Lecture 6 (1).pdf - LECTURE 6 PROCESS IMPROVEMENT TEXTBOOK CHAPTER 6 INSE 6210 1 PROCESS IMPROVEMENT • Improvement is the fourth step in DMAIC •

Lecture 6 (1).pdf - LECTURE 6 PROCESS IMPROVEMENT TEXTBOOK...

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L E C T U R E 6 : P R O C E S S I M P R O V E M E N T T E X T B O O K C H A P T E R 6 1 INSE 6210
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PROCESS IMPROVEMENT Improvement is the fourth step in DMAIC. Focuses on characteristics that are critical to customers (CTQs). Core team members work to screen potential causes, find and verify root causes, discover variable relationships, and establish operating tolerances using a variety of tools such as design of experiments and simulation. 2
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PRINCIPLES OF PROCESS IMPROVEMENT Principles of process improvement Flexibility ( Ability to adapt quickly to changing requirements) Cycle time reduction (Time to accomplish a cycle of a process) Agility (Characterizes flexibility and short cycle times) In early years focus was only on productivity and cost improvements. Integration of quality came in later years. Toyota pioneered the Just-In-Time (JIT) system, which shows that companies can make products efficiently with virtually zero defects. Continuous improvement or Kaizen was adopted later by many organizations. 3
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BREAKTHROUGH IMPROVEMENT Breakthrough improvement refers to discontinuous change, as opposed to gradual, continuous improvement . Geared towards breakthrough improvements, often motivated by stretch goals or breakthrough objectives. Re-engineering is a commonly used approach. 4
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TOOLS FOR PROCESS IMPROVEMENT Process maps Kaizen blitz (short term intense improvement) Poka yoke (mistake proofing) Creative thinking Tools that can be used are brainstorming, Cause-and-effect diagrams, 5 whys, checklists etc. 5
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PROCESS MAPS 6
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POKA YOKE Mistake proofing can be done by: Designing potential errors out of the product or process Identifying potential defects and stopping a process before the defect is produced. Finding defects that enter or leave a process. Errors can be of following types Task errors e.g. work related errors Treatment errors e.g. service related errors Tangible errors e.g. dirty uniforms Customer errors (in preparation, during an encounter or at the resolution stage) 7
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  • Fall '10
  • Benhamza

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