency distribution/histogram
Relationship: scatter diagram
Description
Procedure
Box plot
Break-even point
Statistical tolerancing
Safety factor with statistical basis
Control chart on measurements: X-bar and R chart for investigation on process capability
Few approaches: critical incident analysis, engineering a failure and defect generation at levels that generate failures
Benchmarking
Meaning
Scope of benchmarking
Benchmarking attitude
Conclusion
Annexure 19A
Annexure 19B
Annexure 19C
Calculation of 25th, 50th and 75th percentiles
Annexure 19D
Illustrative example: engineering a failure
Chapter 20: Problem, Data and Interpretation of Data
Thought routine: problem and data
Reality check: problem formulation
Example 1
Example 2
Example 3
Example 4
Example 5
A digression—reference to research in neurology on data
Types of data and summarisation of data
Illustration: measurement of data
Illustration: attribute data
Investigation
Statistical linkage to investigation
Data on results and data on process
Statistical techniques
Interpretation of data: a few illustrations
Data: a macro view
Conclusion
Annexure 20A
Section E: Statistical Techniques for Investigation and Improvement
Chapter 21: Measuring System
Importance of the measuring system
Measuring system: illustration
Certain fundamental properties that define a ‘good’ measurement system
Adequate discrimination and sensitivity
Measurement system ought to be in statistical control
Measurement system fit for product control
Measurement system fit for process control
Traceability
Purpose
Definition
Mechanics
Conclusion
Annexure 21A: Framework of a system of control on measurements and measuring devices
Chapter 22: Measurement Process: Statistical Concepts
Measurement system ‘ideal’ but measurements are not identical
Pattern of variation: measurements
Statistical properties of measurement data
Stability
Bias
Variation
Bias and variation: relationship
Bias: assessment
Test of significance of bias
Linearity
Measurement capability
Relationship: product specification and process capability and measurement system
Precision
Repeatability
Reproducibility
Gage R&R
Consistency and uniformity
Assessment of gage R&R
Applicability criteria: gage R&R, width error
Causes of bias/linearity, and inadequate repeatability and reproducibility
Conclusion
Chapter 23: Product/Process Comparison: Statistical Tests of Significance
Statistical significance
Situation A
Situation B
Statistical laws, tests associated with statistical law: single- or double-sided test
Statistical significance: probability
Single- and double-sided tests
Test procedure
Conclusion
Illustrative example 1
Illustrative example 2
Illustrative example 3
Illustrative example 4
Illustrative example 5
Illustrative example 6
Illustrative example 7
Illustrative example 8
Illustrative example 9
Illustrative example 10
Annexure
Statistical tables
Table A
Table B: t-Distribution
Table C
Table D
Table E
Table F
Table G
Table H
Summary of statistical tests of significance
Chapter 24: Analysis of Frequencies, Analysis of Variance, Regression and Correlation Analysis
Analysis of frequencies: illustration
Type 1
Type 2
Analysis of variance (ANOVA): comparison of averages of more than two samples, one way classification
Certain points to note
ANOVA: two-way classification
Components of variation
Regression analysis
Exercise: regression analysis
Fitting the line of best fit
Correlation analysis
Illustrative example
Certain points to note: interpretation
Conclusion
Chapter 25: Technology Improvement: Application of Design of Experiments
Statistics, a key technology
Industrial experimentation
Taguchi’s methods
Principles of Taguchi’s methods
Design of experiments
An important observation
Understanding OA design
Standard OA designs and their linear graphs
Steps in designing, conducting and analysing an experiment
Selection of factors
Selection of number of levels
Selection of OA and assignment of factors and/or interactions to columns
Conduct the experiment
Analysis of experimental results
Confirmation experiment
Selection of OA and allocation of factors and/or interaction to columns–illustrative examples
Analysis of experimental results: response by measurement (variable) data—illustrative example 1
