KALİTE YÖNETİMİ

CI cannot be carried off without individual improvement. Therefore, Mansir and Schacht (1989;5-20) also presented an “Individual Improvement Model” consisting of seven steps:

Step 1: Envision Personal Improvement Step 2: Enable Personal Improvement Step 3: Focus on Improvement
Step 4: Improve Your Job

Step 5: Improve Yourself
Step 6: Help Others Improve
Step 7: Evaluate Improvement Progress

Improve the Process: This step is shortly described in four stages: (PDCA): Plan (P) - Do (D) - Check (C) - Act (A).

As expected, top management commitment is found to be the most important factor. Without leadership, it cannot be possible to create a cultural environment that stimulates change for improvement.

Five primary aspects of an organization are affected from CIP transformation. These aspects are environment, structure, individual and team activity, communication, and integration (Mansir and Schacht, 1989; p.1-9).

There are seven types of muda as explained below (Krajewski et al., p. 297; Al Mouzani and Bouami, 2016):

1. Overproduction – Producing items more than required at given point of time is the first type of waste. According to the Ohno, it is so important because it causes unnecessary movement and transport waste (Liker, 2004).

Poka-Yoke

Mistake-proofing is called as “Poka-Yoke” in Japanese. Poka-yoke helps a worker to avoid (yokeru) mistakes (poka).

Kaizen is described as “a philosophy that helps to ensure maximum quality, the elimination of waste, and improvements in efficiency, both in terms of equipment and work procedures”

There are a plenty of lean tools in literature which have Japanese names generally. Here some of them highly related with Kaizen will be introduced briefly: Gemba, genchi gembutsu, value stream mapping, nemawashi and hoshin kanri.

According to the Meade (2007; p.4), benchmarking

improves practices, services or products;

involveslearningabout‘bestpractices’from

others;

accelerates the rate of progress and

improvement;

contributes to continuous quality

improvement;

is an ongoing process;

promotes fresh and innovative thinking

about problems;

provides hard data on performance;

focuses not only on what is achieved, but

how it is achieved;

involves the adaptation, not merely the

adoption, of best practices; and

results in the setting of specific targets.

The benefits of benchmarking are listed in Meade (2007; p.7) as follows:

• provides a systematic approach to quality improvement

• brings an external focus to internal activities • utilizes existing knowledge about the

effectiveness of particular processes
• identifies new ideas and technologies • exposes the need for change

establishes the extent of improvement required

demystifies and encourages change

provides a framework for change

decreases subjectivity in decision making

legitimizes targets by basing them on hard

data

enablestheincorporationof“bestpractices”

into one’s organization

encourages a learning culture which is open

to new ideas

promotes contacts and networks

Tighten the Process

After analyzing available process data and stating a goal, a change or test needs to be planned. To design system changes, to define expected outcomes, to identify process measures, to plan data collection strategy, to establish a test measurement process, to test and refine data collection are the other issues to be considered in this stage.

Individual Improvement

Evaluate Improvement Progress

Communicating with data

Toyota Production System (TPS)

Unevenness

It is a tool that can be used to achieve zero defect manufacturing. It was developed from the fact that mistake is unavoidable, defect is not, and a mistake becomes a defect only when it reaches the customers.

Requires little investment but great effort to maintain it

Cause Validation Future State VSM