2. ⢠Kaizen
â Ongoing improvement involves everyone
⢠Top management
⢠Managers
⢠Workers
â A culture of supporting quality improvement
⢠more important than the use of any specific tools
3. ⢠Kaizen
â The unifying thread running through
⢠The philosophy
⢠The systems
⢠The problem-solving tools developed
of Japanese quality movement
6. ⢠Japanese management
â Kaizen
â Process-oriented way
of thinking
⢠Western management
â Innovation
â Result-oriented
thinking
7. ⢠Climate features innovation
â Rapid expending markets
⢠Increasing sales more important than reducing cost
â Consumers oriented more toward quantity
rather than quality
â Abundant and low-cost resources
â A belief that success with innovative product
will offset sluggish performance
8. ⢠Climate favors Kaizen
â Sharp increase in the costs of material, energy,
and labor
â Overcapacity of production facilities
â Increasing competitions
â čłč¨ä¸ĺ°ç¨ąçćśĺ¤ą
â Need to introduce new products more rapidly
â Need to lower the breakeven point
9. ⢠Kaizen Culture
â A corporate culture in which everyone can
freely admit these problems
â A systematic and collaborative approach to
cross-functional problem-solving
⢠Internal, Next process is customer
⢠External, suppliers
10. ⢠Kaizen Culture
â A customer-driven strategy for improvement
⢠Quality, cost, schedule, and delivery requirements
â Emphasis on process
⢠Result is not the only thing and everything
⢠Support and acknowledge peopleâs process-oriented
efforts for improvement
12. ⢠QC Circles
â Primarily focus on
⢠Cost, safety, and productivity
⢠Indirectly to product-quality improvement
â Account for only 10% - 30% of the overall
TQC efforts in Japanese companies
â Making improvements in the workplace
13. ⢠TQC in Japan
â A movement center on the improvement of
managerial performance at all levels
14. TQC
⢠Quality assurance
⢠Cost reduction
⢠Meeting production
quotas
⢠Meeting delivery
schedules
⢠Safety
⢠New product
development
⢠Productivity
improvement
⢠Supplier management
15. ⢠Process-Oriented management vs Result-
Oriented management
â Evaluation the performance of employee
⢠car sales in Taiwan
â 2006, 400,000 cars
â 2007, 200,000 cars? (optimistic estimates)
http://www.kuozui.com.tw
ĺçćą˝čť
16. â Risks of result-oriented management
⢠Lacking long term strategy
⢠Missing new ideas and innovation
17. â Process-oriented management
⢠Evaluation of quality control circles
â Numbers of problems solved
Âť NOT the amount of money saved
â How the problems are approached
Âť Do they considered the companyâs current situation
Âť Do they consider safety, quality, and cost
Âť Do they improve work standard
⢠Directed at peopleâs efforts
⢠Managers need to work with employees jointly
18. ⢠Managerâs job
â Maintenance-related administration
⢠Checking the performance (result) of work
â Improvement-related management
⢠Checking the process that has led to a specific result
19. Key phrases of TQC
⢠Speak with data, ć¸ćć說芹
⢠Quality first, not profit first
⢠Quality at source, ćşé 玥ç
⢠The next process is the customer
⢠Customer-oriented TQC
⢠TQC starts with training and ends with
training
20. ⢠Speak with data
â Emphasize the use of data
However, aware of
⢠False data,
⢠Mistaken data,
⢠Immeasurable
21. ⢠Quality First
â Customers are satisfied with the quality of
products or services
⢠Building quality into product
⢠Building quality into people
â Training is essential
Âť Help employee become KAIZEN-conscious
22. ⢠Quality First
â Making the top quality products
â At the low cost
â In large quantity
â From the very beginning
23. ⢠Quality at source
â Ask âwhyâ 5 times
⢠The real cause of a machine stoppage
â Question 1: Why did the machine stop?
â Answer 1: Because the fuse blew due to an overload
â Question 2: Why was there an overload?
â Answer 2: Because the bearing lubrication was
inadequate.
â Question 3: Why was the lubrication inadequate?
â âŚâŚ
24. ⢠The next process is the customer
â Mass production age
⢠The person making the products neither knows nor
care who the customers are
â The design engineerâs customers
⢠The manufacturing people
⢠(End customers)
25. ⢠Customer-oriented TQC,
â Not manufacturer-oriented TQC
â Build a system for designing, developing,
producing, and servicing products to satisfy
their customers
⢠čŻčŞ â é缨ä˝ćĽ
â čŚćąć 厢皳ĺćŠçĽ¨ćŁćŹ
â ä¸ĺ訴ć 厢ĺŚä˝ follow up
â Cf. 䝼厢çşĺ° ?
26. ⢠TQC starts with training and ends with
training
â Building quality into people
27. ⢠Cross-functional management to facilitate
Kaizen
â âQuality at sourceâ means TQC should be
extended to include
⢠Vendors
⢠Suppliers
⢠subcontractors
28. ⢠Follow the PDCA cycle
â Problem-solving
â Management
⢠Design â Plan: product design corresponds to the
planning phase of management
⢠Production â Do: making products as designed
⢠Sale â Check: customers satisfied?
⢠Research â Action: how to approach complaints
29. â Not PDCF
⢠Plan
⢠Do
⢠Check
⢠Fight/fire!
⢠No layoff policy
â Virginia Mason Medical Center,
Seattle, WA
â ćšĺé ĺ°ąăĺĺĄă
⢠Redeploys employees
â Training
⢠Kaizen Promotion Office
â Toyotaâs suppliers support center
30. ⢠Use the QC story to persuade
â Case study of shortening telephone waiting
time
⢠kaizenStory.doc
31. ⢠Standardize the results
â There can be no improvement where there are
no standards
â A way of spreading the benefits of
improvement throughout the organization
32. Cross-Functional Management
⢠Building a better system for
â Quality
â Cost
â Scheduling
⢠Resolving inter-unit conflict on
â Quality
â Cost
â Schedule
35. ⢠Cross Functional Management at Toyota
â Clarify its quality goals and deploy them to all
employees at every level
â Establish a system of close coordination among
different department
⢠toyotaXfun.doc