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1、2022-9-171質(zhì)量管理質(zhì)量管理第三章第三章 質(zhì)量控制與質(zhì)量改進(jìn)質(zhì)量控制與質(zhì)量改進(jìn)第四節(jié)第四節(jié) 持續(xù)改進(jìn)持續(xù)改進(jìn)南京工程學(xué)院經(jīng)濟(jì)管理學(xué)院南京工程學(xué)院經(jīng)濟(jì)管理學(xué)院高高 峰峰2022-9-172KaizennA philosophy of continually improving all areas.nPersonal life,home life,social life,working lifenWorkplace:continuous improvement involving everyone-managers and workers alike2022-9-173KaizennQua

2、lity:nThere is very little agreement on what constitutes quality.In its broadest sense,quality is anything that can be improved.When speaking of“quality”one tends to think first in terms of product quality.When discussed in the context of KAIZEN strategy nothing could be further off the mark.The for

3、emost concern here is with the quality of people.Building quality into people means helping them become KAIZEN conscious.2022-9-174Continuous Improvement（Kaizen）nThe foundation of continuous improvement is the belief that your organization can always be doing better.Operations can be more efficient.

4、Quality can be improved.Costs can be reduced.Sales can grow faster.And the company can be more profitable.If only everyone worked a little harder and smarter.2022-9-175J.B.Bury：civilization has moved,is moving,and will move in a desirable direction.nThe foundation of modern civilization rests on a b

5、elief in progress.That society can be more just and humane.That we can,through innovation and initiative,alleviate more human suffering.That more people can find steady work,and live in safety and comfort.That more of us can be spiritually fulfilled and happy.If only we worked a little harder and sm

6、arter.2022-9-176Continuous Improvement vs.KaizennTaiichi Ohno and Shigeo Shingo developed both kaizen versions at Toyota.They are important tools for Lean Manufacturing,the Toyota Production System(TPS),Just In Time(JIT)and other effective manufacturing strategies.nIn Japanese,the definition of Kaiz

7、en is improvement and particularly,Continuous Improvement-slow,incremental but constant.Norman Bodek explains this and translates it as Quick&Easy Kaizen.2022-9-177Large-Scale Vs.Small-Scale ImprovementnLarge scale improvement is attractive.It promises quantum jumps in productivity,quality and effec

8、tiveness.However,it is difficult to implement because it affects many areas,people and processes.The design must be near-perfect because failure courts disaster.The risks and difficulties work against large-scale improvements.nSmall-scale improvements are easier and faster.The risks are low because

9、they generally have limited effect.However,the accumulated effect is often greater than a single large improvement.The Kaizen Blitz is a localized,smaller scale improvement and Mini-Kaizen are very small-scale improvements.2022-9-178The Kaizen BlitznThe Blitz or Event is a focused,intense,short-term

10、 project to improve a process.Substantial resources-Engineering,Maintenance,Cell Operators,and others are available for immediate deployment.nAn event usually includes training followed by analysis,design,and re-arrangement of a product line or area.The Event normally takes 2-10 days.The results are

11、 immediate,dramatic and satisfying.2022-9-179Mini-KaizennBefore the recent popularity of the Blitz,kaizen meant Continuous Improvement.This is the slow accumulation of many small developments in processes and quality that,over 50 years,has helped make Toyota the lowest cost and highest quality autom

12、obile company in the world.Lets call these improvements Mini Kaizen.nMini Kaizen is part of corporate culture.It requires both conscious and sub-conscious thinking about improvements day by day and minute by minute on the part of all employees.It also requires that these same employees possess the s

13、kills for this type of thinking.nThe mini variation is far more difficult to keep up and takes much longer for results than a blitz.But,as Toyota has demonstrated,it offers a more sustained competitive advantage.2022-9-1710控制圖上的解釋Continual Improvement-type 1101.0099.9097.79114.34133.92141.8687.6765.

