Sustaining a Culture of Process Control and Continuous Improvement

Book Description

This comprehensive book presents a methodology for continuous process improvement in a structured, logical, and easily understandable framework based on industry accepted tools, techniques, and practices. It begins by explaining the conditions necessary for establishing a stable and capable process and the actions required to maintain process control, while setting the stage for sustainable efficiency improvements driven by waste elimination and process flow enhancement.

This structured approach makes a clear connection between the need for a quality process to serve as the foundation for incremental efficiency improvements. This book moves beyond talking about the value contribution of tools and techniques for process control and continuous improvement by focusing on the daily work routines necessary to maintain and sustain these activities as part of a lean process and management mindset.

Part 1 discusses process quality improvement with an understanding of variation and its impact on process performance. It continues by stressing the importance of standardizing a process to achieve process stability. Once process stability is reflected in a consistent and predictable output, attention is turned to ensuring the process is capable of consistently meeting customer requirements. This series of activities sets the foundation for process control and the sustainable pursuit of efficiency improvements.

Part 2 focuses on efficiency improvement by eliminating waste while improving process flow using proven tools and methods. Although there is a clear relationship between waste elimination and process flow, these activities are discussed separately to allow those more interested in waste elimination to work independently from those looking to optimize value stream flow.

Part 3 explores the principles, practices, systems, and behaviors required to maintain process control while creating a mindset of continuous incremental improvement. It considers the role organizational structure, discipline, and accountability play as essential components for long term operational success.

This book will:

  • Provide readers with a clear roadmap for establishing, achieving, and maintaining process control as the foundation upon which to pursue efficiency improvements.
  • Establish direction and methods for continuous and sustainable process improvement
  • Define the practices, systems, and behaviors required to realize desired results and develop a culture of process control and continuous improvement along the road to operational excellence.

