The document discusses various methods for continuous process improvement, including Juran's Trilogy, the DPSA cycle, Kaizen, and Six Sigma. It describes Juran's Trilogy as a systematic approach involving quality planning, control, and improvement. The DPSA cycle is a method for testing changes through planning, doing, studying, and acting on the results. Kaizen focuses on small, incremental changes to minimize waste and promote continuous improvement. Six Sigma provides a scientific, data-driven approach to process improvement and achieving significant financial results.

1. Total Quality Management
Chapter 5: Continuous Process
Improvement
Atit Patumvan
Faculty of Management and Information Sciences,
Naresuan University
1

2. Agenda
• Process
• Juran Trilogy
• Improvement Strategies
• Types of Problems
• The DPSA Cycle
• Kaizen
• Six-Sigma
Atit Patumvan, Faculty of Management and Information Sciences, Naresuan University

3. Input/Output Process Model
CONDITIONS
PROCESS
INPUT OUTPUT
People.
Materials, Information,
Equipment, OUTCOME
Money, Data,
Method,
Information, Product,
Procedure,
Data, etc. Service, etc.
Materials
CONDITIONS

4. Basic Ways to Improve Process
• Reduce resources
• Reduce errors
• Meet or exceed expectations of downstream
customer
• Make the process safer
• Make the process more satisfying

5. Juran Trilogy
• A systematic approach
• Break through existing level of quality and
reach unexpected ones
• Conscientious and dedicated system of
thinking and activities
• Not merely haphazard project-by-project
improvement

6. Juran Trilogy : Quality Defined
• Fitness for use
• Quality consists of those product features that meet
customer needs
• Quality consists of freedom from deficiencies
• Meeting customer needs and eliminating of waste
• Customer -- internal and external
• Eliminating of waste -- employing cost-efficient process

7. Planning, Control, and Improvement
The Quality Trilogy
• The Trilogy consists of three
sequential and logical groups
of activities:
• Quality Planning, Quality
Control, and Quality
Improvement.
• All three process are universal
• Applied to a particular process
• Performed by top management
or by middle management Lessons Learned
Source: Adopted from Juran, J. M. (May 1989). Universal Approach to Managing for
Quality, Executive Excellence, 6,5, ABI/Inform Global

8. Improvement Strategies
• Repair
• Refinement
• Renovation
• Reinvention

9. Types of Problems
• Compliance
• Unstructured
• Efficiency
• Process Design
• Product Design

10. The DPSA Cycle
• A PDSA (Plan-Do-Study-
Act) cycle is a way of
determining if a change
leads to an improvement.
• It is a method for rapidly
testing a change - by
planning it, trying it,
observing the results, and
acting on what is learned

11. Problem-Solving Methods

12. Kaizen
• Kaizen is small incremental changes made for
improving productivity and minimizing waste.
• Measure for implementing continuous
improvement.
• Continuous improvement is nothing but
continuous elimination of waste

13. Kaizen Principles
• Consider the process and the results.
• The need to look at the entire process of the
job at and and evaluate the job as the best
way to get job done.
• Kaizen must be approached in such a way
that no one blamed and the best process is
put in to place.

14. Five S of Kizen (5ส)
Sei-ri Sorting out สะสาง
Systematic
Sei-ton สดวก
Arrangement
Sei-So Spic and Span สะอาด
Sei-ke-tsu Standardization สร้างมาตรฐาน
Shi-tsu-ke Self Discipline สร้างนิสัย

15. Six-Sigma
• Scientific and practical method to achieved improvements
in a company
6σ
• Scientific:
• Structured approach
• Assuming quantitative data
• Practical:
• Emphasis of financial result.
• Start with the voice of the customer

16. Focus of Six Sigma
• Accelerating fast breakthrough performance
• Significant financial results in 4-8 months
• Ensuring Six Sigma is an extension of the
Corporate culture, not the program of the
month
• Results first, then culture change!

17. Improvement Methodology
• Define: Means to define high-level and priority project goals and the
process needed to achieve them.
• Measure: Key aspects and characteristics of a process should be
measured and data collected.
• Analyze: After everything has been measured, the data that is collected
should be analyzed to determine the cause-and-effect relationship of the
process in question.
• Improve: After the data has been analyzed, a solution should be reached
to improve the process.
• Control: The process needs to be controlled to ensure that all variables
that lead to defects are corrected.