Professional Documents
Culture Documents
Graeme Knowles
Warwick Manufacturing Group
1956
BSA
Matchless
Norton
Triumph
Royal Enfield
Honda
Kawasaki
Suzuki
Yamaha
Improvement Grid
Process Improvement
What to Improve?
There are essentially 3 things which can be improved:
Process Improvement
How to Improve?
The 7 Wastes
Correction
Time and materials to correct defect
Over-production
Producing more than required, or early. JIT.
Processing
Does not improve quality or advance production
Conveyance
Unnecessary moving about of parts / components
Inventory
Holding costs, hidden defects, obsolete stock
Motion
Excessive / unnecessary walking
Waiting
Idle between jobs
Process Improvement
Realisation of benefits
0.9
0.6
0.8
0.7
Present condition
0.4
Redistribution
0.4
0.85
0.85
0.85
0.85
Even distribution
Process Improvement
Process Improvement
Step Change
Revolutionary
Blue skies thinking
Team based (often multi-functional)
Process Improvement
Kaizen
Expensive
Large improvement
Takes time
Ability to start afresh
Technology / System focus
Project team
Profit focus
Specific
Often non-transferable
Good for fast growth economy
High Profile
Low cost
Small Improvement
Quick
Improve whats there
People focus
Everyone as individuals or
teams
Focus on means to ends
Ongoing
Transferable
Good for slow growth
economy
Low Profile
Process Improvement
Innovation
Step change without maintenance of standard
Performance
Time
New standard
Innovation
Imai (1990)
Time
Process Improvement
Involve Everyone
Kaizen
Lean
Quality Circles
Process Improvement
Process
Customer requirements
Opportunity
Likely benefits
Possible contributors
Current Performance
Sources of Variability
Anal yse
Key Variables
Relationships
Impr ove
Implemented solution
Predicted & tested results
Cont r ol
Process Improvement
Process Improvement
Empowerment
Your firms are built on the Taylor model; with your bosses doing the thinking
while the workers wield the screwdrivers, you are convinced deep down that
this is the right way to run a business. For you, the essence of management
is about getting the ideas out of the heads of the bosses and into the hands
of the labour.
We are beyond the Taylor model; business we know, is so complex and
difficult that continued existence depends on the day-to-day mobilisation of
every ounce of intelligence. For us, the core of management is precisely the
art of mobilising and pulling together the intellectual resources of all
employees in the service of the firm. M Konosuke Matsushita (1979)
Commitment
Top down and bottom
up
If youre not part of
the solution youre
part of the problem
Commitment is active
not passive
Resources (especially
time) are the currency
of commitment
Process Improvement
Conclusions
Businesses need both step change
and Kaizen to win
Process improvement is not simply a
skill, it is a way of life requiring a
cultural change
Process improvement needs to be
managed to work to the full
Process improvement needs
commitment to work to the full