...Continuous Improvement Planning Process Grand Canyon University: Continuous Improvement Planning Process Effective administrators and stakeholders know the importance of planning and how certain changes will impact their schools. The decisions that are made will determine whether or not the schools culture and climate remains in a healthy state. While change is feared due to thoughts of not knowing what to expect, one can argue that continuous improvement planning is needed in educational environments to ensure goals and strategies are met. School administrators are constantly collecting data in order to see how their schools are flourishing and to see what changes need to be made to improve their atmosphere. Whether it be improving academic performance, stakeholder communication, school culture or school safety, planning is put in place to help ensure that the school is operationalized effectively and students are learning at their highest potential. Jordan High School’s School Improvement Plan is effective and abides by the Interstate School Leaders Licensure Consortium Standards. About the Plan Evidence Action Planning Steps are Present Initially, Jordan High School demonstrates effective action planning is its school improvement plan proposal. Under each strategy, action steps are shown throughout the plan. These are mini steps that will help ensure the school reach its goals. For example, one of the strategies that are located in the plan is to improve...
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...Republic of the Philippines Technological University of the Philippines Ayala Boulevard, Ermita Manila IM – 10: Production Management CHAPTER VIII. Production Process Improvement For Product Innovation Submitted by: Tugade, Erwin Benedict P. Liang, Dongping (Jessie) BAM – IM – 4LE Submitted to: Noel B. Hernandez, Ph. D. Topics to be discussed 1. Production Process. 2. Characteristics of A Production Process. 3. Importance of Continuous Process improvement. 4. Innovation Drivers of Change. 5. Reverse Engineering. 6. Kaizen. Objectives * To be able to know what is Product Innovation. * To identify the reason of Continuous Innovation. * To be able to enumerate different factors Necessitating Change in Process Design * To introduce some new ways of thinking about continuous improvement. * To understand innovation as drivers of change. * To discuss about Reverse Engineering and Kaizen. Introduction To win in manufacturing, not only do you need the ability to innovate, but you must also execute upon that innovation and deliver new product to market before your competitors do. That's true manufacturing agility, and it can't happen if your enterprise is burdened by isolated plant-based execution systems that lack coordination between headquarters, engineering and the shop floor. As Blanchard (2005) believes that innovation is the successful exploitation of new ideas. And companies’ success, for example...
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...Continuous Improvement: A Process for Implementation Abstract This paper will explore the basic steps of a process improvement model utilizing the Deming cycle, or Plan-Do-Check-Act (PDCA), as a guide, in order to provide a framework for implementing continuous improvement. The first PDCA step is Planning, which has six tasks supporting the investigative planning process. The PDCA tasks include: 1) Describe the current process; 2) Collect data on the current process; 3) Identify and prioritize opportunities for process improvements; 4) Identify all possible causes; 5) Identify potential improvements; 6) Develop an action plan. The next PDCA step is the Do step and explains what is required for implementation of the selected improvements. The next PDCA step is the Check step. The Check step ensures a thorough review of the planned opportunity improvements from the previous steps as well as the execution of a supporting data collection effort. The final step is the Act step and is a culmination of all the previous PDCA steps, which results in a decision to adopt, adapt or abandon the selected improvements. The conclusion of this paper explains how the PDCA process improvement model can be utilized as a framework for implementing a continuous improvement. Introduction According to Neave (1987), in 1982 Dr. W. Edwards Deming provided one of his first statements regarding continuous improvement. He wrote,“Search continually for problems, to constantly...
