Continual improvement process
Continual Improvement Process focuses on the continual improvement process, providing contemporary tools and methods for achieving optimum quality and process improvement. It is immensely practical for manufacturing, service, and non-profit enterpr
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
New Delhi, India :
Pearson Education
2007.
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629336406719 |
Tabla de Contenidos:
- 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.
