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CONTINUOUS PROCESS IMPROVEMENT
 Quality-based organization should strive to achieve

perfection by continuously improving the business &
production processes.
Improvement is made by:

 Viewing all work as a process, whether it is
associated with production or business activities.
 Making all processes effective, efficient, &
adaptable.
 Anticipating changing customer needs.
 Controlling in-process performance using measures
such as scrap reduction, cycle time, control charts, &
so forth.
 Maintaining constructive dissatisfaction with the
present level of performance.
 Eliminate waste & rework whenever it occurs.
 Investigating activities that do not add value to the
product or service, with the aim of eliminating the
activities.
 Eliminating nonconformities in all phases of
everyone’s work, even if the increment of
improvement is small.
 Using benchmarking to improve competitive
advantage.
 Innovating to achieve breakthroughs.
 Incorporating lessons learned into future activities.
 Using technical tools such as statistical process
control (SPC), experimental design, benchmarking,
quality function deployment (QFD), & so forth.
Continuous Process Improvement is designed to

utilize the resources of the organization to achieve a
quality driven culture.
PROCESS
 Refers to business and production activities of an
organization.
Figure 4.1: Input/Output Process Model

Process definition begins with defining the internal
and/or external customers. The customer defines the
purpose of the organization & every process within it.
There are five basic ways to improve:

1. Reduce resource,
2. Reduce errors,
3. Meet or exceed expectations of downstream customers,
4. Make the process safer, and
5. Make the process more satisfying to the person doing it.
THE JURAN TRILOGY
Developed by Dr. Joseph Juran : Process improvement
involves planning.
It has three components:

 Planning
 Control
 Improvement
THE JURAN TRILOGY
Developed by Dr. Joseph Juran : Process improvement
involves planning.
It has three components:

 Planning
 Control
 Improvement
THE JURAN TRILOGY
 PLANNING
a. It begins with external customers. Once quality

goals are established, marketing determines the
external customers, & all organizational personnel
determine the internal customers.
THE JURAN TRILOGY
b. Once the customers are determined, their needs

are discovered.
-This activity requires the customers to state needs
in their own & from their own viewpoint; however,
real needs may differ from stated needs.
THE JURAN TRILOGY
One might discover these needs by:

(1) being a user of the product or service,
(2) communicating with customers through
product or service satisfaction & dissatisfaction
information, or
(3) simulation in the laboratory.
THE JURAN TRILOGY
c. The next step is to develop and/or service features

that respond to customer needs, meet the needs of
the organization & its supplier, are competitive, &
optimize the costs of all stakeholders.
THE JURAN TRILOGY
d. The fourth step is to develop the processes able to

produce and/or service features. Of particular
concern will be the “scaling up” from the laboratory
or prototype environment to the real process
environment. Additional activities include process
capability evaluation & process control type &
location.
THE JURAN TRILOGY
e. Transferring plans to operations is the final step of

the planning process. Process validation is necessary
to ensure, that a process will consistently produce a
product/service meeting requirement.
 CONTROL
-It is used by operating forces to help meet
the product, process, & service requirements.
It uses the feedback loop & consists of the ff. steps:

1. Determine items/subjects to be controlled & the
units of measurement.
2. Set goals for the controls & determine what sensors
need to be put in place to measure the product,
process, or service.
3. Measure actual performance.
4. Compare actual performance.
5. Act on the difference.
Statistical Process Control is the primary technique
for achieving control. Eg. Pareto diagram, cause-and-
effect diagram and etc.
Cause-and-Effect Diagram
 IMPROVEMENT
-The third part of the trilogy aims to attain
levels of performance that are significantly
higher than current levels.
-Process improvement begin with the
establishment of an effective infrastructure such as
the quality council. Two of the duties of the council
are to identify the improvement projects &
establish the project teams with a project owner.
-the quality council needs to provide the teams
with the resources to determine the causes, create
solutions, & establish controls to hold the gains.
-The quality council is the driver that ensures that

improvement is continuous & never ending.
The Juran Trilogy Diagram
IMPROVEMENT STRATEGIES
 REPAIR
 REFINEMENT
 RENOVATION
 REINVENTION
IMPROVEMENT STRATEGIES
 REPAIR
-This strategy is simple – anything broken
must be fixed so that it functions as designed.
There are two levels to this strategy.
-This level is a temporary or short-term
measure. The second level occurs when an
individual or team identifies and eliminates the
root cause(s) of the problem and effects a
permanent solution.
-It is important to note that the repair
strategy does not make the process better than
original design.
 RENOVATION
- This strategy results in major or
breakthrough improvements. Innovation and
technological advancement are key factors in this
approach.
 REINVENTION
-the most demanding improvement strategy.
It is preceded by the feeling that the current
approach will never satisfy customer requirements.
-A new product, services, process, or activity is
developed using teams based on a complete
understanding of the customer’s requirements and
expectations.
-Reinvention or reengineering begins by
imagining that the previous condition does not
exist.
TYPES OF PROBLEMS
COMPLIANCE
Performance
UNSTRUCTURED
Problems
EFFICIENCY
PROCESS DESIGN
Design
Problems
PRODUCT DESIGN
 REINVENTION
-the most demanding improvement strategy.
It is preceded by the feeling that the current
approach will never satisfy customer requirements.
 COMPLIANCE
-Compliance problems occur when a
structured system having standardized inputs,
processes, & outputs is performing unacceptably
from the user’s viewpoint. These problems are
identified by comparing with standards or by
feedback from the internal/external customer.
 UNSTRUCUTRED
-Unstructured problems occur resemble
compliance problems except that they are not
specified by standards. The absence may be due
to system immaturity or to the need for flexibility
in system performance.
 EFFICIENCY
-Efficiency problems occur when the system is
performing unacceptably from the viewpoint of
the owners or operators. In other words, the end
user is satisfied; however, the process is costs more
than desired or working conditions are nor
acceptable.
 PROCESS DESIGN
-Process-design problems involve the
development of new processes & revision of
existing processes. Identification of problems is
prompted by poor performance, the knowledge
that we can do better, or the introduction of new
products.
THE PDSA CYCLE
The basic Plan-Do-Study-Act (PDSA) cycle was first
developed by Shewhart & modified by Deming
Finally, act on the results First, Plan carefully

by identifying what what is to be done.
worked as planned &
what didn’t. Act Plan
Study Do
Next, carry out the
Third, study the results.
plan (do it).
The PDSA Cycle

PROBLEM SOLVING METHOD
 Process improvement achieves results when it
operates within the framework of the problem-
solving method.
 The problem-solving method (also called the

scientific method) has many variations depending ,
to some extent, on the use; however, they are all
similar.
PROBLEM SOLVING METHOD
 The phases are integrated because each phase is
dependent upon the previous phase. Continuous
process improvement is the objective, & these
phases are the framework to achieve that
objective.
Continuous Process Improvement Cycle

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CONTINUOUS PROCESS IMPROVEMENT

 Quality-based organization should strive to achieve

Improvement is made by:

Continuous Process Improvement is designed to

Figure 4.1: Input/Output Process Model

There are five basic ways to improve:

It has three components:

It has three components:

a. It begins with external customers. Once quality

b. Once the customers are determined, their needs

One might discover these needs by:

c. The next step is to develop and/or service features

d. The fourth step is to develop the processes able to

e. Transferring plans to operations is the final step of

It uses the feedback loop & consists of the ff. steps:

-The quality council is the driver that ensures that

Finally, act on the results First, Plan carefully

The PDSA Cycle

 The problem-solving method (also called the

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