Continual improvement process / N.S. Sreenivasan, V. Narayana.

Format:

Book

Author/Creator:

Sreenivasan, N. S.

Contributor:

Narayana, V.

Language:

English

Subjects (All):

Continuous improvement process.

Total quality management.

Six sigma (Quality control standard).

Organizational effectiveness.

Physical Description:

1 online resource (1 v.) : ill.

Edition:

1st edition

Place of Publication:

New Delhi, India : Pearson Education, 2007.

System Details:

text file

Summary:

Continual Improvement Process focuses on the continual improvement process, providing contemporary tools and methods for achieving optimum quality and process improvement. It is immensely practical for manufacturing, service, and non-profit enterpr

Contents:

Cover

Contents

Preface

Acknowledgements

Section A: An Overview

Chapter 1: Total Quality Management with Six Sigma

Total quality management-meaning

TQM-eight fundamental principles

Customer focus

Leadership

Involvement of people

Process approach

Systems approach

Continual improvement

Factual approach to decision-making

Mutually beneficial supplier relationships

Variation

Six Sigma

TQM vs. Six Sigma

World trend in quality

Conclusion

Chapter 2: Continual Improvement and Competitive Edge

Context of quality

Expectations of the society

Competitive edge

Constituents of competitive edge

Competitive edge-differentiations and distinctiveness

Continual improvement-a larger perspective

Chapter 3: Basics of Continual Improvement Process

Process and its potential

Zero defect level

Is zero defect level attainable?

Dabbawala of Bombay

Plague, small pox, polio, leprosy

Outcome

Improvement as 'restoration' and 'breakthrough'

Technology

Tools and techniques

Managerial practices

Model

Annexure 3A: Tools for quality and their brief description

Brief description

Chapter 4: Process and Quality of Process

SIPOC-a process model

An overall understanding of continual improvement process

Phase 1

Phase 2

Phase 3

Phase 4

Defect

Defect data and process quality

Data on defects

Sigma value of the process-a measure of quality

Annexure 4A: Guidelines on preparing defect checklist

Section B: Scanning Methodology to Clean-up and Sanitise a Process-First Step to Continual Improvement

Chapter 5: Process Analysis Against a Checklist of Process Requirements to be Met

Background

Checklist of requirements

Process

Illustration.

Screening/review of process

Annexure 5A

Chapter 6: Process Analysis Through Flow Chart

Flow chart: technique

Flow chart: analysis

Case 1: Process of rewinding burnt motors

Case 2: Complaints from outpatients at a hospital

Process-centred approach

Chapter 7: Process Analysis: Interfering Factors and Action

Process interference

Checklist of interfering factors

Interferences: applicability and analysis

Illustrative examples

Illustration 1

Illustration 2

Illustration 3

Relevance to continual improvement project/problem

Chapter 8: Process Analysis for Defect Prevention

Process review

Reference base-listing for review of process

Human dignity

Unhygienic features

Housekeeping

Mistake proofing

Process consumables

'Clearance gate' for process entry

Misinterpretation of drawing, SOP, WI

Gaps in defect prevention measures

1) Defect identification and detection analysis

2) Defect detection and control by operator

3) Defect control review

4) Defect prevention and dominant pattern

Integration of review results

Gaps in customer linkage

Hidden defects

Process capability

Annexure 8A: Self-control: an evaluation as applicable to manufacturing

Chapter 9: Process Analysis for Gaps in Specification

Specification

Gap analysis: listing of gaps in specification

Clarity of requirements

Test and evaluation methods

Rationale of a requirement-concern for customer

Health and environmental requirement

Safe requirement of dispatch

Process(es)

Material(s)

Requirement compatibility (with usage conditions)

Requirement and customer complaint

Mandatory rules and regulations

Quality critical to customer

Juranian classification of customer quality needs.

