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1、南京工程学院质量管理第9讲持续改进Stillwatersrundeep.流静水深流静水深,人静心深人静心深Wherethereislife,thereishope。有生命必有希望。有生命必有希望KaizennAphilosophyofcontinuallyimprovingallareas.nPersonallife,homelife,sociallife,workinglifenWorkplace:continuousimprovementinvolvingeveryone-managersandworkersalike7/26/20242KaizennQuality:nThereisver
2、ylittleagreementonwhatconstitutesquality.Initsbroadestsense,qualityisanythingthatcanbeimproved.Whenspeakingof“quality”onetendstothinkfirstintermsofproductquality.WhendiscussedinthecontextofKAIZENstrategynothingcouldbefurtheroffthemark.Theforemostconcernhereiswiththequality of people. Buildingquality
3、intopeoplemeanshelpingthembecomeKAIZENconscious.7/26/20243Continuous Improvement（Kaizen）nThefoundationofcontinuousimprovementisthebeliefthatyourorganizationcanalwaysbedoingbetter.Operationscanbemoreefficient.Qualitycanbeimproved.Costscanbereduced.Salescangrowfaster.Andthecompanycanbemoreprofitable.I
4、fonlyeveryoneworkedalittleharderandsmarter.7/26/20244J.B. Bury ：civilization has moved, is moving, and will move in a desirable direction. nThefoundationofmoderncivilizationrestsonabeliefinprogress.Thatsocietycanbemorejustandhumane.Thatwecan,throughinnovationandinitiative,alleviatemorehumansuffering
5、.Thatmorepeoplecanfindsteadywork,andliveinsafetyandcomfort.Thatmoreofuscanbespirituallyfulfilledandhappy.Ifonlyweworkedalittleharderandsmarter.7/26/20245Continuous Improvement vs. KaizennTaiichi Ohno and Shigeo Shingo developed both kaizen versions at Toyota. They are important tools for Lean Manufa
6、cturing, the Toyota Production System (TPS), Just In Time (JIT) and other effective manufacturing strategies.nIn Japanese, the definition of Kaizen is improvement and particularly, Continuous Improvement- slow, incremental but constant. Norman Bodek explains this and translates it as Quick & Easy Ka
7、izen. 7/26/20246Large-Scale Vs. Small-Scale ImprovementnLarge scale improvement is attractive. It promises quantum jumps in productivity, quality and effectiveness. However, it is difficult to implement because it affects many areas, people and processes. The design must be near-perfect because fail
8、ure courts disaster. The risks and difficulties work against large-scale improvements.nSmall-scale improvements are easier and faster. The risks are low because they generally have limited effect. However, the accumulated effect is often greater than a single large improvement. The Kaizen Blitz is a
9、 localized, smaller scale improvement and Mini-Kaizen are very small-scale improvements.7/26/20247The Kaizen BlitznThe Blitz or Event is a focused, intense, short-term project to improve a process. Substantial resources- Engineering, Maintenance, Cell Operators, and others are available for immediat
10、e 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 immediate, dramatic and satisfying.7/26/20248Mini-KaizennBefore the recent popularity of the Blitz, kaizen meant Continuou
11、s 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 automobile company in the world. Lets call these improvements Mini Kaizen.nMini Kaizen is part of corporate culture. It req
12、uires 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 skills for this type of thinking.nThe mini variation is far more difficult to keep up and takes much longer for resu
13、lts than a blitz. But, as Toyota has demonstrated, it offers a more sustained competitive advantage.7/26/20249控制图上的解释7/26/202410控制图上的解释7/26/202411持续改进的战略思考7/26/202412持续改进的战术思考7/26/202413KAIZEN UMBRELLA7/26/202414nPoint 5 of Demings 14 points states Improve constantly and forever the system of produc
14、tion 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 productivity improves capture the market wit
15、h 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 costs, people believe that costs go up wi
16、th 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.7/26/202415Both shorter term survival (quality improvement) and long term survival depend
17、on continually better meeting customer needs. 7/26/202416PLANPLAN计划计划DODO执行执行CHECKCHECK检检查查ACTIONACTION处处理理工作程序工作程序PDCA管理循环管理循环(戴明环）戴明环）7/26/202417P PC CD DA A1.1.分析现状，找出问题分析现状，找出问题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.拟定措施，制定计划拟定措施，制定计划5.5.执行措施计划执行措施计划6.6.检查工作，检查工作， 调查结果调查结果7.7.形成标准，形成标准， 巩固成绩巩固成绩8.8.遗留问
