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Essay on continuous improvement
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LITERATURE REVIEW Continuous improvement (CI) refers to a philosophy consisting of improvement activities that increase successes and reduce failures in a production process (Bhuiyan & Baghel 2005, p. 761). It involves activities and processes that focus on continuous and incremental innovation (Bessant et al., 1994, p.17). CI is a new approach that enhances productivity, performance, and achieves competitive advantage needed in the highly competitive industries. It may also serve as a complementary approach to other quality improvement initiatives such as total quality management (TQM) (Pike, Barnes, & Barnes 1995, p. 23; Larson 2003; Lassen, Gertsen, & Riis 2006; Oakland 2007, p. 227). The purpose of this research is to explore the application of production systems engineering methods in the CI at manufacturing plants. There is a lot of literature on the concept of continuous improvement (CI). Studies show that CI is very important to creating competitive advantages in highly competitive industries such as the automobile industry (Bhuiyan & Baghel 2005; Li et al. 2009; Schaeffer, Cadavid, & Backström 2010). These studies suggest that manufacturing firms use CI to eliminate waste in all organisational systems and processes (Bhuiyan & Baghel 2005; Li et al. 2009). Currently, manufacturing firms use lean manufacturing, six sigma, lean six sigma, and the Kaizen methods of CI methodologies to reduce wastages, simplify the production line, and improve quality (Swink & Jacobs 2012). Lean manufacturing refers to systematic identification and elimination of waste through CI processes in pursuit of perfection (Khan et al. 2013; Yang & Yang 2013). Lean production is now used worldwide in manufacturing plants to eliminate waste from all ar... ... middle of paper ... ...ploratory conversation. The closed ended questions will be used merely to confirm the participant’s opinion of a given issue. In addition, past evaluation reports on the improvement of the production performance of the plant will be reviewed (Bryman, 2001). The interview data will be coded before analysis and interpretation, and the results of the interviews presented thematically. WORK PLAN ETHICAL CONSIDERATIONS: The investigator will be obliged to follow all TUT ethical requirements during the cause of the study. First, the investigator obtained ethical clearance from TUT before proceeding with the research. In addition, the investigator obtained permission from the management of the production plant to be allowed to conduct the study. The participants will be handed an information sheet which they will complete to acknowledge informed consent (Verdugo, 1998).
Participant must be safe and feel protected by the researcher whenever they sign he consent and agree to participate. Full explanations and information must be detailed to participants. To use easy words and simple language for details so that they will fully understand and to avoid miss understand of the
The 21st century has brought new challenges to manufacturing and service organizations, and one of these important challenges is that the industry is constantly changing (Maleyeff, 2012). Therefore, the systems, processes and procedures of successful businesses will be able to evolve according to the constantly changing industry needs. Six Sigma is one method being widely used by both manufacturing and service businesses today to provide a framework for continuous process improvement (Maleyeff, 2012).
The production base merit and total quality management is effective approach for the organization. It kept morale high and it will continue to drive production even in a customer based work
In today's competitive world of manufacturing process can only be accomplished with a lean operation or with another word is called Lean Operation, is a set of tools and methodologies that aims for the continuous elimination of all waste in the production process. The main benefits of this are for getting costs of production is cheap, output will increase and production times will shorter. Lean manufacturing also can guarantee quality and maximizes efficiency. This process involves the standardization of work & eliminate waste. The standard is the best identified method of operation at a particular moment in time and one that will be continuously monitored and improvement from worker. The key to lean production is to identify processes is add value to the production process. Processes that labor and machinery can focus on added value activities’.History of Lean started with Henry Ford credited the original movement. Then follow with Kiichiro Toyoda and Taiichi Ohno: 1930’s developed the Toyota Production System (TPS) and have been implemented gradually throughout Toyota’s operations beginning in the 1950's. In 1980’s Toyota had increasingly become known for the effectiveness with which it had implemented Just-In-Time (JIT) manufacturing systems. Jim Womack, is started popular an author of Lean thinking, with a machine that can change the world and lean solutions.
