质量管理第9讲 持续改进

质量管理

第三章质量控制与质量改进

第四节持续改进南京工程学院经济管理学院高峰2/3/20231KaizenAphilosophyofcontinuallyimprovingallareas.Personallife,homelife,sociallife,workinglifeWorkplace:continuousimprovementinvolvingeveryone-managersandworkersalike2/3/20232KaizenQuality:Thereisverylittleagreementonwhatconstitutesquality.Initsbroadestsense,qualityisanythingthatcanbeimproved.Whenspeakingof“quality”onetendstothinkfirstintermsofproductquality.WhendiscussedinthecontextofKAIZENstrategynothingcouldbefurtheroffthemark.Theforemostconcernhereiswiththequalityofpeople.…BuildingqualityintopeoplemeanshelpingthembecomeKAIZENconscious.2/3/20233ContinuousImprovement（Kaizen）Thefoundationofcontinuousimprovementisthebeliefthatyourorganizationcanalwaysbedoingbetter.Operationscanbemoreefficient.Qualitycanbeimproved.Costscanbereduced.Salescangrowfaster.Andthecompanycanbemoreprofitable.Ifonlyeveryoneworkedalittleharderandsmarter.2/3/20234J.B.Bury："civilizationhasmoved,ismoving,andwillmoveinadesirabledirection."Thefoundationofmoderncivilizationrestsonabeliefinprogress.Thatsocietycanbemorejustandhumane.Thatwecan,throughinnovationandinitiative,alleviatemorehumansuffering.Thatmorepeoplecanfindsteadywork,andliveinsafetyandcomfort.Thatmoreofuscanbespirituallyfulfilledandhappy.Ifonlyweworkedalittleharderandsmarter.2/3/20235ContinuousImprovementvs.KaizenTaiichi

OhnoandShigeoShingodevelopedbothkaizenversionsatToyota.TheyareimportanttoolsforLeanManufacturing,theToyotaProductionSystem(TPS),JustInTime(JIT)andothereffectivemanufacturingstrategies.InJapanese,thedefinitionofKaizenis"improvement"andparticularly,"ContinuousImprovement"--slow,incrementalbutconstant.NormanBodekexplainsthisandtranslatesitas"Quick&EasyKaizen".2/3/20236Large-ScaleVs.Small-ScaleImprovementLargescaleimprovementisattractive.Itpromisesquantumjumpsinproductivity,qualityandeffectiveness.However,itisdifficulttoimplementbecauseitaffectsmanyareas,peopleandprocesses.Thedesignmustbenear-perfectbecausefailurecourtsdisaster.Therisksanddifficultiesworkagainstlarge-scaleimprovements.Small-scaleimprovementsareeasierandfaster.Therisksarelowbecausetheygenerallyhavelimitedeffect.However,theaccumulatedeffectisoftengreaterthanasinglelargeimprovement.TheKaizenBlitzisalocalized,smallerscaleimprovementandMini-Kaizenareverysmall-scaleimprovements.2/3/20237TheKaizenBlitzTheBlitzorEventisafocused,intense,short-termprojecttoimproveaprocess.Substantialresources-Engineering,Maintenance,CellOperators,andothersareavailableforimmediatedeployment.Aneventusuallyincludestrainingfollowedbyanalysis,design,andre-arrangementofaproductlineorarea.TheEventnormallytakes2-10days.Theresultsareimmediate,dramaticandsatisfying.2/3/20238Mini-KaizenBeforetherecentpopularityoftheBlitz,kaizenmeant"ContinuousImprovement."Thisistheslowaccumulationofmanysmalldevelopmentsinprocessesandqualitythat,over50years,hashelpedmakeToyotathelowestcostandhighestqualityautomobilecompanyintheworld.Let'scalltheseimprovements"MiniKaizen."MiniKaizenispartofcorporateculture.Itrequiresbothconsciousandsub-consciousthinkingaboutimprovementsdaybydayandminutebyminuteonthepartofallemployees.Italsorequiresthatthesesameemployeespossesstheskillsforthistypeofthinking.Theminivariationisfarmoredifficulttokeepupandtakesmuchlongerforresultsthanablitz.But,asToyotahasdemonstrated,itoffersamoresustainedcompetitiveadvantage.2/3/20239控制图上的解释2/3/202310控制图上的解释2/3/202311持续改进的战略思考2/3/202312持续改进的战术思考2/3/202313KAIZENUMBRELLA2/3/202314Point5ofDeming’s14pointsstates–Improveconstantlyandforeverthesystemofproductionandservice,toimprovequalityandproductivity,andthusconstantlydecreasecosts.DemingalsocontributedtheChainReaction-Improvequality–costsdecreasebecauseoflessrework,mistakes,delays,snags,betteruseofmachinetimeandmaterials–productivityimproves–capturethemarketwithbetterqualityandlowerprice–stayinbusiness–providejobsandmorejobs.Animportantelementinpoint5andthechainreactionistheconceptof“improvequalityandcostsdecrease”.Previouslyandstillinmanypeople’sminds,thisisnothowtoreducecosts,peoplebelievethatcostsgoupwithbetterquality.Thechainreactiononlyworkswithbetterqualityandreducedcosts.Analternativethinkingprocessis‘wecouldreducecostsorimprovequalityifwehadbettertechnologyormoreresources’.2/3/202315Bothshortertermsurvival(qualityimprovement)andlongtermsurvivaldependoncontinuallybettermeetingcustomerneeds.2/3/202316PLAN计划DO执行CHECK检查ACTION处理工作程序——PDCA管理循环