Table of Contents

  1. Cover
  2. Half-Title
  3. Title
  4. Copyright
  5. Contents
  6. Foreword
  7. Acknowledgements
  8. Introduction
    1. Overview
    2. Process Control
    3. Continuous Improvement
    4. Part I: Quality Improvement
    5. Part II: Process Efficiency (Lean) Improvement
    6. Part III: Sustainable Improvements
    7. Guiding Principles for Efficiency and Operational Excellence
    8. Why Is This Book Different?
  9. PART I QUALITY IMPROVEMENT: BUILDING A FOUNDATION FOR LEAN EFFICIENCY IMPROVEMENTS
    1. Overview
    2. TQM and Six Sigma
    3. Key Points
    4. 1 Process Variation
      1. Understanding Process Variation
      2. Special and Common Cause Variation
      3. Total Process Variation
      4. Measurement System Variation
      5. Precision and Accuracy
      6. Part Variation
      7. Multi-Vari Analysis (MVA)
      8. Cause and Effect Analysis
      9. Control Charts
      10. Controlling and Reducing Process Variation
      11. Proactively Minimizing Variation
      12. Summary
      13. Key Points
      14. Bibliography
    5. 2 Process Standardization
      1. Standards
      2. Process Standards
      3. Standard Work
      4. Standard Work: A Basis for Control and Improvement
      5. Facility/Work Area Standards: 5S
      6. Standard Work Instructions
      7. Preparing for Standard Work
      8. Implementing Standard Work
      9. Preparation
      10. Demonstration
      11. Application
      12. Practice
      13. Control of Standard Work
      14. Why Standardized Work?
      15. Key Points
      16. References
    6. 3 Process Stability
      1. Process Stability Overview
      2. Assessing Process Stability
      3. Run Charts
      4. Process Fluctuation
      5. Lowest Repeatable Time
      6. Statistical Process Control Charts
      7. Achieving Process Stability
      8. Man
      9. Machines
      10. Materials (and Information)
      11. Method
      12. Environment
      13. Workload Balance
      14. Maintaining Process Stability
      15. Key Points
      16. Bibliography
    7. 4 Process Capability
      1. Process Capability Overview
      2. Process Inputs, Activities and Outputs
      3. Measurement System Capability
      4. Process Capability
      5. Step #1: Ensure Process Stability
      6. Step #2: Confirm Data Normality
      7. Step #3: Capability Analysis
      8. Step #4: Calculating Capability
      9. Step #5: Determine Next Steps
      10. Maintaining Process Capability
      11. Improving Process Capability
      12. Product Capability
      13. Key Points
      14. Bibliography
    8. 5 Process Control
      1. Process Control
      2. Deviation Management Process
      3. Identification
      4. Investigation
      5. Correction
      6. Follow-Up
      7. Process Control Routines
      8. Process Control: Tools and Techniques
      9. Visual Controls
      10. Line Information Boards
      11. Key Process Indicators
      12. Standard Work
      13. Control Plans
      14. Leader Standard Work (Work Routines)
      15. Layered Process Audits
      16. Control Charts
      17. Problem-Solving
      18. Preventive Maintenance
      19. Proactive Process Control
      20. Summary
      21. Key Points
      22. Reference
  10. PART II EFFICIENCY IMPROVEMENT
    1. Improving Process Efficiency
    2. Change Management
    3. Opportunity Identification
    4. Impact Evaluation
    5. Implementation/Training
    6. Verification/Audit
    7. Personal Commitment to Change
    8. Key Points
    9. Reference
    10. 6 A Lean Mindset
      1. What Is Lean?
      2. Learning to See
      3. Lean Thinking and Culture
      4. The Lean Toolbox
      5. The Lean Mindset
      6. Continuous Process Flow [4]
      7. Batch versus One-Piece Flow
      8. Pull (vs. Push) System [4]
      9. Leveling the Work Schedule (Workload Leveling) [4]
      10. Stop to Fix Problems [4]
      11. Standardized Work [4]
      12. Proven and Reliable Technology [4]
      13. A3 Thinking/Reporting
      14. A3 Reporting: Preparation
      15. A3 Reporting: Presentation
      16. Scientific Thinking
      17. Simplicity
      18. Respect for People
      19. Go and See
      20. Key Points
      21. References
    11. 7 Lean Preparation
      1. Introduction
      2. Lean Process Design and Development
      3. Just-In-Time
      4. Pull (vs. Push) Systems
      5. Takt Time
      6. Kanban
      7. Quick Changeover (Setup)
      8. Production Leveling
      9. Workload Leveling
      10. Equipment Reliability
      11. Supplier Impact
      12. Jidoka
      13. Andon
      14. Error Proofing
      15. Rapid Problem-Solving
      16. Buffer Management
      17. Key Points
      18. References
    12. 8 Waste Elimination
      1. What Is Waste?
      2. Value versus Non-Value Added
      3. Waste Categories
      4. Defects
      5. Overproduction
      6. Waiting
      7. Conveyance/Transport
      8. Over-Processing
      9. Excess Inventory
      10. Motion
      11. Overburden (Muri)
      12. Unevenness (Mura)
      13. Waste Metrics
      14. Lead Time and Cycle Time
      15. Throughput
      16. Waste Identification and Visualization
      17. Process Mapping (Value Analysis)
      18. Process Cycle Efficiency
      19. Yamazumi Chart
      20. Waste Elimination
      21. Jishuken Workshop
      22. Kaizen Events
      23. Definition and Planning
      24. Baseline Performance
      25. Event Execution
      26. Event Closure
      27. Toyota Kata: Improvement through Planning and Coaching
      28. Key Points
      29. References
    13. 9 Process Flow Improvement
      1. Continuous Process Flow
      2. The Value Stream
      3. Flow Disruptors
      4. Material Flow
      5. Facility Layout
      6. Warehouse Layout
