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IMPROVEMENT TOOLS

IMPROVEMENT TOOLS. Mahendrawathi ER, Ph.D. Outline . Classification of improvement tools Purpose of the tools Extent of change Time and resource requirements Source for improvement impulses Organizational methods. Process Documentation. Performance Measurement. Self assessment

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IMPROVEMENT TOOLS

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  1. IMPROVEMENT TOOLS Mahendrawathi ER, Ph.D

  2. Outline • Classification of improvement tools • Purpose of the tools • Extent of change • Time and resource requirements • Source for improvement impulses • Organizational methods Process Documentation Performance Measurement Self assessment & Performance Evaluation Improvement Planning Improvement

  3. Classification of improvement tools Based on several criteria • Improvement focus or main purpose of the tools • The extent of change resulting from using the tools • Requirements for time and resources when using the tools • Source for improvement impulses

  4. Main purpose of the tools • Grouping the tools according to what their main purpose is • Problem identification? • Purely improvement? • Some tools can contribute to more than one objective  classification is based on the most visible characteristic!

  5. Improvement stages • Prioritizing the • Improvement effort 2. Process and problem understanding 3. Problem analysis 4. Idea generation 5. Improvement task generation 6. Implementation

  6. Tools for prioritizing • Self assessment • Trend analysis • Spider chart • Performance matrix • Criteria testing • QFD

  7. Tools for process and problem understanding • Relationship mapping • Flowchart (7 traditional tools) • Critical incident: technique for identifying problems within an area or process • Check sheet: used for collecting data about a process or problem area (7 traditional tools) • Pareto chart: to sort problems or causes according to importance (7 traditional tools)

  8. Tools for problem analysis • Cause-and-effect: to identify causes to a problem (7 traditional tools) • Root cause analysis: also termed why-why chart • Scatter chart: used to see the connections between phenomena (7 traditional tools) • Histogram: to sort data about a process in a clear manner (7 traditional tools) • Relations diagram: to help find links between effects and probable cause for these • Matrix diagram: to graphically portray data and see connections and relations

  9. Tools for idea generation • Brainstorming: the most basic technique to create as many idea as possible • Brainwriting/Crawford slip method: close to a written version of brainstorming • Nominal group technique: a more formalized way of generating ideas • Affinity chart: organize thoughts or ideas

  10. Tools for improvement • Streamlining: tools for simplifying business processes, eliminating waste and increasing the efficiency • Idealizing: to find the ideal process when disregarding practical limitations • QFD: combined with a system diagram to design products or processes based in customer requirements • Work unit analysis: to analyze customer/supplier relationship between segments of a business process to improve the interface • Statistical process control and control chart (7 traditional tools) • Business process re-engineering • Benchmarking: to create improvements through learning from other organization

  11. Tools for planning improvement implementation • Tree diagram: used for planning a project (7 new tool) • Process decision program chart: used to prevent undesirable events from occurring (7 new tool) • A T analysis: used to set ambitious targets for the improvement activity • Force field analysis: to identify forces working for and against an implementation of improvements

  12. Extent of change How dramatic changes in the process steps, organization can be expected when using a tool • Minor changes • 7 traditional and • New tool • Tools for idea • Generation • Critical incident • Statistical • Process chart • Medium changes • Streamlining • Work unit analysis • QFD • Major changes • Idealizing • Business Process • Reengineering • Benchmarking

  13. Time and resource requirement • How much time and how much of other resources the organization should anticipate setting aside for using a tool • Least resource • 7 traditional & • New tools • Critical incident • Tools for idea • generation • Idealizing • Medium resource • Work unit analysis • Streamlining • Statistical process • Control • QFD • Major resource • Business Process • Reengineering • Benchmarking

  14. Organizational Method • Methods and principles related to organizational aspects that can be useful for improvements • Cross-functional teams • Problem-solving teams • Quality circles

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