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Introduction to Continuous Improvement and Change Management

• Continuous Improvement and Change Management (CI&I) are essential components of the T-Level Technical Qualification in Management and Administration (Level 3).

• This session will explore models such as Kaizen and Total Quality Management (TQM) that help organizations implement CI&I.

Learning Objectives

• By the end of this session, learners should be able to explain the implementation of CI&I in organizations using models such as Kaizen and TQM.

Implementing Continuous Improvement – Kaizen

Kaizen Overview

• Kaizen is a business culture rooted in a Japanese philosophy that emphasizes the belief that improvements can always be made, regardless of current performance levels.

• The focus is on gradual, incremental changes that lead to enhanced quality and efficiency in processes.

Key Components of Kaizen

• Quality Circles: These are small groups of employees who meet regularly to discuss workplace improvement.

• Small Step Changes: Kaizen focuses on manageable adjustments rather than drastic changes.

• Methods and Processes Focus: Emphasis on refining processes to achieve better outcomes.

• Ishikawa/Fishbone Diagram: A tool used within the Kaizen methodology to identify the root causes of problems.

• Employee Involvement: Encourages ideas and input from staff as they have unique insights into their work.

Role of Employees in Kaizen

• Employees are seen as experts in their fields, which means they:

  • Are organized into Kaizen teams and form quality circles.

  • Participate actively in the improvement process, focusing on methods and solutions.

  • Implement and sustain changes over time, requiring a committed workforce and respect for their skills.

The Ishikawa (Fishbone) Diagram in Kaizen

Purpose of the Fishbone Diagram

• Developed by Kaoru Ishikawa, the fishbone diagram is crucial for structuring a continuous improvement process in Kaizen.

How to Use the Fishbone Diagram

1. Identify the main problem and place it at the head of the diagram.

2. List potential causes along the "bones" of the diagram, which typically include categories such as materials, environment, people, methods, machines, and measurements.

3. Engage in iterative questioning (what, why) to delve into the root causes of issues.

4. Analyze each cause thoroughly to determine necessary changes for effective solutions.

Implementing Continuous Improvement – Total Quality Management (TQM)

Overview of TQM

• Total Quality Management (TQM) is an ongoing internal process aimed at reducing or eliminating errors in various business activities, including production and service.

Essential Requirements for TQM

• Committed Leadership: Strong leadership is essential to guide TQM initiatives.

• Customer Focus: Ensuring that products and services meet customer needs.

• Staff Empowerment: Employees should be encouraged and empowered to contribute to quality management.

• Improvement Culture: Foster a culture where continuous improvement is valued.

• Process Management: A focus on managing processes to ensure quality outcomes.

• Relationship Management: Building effective relationships with customers and suppliers.

Core Elements of TQM Processes

• The processes established through TQM aim to enhance the quality of outputs, including products and services, based on internal practices, which comprise:

  • Quality strategies and objectives.

  • Quality policy documents and business quality manuals.

  • Procedural instructions and internal process guidelines.

  • Quality records and customer feedback.

Accountability and Process Focus in TQM

• TQM approaches quality assurance by holding all individuals involved in the process accountable, emphasizing processes over individual blame.

TQM Implementation Phases

1. Action Design: Align strategies with customer needs.

2. Build Plans and Policies: Create action plans for implementation.

3. Deploy: Execute step-by-step processes backed by training and metrics.

4. Control: Monitor progress through audits and risk management.

5. Measure: Collect data on results and levels of errors or complaints.

6. Review: Evaluate outcomes and identify areas for improvement.

7. Improve: Communicate findings and refine practices based on best practices.

Other Continuous Improvement Tools

Continuous Improvement Models

• TQM can be enhanced through frameworks such as:

  • Kaizen: Continuous improvement mindset.

  • Lean: Focus on waste reduction.

  • Agile: Responding swiftly to change.

  • Six Sigma: Data-driven approach for process improvement.

Addressing Six Categories of Waste – DOWNTIME

• The acronym DOWNTIME highlights eight types of waste targeted for elimination:

  • Defects: Errors that lead to rework and wasted resources.

  • Overproduction: Making more than needed, incurring storage costs.

  • Waiting: Time lost waiting for tasks to complete.

  • Non-utilised Talent: Failure to leverage employees' full skill set.

  • Transportation: Unnecessary movement of materials impacting efficiency.

  • Inventory: Holding excessive stock increases operational costs.

  • Motion: Unnecessary movement by people leads to inefficiencies.

  • Extra Process: Unproductive tasks that do not add value.

TQM in an International Context

Internal vs. External Quality Management Systems

• While TQM is focused internally, many organizations must adhere to external standards due to global operations.

• TQM alone does not account for international differences in culture and standards.

ISO 9001 Certification

• ISO 9001 is an internationally recognized external quality management system that allows organizations to tailor their quality management programs to meet global standards.

• Certification Process: Involves meeting established QMS standards, undergoing audits, and re-certifying every three years to maintain compliance.

Conclusion

Summary of Key Concepts

• This session covered how organizations can utilize CI&I models like Kaizen and TQM.

• We explored complementary tools that support the operational and implementation strategies of TQM, ensuring high-quality standards in organizational processes.

Questions

• This concludes the session. Any questions?