      7. Material Supply/Flow to Production
      8. Production Line Design for Material Feed
      9. Production Cell Design
      10. Material Availability and Handling
      11. Assessing Process Flow
      12. Information Flow
      13. Product Flow
      14. Manufacturing Line Layout
      15. Manufacturing Line Equipment
      16. Line Personnel
      17. Improving Process Flow
      18. Establishing Takt Time
      19. Continuous Flow
      20. Supermarkets/FIFO
      21. Establish a Pacemaker Process
      22. Production Leveling
      23. Level Production Mix
      24. Leveling Production Volume
      25. Batch Size Reduction
      26. Value Stream Mapping (for Improvement)
      27. Key Points
      28. References
  11. PART III SUSTAINABLE IMPROVEMENTS
    1. Overview
    2. The Shingo Model for Operational Excellence
    3. Key Points
    4. Bibliography
    5. 10 Creating a Culture of Operational Excellence (Culture, Principles, Systems, Behaviors and Results)
      1. Organizational Culture
      2. Insights of Enterprise Excellence
      3. Insight #1: Ideal Results Require Ideal Behaviors
      4. Insight #2: Purpose and Systems Drive Behaviors
      5. Insight #3: Principles Inform Ideal Behavior
      6. Guiding Principles for Operational Excellence (The Shingo Model)
      7. Cultural Enablers
      8. Lead with Humility
      9. Respect Every Individual
      10. Continuous Improvement
      11. Focus on Process
      12. Embrace Scientific Thinking
      13. Assure Quality at the Source
      14. Seek Perfection
      15. Pull and Flow
      16. Enterprise Alignment
      17. Create Constancy of Purpose
      18. Thinking Systematically
      19. Results
      20. Create Value for the Customer
      21. Transforming a Culture
      22. Strategy Deployment
      23. Situational Assessment
      24. SWOT Analysis
      25. Prioritization: Focuses and Challenges
      26. Vision Statement
      27. Strategic Plan Development
      28. Strategy Development: First-Level Strategies
      29. Deployment Plan: Second-Level Strategies
      30. Key Points
      31. Strategic Planning and Deployment
      32. References
    6. 11 Daily Shop Floor Management: Through Structure, Discipline and Accountability
      1. Preparing for Daily Shop Floor Management
      2. Operational Structure
      3. Discipline
      4. Accountability
      5. Daily Shop Floor Management
      6. Level 1: Reactive (Stability through Problem-Solving)
      7. Level 2: Control (Process Control through Deviation Management)
      8. Level 3: Proactive (Efficiency Improvement through Waste Elimination)
      9. Systems Definition
      10. Standardized Processes
      11. Daily Work Routines
      12. Communication
      13. Knowledge Sharing
      14. Process Management
      15. Process Planning
      16. Process Execution
      17. Process Monitoring
      18. Visual Controls
      19. Production Information Boards
      20. 4M’s Risk Awareness
      21. Process Layered Audits
      22. Line Walks
      23. Performance Reviews/Reporting
      24. Process Controls
      25. Standard Work
      26. Control Plans
      27. Control Charts
      28. Checklists
      29. Deviation Management
      30. Problem-Solving
      31. Issue Escalation
      32. Process Improvement
      33. Change Management
      34. Improvement Systems and Activities
      35. Idea Management
      36. Submission of Ideas
      37. Disposition of Ideas
      38. Acknowledgment
      39. Trust Curve
      40. Lessons Learned
      41. Key Points
      42. References
    7. 12 Building a Sustainable Lean Enterprise
      1. The Lean Enterprise
      2. Know What Constitutes Customer Value
      3. Engage in Strategic Planning
      4. Develop Lean Coaches
      5. Be a Learning Organization
      6. Measure Lean Progress
      7. Reinforce Desired Behaviors
      8. Continuous Improvement
      9. Value Stream Improvement
      10. Start Simple, Small, Slow and Steady
      11. Project Management
      12. A Lean Management System
      13. Roadmap for Efficiency and Operational Excellence
      14. Quality Improvement
      15. Process Standardization
      16. Process Stability
      17. Process Capability
      18. Process Control
      19. Efficiency Improvement
      20. Waste Elimination: Process
      21. Waste Elimination: People
      22. Continuous Flow
      23. Sustainability
      24. Operational Excellence
      25. Operational Excellence: The Secret of Success
      26. Lean Leadership
      27. The Lean Journey
      28. Study
      29. Plan
      30. Execute
      31. Navigate
      32. Lean Maturity
      33. Key Points
      34. References
  12. Appendix I: Lean Process Improvement – Overview
  13. Appendix II: Process Quality and Efficiency Improvement through Macro and Micro Variation Reduction
  14. Appendix III: Problem‑Solving Flow
  15. Appendix IV: Process Quality Improvement Flow
  16. Appendix V: Layered Process Audit (LPA) Checklist
  17. Appendix VI: Standardized Work Recording Chart
  18. Appendix VII: Source of Variation (SOV) and Variation Reduction
  19. Appendix VIII: Efficiency Improvement
  20. Appendix IX: Operations versus Lean Management
  21. Appendix X: Abnormality Tracker
  22. Appendix XI: Daily Shop Floor Management Flow
  23. Appendix XII: Daily Shop Floor Management Tools and Techniques
  24. Appendix XIII: Work Routine Management
  25. Appendix XIV: Process Maturity and OE Assessment
  26. Appendix XV: A3 Reporting Template and Description
  27. Index

Product Information

  • Title: Sustaining a Culture of Process Control and Continuous Improvement
  • Author(s): Philip J. Gisi
  • Release date: May 2018
  • Publisher(s): Productivity Press
  • ISBN: 9781351582872