2. Define Mission of each component of the organization
3. Set performance and improvement opportunities, goals, and priorities
4. Establish improvement projects
5. Implement projects used improved methodologies
6. Evaluate
7. Review and Recycle
Continuous improvement
Kaizen is synonymous with continuous improvement (often discussed within Just-in-time
framework
Just-in-time's two major tenets
1. Respect for people
2. Elimination of waste (wasteful activities do not add value to fulfilling the needs of the
customer)
Characteristics of JIT
Few, nearby suppliers, long-term contract agreements, steady supply rate, frequent deliveries in
small lots, buying firms help suppliers meet quality, suppliers use process control charts, buying
firm schedules inbound freight
7 wastes

1. Overproduction 2. unneeded motion 3. unneeded transportation 4. Needless processing 5.
Needless machine time 6. holding excessive inventory 7. Defects
Plan, do, check, act cycle (P-D-C-A)
describes the basic logic for data-driven continuous process improvement
Plan
review current performance
identify and target root causes of problems
devise possible solutions and plan implementation
Do
Pilot the planned solution
Check (or study)
Measure the results of the test
Act
Refine and expand the solution to make it permanent
Six Sigma
A broad and comprehensive system for building and sustaining business performance, success,
and leadership
The key focus is on processes
Measurement of both processes and products is critical to six sigma sucess
the lofty goal is used as a driver of organizational change
Six Sigma measurement benefits
Six Sigma starts with the customer
provides a consistent metric
links the effort to an ambitious goal
DMAIC Cycle
Define, measure, analyze, improve, and control
Six Sigma Blackbelts

Blackvbelts receive 3 weeks of training, with follow up exams and continue learning through
conference and other forums
greenbelt at GE is the lowest commitment, which is training for a minimum of 2 weeks in six
sigma, at GE every management is required to at least become a greenbelt
Six Sigma Themes
1. Genuine focus on the customer
2. data and fact driven
3. process focus
4. proactive management
5. boundaryless collaboration
6. drive for perfection
Quality Management System (QMS) Principles
Customer focus
Leadership
Involvement of people
Process approach
System approach to management
Continual improvement
Factual approach to decision making
Mutually beneficial supplier relationships
Cause and effect diagram (or fish-bone diagram, ishikawa)
Used to find problem sources/solutions
Cause and effect diagram steps
Identify problem to correct
Draw main causes for problem as 'bones'
Develop branches to get to root cause
develop additional diagrams as needed
Process Flow Chart
Has many uses - identify data collection points, find problem sources, identify places for
improvement, identify where travel distances can be reduced
Control Charts
Most common form is statistical process control or SPC charts, idea is to tell when to adjust
process, involves creating standards (upper and lower limits), measuring samples output, taking
corrective action, used while product is being produced


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- Fall '16
- carey winset
- Business, Management