UNIT 4 Continuous Process Improvement TQM Dr. S B MALLUR

University B.D.
T College of Engineering DAVANGERE

Topic
MODULE 4:
Continuous Process Improvement
Statistical Process Control
Dr. S.B. MALLUR
Professor
Department of Studies in Mechanical Engineering
University B.D.T College of Engineering DAVANGERE – 577 004
(A Constituent College of V.T.U, Belgaum)
Cell No: 9448069380
E-Mail- [email protected], [email protected]
UNIT - 4
Continuous process improvement
statistical process control
Module - 4
Continuous Process Improvement: process, the Juran
trilogy, improvement strategies, types of problems,
the PDSA Cycle, problem-solving methods, Kaizen,
reengineering, six sigma, case studies.
Statistical Process Control : Pareto diagram, process
flow diagram, cause and effect diagram, check sheets,
histograms, statistical fundamentals, Control charts,
state of control, out of control process, control charts
for variables, control charts for attributes, scatter
diagrams, case studies
Introduction
• Quality-based organizations should strive to
achieve perfection by continuously improving the
business and production processes.
• Of course perfection is impossible because the
race is never over; however, we must continually
for its attainment.
• Improvement is made by
Viewing all work as a process, whether it is
associated with production or business
activities.
Making all processes effective, efficient, and
adaptable.
Anticipation changing customer needs.
Controlling in-process performance using
measures such as scrap reduction, cycle time,
control charts, and so forth.
Maintaining constructive dissatisfaction with the
present level of performance.
Eliminating waste and rework wherever it occurs.
Investigating activities that do not add value to the
product or service, with the aim of eliminating
those activities.
Eliminating nonconformities in all phases of
everyone's work, even if the increment of
improvement of improvement is small.
Using benchmarking to improve competitive
advantage.
Innovating to achieve breakthroughs.
Incorporating lessons learned into future activities.
Using technical tools such as statistical process
control (SPC), experimental design, benchmarking,
quality function deployment (QFD), and so forth.
• Continuous process improvement is designed to
utilize the resources of the organization to achieve a
quality-driven culture.
• Individuals must think, act, and speak quality.
• An organization attempts to reach a single-minded
link between quality and work execution by
educating its constituents to “continuously”
analyse and improve their own work, the processes,
and their work group.
• PROCESS
• Process refers to business and production

activities of an organization.
• Business processes such as purchasing,
engineering, accounting, and marketing are
areas where non conformance can represent
an opportunity for substantial improvement.
Figure 5-1 shows a process model.
Figure 4-1 Input/output Process
Model
• Inputs may be materials, money, information, data,
etc. Outputs may be information, data, products,
service, etc.
• The output of one process also can be the input to
another process.
• Outputs usually require performance measures.
They are designed to achieve certain desirable
outcomes such as customer satisfaction.
• Feedback is provided in order to improve the
process.
• The process is the interaction of some
combination of people, materials, equipment,
method, measurement, and the environment
to produce an Outcome such as a product, a
service, or an input to another process.
• In addition to having measurable input and
out-put, a process must have value-added
activities and repeatability.
.
• It must be effective, efficient, under control,
and adaptable. In addition, it must adhere to
certain conditions imposed by policies and
constraints or regulations.
• Examples of such conditions may include
constraints related to union-based job
descriptions of employees, state and federal
regulations related to storage of
environmental waste, or bio-ethical policies
related to patient care.
• It must be effective, efficient, under control,
and adaptable. In addition, it must adhere to
certain conditions imposed by policies and
constraints or regulations.
• Examples of such conditions may include
constraints related to union-based job
descriptions of employees, state and federal
regulations related to storage of
environmental waste, or bio-ethical policies
related to patient care.
• Process definition begins with defining the
internal and/or external customers.
• The customer defines the purpose of the
organization and every process within it.
• Because the organization exists to serve the
customer, process improvements must be
defined in terms of increased customer
satisfaction as a result of higher quality
products and services.
• All processes have at least one owner. In some
cases, the owner is obvious, because here is
only one person performing the activity.
• However, frequently the process will cross
multiple organizational boundaries, and
supporting sub-processes will be owned by
individuals within each of the organizations.
• Thus, ownership should be part of the
process improvement initiatives.
• At this point it is important to define an
improvement. There are five basic ways to improve:
1.reduce resources,
2.reduce errors,
3.meet or exceed expectations of downstream
customers,
4.make the process safer, and
5.make the process more satisfying to the person
doing it.

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University B.D.

T College of Engineering DAVANGERE

• Process refers to business and production

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