Total Quality Management
TOTAL QUALITY MANAGEMENT | CONTINUOUS PROCESS IMPROVEMENT | | Process, The Juran Trilogy, Improvement Strategies The PDSA (Plan-Do-Study-Act), Problem solving method, Kaizen and Six-Sigma | | JOHN KIRUGUMI :B211/003/0003/2012 | 3/1/2013 | |
INTRODUCTION
Processes: Quality is a never ending quest and Continuous Process Improvement (CPI) is a never ending effort to discover and eliminate the main causes of problems. It accomplishes this by using small-steps improvements, rather than implementing one huge improvement. The Japanese have a term for this called kaizen which involves everyone, from the hourly workers to top-management.
CPI means making things better. It is NOT fighting fires. Its goal is NOT to blame people for problems or failures . . . it is simply a way of looking at how we can do our work better. When we take a problem solving approach, we often never get to the root causes because our main goal is to put out the fire. Process improvement is important as Rummler & Brache 's research (1995) showed that process account for about 80% of all problems while people account for the remaining 20%.
HISTORY OF CONTINOUS IMPROVEMENT PROCESS
Following the defeat of Japan in World War II, America wanted to encourage the nation to rebuild. As with the Marshall Plan in Europe, General MacArthur asked a number of leading experts from the U.S. to visit Japan and advise them on how to proceed with the rebuilding process. As history would have it, one of these experts was Dr. W. Edwards Deming. Deming was a statistician with experience in census work, so he came to Japan to set up a census. While in Japan, he noticed some of the difficulties being experienced by some of the newly emerging industries. Many Japanese manufacturers were faced with huge difficulties stemming from a lack of investment funds, raw materials, and components, and from the low morale of the nation and the workforce. Based on his recent experience in reducing
INTRODUCTION
Processes: Quality is a never ending quest and Continuous Process Improvement (CPI) is a never ending effort to discover and eliminate the main causes of problems. It accomplishes this by using small-steps improvements, rather than implementing one huge improvement. The Japanese have a term for this called kaizen which involves everyone, from the hourly workers to top-management.
CPI means making things better. It is NOT fighting fires. Its goal is NOT to blame people for problems or failures . . . it is simply a way of looking at how we can do our work better. When we take a problem solving approach, we often never get to the root causes because our main goal is to put out the fire. Process improvement is important as Rummler & Brache 's research (1995) showed that process account for about 80% of all problems while people account for the remaining 20%.
HISTORY OF CONTINOUS IMPROVEMENT PROCESS
Following the defeat of Japan in World War II, America wanted to encourage the nation to rebuild. As with the Marshall Plan in Europe, General MacArthur asked a number of leading experts from the U.S. to visit Japan and advise them on how to proceed with the rebuilding process. As history would have it, one of these experts was Dr. W. Edwards Deming. Deming was a statistician with experience in census work, so he came to Japan to set up a census. While in Japan, he noticed some of the difficulties being experienced by some of the newly emerging industries. Many Japanese manufacturers were faced with huge difficulties stemming from a lack of investment funds, raw materials, and components, and from the low morale of the nation and the workforce. Based on his recent experience in reducing
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