...Republic of the Philippines Technological University of the Philippines Ayala Boulevard, Ermita Manila IM – 10: Production Management CHAPTER VIII. Production Process Improvement For Product Innovation Submitted by: Tugade, Erwin Benedict P. Liang, Dongping (Jessie) BAM – IM – 4LE Submitted to: Noel B. Hernandez, Ph. D. Topics to be discussed 1. Production Process. 2. Characteristics of A Production Process. 3. Importance of Continuous Process improvement. 4. Innovation Drivers of Change. 5. Reverse Engineering. 6. Kaizen. Objectives * To be able to know what is Product Innovation. * To identify the reason of Continuous Innovation. * To be able to enumerate different factors Necessitating Change in Process Design * To introduce some new ways of thinking about continuous improvement. * To understand innovation as drivers of change. * To discuss about Reverse Engineering and Kaizen. Introduction To win in manufacturing, not only do you need the ability to innovate, but you must also execute upon that innovation and deliver new product to market before your competitors do. That's true manufacturing agility, and it can't happen if your enterprise is burdened by isolated plant-based execution systems that lack coordination between headquarters, engineering and the shop floor. As Blanchard (2005) believes that innovation is the successful exploitation of new ideas. And companies’ success, for example...
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...HA425: Operational Analysis and Quality Improvement Unit 3 Project Student Name: Tincy Jackson Part One What are the philosophical elements of CQI and how can these elements can be used in a health care setting? | The philosophical elements of Continuous Quality Improvement (CQI) consist of strategic focus, customer focus, systems view, evidence-based analysis, implementer involvement, multiple causation, solution identification, process optimization, continuing improvement, an organizational learning. Philosophical elements of CQI basically identify the traits that are needed in order to ensure ongoing improvement within an organization. Strategic focus would basically tell what the companies mission and is and the services that are offered. The customer focus would identify whether there is cohesiveness among the patients as well as the staff ensuring both are satisfied with the results of their care and outcomes. Systems view “emphasis on analysis of the whole system providing a service or influencing an outcome,” (McLaughlin & Kaluzny, 2006). Evidence based analysis would be where data is collected and studied in order to identify trends of all types such as billing errors, and areas of excelling or needing improvement. All stakeholders would take part in some way in the implementer involvement phase. In the multiple causation phase causes of certain occurrences or their appearance would be identified and explained. Solutions will be identified...
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...Quality Improvement Email Glorybel Rodriguez HCS/588 Measuring Performance Standards November 24, 2014 Dr. Debbie Simmons Quality Improvement Email Health care organizations aim to provide both quality and safe patient care. These two fundamental and critical concepts in health care require continuous effort. “Organizations must make an intentional effort to measure, assess, and improve performance” (Spath, 2014, pp.266). Quality improvement (QI) is essential for the continued success of an organization as it reveals specific guidelines and methods to provide consistent and dependable quality services. This paper will discuss QI while focusing on quality management’s role and importance in health care, stakeholder’s different views of quality, QI roles, and what areas in health care require monitoring. Additionally, involved accrediting and regulatory organizations in QI and helpful resources and organizations that affect QI will be discussed. Quality Management According to Kelly (2011), quality management refers to how managers operating in various types of health services organizations and settings understand, explain, and continuously improve their organizations to allow them to deliver quality and safe patient care, promote quality patient and organizational outcomes, and improve health in their communities” (pp. 9). Therefore, the purpose of quality management is to enhance the effectiveness, efficiency, and safety of health care processes to achieve quality...