18、题，遗留问题， 转入下期转入下期7/26/202418特点特点n大环套小环，一环扣一环，小环保大环，推动大环套小环，一环扣一环，小环保大环，推动大循环大循环n循环每转动一周，水平就提高一步。循环每转动一周，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7/26/2024197 STEPS1.Identification of Theme2.Data Collection and Analysis3.Causal Analysis 4.Solution Planning and Implementation 5.Evaluation of Results
19、6.Standardization 7.Reflection and Next Problem7/26/202420Solving the wrong problem?nStep1andtheassociatedpreworkassuresthattheteamhasanimportantandclearlydefinedproblemandthattheothersixstepscanbecompletedbythegroup.overhalfofthecasesinwhichteamsfailtosolveaproblem,itisbecausetheychosethewrongprobl
20、emtosolveorbecausetherewasalackofagreementamongtheteammembersonwhattheproblemwas.Forthisreason,whendoingseven-steptraining,spendone-thirdofthetimeonstep1.7/26/202421Jumping from problem statement to solution?Ifyouasksuccessfulpeopleforthekeystotheirsuccess,theyalmostalwayshaveproblem-solvingskillsne
21、arthetopofthelist.Butitisremarkablehowoftenevengoodproblemsolversarewrong.Thatisbecausewehaveanaturaltendencytojumpfromtheproblemstatement(step1)toasolution(step4)withoutbotheringtocollectdataandanalyzethecausesoftheproblem.Steps2and3aretheretoimprovetheoddsofcomingupwiththerightsolution.7/26/202422
22、It is not my job to implement?nHaveyoueverreceivedoneofthosememosthatsayIvestudiedyourproblemandhereiswhatyoushoulddo?Steps4and5aretheretoassurethattheobjectiveisnotasolution.Theobjectiveisanimplementedimprovement.Allmembersoftheteamowntheentireimprovementprocess.7/26/202423I know this will work; le
23、ts just do it?nOften,proposedsolutionsareimplementedwithoutatestoftheireffectiveness.Step5requiresthecompletionofapilotortestoftheproposedsolution.Ifimprovementresults,thenthesolutionisimplementedonafull-scalebasis.Oneofthemajorpartsofprocessredesignandre-engineeringistheeliminationofstepsthatdonota
24、ddvalue.Often,thesestepswerecreatedtoimprovetheprocess,butwithoutthecompletionofstep5,theyhadnoeffectontheproblemtheywereintendedtoeliminate.7/26/202424Were too busy to waste time on paperwork?nWithoutstep6,solutionsresideinvolatilehumanmemory.Organizationallearningisquicklyfollowedbyorganizationalf
25、orgetting.Processesdriftbacktotheirpre-improvementperformancelevels.7/26/202425Next problem, pleasenStep7hasavitalelementtoitthatfocusesontheimprovementprocessitself.Reflectionontheteamsimprovementexperienceoftenuncoverscorrectableweaknessesinskills,methodsorteamdynamics.Step7helpsteamsbecomemoreeff
26、ectiveatproblemsolving,thusreducingthehalf-life.Thesubprocessofstep7canalsobedescribedasdeuterolearning:1learninghowtoimprovethewaytheteamimprovesinordertoaccelerateitsresultingrateofimprovement.7/26/202426Deming Wheel and 7 StepsnIdentification of Theme WHAT PLANnData Collection and AnalysisnCausal
27、 Analysis WHY WHOnSolution Planning and Implementation WHEN DO WHERE HOWnEvaluation of Results CHECKnStandardization ACTIONnReflection and Next Problem 7/26/202427Some PointsnLink them together.OperationalperformancemetricsshouldTheoperationalcoherencespawnedbymeasuresthatlinkbusinessfunctionsandact
28、ivitiestogetherdistinguishesthoseorganizationsthatmakeprogressfromthosethatdont.nMeasure what customers care about.Toomanyperformancemetricslookinward,reflectingwhatmanagersthinkisimportant.Asageneralrule,themorecloselyyournumbersreflectwhatyourcustomersvaluemost,thebetteroffyouwillbe.Ofcourseyouhav
29、etoknowwhatthatis.7/26/202428nOutput isnt everything.Assoonasyoubuythatfancypieceofequipment,throwawaythecapitalinvestmentcalculationsthatwereusedtojustifytheexpense.Justbecausethefinancesystemssaythatitsbetterwhentheequipmentisrunningnon-stopbecauseyourefullyamortizingtheinvestment,dontdoit.nEffect
30、iveness trumps efficiency.Ifyouarepayingpeopleforperformance,youbettermakedoublysurethatthewaytheirperformanceismeasuredalignswithbusinessobjectives.nMore is better.JustbecauseeverythingseemsOKatyourmeasurementpointdoesntmeaneverythingisrunningsmoothly.Themoreactivitiesthatyoumeasure,thelesslikelythatproblemswillremainhidden.7/26/202429CI is not nSomegraphsshowingsomeimprovementinsomeareas,nAchievedonlythroughtechnologypurchaseoradditionalresources,nOnlyoperationsandonlyaboutcosts.nOnlydoingbetterwhatwedonow,nOnlyseekingimprovementwhenorwherethereisaproblem.7/26/202430