Customer requirements and their technical assessment

Skills and knowledge of process

Annexure 9A

Annexure 9B

Annexure 9C: Note on Juranian classification of quality needs

Stated needs and real needs

Perceived needs

Cultural needs

Needs traceable to unintended use

Human safety

User friendly

Annexure 9D: Analysis of customer requirements and their seriousness

Chapter 10: Process Analysis: Customer Interface

Customer link

Scrutiny of customer needs

Customer interface

Culture of concern for customer

Cost-effectiveness

Profit

Customer dissatisfaction and satisfaction

Kano's analysis

Customer trust and confidence

Value addition to customer

Discovering and knowing customers

Customers' view-new products and service

Lead customer

Listening to customers

Chapter 11: Failure Mode Effect Analysis

Purpose

Meaning of FMEA

Analysis

Severity (S)

Occurrence (O)

Detection (D)

Format for analysis

Action phase

Glossary of failure modes and causes

Annexure 11A

Annexure 11B: Failure mode reference list

Typical key words and phrases

Section C: Measurement of Process Defect Level and Process Cycle Efficiency

Chapter 12: Basics of Six Sigma Technique

Thought process of Six Sigma

Process, quality characteristic and specification

Specification, variation, process capability

Process capability and quality system

Statistical control

Normal law

Specification, process capability, defects and key thoughts of Six Sigma technique

Process capability and Sigma value of the process

Obtaining the Sigma value of a process: z value from defect rate

z Table and its use

Illustrative examples: calculating z value from defect data

Illustration 2.

First time yield (FTY)

Illustration 4

First time yield and z value

Illustration 5

Layout for calculation

Rolled throughput of a process

Illustration 6

Illustration 7

Illustration 8

Illustration 9

Illustration 10

A note on m, opportunities for defects

Sustainability of improvement

First time yield and z value of a process chain

Application of Six Sigma tool

Illustration 11

Illustration 12

Illustration 13

Illustration 14

Assessment of cycle time

Cycle time of inspection and testing (CT. I):

Note on the number of inspections per accepted item

Cycle time to analyse defectives (CT. A)

Cycle time for repair of defects (CT. R)

Problem 1

Illustration 15

Normalised yield (YN)

Illustration 16

Process capability analysis (PCA)

Annexure 12A: Exercises on Six Sigma calculations

Exercise 1

Exercise 2

Exercise 3

Exercise 4

Exercise 5

Exercise 6

Exercise 7

Exercise 8

Individual process

Process chain

Exercise 9

Chapter 13: Improving Process Flow and Speed to Achieve Lean Process

Process flow and process speed

Two streams of quality improvement

Checklist of factors having a bearing on process flow and speed

Lean Six Sigma

Addressing the factors of hold-up

Waiting for approval

Waiting for maintenance

Movement

Searching

Formats and records

Meetings

Late starting and early closing

Push, pull and out

Process set-up

Work in process, lead time and process cycle efficiency

Work in process

Lead time/process speed

Analysis of process lead time and process velocity

Process cycle efficiency (PCE)-the 'lean metric'

Section D: Continual Improvement Process Framework.

Chapter 14: Organising for Continual Improvement

Scope

The big picture of continual improvement

Strategy plan

Statistical techniques-understanding their importance

Improvement: macro-micro

Micro-category

Guidelines to project selection

Authors' observation on learning programmes

Chapter 15: Anchor Points of the Continual Improvement Thought Process

Anchor points

Questioning

Critical thinking

Check and verify: data orientation and data dependency

Driving out the negatives

Be a part of the solution, not the problem

Conflict: confront and resolve

not sweep under carpet

Seek opportunities for improvement

Zero-based thinking

Picturise the problem in all its details

Comfort zone: disturb

Out-of-box thinking

Correction and corrective action

Root cause

Institutionalise the learning

Horizontal deployment

Consensus

Fallacies to be avoided

Headache-headache-pill fallacy

Challenge oneself

Factors of 'appeal and feel good'-have a re-look

Annexure 15A

Annexure 15B

Annexure 15C

Chapter 16: Involvement of People in Continual Improvement Process

Productivity

Organising an enterprise

Fading style

New style

Role of knowledge worker

Continual improvement and productivity in an organisation

Distinct features of a people-friendly environment

Inner democracy

Learning environment

Education and training

Decentralisation

Customer and competitor orientation

Value addition

Blind spots to avoid

CEO's concern/task

Reality check: involvement

Impact of continual improvement

Annexure 16A

Annexure 16B

Annexure 16C

Annexure 16D

Annexure 16E

Annexure 16F

Annexure 16G

Annexure 16H.

Chapter 17: Soft Skills for Effective Practice of Continual Improvement.

Notes:

Includes bibliographical references.

Description based on online resource; title from PDF title page (Safari, viewed Apr. 17, 2013).

ISBN:

9789332506091

9332506094

OCLC:

840427847