1. business and industrial
2. business operations
3. management
4. business process

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
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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
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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
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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
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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
process, or abandon it.
Implement the change on a small
scale and measure the effects
STUDY
Study the results to learn what
effect the change had, if any.
Total Quality Management - Spring
2010 - IUG
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PDSA cycle- seven steps or phases
1.
2.
3.
4.
5.
6.
7.
Identify the opportunity
Analyze the current process
Develop the optimal solution(s)
Implement changes
Study the results
Standardize the solution
Plan for the future.
Total Quality Management - Spring
2010 - IUG
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Seven Problem Solving Tools
Pareto Analysis
 Flowcharts
 Checklists
 Histograms
 Scatter Diagrams
 Control Charts
 Cause-and-Effect Diagrams

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2010 - IUG
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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
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Pareto Analysis
CAUSE
NUMBER OF
DEFECTS
Poor design
Wrong part dimensions
Defective parts
Incorrect machine calibration
Operator errors
Defective material
Surface abrasions
PERCENTAGE
80
16
12
7
4
3
3
64 %
13
10
6
3
2
2
125
100 %
Total Quality Management - Spring
2010 - IUG
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Pareto Chart
70
(64)
Percent from each cause
60
50
40
30
20
10
(13)
(10)
(6)
(3)
(2)
(2)
0
Causes of poor quality
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2010 - IUG
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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
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2010 - IUG
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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
||||
|||| |||| |||| |||| |||| ||
||
||||
|
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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
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2010 - IUG
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Histogram
Histograms help in understanding the variation in the process. It also helps
in estimating the process capability.
20
15
10
5
0
1 2
6 13 10 16 19 17 12 16 2017 13 5 6 2 1
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2010 - IUG
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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.
Y
X
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2010 - IUG
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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.
Number of defects
24
UCL = 23.35
21
c = 12.67
18
15
12
9
6
LCL = 1.99
3
2
4
6
8
10
12
14
16
Sample number
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2010 - IUG
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Histograms do not
take into account
changes over
time.
Control charts can
tell us when a
process changes
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2010 - IUG
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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
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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.
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2010 - IUG
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Ishikawa Diagram
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2010 - IUG
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Cause-and-Effect Diagram
Measurement
Faulty
testing equipment
Inadequate training
Environment
Old / worn
Quality
Problem
Defective from vendor
Not to specifications
Dust and Dirt
Tooling problems
Lack of concentration
Improper methods
Machines
Out of adjustment
Poor supervision
Incorrect specifications
Inaccurate
temperature
control
Human
Materialhandling problems
Materials
Poor process design
Ineffective quality
management
Deficiencies
in product design
Process
Total Quality Management - Spring
2010 - IUG
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Quality Circles
Organization
8-10 members
Same area
Supervisor/moderator
Training
Presentation
Implementation
Monitoring
Group processes
Data collection
Problem analysis
Solution
Problem
Identification
Problem results
Problem Analysis
List alternatives
Consensus
Brainstorming
Cause and effect
Data collection and
analysis
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2010 - IUG
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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
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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
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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.
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2010 - IUG
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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.
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2010 - IUG
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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)
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2010 - IUG
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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
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2010 - IUG
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Multiple KAIZEN ideas
From “man “ stand point,

cannot reach
Use footstool.

From “toolbox” stand point,
 place it at the lower shelf.

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2010 - IUG
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Solution
Place the toolbox
at a lower shelf
Footstool
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2010 - IUG
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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
Man
Sink
Way of
washing
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2010 - IUG
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Components
Cup
Nature
Easy to break
Solution
Plastic cup
Man
Careless
Caution
Method
Easy to slip
Wear rubber gloves
Sink
Solid surface
Place rubber mat
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2010 - IUG
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Cause and effect diagram
Man
Method
Carelessness
Wash quickly
My way
Wash with hands
Wash together
Cup
broke
Hard bottom
Breakable materials
Deep
Weak against heat
Sink
Cup
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2010 - IUG
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KAIZEN Steps
- Abolition
- Discontinuance
- Exclusion
- Removal
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
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2010 - IUG
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Different styles of change
1. Small change
(KAIZEN)
--- By individual effort, a better way of
proceeding a job is considered.
(Idea creation)
2. Medium change
(Small group
--- By group effort, a better way is
proposed by following
activities) predetermined steps (or rule).
3. Big change
(Innovation)
--- By investments in new technology or
equipment, dramatic alterations are
achieved.
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2010 - IUG
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10 Basic Rules for Practicing Kaizen
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.
1.
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2010 - IUG
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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
•Participation & involvement
•Communication
•Morale
I don’t care, you get it done just give
me one result.
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2010 - IUG
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