Therefore, Henry Ford with some other engineers invented some theories that could help eliminate waste during production. In addition to this, other theories and developments such as the study of time, standardize work and the elimination of non-value added activities were also invented and applied to the Toyota production system. This proves that lean concept began from Craft Production through to Mass Production and finally
“Quality of lean systems is based on kaizen, the Japanese term for “change for the good of all” or continuous improvement” (Russell & Taylor, 2013, pg. 737). Continuous improvement involves “every employee at every level” (Russell & Taylor, 2013, pg. 737). It is the process of employees identify “quality problems, halt operations when necessary, generate ideas form improvement, analyze processes, perform different functions, and adjust their working routines” (Russell & Taylor, 2013, pg. 737). “The idea focuses on improving processes and products while using employee creativity to help define the way procedures and systems can be improved” (Wagner, N., 2015). The kaizen approach encourages an organization to achieve better operational excellence and improve their productivity. The key component to achieve a successful kaizen “is finding the root cause of a problem and eliminating it so the problem does not reoccur” (Russell & Taylor, 2013, pg. 738). One of the techniques for achieving the root cause of a problem is asking the “5 Why’s”: “repeatedly asking “why?” until a root cause is identified” (Russell & Taylor, 2013, pg. 738). Kaizen is that big results from many small changes accumulated over time. This does not mean that kaizen means small changes. What is does mean, is that everyone involved is making improvement for a more streamline process. Kaizen is part of the quality of source that involve; visual control,
The Six Sigma approach was designed by Motorola in 1986. The primary objective of the concept was to develop a tool for tallying the process defects and, as the result, improving business operations. The foundations of the approach are the customer needs, statistical analysis of data and facts, and timely execution. The method promises numerous benefits such as increasing performance and profitability of an organization, improving product or service quality and employee morale, decreasing costs, the growth of market share, the higher level of satisfying customer needs, etc. (Meredith & Shafer, 2013). The primary advantage
It is meant for high volume and continuous production manufacturing operations. The tool has been applied by leading and big companies in various sectors globally. This article has provided a deeper insight on six sigma applicability in SMEs that have achieved success experience in aeronautics (Pedro, Garrido vega et al. 28). The article evidences that SMEs involved in low volumes in production can achieve success through the application of six sigma and other factors such as resources availability and commitment of the teams involved. Organizations must always strive to improve themselves. They should focus on their performance attributes inherent in the business processes or systems to identify and remove all possible defects that are of critical importance to their customers. Six Sigma is thus a business strategy that allows companies to maximize their profits by optimizing their critical operations, improving quality and eliminating possible barriers. It is a philosophy of work to accomplish, maximize and sustain business success by clearly understanding all the needs of the customer. Embarking on a Six Sigma project means striving to continuously deliver top quality products and service while at the same time eliminating all internal flaws in an organization. Six Sigma is however relevant for any organization that delivers any product or service to its customers so long the critical stages, factors, and obstacles are carefully analyzed. Six Sigma can therefore be seen as an overall business improvement initiative in SMEs rather than just a quality improvement
Continuous Quality Improvement is an approach to quality management that builds upon traditional quality assurance methods by emphasizing the organization and systems: focuses on “process” rather than the individual; recognizes both internal and external “customers”; promotes the need for objective data to analyze and improve processes.
In order to teach continuous improvement for the most efficient flow of work, we suggest the Tennis Ball Game for Grange Insurance to use during their ‘Lean’ Workshop. The Tennis Ball Game is a competitive simulation exercise to introduce the Plan-Do-Check-Act processes in continuous improvement. It demonstrates the ability to use insights from one process cycle to improve the next cycle because multiple cycles of the same process can improve over time through cognitive awareness of the included parties and steps. The theory is that by monitoring a process, steps are able to be altered after each run-through. Furthermore, it is no secret that if more tests are done on a process, more knowledge will be gained, thus enabling better improvements
Through the support of the professional development program, the effectiveness of the teachers enhances the quality of instruction and increases the student achievement and learning. The delivery of professional development program leads to alterations in professional learning, leading to changes in professional practice, which ultimately impact student achievement.
Process Management can be defined as a concept which helps integrate performance excellence and quality into the strategic management of organizations. Process management includes activities such as defining a process, establishing responsibilities, evaluating process performance and also identifying opportunities for improvement. Innovation, on the other hand, can be defined as the conversion of knowledge and ideas into new or improved products, processes or services to gain competitive advantage. After reading the first article it is clear that it focuses mainly on three different programs that are associated with process management. These three processes are listed as TQM, ISO 9000, and Six Sigma.
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
University of Phoenix. (Ed.) (1998). Achieving Quality through Continuous Improvement, [University of Phoenix E-text], John Wiley & Sons Inc. Retrieved March 7, 2008 from University of Phoenix, Resource, MGT/449---Quality Management and Productivity: https://mycampus.phoenix.edu/secure/resource/resource.asp
Lean production is an approach to production developed in Japan. Toyota, the Japanese car manufacturer was the company that invented lean production. The whole aim of lean production is to reduce the quantity of resources used up in production. By doing this, lean production uses less of - factory space, materials, stocks, suppliers, labour, capital and time. Lean production reduces costs, increases efficiency and output and improves motivation. Lean production involves using a range of practices designed to reduce waste and improve productivity and quality.