南京工程学院 质量管理第9讲 持续改进.ppt
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1、2019/8/12,1,质量管理 第三章 质量控制与质量改进 第四节 持续改进,南京工程学院经济管理学院 高 峰,2019/8/12,2,Kaizen,A philosophy of continually improving all areas. Personal life, home life, social life, working life Workplace: continuous improvement involving everyone- managers and workers alike,2019/8/12,3,Kaizen,Quality: There is very
2、little agreement on what constitutes quality. In its broadest sense, quality is anything that can be improved. When speaking of “quality” one tends to think first in terms of product quality. When discussed in the context of KAIZEN strategy nothing could be further off the mark. The foremost concern
3、 here is with the quality of people. Building quality into people means helping them become KAIZEN conscious.,2019/8/12,4,Continuous Improvement(Kaizen),The foundation of continuous improvement is the belief that your organization can always be doing better. Operations can be more efficient. Quality
4、 can be improved. Costs can be reduced. Sales can grow faster. And the company can be more profitable. If only everyone worked a little harder and smarter.,2019/8/12,5,J.B. Bury :“civilization has moved, is moving, and will move in a desirable direction.“,The foundation of modern civilization rests
5、on a belief in progress. That society can be more just and humane. That we can, through innovation and initiative, alleviate more human suffering. That more people can find steady work, and live in safety and comfort. That more of us can be spiritually fulfilled and happy. If only we worked a little
6、 harder and smarter.,2019/8/12,6,Continuous Improvement vs. Kaizen,Taiichi Ohno and Shigeo Shingo developed both kaizen versions at Toyota. They are important tools for Lean Manufacturing, the Toyota Production System (TPS), Just In Time (JIT) and other effective manufacturing strategies. In Japanes
7、e, the definition of Kaizen is “improvement“ and particularly, “Continuous Improvement“- slow, incremental but constant. Norman Bodek explains this and translates it as “Quick & Easy Kaizen“.,2019/8/12,7,Large-Scale Vs. Small-Scale Improvement,Large scale improvement is attractive. It promises quant
8、um jumps in productivity, quality and effectiveness. However, it is difficult to implement because it affects many areas, people and processes. The design must be near-perfect because failure courts disaster. The risks and difficulties work against large-scale improvements. Small-scale improvements
9、are easier and faster. The risks are low because they generally have limited effect. However, the accumulated effect is often greater than a single large improvement. The Kaizen Blitz is a localized, smaller scale improvement and Mini-Kaizen are very small-scale improvements.,2019/8/12,8,The Kaizen
10、Blitz,The Blitz or Event is a focused, intense, short-term project to improve a process. Substantial resources- Engineering, Maintenance, Cell Operators, and others are available for immediate deployment. An event usually includes training followed by analysis, design, and re-arrangement of a produc
11、t line or area. The Event normally takes 2-10 days. The results are immediate, dramatic and satisfying.,2019/8/12,9,Mini-Kaizen,Before the recent popularity of the Blitz, kaizen meant “Continuous Improvement.“ This is the slow accumulation of many small developments in processes and quality that, ov
12、er 50 years, has helped make Toyota the lowest cost and highest quality automobile company in the world. Lets call these improvements “Mini Kaizen.“ Mini Kaizen is part of corporate culture. It requires both conscious and sub-conscious thinking about improvements day by day and minute by minute on t
13、he part of all employees. It also requires that these same employees possess the skills for this type of thinking. The mini variation is far more difficult to keep up and takes much longer for results than a blitz. But, as Toyota has demonstrated, it offers a more sustained competitive advantage.,20
14、19/8/12,10,控制图上的解释,2019/8/12,11,控制图上的解释,2019/8/12,12,持续改进的战略思考,2019/8/12,13,持续改进的战术思考,2019/8/12,14,KAIZEN UMBRELLA,2019/8/12,15,Point 5 of Demings 14 points states Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease c
15、osts. Deming also contributed the Chain Reaction- Improve quality costs decrease because of less rework, mistakes, delays, snags, better use of machine time and materials productivity improves capture the market with better quality and lower price stay in business provide jobs and more jobs. An impo
16、rtant element in point 5 and the chain reaction is the concept of “improve quality and costs decrease”. Previously and still in many peoples minds, this is not how to reduce costs, people believe that costs go up with better quality. The chain reaction only works with better quality and reduced cost
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