The Certified Quality Process Analyst Handbook Continuous Improvement

The Certified Quality Process Analyst Handbook Continuous Improvement Models Chapter 10: (1 st edition) Chapter 6: ( 2 nd edition) Presented by Dr. Joan Burtner Certified Quality Engineer Associate Professor and Chair Dept. of Industrial Engineering and Industrial Management Mercer University

Four Continuous Improvement Models “Quality programs that focus on continuous improvement are vital in providing incremental improvement of processes, products, and services…These programs view quality as being measurable in some quantitative way. ” (CQPA Handbook, 1 st edition, page 69) Incremental Improvement ◦ Plan-Do-Check-Act ◦ Kaizen Breakthrough ◦ Six Sigma ◦ Reengineering IDM 355 Fall 2017 Improvement Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 2

Plan-Do-Check-Act (PDCA) Developed by Walter Shewhart Adapted by W. Edwards Deming as Plan Do Study Act (PDSA) Most widely known methodology for continuous improvement See Figure 10. 1 on page 67. § Plan § Study the situation § Determine what needs to be done § Develop a plan and measurement process for what needs to be done § Do – Implement the plan § Check § Determine whether the plan worked § Study the results § Act § If it worked, institutionalize/standardize the change. § If it didn’t, try something else § Continue the cycle IDM 355 Fall 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 3

Kaizen Kai + zen (Incremental and orderly continuous improvement) “When there is a focus on improvement in all aspects of the workplace, problems are not looked at as mistakes, but as opportunities. ” (CQPA Handbook, 1 st edition, page 68) Kaizen events or Kaizen blitzes Generate enthusiasm for rapid results Requires substantial planning Short-term ( one week or one weekend) IDM 355 Fall 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 4

Introduction to Six Sigma Descripton: A collection of tools and techniques for reducing variation (CQPA Handbook, 1 st edition, page 370) A Six Sigma process produces less than 3. 4 defects per million opportunities (DPMO) Six Sigma levels (1 through 6) ◦ 3 sigma – 66, 800 DPMO ◦ 6 sigma – 3. 4 DPMO When you decrease the amount of variation, the process Six Sigma level will increase. IDM 355 Fall 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 5

Six Sigma Methodology DMAIC: Define, Measure, Analyze, Improve, Control DMADV: Define, Measure, Analyze, Design, Verify DMAIC applies to existing processes and DMADV applies to design phase in an organization that practices Design for Six Sigma (DFSS) Six Sigma project personnel ◦ Champions ◦ Master Black Belts ◦ Black. Dr. Belts IDM 355 Fall 2017 Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 6

Reengineering “When an organization undergoes reengineering, they are seeking drastic improvement results that often mean a paradigm shift. ” (CQPA Handbook, 1 st edition, page 72) Process reengineering is more common than the total organization reengineering described above. Your text describes steps in reengineering as follows: ◦ Map out structure and functions of a process ◦ Identify value-added (VA) and non-value-added (NVA) activities ◦ Eliminate NVA activities ◦ Results are less waste and reduced costs IDM 355 Fall 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 7

Creativity and Innovation Tools to Support Reengineering Lateral thinking Imaginary brainstorming Knowledge mapping Picture association Morphological box CQPA Handbook, 1 st edition, page 72 CQPA Handbook, 2 nd edition , page 68 IDM 355 Fall 2017 Dr. Joan Burtner, Assoc. Prof. and Chair, Dept. of Industrial Engineering Slide 8