14、8853.7344.9064.9084.90104.90124.90144.90147101316192225283134374043464952555861646770737679828588Simulated Data Value(transparent inner=excluded)Mean X -NPLx Limits -Specification Limits n Rule Breach Locked Mean2022-9-1711控制圖上的解釋Continual Improvement-type 221.0049.9099.6434.3483.92145.927.6715.8853

15、.370.0020.0040.0060.0080.00100.00120.00140.00160.00147101316192225283134374043464952555861646770737679828588Sim2 Value(transparent inner=excluded)Mean X -NPLx Limits -Specification Limits n Rule Breach Locked Mean2022-9-1712持續(xù)改進(jìn)的戰(zhàn)略思考Supplier partnershipsHow do you develop long-term relationships?Sup

16、plier partnershipsHow do you develop long-term relationships?Design product/serviceWhat processes do you have to design and improve product and service?Design product/serviceWhat processes do you have to design and improve product and service?Customer relationshipsHow do you develop long-term relati

17、onships?Customer relationshipsHow do you develop long-term relationships?Understand the marketHow do you assess customers needs and how these are changing?How do you use this information?Understand the marketHow do you assess customers needs and how these are changing?How do you use this information

18、?SuppliersWho supplies your inputs?SuppliersWho supplies your inputs?InputsWhat are the key things you work on to produce your outputs?InputsWhat are the key things you work on to produce your outputs?OutputsWhat are the products or services that you produce that your customers use?OutputsWhat are t

19、he products or services that you produce that your customers use?CustomersWho directly receives and uses your outputs?CustomersWho directly receives and uses your outputs?Support processesWhat are the processes that enable you to continue the primary processes?How do you ensure that these are contin

20、ually improved?Support processesWhat are the processes that enable you to continue the primary processes?How do you ensure that these are continually improved?Primary processes(gemba)What are the key processes that produce outputs?How do you ensure that they consistently meet customer requirements?P

21、rimary processes(gemba)What are the key processes that produce outputs?How do you ensure that they consistently meet customer requirements?Strategic leadershipWhat is the aim of the system?What processes do you have to review it?How do you deploy actions to achieve it?Strategic leadershipWhat is the

22、 aim of the system?What processes do you have to review it?How do you deploy actions to achieve it?Supplier partnershipsHow do you develop long-term relationships?Supplier partnershipsHow do you develop long-term relationships?Design product/serviceWhat processes do you have to design and improve pr

23、oduct and service?Design product/serviceWhat processes do you have to design and improve product and service?Customer relationshipsHow do you develop long-term relationships?Customer relationshipsHow do you develop long-term relationships?Understand the marketHow do you assess customers needs and ho

24、w these are changing?How do you use this information?Understand the marketHow do you assess customers needs and how these are changing?How do you use this information?SuppliersWho supplies your inputs?SuppliersWho supplies your inputs?InputsWhat are the key things you work on to produce your outputs

25、?InputsWhat are the key things you work on to produce your outputs?OutputsWhat are the products or services that you produce that your customers use?OutputsWhat are the products or services that you produce that your customers use?CustomersWho directly receives and uses your outputs?CustomersWho dir

26、ectly receives and uses your outputs?Support processesWhat are the processes that enable you to continue the primary processes?How do you ensure that these are continually improved?Support processesWhat are the processes that enable you to continue the primary processes?How do you ensure that these

27、are continually improved?Primary processes(gemba)What are the key processes that produce outputs?How do you ensure that they consistently meet customer requirements?Primary processes(gemba)What are the key processes that produce outputs?How do you ensure that they consistently meet customer requirem

28、ents?Strategic leadershipWhat is the aim of the system?What processes do you have to review it?How do you deploy actions to achieve it?Strategic leadershipWhat is the aim of the system?What processes do you have to review it?How do you deploy actions to achieve it?2022-9-1713持續(xù)改進(jìn)的戰(zhàn)術(shù)思考Dat abasesDat a

29、basesSAPSAPI m provem entI m provem entt hrough t hrough Si gnal sSi gnal sM anagi ngM anagi ngPri ori t i esPri ori t i esProact i veProact i veI m provem entI m provem entI m pl em ent i ngI m pl em ent i ngChangeChangeProbl emProbl emSol vi ngSol vi ng(Urgent)(Urgent)Recurri ngRecurri ngprobl em