Answer
Analysis of experimental results: response by attribute data—illustrative example 2
Factors and levels
Selection of design layout
Response summary data
Correction factor
Sum of squares
Analysis of variance table
Summary of results—average response of significant factors and interactions
Conclusion
Annexure 25A
Section F: Continual Improvement—Managerial Aspects
Chapter 26: Managing Continual Improvement Project
Background
Management commitment
Training programmes
Team building
Continual improvement projects—classification
Project team—route map for handling a project
Database
Overall assessments: continual improvement projects
Common reasons for setback in CIP
Key points to comply with for healthy environment
Synergistic impact
Conclusion
Annexure 26A
Annexure 26B
Annexure 26C
Annexure 26D
Annexure 26E
Chapter 27: Route Map for Handling a Project
Background
Discussion
Route map—DMAIC
Define stage
Measure stage
Analyse stage
Illustrative example 1: feedback from outpatients
Illustrative example 2: process speed investigation
Improve stage
Control stage
Illustrative example 3: analysis of difficulties in the purchase department
Definition stage
Measure stage
Analyse stage
Special data
Inference from data
Wider participation
Improve stage
Control stage
Consolidation stage
Use of techniques
Assessment of each phase of DMAIC
Continual improvement Six Sigma, jargons
Conclusion
Annexure 27A
Annexure 27B
Chapter 28: Continual Improvement: Service Sector
Background
Peculiarities—non-profit institution
Volunteerism
Peculiarities—service sector
Service industry: few new features of competitive edge
Training
Areas of concern
Conclusion
Chapter 29: Animal World and Self-improvement
Background
Role model
Love and adopt
Abhor and avoid
Conclusion
Section G: Continual Improvement—Larger Vital Issues
Chapter 30: Culture of Innovation and Improvement*
Background
Vision—characteristic features
Vision—illustrative examples
Vision and institution
Clear vision
Entrepreneurship par excellence
The national sample survey (NSS)
The central statistical organisation (CSO)
Planning
United nations statistical commission
International statistical education centre (ISEC)
Ventures of Prof. P. C. Mahalanobis
Sankhya, the indian journal of statistics
The press
Computers
Computer research
Documentation research and training centre (DRTC)
Recruitment—focus on the potential and not on track record
Unorthodoxy
Be unorthodox to build a new culture for research to flourish with freedom
New areas of research
Networking for brain irrigation
An observation
The Professor, was he a dictator?
An urgent task
Conclusion
Chapter 31: Environment for Continual Improvement Process—Organisational Practices
Background
A long journey
Around 1912
In 2005
In 2006
Challenges ahead
People—the nucleus of an institution
Stephen Covey’s classification
Youth and intellectual capital
Employee and organisation/institution
Managerial practices
Attitude–altitude
Generating ideas and suggestions
Check bureaucratic approach
Simplicity and informality
Fear of failure
Creative and innovative
Empowering people
Break for success lapsing into failure
Few practices to boost the tempo
‘Forget it’
Institution and its individuals
Nature of unknown
Conclusion
Section H: Continual Improvement—Starting off and Practical Hints
Chapter 32: From Where to Begin?
Background
Outlook on housekeeping
Benchmark
Cardinal principles
Issues covered
Six Sigma status and housekeeping
Housekeeping and human dignity
Housekeeping and unhygienic feature—type 1
Housekeeping and unhygienic feature—type 2
Housekeeping and stores
Housekeeping—obsolete and slow-moving items and records
Housekeeping—scrap handling
Housekeeping—water leaks, storm water hazard, oil spillage
Housekeeping—material handling
Housekeeping at a process by process owner
Housekeeping—adequacy and upkeep of facilities
Housekeeping—training
Housekeeping—measurement and monitoring
Place of 5S in relation to housekeeping
Housekeeping and its benchmark: garden—green and hospital—clean
Wholistic approach
Conclusion
Chapter 33: Continual Improvement—Relevance to Individuals
Background
Individual and work
Work and improvement
Conclusion
Chapter 34: Epilogue
Glossary
Bibliography
Author Index
Subject Index