Total Quality Management (TQM)

Quality And KAIZEN Lean Workshop Overview

You’ve taken all of the right steps so far. Your value streams have been identified. Someone is responsible for improving each stream. A future state map has been drawn that will dramatically reduce the waste in each value stream. But to achieve the future state, there are several quality problems that the team has identified that are essential to solve before true flow can be implemented. How will you solve these quality problems and ensure that they don’t happen again?

KAIZEN Institute Lean Advisors Inc. can help. We can deliver on-site at your organization a straightforward two-day problem solving workshop that teaches your people the tools that they need to find the root causes of most value stream quality problems, and then shows them how to implement permanent fixes to these problems. Real problems from the workplace are used in class as practice examples. The result of the Quality and KAIZEN Lean workshop is a transfer of knowledge to your team that will be invaluable in continuing to solve quality problems and improving Flow. Fully experienced members of KAIZEN Institute Lean Advisors Inc. lead the Quality and KAIZEN Lean workshop.

Learning Objectives

Understand how a KAIZEN Lean strategy depends on good quality.
• Learn quality problem-solving techniques - applied to a real value stream in a hands-on manner.
• Learn to see workplace quality in a new way, understand how poor quality inhibits Flow, motivate your team, and change people’s way of thinking.
• Immediately improve your bottom-line results.

Who Should Attend?

• Executives and leaders
• Value Stream Managers
• Quality Managers and quality personnel
• Engineers
• Logistics
• Line Staff

Prerequisites

The hands-on Quality and KAIZEN Lean workshop problems that will be used as examples should be part of your Future-State Value Stream Plan. Therefore, a good working knowledge of Value Stream Mapping is important to get the most out of this workshop.

Quality and KAIZEN Lean - Preparation Work

(The day before the workshop)

• Tour the work area to become familiar with the activities being performed.
• Select product families and applicable problems for the practical exercises.
• Calculate quality performance from data collected by the host company prior to the session.
• Prepare data sheets for the class for their practical exercises.
• Review the class participant list and divide the students into teams.
• Prepare the classroom for the session the next day.
• Brief senior managers about the training, and implement the appropriate advance communications in the host facility.

Quality and KAIZEN Lean - Day One

• Introduction and Getting Started
• The basic quality methods
• Setting your priorities based on value streams
• Documenting your current state
• Exercise: Selecting a priority problem to start with
• The tools of the trade
• Exercise: Priority problem data collection, organization, and review

Quality and KAIZEN Lean - Day Two

• Review
• Exercise: Applying the tools
• Selecting a solution
• Exercise: Teams select a solution to validate
• Validating the proposed solution
• Implementing, measuring, and continuous improvement
• Conclusion

Typical Certification Agenda

Overview Module Benefits, Metrics Roles and responsibilities Prioritizing/selecting projects Methodology phases (DMAIC) Define Module Capturing voice of Client, business, process Tools to prioritize CTQ's Developing a project definition document Change management/Stakeholder analysis Measure Module Value Stream Mapping techniques Root cause analysis Fishbone cause and effect diagram Data collection plan and Baseline capability

Analyze Module KAIZEN Lean process analysis (waste, standardization) Data analysis (scatter diagrams, box-whisker plots, histograms and run charts) Identifying quick win opportunities Improve Module Prioritizing improvement opportunities Defining, mitigating failure modes Developing an implementation approach/plan Conducting detailed gap analysis Control Module Developing a sustainable control plan Project implementation steps Measuring improvement using SPC charts

Prerequisite: KAIZEN Lean Fast Track
Duration: 5 Days

TQM (total Quality Management) and Lean

How does total quality management fit with going lean? Or does going lean fit in with total quality management? The answer really isn’t important although it makes for a great discussion. The fact is, that they are intertwined and without having both, you will not be as successful and won’t reach the maximum potential of the transformation. It has been said that overproduction is the worst of Ohno’s 7 wastes. The reason for this is that overproduction can cause all the other wastes. However this is also true of defects, if your process produces defects you will incur the other 6 of Ohno’s wastes.

What impact has TQM had on Lean?

Improving your quality will make any company more Lean. You could separate Lean into two concepts, improve quality and create flow. Both TQM and Lean have shared tools and philosophies. TQM has donated a number of tools to help make companies Lean. KAIZEN Lean events come from the quality philosophy of continuous improvement. During the KAIZEN event, you use the Plan Do Check Act (PDCA) cycle, as well as a number of the seven basic tools of quality such as the cause and effect diagram, check sheets and pareto charts. Measurement of the processes, using statistical process control charts, help you to determine if you really made a change of if it was just a random blip. Mistake Proofing processes is part of the future state plan in order to eliminate defects and reduce inventory. These are all “old Tools”. These quality tools have been around for the better part of a century, but they are still valuable tools to have in your toolbox as you move forward to achieve your future state.

What impact has Lean had on TQM?

Lean brought us the Value Stream Map. This is the one document that a quality implementer should always bring to the problem-solving party. Without the Value Stream Map, how do you know where to start to make end-to-end improvements? The waste definition of overprocessing, there is always the fear among many non quality practitioners that improving quality will cost too much. In all products, there is a basic quality level that we expect for the price we pay, by applying the KAIZEN Lean definition of overprocessing (doing more than the customer is willing to pay for), you can create the right level of quality for your customers.

One thing to remember as you go forward in your KAIZEN Lean implementation is that you can have 100% quality and not be Lean but you can’t be KAIZEN Lean with poor quality. So make sure you brush off your quality tools and your TQM initiatives and include quality training when applying KAIZEN Lean. It will ensure that your organization reaches its’ potential and provides the best product or service your clients/customers expect, at the right cost and delivery possible.