30、s&probl em s&poor processpoor processcapabi l i t ycapabi l i t yBusi nessBusi nessgoal s andgoal s andpri ori t i es pri ori t i es Ext ernalExt ernali m posedi m posedchangechangeExi st i ng proj ect&Exi st i ng proj ect&i m provem ent w orki m provem ent w orkand t hei r progress and t hei r prog

31、ress Com pl ai nt s,Com pl ai nt s,seri ous breakdow n,seri ous breakdow n,m aj or change i nm aj or change i ndem anddem andCurrent perform anceCurrent perform ancePri ori t i esPri ori t i esI m provem entI m provem entsol ut i onssol ut i onsDat a&Dat a&Chart sChart sPri ori t i esPri ori t i esI

32、 m provem entI m provem entsol ut i onssol ut i onsI m provem ent sol ut i onsI m provem ent sol ut i onsDat abasesDat abasesSAPSAPI m provem entI m provem entt hrough t hrough Si gnal sSi gnal sM anagi ngM anagi ngPri ori t i esPri ori t i esProact i veProact i veI m provem entI m provem entI m pl

33、em ent i ngI m pl em ent i ngChangeChangeProbl emProbl emSol vi ngSol vi ng(Urgent)(Urgent)Recurri ngRecurri ngprobl em s&probl em s&poor processpoor processcapabi l i t ycapabi l i t yBusi nessBusi nessgoal s andgoal s andpri ori t i es pri ori t i es Ext ernalExt ernali m posedi m posedchangechang

34、eExi st i ng proj ect&Exi st i ng proj ect&i m provem ent w orki m provem ent w orkand t hei r progress and t hei r progress Com pl ai nt s,Com pl ai nt s,seri ous breakdow n,seri ous breakdow n,m aj or change i nm aj or change i ndem anddem andCurrent perform anceCurrent perform ancePri ori t i esP

35、ri ori t i esI m provem entI m provem entsol ut i onssol ut i onsDat a&Dat a&Chart sChart sPri ori t i esPri ori t i esI m provem entI m provem entsol ut i onssol ut i onsI m provem ent sol ut i onsI m provem ent sol ut i ons2022-9-1714KAIZEN UMBRELLA2022-9-1715nPoint 5 of Demings 14 points states I

36、mprove constantly and forever the system of production and service,to improve quality and productivity,and thus constantly decrease costs.Deming also contributed the Chain Reaction-Improve quality costs decrease because of less rework,mistakes,delays,snags,better use of machine time and materials pr

37、oductivity improves capture the market with better quality and lower price stay in business provide jobs and more jobs.nAn important element in point 5 and the chain reaction is the concept of “improve quality and costs decrease”.Previously and still in many peoples minds,this is not how to reduce c

38、osts,people believe that costs go up with better quality.The chain reaction only works with better quality and reduced costs.An alternative thinking process is we could reduce costs or improve quality if we had better technology or more resources.2022-9-1716Both shorter term survival(quality improve

39、ment)and long term survival depend on continually better meeting customer needs.2022-9-1717PLANPLAN計(jì)劃計(jì)劃DODO執(zhí)行執(zhí)行CHECKCHECK檢檢查查ACTIONACTION處處理理工作程序工作程序PDCA管理循環(huán)管理循環(huán)(戴明環(huán)）戴明環(huán)）2022-9-1718P PC CD DA A1.1.分析現(xiàn)狀，找出問(wèn)題分析現(xiàn)狀，找出問(wèn)題2.2.分析原因分析原因3.3.找出主要原因找出主要原因4.4.擬定措施，制定計(jì)劃擬定措施，制定計(jì)劃5.5.執(zhí)行措施計(jì)劃執(zhí)行措施計(jì)劃6.6.檢查工作，檢查工作，調(diào)查結(jié)果調(diào)

40、查結(jié)果7.7.形成標(biāo)準(zhǔn)，形成標(biāo)準(zhǔn)，鞏固成績(jī)鞏固成績(jī)8.8.遺留問(wèn)題，遺留問(wèn)題，轉(zhuǎn)入下期轉(zhuǎn)入下期2022-9-1719特點(diǎn)特點(diǎn)n大環(huán)套小環(huán)，一環(huán)扣一環(huán)，小環(huán)保大環(huán)，推動(dòng)大環(huán)套小環(huán)，一環(huán)扣一環(huán)，小環(huán)保大環(huán)，推動(dòng)大循環(huán)大循環(huán)n循環(huán)每轉(zhuǎn)動(dòng)一周，水平就提高一步。循環(huán)每轉(zhuǎn)動(dòng)一周，水平就提高一步。PD DA AC CPD DA AC C原有水平原有水平新的水平新的水平2022-9-17207 STEPS1.Identification of Theme2.Data Collection and Analysis3.Causal Analysis 4.Solution Planning and Impleme