(戴明环）2/3/202317PCDA1.分析现状，找出问题2.分析原因3.找出主要原因4.拟定措施，制定计划5.执行措施计划6.检查工作，调查结果7.形成标准，巩固成绩8.遗留问题，转入下期2/3/202318特点大环套小环，一环扣一环，小环保大环，推动大循环循环每转动一周，水平就提高一步。PDACPDAC原有水平新的水平2/3/2023197STEPSIdentificationofThemeDataCollectionandAnalysisCausalAnalysisSolutionPlanningandImplementationEvaluationofResultsStandardizationReflectionandNextProblem2/3/202320Solvingthewrongproblem?Step1andtheassociatedpreworkassuresthattheteamhasanimportantandclearlydefinedproblemandthattheothersixstepscanbecompletedbythegroup.overhalfofthecasesinwhichteamsfailtosolveaproblem,itisbecausetheychosethewrongproblemtosolveorbecausetherewasalackofagreementamongtheteammembersonwhattheproblemwas.Forthisreason,whendoingseven-steptraining,spendone-thirdofthetimeonstep1.2/3/202321Jumpingfromproblemstatementtosolution?Ifyouasksuccessfulpeopleforthekeystotheirsuccess,theyalmostalwayshaveproblem-solvingskillsnearthetopofthelist.Butitisremarkablehowoftenevengoodproblemsolversarewrong.Thatisbecausewehaveanaturaltendencytojumpfromtheproblemstatement(step1)toasolution(step4)withoutbotheringtocollectdataandanalyzethecausesoftheproblem.Steps2and3aretheretoimprovetheoddsofcomingupwiththerightsolution.2/3/202322Itisnotmyjobtoimplement?Haveyoueverreceivedoneofthosememosthatsay"I'vestudiedyourproblemandhereiswhatyoushoulddo"?Steps4and5aretheretoassurethattheobjectiveisnotasolution.Theobjectiveisanimplementedimprovement.Allmembersoftheteamowntheentireimprovementprocess.2/3/202323Iknowthiswillwork;let'sjustdoit?Often,proposedsolutionsareimplementedwithoutatestoftheireffectiveness.Step5requiresthecompletionofapilotortestoftheproposedsolution.Ifimprovementresults,thenthesolutionisimplementedonafull-scalebasis.Oneofthemajorpartsofprocessredesignandre-engineeringistheeliminationofstepsthatdonotaddvalue.Often,thesestepswerecreatedtoimprovetheprocess,butwithoutthecompletionofstep5,theyhadnoeffectontheproblemtheywereintendedtoeliminate.2/3/202324We'retoobusytowastetimeonpaperwork?Withoutstep6,solutionsresideinvolatilehumanmemory.Organizationallearningisquicklyfollowedbyorganizationalforgetting.Processesdriftbacktotheirpre-improvementperformancelevels.2/3/202325Nextproblem,pleaseStep7hasavitalelementtoitthatfocusesontheimprovementprocessitself.Reflectionontheteam'simprovementexperienceoftenuncoverscorrectableweaknessesinskills,methodsorteamdynamics.Step7helpsteamsbecomemoreeffectiveatproblemsolving,thusreducingthehalf-life.Thesubprocessofstep7canalsobedescribedasdeuterolearning:1learninghowtoimprovethewaytheteamimprovesinordertoaccelerateitsresultingrateofimprovement.2/3/202326DemingWheeland7StepsIdentificationofThemeWHATPLANDataCollectionandAnalysisCausalAnalysisWHY

WHOSolutionPlanningandImplementationWHENDOWHEREHOWEvaluationofResultsCHECKStandardizationACTIONReflectionandNextProblem2/3/202327SomePointsLinkthemtogether.OperationalperformancemetricsshouldTheoperationalcoherencespawnedbymeasuresthatlinkbusinessfunctionsandactivitiestogetherdistinguishesthoseorganizationsthatmakeprogressfromthosethatdon't.

Measurewhatcustomerscareabout.Toomanyperformancemetricslookinward,reflectingwhatmanagersthinkisimportant.Asageneralrule,themorecloselyyournumbersreflectwhatyo