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...Kaizen: History and Application Jeff Goddard BSOP-326 Week-5 In Japanese kaizen means continuous improvement. In order to understand the philosophy of Kaizen we must first look back at the history of the total quality movement in Japan following World War II. Once the war ended, there was very little left of Japan’s manufacturing infrastructure. Leading Japanese industrialists understood that in order to get the country back on track they would need to compete on an international level. They also understood that they would not be able to compete on cost alone. The Japanese industrialists invited two Americans to come and visit the war torn country and offer they philosophy on total quality. (David L. Goetsch, 2012) The work of Deming’s and Juran helped to turn around a Japanese manufacturing industry that had been plagued with quality problems into a world class manufacturing industry producing best in class quality products. Kaizen a term coined by Masaaki Imai embodies much of the Deeming’s and Juran philosophies in that it focuses upon ongoing improvement involving everybody all the time. In 1986 Masaaki Imai published Kaizen: The Key to Japan’s Competitive Success, translated in fourteen languages the book allowed the world to get a better understanding of the principles of kaizen. Developed on the concept of continuous small incremental changes leading to larger changes accumulated over time. Kaizen promotes a culture that is dynamic and seeks to always make...
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...Total Quality Management in Hospital Pharmacy Introduction Hospital pharmacies in the present day context face various issues including cost containment, productivity and leadership, patient safety, medical-legal and ethical considerations, human resource management and application of new technological developments in the functioning of the pharmacies. The pharmacists employed by the hospitals are expected to attend to a number of different functions that include writing down therapy management plans and desired patient outcomes, monitoring the drug-based therapies, educating patients and counseling them and writing medication histories. Despite these many different functions being discharged by the pharmacists, hospitals find it difficult to recruit pharmacists (Smith). At the same time many of the hospitals take initiatives like staff reductions due to lower patient concentration, reorganization of the hospital facilities, carrying out recommendations of external consultants, implementing automation in drug distribution and mergers and acquisitions of hospitals. In this context, a methodological review of the operations of a hospital becomes necessary for improving the efficiency and functioning of the healthcare settings. One of the recommendations is to apply Total Quality Management (TQM) for improving the performance of pharmacies in the hospitals. Although TQM has been practiced in manufacturing industries for quite some time, it is relatively a newer concept in...
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...SECTION 1: IMPLEMENT CONTINUOUS IMPROVEMENT SYSTEMS AND PROCESSES Last answered at: 09/09/2015 10:04PM Activity 1 09/09/2015 10:04PM * 1 What does the term continuous improvement mean to you? Improvement is defined as making a change that results in a better outcome, so continuous improvement is in simple terms, constantly identifying and making changes that result in better outcomes. It is a concept that is central to quality business management strategies and programs. In order for a business to continually improve it must constantly review, evaluate, ridicule and adapt its work processes and management must ensure everyone is doing their absolute best to develop the business positively and productively in a forward direction. * 2 Discuss and suggest some specific activities or processes you could use to encourage employee commitment to continuous improvement in an organisation. To encourage employee commitment to continuous improvement in an organisation it is vital to adopt a strategic approach. The management team must ensure that all team members are actively encouraged to participate in the decision making processes, assume responsibility and exercise initiative. Without participation by everyone in the organisation, you will not be getting the most out of the process, from management to the shop floor, everyone's opinion must be listened to. Management must encourage a culture that facilitates continuous improvement. This can be implemented through...
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...applies to issue. Discuss the management motivational theory that can be applied in order to resolve the problem and how it was resolved or is in the process of being resolved. In conclusion, the authors will identify the resolution or attempted resolution and provide comments about the role of the managers. American Healthcare is in a crisis. Healthcare cost is rising too quickly and too many preventable errors occur in most hospitals around the world. The industry is struggling with cost; poor quality, nursing shortages and employee dissatisfaction are symptoms of deeper problems inherent in the systems itself. Today, a number of leading organizations are demonstrating they can provide better value through proven and tested process improvement methods. Lean is a set of methods, principles, and philosophies that form a complete management system. Health care organizations are crashing equivalently, due to an outdated management system, which is based on a command and control paradigm and this has caused many healthcare patients to die unnecessarily from this medical error. Managers are to ensure that standard work is being applied and is improving through a scientific method. Managers need verification that the standard work is followed occurs through a series of audits. If a defect is identified there is a standard process in place for staff to use to address the problem. Daily problems solving using the plan/do/study act process is core to that manager work. Healthcare...