41、ntation 5.Evaluation of Results6.Standardization 7.Reflection and Next Problem2022-9-1721Solving the wrong problem?nStep 1 and the associated prework assures that the team has an important and clearly defined problem and that the other six steps can be completed by the group.over half of the cases i

42、n which teams fail to solve a problem,it is because they chose the wrong problem to solve or because there was a lack of agreement among the team members on what the problem was.For this reason,when doing seven-step training,spend one-third of the time on step 1.2022-9-1722Jumping from problem state

43、ment to solution?If you ask successful people for the keys to their success,they almost always have problem-solving skills near the top of the list.But it is remarkable how often even good problem solvers are wrong.That is because we have a natural tendency to jump from the problem statement(step 1)

44、to a solution(step 4)without bothering to collect data and analyze the causes of the problem.Steps 2 and 3 are there to improve the odds of coming up with the right solution.2022-9-1723It is not my job to implement?nHave you ever received one of those memos that say Ive studied your problem and here

45、 is what you should do?Steps 4 and 5 are there to assure that the objective is not a solution.The objective is an implemented improvement.All members of the team own the entire improvement process.2022-9-1724I know this will work;lets just do it?nOften,proposed solutions are implemented without a te

46、st of their effectiveness.Step 5 requires the completion of a pilot or test of the proposed solution.If improvement results,then the solution is implemented on a full-scale basis.One of the major parts of process redesign and re-engineering is the elimination of steps that do not add value.Often,the

47、se steps were created to improve the process,but without the completion of step 5,they had no effect on the problem they were intended to eliminate.2022-9-1725Were too busy to waste time on paperwork?nWithout step 6,solutions reside in volatile human memory.Organizational learning is quickly followe

48、d by organizational forgetting.Processes drift back to their pre-improvement performance levels.2022-9-1726Next problem,pleasenStep 7 has a vital element to it that focuses on the improvement process itself.Reflection on the teams improvement experience often uncovers correctable weaknesses in skill

49、s,methods or team dynamics.Step 7 helps teams become more effective at problem solving,thus reducing the half-life.The subprocess of step 7 can also be described as deuterolearning:1 learning how to improve the way the team improves in order to accelerate its resulting rate of improvement.2022-9-172

50、7Deming Wheel and 7 StepsnIdentification of Theme WHAT PLANnData Collection and AnalysisnCausal Analysis WHY WHOnSolution Planning and Implementation WHEN DO WHERE HOWnEvaluation of Results CHECKnStandardization ACTIONnReflection and Next Problem 2022-9-1728Some PointsnLink them together.Operational

51、 performance metrics should The operational coherence spawned by measures that link business functions and activities together distinguishes those organizations that make progress from those that dont.n Measure what customers care about.Too many performance metrics look inward,reflecting what manage

52、rs think is important.As a general rule,the more closely your numbers reflect what your customers value most,the better off you will be.Of course you have to know what that is.2022-9-1729nOutput isnt everything.As soon as you buy that fancy piece of equipment,throw away the capital investment calcul

53、ations that were used to justify the expense.Just because the finance systems say that its better when the equipment is running non-stop because youre fully amortizing the investment,dont do it.nEffectiveness trumps efficiency.If you are paying people for performance,you better make doubly sure that

54、 the way their performance is measured aligns with business objectives.nMore is better.Just because everything seems OK at your measurement point doesnt mean everything is running smoothly.The more activities that you measure,the less likely that problems will remain hidden.2022-9-1730CI is not nSome graphs showing some improvement in some areas,nAchieved only through technology purchase or additional resources,nOnly operations and only about costs.nOnly doing better what we do now,nOnly seeking improvement when or where there is a problem.