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...Continuous improvement -Demming theory Deming theory Dr. W. Edwards Deming developed a method for the quality improvement process. He believed that the identification and correction of defects after production is not effective. The quality issue is critical to address before production rather than after production (Doherty, 2003). Along with this, it is identified that quality control issues arise due to poor management. If the processes are in place, their performance can be measured and changes can be made to improve the quality of products and process. For the continuous improvement, employee involvement is necessary. So, it is important to use highly effective techniques for continuous improvement in the workplace. According to Deming theory, the job of management is neither to assess employee output numerically nor to inspect product quality after production. But the management is responsible to create a production process and organizational culture that encourages employees for quality work (Gitlow, 2000). Deming proposed 14 principles of management such as: Develop constancy of purpose for improvement in products and services Adopt a new philosophy of economy Stop dependence on inspection to gain quality of products and services End the practice of awarding business according to the price tag. Improve the production system and quality to reduce costs Provide on the job training (Gitlow, 2000). Adopt new methods of leadership and supervision Drive...
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...Continuous Improvement versus Traditional Approach Traditional Approach * Market-share focus - * Individuals Daily Management is a system that enables everyone to know what he or she has to do to make the organization run smoothly. It includes what has to be measured and controlled to make this happen. The thrust of successful Daily Management is centered around the participation of all employees in the discovery and implementation of small, incremental, continuous improvements that they can make in their own work environment. Daily Management is an activity that can be started by an individual, work team, department, or organization. It works best when the entire organization is geared toward continuous improvement in its daily tasks. Daily Management can be viewed as the application of the PDCA Cycle to daily incremental continuous improvement. In order to be effective at Daily Management, you must: * Know your organization’s vision and mission * Know who your customers are * Know your customers’ needs and expectations * Know your suppliers * Know how to accurately communicate your needs and expectations to your suppliers * Know thoroughly the product or service that your organization delivers to the ultimate user * Know how your job fits into the overall product or service of the organization * Know your job thoroughly * Know your process and all its trifles * Know that you will be rewarded for continuous improvement activities ...
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...Continuous Improvement Planning Process Dawn Martinez Grand Canyon University: EDA 577 October 1, 2014 Continuous Improvement Planning Process Edwards Deming created a four-step continuous improvement plan that guided educational organizations through a process that would lead to improved student performance (Bernhardt, 2013). The four-step process is used widely in school systems today. Continuous school improvement can be defined as a process of improving schools on an ongoing basis through planning, implementing, evaluating, and improving (Bernhardt, 2013). In order for the system to be effective, all staff members in the educational organization need to be involved and aware of the vision for the school. When an entire school is clear about what needs to be done to improve student performance, the entire school can move ahead and increasing student performance becomes the forefront of efforts made by everyone. This paper will discuss the continuous improvement plan of Patriot Elementary and the action planning steps that are present as well as how the improvement plan is correlated with the ISLLC 2008 Leadership Policy Standards. Evidence of Action Planning Steps When examining the Unified Improvement Plan (UIP) for Patriot Elementary, action planning steps are evident. When developing the UIP for each school year, the Accreditation Team begins by looking at the general demographics of the student population as well as the larger picture of the community as a whole...
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...Continuous improvement -Demming theory Deming theory Dr. W. Edwards Deming developed a method for the quality improvement process. He believed that the identification and correction of defects after production is not effective. The quality issue is critical to address before production rather than after production (Doherty, 2003). Along with this, it is identified that quality control issues arise due to poor management. If the processes are in place, their performance can be measured and changes can be made to improve the quality of products and process. For the continuous improvement, employee involvement is necessary. So, it is important to use highly effective techniques for continuous improvement in the workplace. According to Deming theory, the job of management is neither to assess employee output numerically nor to inspect product quality after production. But the management is responsible to create a production process and organizational culture that encourages employees for quality work (Gitlow, 2000). Deming proposed 14 principles of management such as: Develop constancy of purpose for improvement in products and services Adopt a new philosophy of economy Stop dependence on inspection to gain quality of products and services End the practice of awarding business according to the price tag. Improve the production system and quality to reduce costs Provide on the job training (Gitlow, 2000). Adopt new methods of leadership and supervision Drive...
