Name: Date: Subject: Section
Name: Date: Subject: Section
INTRODUCTION
TQM consists of finding new opportunities for improvements of processes, improving them,
measuring improvement, and then repeating the cycle again and again.
In this chapter, we will learn the following concepts, techniques and tools that are used for
continuous process improvement:
o Juran’s Trilogy
o Kaizen
o Kaizen Blitz
o 5S Practice
o Three Mus
o The Seven Deadly Wastes
o Business Process Reengineering
JURAN’S TRILOGY
The quality trilogy consists of the same three managerial processes and aimed at improving
quality of products and services. They are:
o Quality Planning
o Quality Control
o Quality Improvement
Juran’s trilogy means “managing for quality is achieved by the use of three managerial processes
of planning, control, and improvement.
Chronic waste region, according to Juran, is the region of high defects.
Sporadic Spike is when the defects could reach 40 percent.
To summarize Juran’s Quality Trilogy, there are three regions, chronic waste, quality
improvement, and new zone of quality control. Quality planning is completed before the operations
begin. Quality control is helpful to keep the fire under control, namely the defects under control.
The defects have emanated due to defects in quality planning. To reduce the high level of defects,
the organization initiates quality improvement which decreases the defect level.
KAIZEN
Activity Definition
It involves activities directed at maintaining current technological,
managerial, and operating standards. While efforts are going on for
Maintenance
improving processes, present activities should continue as per current
standards without any interruption. It should not come to a halt
This function aims at revising the current standards. Kaizen is
different from innovation. Innovation aims at dramatic improvement
of the existing processes, whereas, Kaizen aims at incremental
Improvement
improvement in the existing processes. Innovation is beyond the
concept of Kaizen. Kaizen has to be carried out along with
maintaining continuity in the current operations in the organization
Principle Explanation
Japanese have developed the 5S tools for addressing the work place
Work place effectiveness
effectiveness which will be discussed later in detail in this chapter
Kaizen is achieved through application of 5S tools for workplace
effectiveness and elimination of three MUs:
Muda – Waste
Muri – Strain
Mura – Discrepancy
The wastes are not free but have been paid for by the organization,
since those who produce wastes also get paid and the material wasted
costs money. The waste, strain and discrepancy in respect of the
Eliminating waste, strain and following to be reduced and finally eliminated:
discrepancy Human resources
Production volumes
Inventory (materials)
Time
Working space
Machinery
Techniques
Facilities
Tools and jigs
Thinking
Kaizen stresses standardization of the processes, materials,
machinery, etc. with the following objectives:
Represent the best, easiest, and safest way to carry out a job in the
form of operating procedures and work instructions
Represent the best way to preserve know-how and expertise and
standardize the procedures for the same
Evolve effective means to measure performance and standardize
Standardization
the same
Standardize all procedures that are used in the organization for
maintenance and improvement of process
Standardize the training programs
Standardize the audit for diagnosing problems
Standardize the procedures for preventing occurrence of errors and
minimizing variability
GOAL OF KAIZEN
Kaizen Implementation
Ways Explanation
The management constitutes an Apex Quality Council which
oversees continual and gradual improvement in the processes. For
each improvement project, specific teams – PAT are constituted with
specific goal. The improvement teams use the seven QC tools for
Gradual Improvement of
problem solving. They use 5S tool for reorganizing work places of
Processes
the factory for their effectiveness. They reduce or eliminate three
MUs They will use PDCA cycle to evolve and implement
improvement plans. Thus, it is a long-term exercise for every process
improvement
It is a quick improvement methodology. A large number of
organizations embark upon Kaizen Blitz (events) to unleash
employee creativity and dramatically improve the operations
overnight. It is completed in a single week. The solutions are
implemented quickly.
Kaizen Blitz
While Kaizen in the traditional sense is aimed at creating a perfect
production line, then goal of Kaizen Blitz is simply to create a better
production line . it is also known as Kaizen Workshop which targets
a particular work place. A cross-functional team is formed
comprising of managers, supervisors, workers, and sometimes
marketing and finance personnel and even consultants.
