SECTION G CONTINUAL IMPROVEMENT—LARGER VITAL ISSUES
by V. Narayana, N. S. Sreenivasan
Continual Improvement Process
- Cover
- Title Page
- Contents
- Dedication
- Preface
- SECTION A AN OVERVIEW
- SECTION B SCANNING METHODOLOGY TO CLEAN-UP AND SANITISE A PROCESS—FIRST STEP TO CONTINUAL IMPROVEMENT
- CHAPTER 5 Process Analysis Against a Checklist of Process Requirements to be Met
- CHAPTER 6 Process Analysis Through Flow Chart
- CHAPTER 7 Process Analysis: Interfering Factors and Action
- CHAPTER 8 Process Analysis for Defect Prevention
- CHAPTER 9 Process Analysis for Gaps in Specification
- CHAPTER 10 Process Analysis: Customer Interface
- CHAPTER 11 Failure Mode Effect Analysis
- SECTION C MEASUREMENT OF PROCESS DEFECT LEVEL AND PROCESS CYCLE EFFICIENCY
- CHAPTER 12 Basics of Six Sigma Technique
- Background
- Thought process of Six Sigma
- Process, quality characteristic and specification
- Specification, variation, process capability
- Process capability and quality system
- Statistical control
- Normal law
- Specification, process capability, defects and key thoughts of Six Sigma technique
- Process capability and sigma value of the process
- Obtaining the Sigma value of a process:
- Obtaining the Sigma value of a process: z value from defect rate
- Illustrative examples: Calculating
- First time yield (FTY)
- First time yield and
- Rolled throughput of a process
- A note on
- Sustainability of improvement
- Application of Six Sigma tool
- Problem 1
- Normalized yield
- Process capability analysis (PCA)
- Conclusion
- Annexure 12A: Exercises on Six Sigma calculations
- CHAPTER 13 Improving Process Flow and Speed to Achieve Lean Process
- CHAPTER 12 Basics of Six Sigma Technique
- SECTION D CONTINUAL IMPROVEMENT PROCESS FRAMEWORK
- CHAPTER 14 Organising for Continual Improvement
- CHAPTER 15 Anchor Points of the Continual Improvement Thought Process
- CHAPTER 16 Involvement of People in Continual Improvement Process
- Background
- Productivity
- Organising an enterprise
- Continual improvement and productivity in an organization
- Distinct features of a people-friendly environment
- Reality check: Involvement
- Impact of continual improvement
- Conclusion
- Annexure 16A
- Annexure 16B
- Annexure 16C
- Annexure 16D
- Annexure 16E
- Annexure 16F Supplier base management
- Annexure 16G
- Annexure 16H
- CHAPTER 17 Soft Skills for Effective Practice of Continual Improvement
- CHAPTER 18 Tools of Logical Thinking and Qualitative Analysis
- CHAPTER 19 Tools and Techniques: Problem Solving Through Pattern Discovery and Probing
- Background
- Problem
- Pattern discovery and investigation route
- Data orientation
- Tools and techniques
- Frequency distribution/histogram
- Break even point
- Few approaches: critical incident analysis, engineering a failure and defect generation at levels that generate failures
- Benchmarking
- Conclusion
- Annexure 19A
- Annexure 19B
- Annexure 19C
- Annexure 19D
- CHAPTER 20 Problem, Data and Interpretation of Data
- SECTION E STATISTICAL TECHNIQUES FOR INVESTIGATION AND IMPROVEMENT
- CHAPTER 21 Measuring System
- CHAPTER 22 Measurement Process: Statistical Concepts
- Measurement system ‘ideal’ but measurements are not identical
- Pattern of variation: measurements
- Statistical properties of measurement data
- Measurement capability
- Relationship: product specification and process capability and measurement system
- Cause of bias/linearity, and inadequate repeatability and reproducibility
- Conclusion
- CHAPTER 23 Product/Process Comparison: Statistical Tests of Significance
- Statistical significance
- Conclusion
- Illustrative example 1
- Illustrative example 2
- Illustrative example 3
- Illustrative example 4
- Illustrative example 5
- Illustrative example 6
- Illustrative example 7
- Illustrative example 8
- Illustrative example 9
- Illustrative example 10
- Annexure
- Summary of statistical tests of significance
- CHAPTER 24 Analysis of Frequencies, Analysis of Variance, Regression and Correlation Analysis
- CHAPTER 25 Technology Improvement: Application of Design of Experiments
- Statistics, a key technology
- Industrial experimentation
- Taguchi’s methods
- Principles of Taguchi’s methods
- Design of experiments
- An important observation
- Understanding OA design
- Standard OA designs and their linear graphs
- Steps in designing, conducting and analysing an experiment
- Analysis of experimental results: response by measurement (variable data)—Illustrative example 1
- Analysis of experimental results: response by attribute data—illustrative example 2
- Summary of results—average response of significant factors and interactions
- Conclusion
- Annexure 25A
- SECTION F CONTINUAL IMPROVEMENT—MANAGERIAL ASPECTS
- CHAPTER 26 Managing Continual Improvement Project
- Background
- Management commitment
- Training programmes
- Team building
- Continual improvement projects—classification
- Project team—route map for handling a project
- Database
- Overall assessments: continual improvement projects
- Common reasons for setback in CIP
- Key points to comply with for healthy environment
- Synergistic impact
- Conclusion
- Annexure 26A
- Annexure 26B
- Annexure 26C
- Annexure 26D
- Annexure 26E
- CHAPTER 27 Route Map for Handling a Project
- Background
- Discussion
- Route map—DMAIC
- Define stage
- Measure stage
- Analyse stage
- Illustrative example 1: feedback from outpatients
- Illustrative example 2: process speed investigation
- Improve stage
- Control stage
- Illustrative example 3: analysis of difficulties in the purchase department
- Assessment of each phase of DMAIC
- Continual improvement Six Sigma, jargons
- Conclusion
- Annexure 27A
- Annexure 27B
- CHAPTER 28 Continual Improvement: Service Sector
- CHAPTER 29 Animal World and Self-improvement
- CHAPTER 26 Managing Continual Improvement Project
- SECTION G CONTINUAL IMPROVEMENT—LARGER VITAL ISSUES
- CHAPTER 30 Culture of Innovation and Improvement
- Background
- Vision—characteristic features
- Vision—illustrative examples
- Vision and institution
- Clear vision
- Entrepreneurship par excellence
- Ventures of Prof. P. C. Mahalanobis
- Recruitment—focus on the potential and not on track record
- Unorthodoxy
- Networking for brain irrigation
- An observation
- The
- An urgent task
- Conclusion
- CHAPTER 31 Environment for Continual Improvement Process—Organisational Practices
- CHAPTER 30 Culture of Innovation and Improvement
- SECTION H CONTINUAL IMPROVEMENT—STARTING OFF AND PRACTICAL HINTS
- Bibliography
- Notes
- Glossary
- Acknowledgements
- Copyright
SECTION G
Continual Improvement—Larger Vital Issues
Chapter 30 Culture of Innovation and Improvement
Chapter 31 Environment for Continual Improvement Process—Organisational Practices
The best thing a leader can do for a Great Group is to allow its members to discover their own greatness
– Warren Bennis and Biderman
The supreme quality for leadership is unquestionably integrity. Without it no real success is possible…
– Dwight D. Eisenhower
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