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...Basic Tools for Process Improvement Module 4 AFFINITY DIAGRAM AFFINITY DIAGRAM 1 Basic Tools for Process Improvement What is an Affinity Diagram? An Affinity Diagram is a tool that gathers large amounts of language data (ideas, opinions, issues) and organizes them into groupings based on their natural relationships (Viewgraph 1). The Affinity process is often used to group ideas generated by Brainstorming. Why should teams use the Affinity process? The Affinity process is a good way to get people to work on a creative level to address difficult issues. It may be used in situations that are unknown or unexplored by a team, or in circumstances that seem confusing or disorganized, such as when people with diverse experiences form a new team, or when members have incomplete knowledge of the area of analysis. When should we use the Affinity process? The Affinity process is formalized in an Affinity Diagram and is useful when you want to (Viewgraph 2) Sift through large volumes of data. For example, a process owner who is identifying customers and their needs might compile a very large list of unsorted data. In such a case, creating an Affinity Diagram might be helpful for organizing the data into groups. Encourage new patterns of thinking. An Affinity exercise is an excellent way to get a group of people to react on a "gut level" rather than mulling things over intellectually. Since Brainstorming is the first step in making an Affinity Diagram, the...
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...SECTION B New Product development is a crucial part of business. A company needs continuous innovation in order to protect its market share and support growth. It also has a great impact on operations, since it determines the specifications for the product. Likewise, operations can constrain a firm’s ability to develop new products and make them more costly to produce. As a result, operations should be deeply involved in new-product development. THE NPD process is often specified as having three phases: Concept development, Product Design and Pilot Production/Testing. Products should be designed from the start for manufacturability. This is done by considering design of the production process as part of product design and utilizing a concurrent engineering approach. Concurrent engineering, uses overlapping phases for product design rather than a sequential approach. This will work well if an NPD team is formed with representation from all major functions (marketing, engineering, operations, and finance&accounting) to ensure cross functional integration. Concurrent engineering also works best if paired with a design oriented NPD strategy. This type of strategy as illustrated below builds on the consumer’s needs – a competitive advantage by means of staying ahead of competitors because the customer’s needs are accurately read and acted upon through the creation of new products. Inventory management is a key operations responsibility because it greatly affects...
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...Spring Summer 2012 Production Schedule Brand Protection Program Quality Continuous Improvement Sourcing Fall Winter 2012 . Diadora Operations Priorities. Spring Summer 2012 Timelines Sales Forecasting Logistic Platform (HK) Spring Summer 2012 Production Schedule Brand Protection Program Quality Continuous Improvement Sourcing Fall Winter 2012 Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Markets Sales Planning Vendors Deliveries in full on time Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Sales Planning Vendors Deliveries in full on time Sales Forecasting. Macro process, players and final goal Forecast Budget Forecast Budget Markets Sales Planning Vendors Deliveries in full on time Sales Forecasting. Process in details Fall Winter 2012 & Spring Summer 2013 Line Plan, CADs, Proto Samples 1 3 Steps Sales Forecast Process 1st Sales Forecast SMS Order Capacity Plan Pre Costing Final Allocation Final Costing Minimum Check Drop 2 3 Photo Samples Arrival 2nd Sales Forecast Sales Meeting & SMS Arrival 3rd Sales Forecast Raw materials Purchasing Plan & Cut Off Schedule Sales Forecasting. Process in details – Fall Winter 2012 1st & 2nd Forecast results Line Plan, CADs, Proto Samples 1 3 Phases Sales Forecast Process 1st Sales Forecast SMS Order Capacity Plan Pre Costing Final Allocation...
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...of TQM 3 Total Quality and Six Sigma 5 Six sigma DMAIC process elements 6 Application where Six sigma is better 6 Difference between Six Sigma & Total Quality Management 6 Reasons for adopting Total quality Management 7 Accurate time to adopt Total Quality Management (TQM) 8 Total Quality Management Tools 9 Principles of Total Quality Management 11 1. Customer centric approach 12 2. Employee involvement 12 3. Process approach 13 4. Integrated system 13 5. Strategic & systematic approach 13 6. Fact-based decision making 14 7. Continual improvement 14 8. Communication 14 The Concept of Continuous Improvement by Total Quality Management 14 Benefits of Total Quality Management in an Organization 16 Conclusion 17 References: 18 Introduction Total Quality Management (TQM) is a philosophy with the enthusiasm of accomplishing the overall performance of the organization. This globally recognized strategic technique has several benefits that make TQM trustworthy and applicable toward the business people. These benefits may include improving consumer satisfaction, focusing on employee motivation, reducing waste and improving overall performance of the organization. TQM is a problem solving technique that particularly focuses on continuous improvement of the quality of product, process and service. In this approach the management and employee can work together for the overall improvement by using quality and management tool aimed at increasing...