After Toyota achieved Just-In-Time production, they started looking at their vendors. Their
autonomous study group was formed under Taiichi Ohno. The group visited Gemba meaning
workplace of a vendor each month and conducted Gemba Kaizen for three or four days. This proved
to be very effective.
Whether it is a Kaizen Blitz or Kaizen in the traditional sense, it involves the following:
o Application of 5S for improving workplace effectiveness
o Reduction and finally elimination of three MUs
o Standardization of effective methodologies for carrying out the work
Start
Remove 3 MUs
Revise standardized
methodologies
Applying Kaizen
5S PRACTICES
5S is a management tool focused on fostering and sustaining high quality housekeeping. A perusal
of these 5S practices (which are also called 5S tools), may give an impression that they are very
simple and mundane, but practicing them meticulously and correctly will definitely add to
improvement of quality in the organizations.
Purpose of 5S tools
Tool Purpose
Seiri (sort) Separate out all the unnecessary things and eliminate them
Arrange the essential things in order, so that they can be easily
Seiton (straighten)
accessed
Seiso (scrub) Keep machinery and working environments clean
Seiketsu (systematize) Make cleaning and checking a routine practice
Shitsuke (standardize) Standardize the previous four steps
Tool Purpose
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.
Seiri – sort
This tool is about organizing things. It advocates proper organization
of entities used in the organization so that it does not cause strain in
the working and improves productivity.
The purpose of this tool is to arrange necessary items in a neat, proper
manner so that they can be easily retrieved for use and to return them
to their proper locations after use. For easy and fast access when
needed, everything has a place and everything in its place.
5S CERTIFICATION
Toyota identified the following seven types of wastes as the most common in the industry
Waste Explanation
This occurs due to failure of production planning when money is
Overproduction waste
blocked in the unsold products.
Work-In-Progress (WIP) is a direct measure of quality of the
organization. A product is nearly completed but waiting for a
particular part to arrive from another country. Hence the product
cannot be shipped. This is WIP and an example of waste due to
Waste due to waiting
waiting. This can occur at any stage of manufacturing due to poor
planning, organizing as well as lack of dynamism in making alternate
arrangements when a particular man, machine, or material is not
available due to unforeseen circumstances
The plant layout should be well organized such that there is no back
and forth movement anywhere. If there is no conveyor, the goods or
Transportation
semi-finished products should be transported using trolleys or carts.
The distance travelled should be kept at a minimum.
The machinery should be kept in smooth working condition by
periodic and preventive maintenance to eliminate processing waste.
Processing waste If a process is held up due to breakdown of machinery, money is lost.
Furthermore, appropriate tools and fixtures should be provided so
that the time taken for manufacturing is optimum
Supply chain management should be such that there are no excess
Inventory waste
materials. Every part should be accounted to avoid inventory waste.
As Watts Humphrey says, the purpose of driving is to reach the
Waste of motion
destination and not to spin the wheel
Product defects The defective parts or supplies cause loss of money
Fundamental Rethinking
BPR is an opportunity for innovative persons to decide after due considerations, which processes
are redundant and make a recommendation according to management.
Radical Redesign
The reengineering team should question fundamentally the necessity to follow the existing
procedures or methods or use of machinery and should not care to throw all of them and start afresh.
Information Technology
The emphasis is in finding out innovative processes and by the way using IT an certainly not the
other way round, i.e. redesigning the process only to use IT in spite of no visible benefits.
The two approaches namely TQM and BPR neither contradicts nor compliments each other
because they are two parts of the same approach. AT &T illustrates this well in reengineering
handbook, which posits business reengineering as a fundamental component of total quality
approach. Therefore, total quality is an objective, TQM is a means to achieve it and BPR is an
important tool within the TQM technology. This observation makes the relationship between TQM
and BPR crystal clear. While BPR is a tool, TQM is an umbrella concept involving many other
strategies.