KAIZEN Kaizen (Japanese for "improvement" or "change for the better") refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing‚ engineering‚ supporting business processes‚ and management. It has been applied in healthcare‚ government‚ banking‚ and many other industries. When used in the business sense and applied to the workplace‚ kaizen refers to activities that continually improve all functions‚ and involves all employees from the CEO to the assembly
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The PDCA Cycle Of Systematic Development PDCA is an acronym for PLAN‚ DO‚ CHECK and ACT. It is very simple‚ easy-to-use and highly effective means of managing anything and everything! The PDCA cycle is also known as the Deming Cycle‚ the Deming wheel of continuous improvement spiral. Its origin can be traced back to the eminent statistics expert Mr. Walter A. Shewart‚ in the 1920’s. He introduced the concept of PLAN‚ DO and SEE. The late Total Quality Management (TQM) guru and renowned
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Garrison 14e Practice Exam – Chapter 1 Print these pages. Answer each of the following questions‚ explaining your answers or showing your work‚ and then compare your solutions to those provided at the end of the practice exam. 1. Match each of the following terms with its definition. Business process Constraint Enterprise risk management Lean production Value chain a. __ Business process _ A series of steps that are followed in order to carry out some task in a business. b.
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Six Sigma Project Launch Plan Templates Project Name/Number | Gelcoat Waste Reduction | Expected Net Benefit (INR) | 60 Lac | Process Owner | | Sponsor (Champion) | Mr. Vivek Kumar Singh | Project Lead | Mohit Sharda | Business Unit | Ashland Performance Material | Black Belt Coach | Amitabh Saxena | Target Completion Date | November 30th -2012 | 1. Business Case | The Project intends to replace the Captive made Gelcoats with Ashland Gelcoat in PCT‚ The key concerns which would
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| | |1.0 |Background | | |1.1 |What is Six Sigma | | |1.2 |About Yellow Belt Certification |
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Extra Catapult Study Catapults have been used for an extremely long time. The Trebuchet‚ a type of catapult‚ were first created by the Chinese in 300 BC. Catapults were also used in Europe in 500 AD. The Ballista‚ another type of catapult‚ was created by the Ancient Greeks and was also used by the Romans. Still another type of catapult‚ the Mangonel‚ was invented by the Romans in 400 BC. Catapults were extremely important to siege warfare. The French also used Catapults in the 800s. Catapults were
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5: Maple Leaf Foods (A): Leading Six Sigma Change Introduction: This case study investigates Maple Leaf Foods’ (MLF)‚ a highly successful diversified corporation‚ proactive approach to the implementation of the rigorous‚ culture penetrating and comprehensive measurement-based philosophy‚ Six Sigma. In fact‚ MLFs’ change champions and "dynamic duo"‚ Michael McCain‚ president and chief executive officer (CEO)‚ and Bruce Miyashita‚ vice-president (VP) Six Sigma‚ unequivocal support‚ confidence
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(TQM) such as Toyota Motor‚ Motorola‚ Ford Motor‚ and Philip semiconductor. TQM which is a strategy aimed at embedding awareness of quality in all organizational process (wikipedia) began in the 1950’s and it has become widely known in 1980’s. Also‚ Six Sigma was originated from Motorola in 1986. Its purpose is to “identify and remove the causes of defects and errors in manufacturing and business processes. It uses a set of quality management methods‚ including statistical methods‚ and creates a special
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Case 6: Implementing Six Sigma at GE Fanuc Statement of the problem: * How was GE’s corporate-level vision of Six Sigma put into practice at the GE Fanuc manufacturing site? * What is the difference between direct labor savings and labor cost avoidance savings from a managerial perspective? We come up of different problems regarding the use of testing: They consume much in electricity They have expensive maintenance cost per oven They are paying high labor cost Objectives
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Chapter 1: 1. Changed the European logistics structure from a local viewpoint to a greater overall European level. To improve the company’s logistics‚ they began structuring for a centralized European planning function. With the new function‚ the process would begin by obtaining sales forecasts from each local market‚ monitor finished goods stock levels at each DC and develop production plans and stock movement schedules to drive the flow of finished goods to DCs to ensure a higher service level
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