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...AMES Continuous Improvement Abstract This paper presents the continuous improvement efforts that Airborne Maintenance and Engineering Services implemented in January 2013. AMES has just passed one year under the new processes established by the continuous improvement team. The paper compares aircraft delivery times before and after continuous improvement efforts using a lower tail t Test of hypothesis for the mean. The null hypothesis is continuous improvement did not improve aircraft turn time. However an inference made from statistical hypothesis t-test is that the continuous improvement efforts improved the turn time of heavy maintenance aircraft. AMES Continuous Improvement The aircraft maintenance repair and overhaul (MRO) business is competitive on a global scale. To be competitive in this industry the MRO must produce a reliable aircraft on time at a low cost. These match the top three concerns of any MRO customer cost, schedule, and quality. Airborne Maintenance and Engineering Services (AMES) is an upstart MRO formed in 2009. AMES is known for excellent aircraft quality/reliability at a higher price and longer schedule. AMES currently has a strong revenue stream from 2 sister airlines under the same Air Transport Services Group (ATSG) umbrella. Looking forward into future growth AMES must maintain high reliability, improve turn time and not raise cost in the process. In 2012 ATSG hired Empower MX, a consulting firm to review AMES’s...
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...industries began to discover the competitive advantages that quality could bring and how the lack of a quality system could bring an end to business. With customers demanding quality and competitors responding to such demands, businesses turned to total quality management (TQM) as the key to enhance overall performance. As customer expectations increased and performance improvement initiatives were implemented, quality evolved from a product specific focus to an organizationwide effort, from a separate manufacturing function to a strategic business initiative. The quality function was expanding, and with that came new practices concerning continuous improvement. In the late 1980s and early 1990s, several countries established programs to recognize the inventive, yet effective, quality practices taking place—once again, after Japan, which began honoring quality practices in the 1950s. The criteria of most of these award programs encouraged strategic initiatives in the approach and deployment of quality practices. But as with most successful quality initiatives, the award programs underwent continuous improvements in design and administration. In their pursuit of TQM, organizations around the world began turning to quality award programs for more than just the recognition such programs offered. Industries realized that the awards also offered models and tools for implementing a quality strateQU A L I T Y P R O G R E S S I A U G U S T 2 0 0 0 I 41 A C O M P A R...
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...Total Quality Management: A Continuous Improvement Process Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the...
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...Total Quality Management: A Continuous Improvement Process Introduction In order to comprehend the need for improvement in the construction industry and to better manage our projects and construction companies, we need to look for a method to do so. Construction managers need to improve their performance. Construction costs are becoming far too high. Construction project management is more difficult than it should be. When turnaround at the end of a project becomes a gut-wrenching experience with unnecessary disputes (which must be settled) that arise due to insufficient quality or indifference to quality, settlement by negotiation, arbitration, or even litigation imposes a serious drain on the financial resources of a company and limits profit potential. To be competitive in today’s market, it is essential for construction companies to provide more consistent quality and value to their owners/customers. Now is the time to place behind us the old adversarial approach to managing construction work. It is time to develop better and more direct relationships with our owners/customers, to initiate more teamwork at the jobsite, and to produce better quality work. Such goals demand that a continuous improvement (CI) process be established within the company in order to provide quality management. Ancient Greeks referred to the concept of continuous improvement as well as the Chinese. Recently CI has been referred to as Total Quality Management (TQM). Whichever name is preferred, the...
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