Continuous Improvement Achievement training
4 day 'in house' course to maximise your rate of continuous improvement
Continuous Improvement Training is limited to 20 persons per course. The content is very similar to the Six Sigma Yellow Belt course
but is universally applicable to everyone who wishes to become engaged in project by project continuous improvement.
Participants can be from any industry and at any level provided that they will be supported by their organisation in the continuous improvement problem solving activities. It contains the most widely used basic tools for problem solving.
|Management led Continuous Improvement teams|
Management led continuous improvement teams might be classified as Cross Functional teams, Black, Brown or Green Belt if Six Sigma jargon is to be used, Quality Improvement Teams (QITs) or simply Project teams.
Continuous Improvement Teams involving the workforce also have a number of different names. Generically they are strictly speaking Quality Circles and that is our preferred option. Others include Kaizen, Gemba Kaizen, Discover Loss Groups, Corrective Action Teams (CATs) and many others.
|Self Managing Work Groups
The full power of continuous Improvement Iteams is realised when they are part of a Hoshin Kanri programme. If this is well designed, it is possible to create an organisation in which everyone is regarded as the expert in his or her own job and the organisation can harness the collective thinking power of all of its people to work towards making it the best in its field of operations.
Duration: 4 days - in house
Cost: £ on application according to duration and special requirements
Dates: To be agreed
Location: Your choice
Course description: Continuous Improvement is a very participative course in which participants are split into groups or teams and engage in the process of team based continuous improvement problem solving with the hands on assistance of an experienced tutor. All of the basic problem solving tools are covered making it possible for participants to join other teams such as Six Sigma or other formal approaches.
Continuous Improvement Facilitation training
The course is also appropriate to those who are engaged in or are to be appointed Continuous Improvement Facilitators and who need to gain more experience of the tools and techniques of Continuous Improvement and the relevant techniques up to Green Belt Level in Six Sigma and Lean Manufacture.
Formal project by project continuous improvement is proven to be the most effective means of business performance improvement whether part of a Six Sigma programme or not. The disciplines are also invaluable for those engaged in Lean manufacture.
Completion of each continuous improvement course will be recognised by the award of a certificate.
Companies will benefit by having knowledgeable and trained personnel who can facilitate the rapid development of their own continuous improvement driven quality system and in the continuous improvement of suppliers’ performance.
It also enables a strong link to the effective implementation of the ‘Lean Manufacturing’ concept of operations management. This includes JIT, SMED (Single Minute Exchange of Dies), Cycle time reduction, TPM, Kaizen (Quality Circles), Hoshin Kanri, Hoshin Planning, Policy Deployment (Often referred to as Balanced Score Cards), Customer focussed Design for Six Sigma incorporating Concept Engineering, the Kano Model for determining Customer needs, product Development based on the principles of QFD. Supply Chain Management development
This course contains the basic continuous improvement tools and techniques of Root Cause Analysis and provides a foundation for further development into more sophisticated problem solving and business improvement approaches if desired. This will enable the participant to engage knowledgably in improvement projects up to the standard usually associated with Total Quality programmes, Quality Circles and Gemba Kaizen.
Please click 'Contact us' for registration form which may be faxed, emailed or mailed to DHI
Reference also David Hutchins latest book - Hoshin Kanri - The Strategic Approach to Continuous Improvement
Extract from the Chapter on Continuous Improvement
The process of Continuous or Project by Project improvement is at the core of all successful business improvement programmes. The tools included here are fundamental to all problem solving and continuous improvement activities whether it be Six Sigma, Quality Circles or any other disciplined approach. When combined with Process Analysis and Process Re-engineering and the higher level tools such as Designed Experiments in Six Sigma Black Belt training there are very few problems that cannot be tackled and solved.
Quality Improvement is a never ending process. Man has always been able to find better ways of doing things and the likelihood is that this will always be the case. The simple truth is that if we do not continue to improve our competitors certainly will and we will be left behind.
Continuous Improvement of course happens to some extent whether it is planned or not. In many cases it happens because a supplier has improved his products and forced improvement on us. For example, a new computer will have the latest operating system. This is not the sort of improvement that is considered here. This is evolutionary improvement and happens to all organisations alike. This chapter is concerned with revolutionary improvement that has been deliberately introduced and encouraged throughout the organisation as a discipline or all to use as a means of continually improving the position of the organisation in its market place in comparison with its competitors. The fact that the organisation is improving at all is important, but it is the comparative rate of improvement which matters. Otherwise competitors may improve at a faster rate. If they are behind now it is fortunate but there is no guarantee that they will not catch up. On the other hand, the pressure may be to make up lost ground on others who are currently ahead.
This chapter is designed to show how continuous improvement can become a structured part of the organisation and the principle means by which the gaps between current performance and desired goals from the KPIs can be closed.
Continuous Improvement can occur in two possible ways, evolutionary and revolutionary.
The fastest rates of continuous improvement will demand the best methods and disciplines. Even the methods themselves are subject to improvement so inevitably the methods will change as new and better tools, techniques and number crunching software are found and applied. There was a step jump in our ability to effect change when we began to use sophisticated computer software to do some of the more complex data analysis for techniques such as Design of Experiments, correlation analysis and other techniques which require massive data processing. However, what does not seem to change is the sequence of events that are necessary in order to go from ‘Problem, Effect or Symptoms’ (these three words have more or less the same meaning in problem solving) to Solution or Remedy and then through to Fool Proofing or Control.The first disciplined roadmap for methods improvement came from the work study discipline in the early part of the 20th Century.
This was referred to as ‘SREDIM’ – Select – Record – Examine – Develop – Install – Maintain.
Dr Juran later simplified this to ‘Symptom – Cause – Remedy’ which is nice and easy to follow and which is still my preference.
Today as is shown in the Six Sigma Chapter, the fashionable acronym in popular use is ‘DMAIC’ – Define – Measure – Analyse – Install – Control. Essentially all of these have the same general meaning and all follow the same sequence. Their use is merely a matter of personal preference.
There is another which is still in popular use especially in the motor industry which is known as 8D TOPS.
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