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...assessment identified the gaps between present and world class performance, quantified the financial opportunity for improvement and established momentum for action. Building on the learning from the benchmark, ABB worked with the organisation to develop their global operations excellence programme. ABB were then selected as the programme implementation partner, providing ABB’s leading operational excellence methodology and proven delivery experience. ABB’s approach to operational improvement is based on our i2i model. The approach delivers improvement through 3 phases of work; − Investigate (performance, practices and opportunities) − Implement (diagnose problems and identify solutions) − Integrate (embed solutions into normal business) Improvement is driven via 3 ‘streams’ of activity, all of which must be aligned and normally progress in parallel; − Leadership stream (business direction and focus) − Operational stream (manufacturing improvement teams) − Organisational stream (people and culture) This case study outlines the success on the polythene plant that piloted the roll-out of the operations excellence programme. Management activity in the business focussed mainly on the short-term and was largely reactive. The client recognised that management attitudes and values must undergo a dramatic shift in order to develop a capacity for continuous improvement....
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...19,1 6 Dynamics of organizational learning and continuous improvement in six sigma implementation Taina Savolainen Department of Business and Economics, University of Joensuu, Joensuu, Finland, and Arto Haikonen Genworth Financial, Helsinki, Finland Abstract Purpose – The purpose of this paper is to examine the dynamics of organizational learning and continuous improvement (CI) in the context six sigma implementation in business organizations operating in multicultural environments. Design/methodology/approach – A specific research question is: does learning mechanisms and continuous improvement practices support each other and how, and what type of learning can be identified in the improvement of business processes. The question is linked to one of the fundamental issues currently discussed in the field of organizational learning; how do organizations get “from here to there”, in other words, what is the dynamics of the processes of learning and how progressive learning is achieved. A case study of a few Finnish companies is made and a procedural implementation model is applied. Findings – The findings suggest that the learning process is characterized by measurement, detection and correction of errors, and cost reduction. In six sigma implementation, learning is a single-loop type of learning. It is an incremental change process which reminds a technical variant of the learning organization. Continuous improvement occurs through procedural practices (the DMAIC-cycle)...
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...Continuous Improvement: A Process for Implementation Abstract This paper will explore the basic steps of a process improvement model utilizing the Deming cycle, or Plan-Do-Check-Act (PDCA), as a guide, in order to provide a framework for implementing continuous improvement. The first PDCA step is Planning, which has six tasks supporting the investigative planning process. The PDCA tasks include: 1) Describe the current process; 2) Collect data on the current process; 3) Identify and prioritize opportunities for process improvements; 4) Identify all possible causes; 5) Identify potential improvements; 6) Develop an action plan. The next PDCA step is the Do step and explains what is required for implementation of the selected improvements. The next PDCA step is the Check step. The Check step ensures a thorough review of the planned opportunity improvements from the previous steps as well as the execution of a supporting data collection effort. The final step is the Act step and is a culmination of all the previous PDCA steps, which results in a decision to adopt, adapt or abandon the selected improvements. The conclusion of this paper explains how the PDCA process improvement model can be utilized as a framework for implementing a continuous improvement. Introduction According to Neave (1987), in 1982 Dr. W. Edwards Deming provided one of his first statements regarding continuous improvement. He wrote,“Search continually for problems, to constantly...
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...Week 5 – Change Creation and Continuous Improvement This paper will serve as the fifth section of my evaluation proposal of Company Q’s Foundation of Leadership program. Specifically, I will suggest examine the importance of how continuous improvement planning as an essential component to program evaluation. To gain insight into this process, one must first define what is meant by continuous improvement in the context of program evaluation. According to Kanter, (2015), continuous improvement refers to an organizational culture where “the organization has created a virtuous cycle of feedback that repeatedly inspires staff to reflect on what is working and what can be done differently to get better results.” (para.4). The challenge for any program evaluator, is to move beyond merely a report of data or findings and aide in the cultivation of a culture that is engaged in continuous self-assessment. In their work The Balanced Leadership Framework, Waters and Cameron (2007) stated,...
