Focuses of continuous Improvement
The most successful continuous improvement efforts do not focus on the product.This approach has not worked well in the past. Improvements were generally short-lived and not effective, because permanent solutions were not obtained:
Permanent solutions often require a basic change in how the business is run. This involves both business processes and company organization.
Today it is thought that continuous improvement can be obtained by focusing on three factors: the organization, the processes involved with the organization, and concerned individuals.Processes can be classified as business and manufacturing. Targets for improvement,organization and continuous improvement are the real focuses of improvement. Collectively they make up the system that influences the quality of the product.The focuses exist both inside and outside a company. For example, a supplier is external to a company. In reality, the supplier is part of the organization that influences quality. Recognizing this, many companies refer to a supplier as a partner.The processes used by the supplier extend to and are integral with those in the buying company. Individuals from the supplier are concerned in these processes.
The customer who is external to the a company, plays a critical part in focusing quality direction. If the customer is another company, strong direction is given by the customer's requirements for quality products. For companies selling directly to the customer market,the direction is more subtle. For these companies,it is critical to seek out the perceptions of customers. A few companies consider customers as part of the organization that influences quality. by doing this, they include the parties that really decide if quality exists.
To show the relationships among the real focuses of improvement- the individual, the processes, and the organization consider what may happen when a product fails. The scenario can be the same whether the failure occurs in the plant or when the product is used by the customer. If a failure occurs in the plant or when the product is used by the customer. If a failure occurs, an improvement is needed in one or more of the focuses.
Assume that a failure happens because an assembly was not put together correctly. Considering the individual, this may be because the operator was not instructwed adequately.
Looking at the process, improvements may be needed in both manufacturing and business processes. Perhaps the business process of materials delivery is providing wrong but look-alike parts to the operator. Also, the assembly process may not have the proper fixtures to prevent putting together wrong parts. Another possibility is that the business process of product development did not make a design that prevented incorrect assembly.
Regarding the organization, the culture may be driven around the need to make production schedules despite all obstacles. Because of this,the climate in the company may have led the operator to compromise quality for quantity.
For continuous improvement, efforts must be focused on all three objectives. Past quality improvement efforts focused on the individual after analyzing the product.The individual was usually someone on the factory floor. In the example just given, the operator possibly would be retrained and the problem considered solved; but what happens when the operator is sick or transferred? The new operator may make the same mistake. Although it is important to start with individuals, permanent solutions are often not reached with this approach.
Usually, an individual can provide valuable input leading to permanent solutions. These often require changes in the process and organization. Perhaps a combination of changing fixtures and product design can lead to an enduring solution to the problem. Also,seeking solutions in the process and organization can suggest more individual improvements. Training in design for assembly for a product development engineer may be appropriate. Training in quality for the plant manager may start needed changes in the organization also.
For continuous improvement, efforts must be focused on all three objectives. Past quality improvement efforts focused on the individual after analyzing the product.The individual was usually someone on the factory floor. In the example just given, the operator possibly would be retrained and the problem considered solved; but what happens when the operator is sick or transferred? The new operator may make the same mistake. Although it is important to start with individuals, permanent solutions are often not reached with this approach.
Usually, an individual can provide valuable input leading to permanent solutions. These often require changes in the process and organization. Perhaps a combination of changing fixtures and product design can lead to an enduring solution to the problem. Also,seeking solutions in the process and organization can suggest more individual improvements. Training in design for assembly for a product development engineer may be appropriate. Training in quality for the plant manager may start needed changes in the organization also.
