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1. PRESENTATION ON “Continuous Process Improvement,Juran Trilogy & Improvement Strategies” IN PARTIAL FULFILMENT OF THE REQUIREMENTFOR B.TECH. (MECH. ENGG. DEPARTMENT) MULLANA (AMBALA) SUBMITTED TO: - SUBMITTED BY:- Mr.Navtej Singh Vishnu Vashist:-11071022 Rohan:-11071001 Swaty:- 11071071

2. @What is Quality? Quality can be defined as the :- “Performance to the standard expected by the customer” “Quality is an ever-changing state (i.e., what is considered quality today may not be good enough to be considered quality tomorrow)” “Quality is a dynamic state associated with products, services, people, processes and environments that meets or exceeds expectations”

3. “Quality based Organization always improve the quality of their products but perfectionate is impossible because the race is never over”. ‘Continuous Process Improvement’ is designed to utilize the resources of the organization to achieve a Quality driven culture. “A process is a planned series of actions that advances a material or procedure from one stage of completion to the next. It includes the steps and decisions involved in the way work is accomplished.” A system is a set of components arranged to carry out a particular function. All systems have inputs, processes and outputs; often they will have feedback as well. Input:-It may be material,money,information,data etc. Output:-It may be information,data,products,service etc. Feedback:-It is provide in order to improve the Process.

4. DIAGRAM OF I/O PROCESS MODEL FEEDBACK PROCESS:- Information Data Products Service etc. OUTPUT:- Information Data Products Service etc. INPUT:- Materials Money Information Data etc. OUTCOMES

5. Process:- It is the interaction of some combination of people, materials, equipment, method, measurement & the environment to produce an outcome such as a product & a service. Process definition begins with defining the internal &/or external customers. The customer define the purpose of the organization and every process within it. Process improvements must be defined in terms of increased customer satisfaction as a result of higher quality products & services. Five ways to improve are:- Reduce resources :- A process that uses more than necessary is wasteful. Reduce errors :- Errors are sign of poor workmanship. So, error must be reduce to improve the process. Meet or exceed expectations of downstream customers :- Process is improved by exceeding expectation of downstream customer. Make the process safer :- By using safer workplace process can be improved by making it safer because time lost during accident is reduced & less workers compensation claims will be there. Make the process more satisfying to the person doing it:-Process is improved by improving the satisfaction of the individual performing the process.

8. The subject of planning can be anything -- an engineering process for designing new products, a production process for making goods, or a service process for responding to customer requests.

9. Quality Planning involves

10. Identifying customers, both internal and external

12. Designing the processes that can reliably produce those features.

15. Choosing units of measurement

17. Interpreting differences between measurement and goal

18. Taking action to correct significant differences The third part of the trilogy aims to attain levels of performance that are significantly higher than current levels. Process improvements begin with the establishment of an effective infrastructure such as the Quality Council. Two of the duties of the council are:- To identify the improvement projects To Establish the project team with a project owner. As in a Fig. Juran provides the distinction b/w Sporadic waste & Chronic waste. The Sporadic waste can be identified & corrected through Quality Control. The Chronic waste requires an improvement process.The object of quality improvement is to reduce chronic waste to a much lower level. Eliminate waste, defects and rework that improves processes and reduces the cost of poor quality. The processes have to be constantly challenged and continuously improved.

20. Juran’s ten steps to Quality improvement:- a) Build awareness of the need and opportunity for improvement b) Set goals for improvement c) Organize to reach the goals d) Provide training e) Carry out projects to solve problems f) Report progress f) Give recognition g) Communicate results h) Keep score i) Maintain momentum by making annual improvement part of the regular systems and processes of the company Strengths of Juran’s Trilogy a) The methodology searches a continuous improvement of quality in every aspects of the organization, because if the implementation of the methodology does not give the desire results it is possible to start all over again. b) The methodology allows the use different quality tools to cover the steps of Juran’s Trilogy. It allows a better understanding of the relationships of every stage of the company. c) The methodology is well structured and allows the companies that implement it, an easy understanding and application.

21. Weaknesses of Juran’s Trilogy a) To have quality control it is necessary to have a trained person with knowledge in statistical processes or train a special person to be in charge of quality. b) The program is focus in the company process and not in labor force. c) Analyzing the requirements of the program we found that the companies who apply the program have a complex level of organization. d) This kind of methodologies show results in a long term; this represents a risk for the company because the implementation of the quality program can be a waste of time, money and resources.

22. IMPROVEMENT STRATEGIES Choosing the right strategy for the right situation is critical. There are four primary Improvement Strategy Repair Refinement Renovation Reinvention This strategy is simple – anything broken must be fixed so that it functions as designed. There are two levels to this strategy:- a) If a customer receives a damaged product, a quick fix is required. This level is temporary or short term measure. Although short-term measures shore up the problem, they should not become permanent. b) It occurs when an individual or team identifies & eliminates the cause(s) of the problem & effects a permanent solution. **Note** Repair strategy does not make the process better than the original design.

23. RENOVATION This strategy involve activities that continually improve a process that is not broken. Improvements to process, products, & services are accomplished on an incremental basis. It improves efficiency & effectiveness. Both individual & teams can use this strategy. Typically it relies on doing things just a bit quicker, better, easier, or with less waste. This strategy results in major or breakthrough improvements. Although the resulting product, service, process or activity might often appear to be different from the original, it is basically the same. Innovation & technological advancements are key factors in this approach. Renovation is more costly than the previous strategies & is usually undertaken by teams rather than individuals.

24. REINVENTION It is the most demanding improvement strategy. It is preceded by the feeling that the current approach will never satisfy customer requirements. Reinvention begins by imagining that the previous condition does not exist. It might also be desirable to maintain organization vitality or competitive advantage. An organization should use this strategy sparingly because of resistance to change & the fact that any new product, service, process, or activity probably need to have the “ bugs” removed by repair, refinement, renovation.

25. THANKS