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...business environment firms strategic priorities is to examine their business practices and to evaluate how to meet the challenges in facing competition in domestic and international market. Quality improvement has become a pervasive element of business strategy, allowing some companies to respond to increasing competitive pressures.Competitive strategy is concerned with how a company can gain a competitive advantage through a distinctive way of competingTotal Quality Management (TQM) is a structured system for meeting and exceeding customer needs and expectations by creating organization-wide participation in the planning and implementation of breakthrough and continuous improvement processes. It integrates with the business plan of the organization and can positively influence customer satisfaction and market share growth.Total quality management is a management system for a customer focused organization that involves all employees in continual improvement of all aspects of the organizationTop management crafts its strategy and operations around customer needs and develops a culture with high employee participation engaging all divisions, departments and levels of the organization as well.The Total Quality Management (TQM) concept has the potential to integrate all the improvement philosophies proposed to delight the customers and thereby gain global business...
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...execution of quality management initiatives are challenging tasks to many managers of small businesses but it can be easy with good planning. Failure to get this right can spoil the operating environment and destroy businesses’ belief in meeting customers’ need. Businesses and firms need therefore to define and measure their goals, update service tools, motivate employees, and use customer feedback to serve them appropriately. When the management involves all employees, it can engage in tactical quality management approaches such as conducting audits, compliance management, preventive and corrective actions, and statistical process control that drive improvements. When employees are not engaged, they do not feel to be part of the process and, therefore, the firm may lose direction. This paper discusses ten quality management improvement initiatives to improve companies’ poor performances. First, management that is committed to improving quality of its company should provide internal education (Shah, 2013). The modern technology is changing very fast, and so are customers' needs, preferences and tastes. Employees should be educated regularly as a way of making sure they are updated. Existing and new employees need updates about the changes in policies, regulations, new technology and quality specifications among others. Education program within a company should only by limited by its goals and should consider the direction the company is taking to meet its market obligations (Shah...
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...Continuous Improvement Planning Process Tiya Rush Lissade Grand Canyon University: EDA 577 October 15, 2014 The Continuous Improvement Plan (CIP), known as the School Improvement Plan (SIP) within the State of Florida, has proven to be a meaningful tool used to monitor the effectiveness and implementation of the school wide action plan as it relates to student achievement, curriculum and instruction, and the involvement of parents and the community. Within the Miami Dade County Public School system, the SIP's foundation is based on similar standards and the methodology identified in W. Edward Deming's plan-do-study-adjust (PDSA) cycle. Each component of the cycle is committed to the process of improving schools on an ongoing basis by identifying and planning for change, implementing the change, analyzing the results of data to determine if the process was effective and adjusting or broadening the plan based on the results of the entire cycle (Bernhart 2014). These standards ensure school sites are providing structures that set objectives, meet the objectives and verify that they have been met through consistent monitoring and refining of the objectives (Bernhart 2013). The vision of our district within Miami-Dade County is committed to providing educational excellence for all stakeholders (Dade County Public Schools 2014). This vision is shared with the author’s vision in Data Analysis for Continuous School Improvement that a schools system should be used to "improve...
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...employees. The employee is given a specific set of objectives over a set period of time usually annually and measured to see if employee has achieved desired outcomes. Such targets can be defined by current job description and desired outcome of performance over the set time period. (Potgieter, 2002). Each organisation can tailor and facilitate a wide and varied range of designs and methods of performance systems which will meet the objectives of the organisation.(Gunnigle, et al., 2002). Performance management can be described as tool for employee development with constructive feedback from an appraiser encouraging continuous improvement. This process should be frequent in helping employees set and achieve goals and in turn the appraiser identifying possible guidelines in an effective manner. Performance management is a strategic and integrated approach that capitialises on employee performance and capabilities to achieve high levels of organisation performance by a continous process of reviews focusing on the future instead of the past. (Armstrong & Barron, 1998). Performance management is no longer a discrete event but rather a continuous process where performance appraisal is owned and driven by managers than the latter been driven by HR. (Latham, et al., 2007)..Sparrow argues that with the introduction of human resource management (HRM) into the structure of an organisation it has contributed to a shift towards performance management throught open and honest communication...
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