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Republic of the Philippines

CAVITE STATE UNIVERSITY

GENERAL TRIAS CITY CAMPUS
Town Proper, City of General Trias, Cavite, 4107
 (046) 437-0693
cvsugeneraltrias@cvsu.edu.ph

BSHM100: Tourism and Hospitality Quality

Management System
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Chapter IV
Continuous Process Improvement

INTRODUCTION

Quality-based organizations should strive to achieve perfection by continuously

improving the business and production processes. Of course, perfection is impossible

because the race is never over; however, we must continually strive for its attainment.

Improvement is made by:

• Viewing all work as a process, whether it is associated with production or business

activities.
• Making all processes effective, efficient, and adaptable.
• Anticipating changing customer needs.
• Controlling in-process performance using measures such as scrap reduction, cycle
time, control charts, and so forth.
• Maintaining constructive dissatisfaction with the present level of performance.
• Eliminating waste and rework wherever it occurs.
• Investigating activities that do not add value to the product or service, with the aim of
eliminating those 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), and so forth.
Continuous process improvement is designed to utilize the resources of the organization

to achieve a quality-driven culture. Individuals must think, act, and speak quality. An

organization attempts to reach a single-minded link between quality and work execution

by educating its constituents to “continuously” analyze and improve their own work, the

processes, and their work group.

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PROCESS

Process refers to business and production activities of an organization. Business

processes such as purchasing, engineering, accounting, and marketing are areas where

nonconformance can represent an opportunity for substantial improvement.

Inputs may be materials, money, information, data, etc.

Outputs may be information, data, products, service, etc.

FIGURE 1.Input/Output Process Model

The process is the interaction of some combination of people, materials, equipment,

method, measurement, and the environment to produce an outcome such as a product, a

service, or an input to another process.

This chapter presents several different approaches towards continuous

process improvement.
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The Juran Trilogy2

Process improvement involves planning. One of the best approaches is the one developed

by Dr. Joseph Juran.

It has three components: planning, control, and improvement, and is referred to as

the Juran Trilogy. It is based loosely on financial processes such as bud-geting

(planning), expense measurement (control), and cost reduction (improvement).

1. Planning

The planning component begins with external customers.

2. Control

Control is used by operating forces to help meet the product, process, and service

requirements.

It uses the feedback loop and consists of the following steps:

1. Determine items/subjects to be controlled and their units of measure.

2. Set goals for the controls and determine what sensors need to be put in place to

measure the product, process, or service.

3. Measure actual performance.

4. Compare actual performance to goals.

5. Act on the difference.

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Statistical process control is the primary technique for achieving control. The basic

statistical process control (SPC) tools are Pareto diagrams, flow diagrams, cause-and-

effect diagrams, check sheets, histograms, control charts, and scatter diagrams.

3. Improvement

The third part of the trilogy aims to attain levels of performance that are significantly

higher than current levels.

Improvement Strategies

There are four primary improvement strategies—repair, refinement, renovation, and

reinvention. Choosing the right strategy for the right situation is critical. It is also true

that proper integration of the strategies will produce never-ending improvement.

1. Repair

This strategy is simple—anything broken must be fixed so that it functions as designed.

There are two levels to this strategy. If a customer receives a damaged product, a quick

fix is required. This level is a temporary or short-term measure. Although short-term

measures shore up the problem, they should not become permanent.

2. Refinement

This strategy involves activities that continually improve a process that is not broken.

Improvements to processes, products, and services are accomplished on an incremental

basis. Refinement improves efficiency and effectiveness. It should become an integral

part of every employee’s job.

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3. Renovation

This strategy results in major or breakthrough improvements. Although the resulting

product, service, process, or activity might often appear to be different from the original,

it is basically the same.

4. Reinvention

Reinvention is the most demanding improvement strategy. It is preceded by the feeling

that the current approach will never satisfy customer requirements.

FIGURE 2.The Juran Trilogy Diagram

Additional Comments

The repair and refinement strategies require that all employees have the freedom to solve

problems and make incremental improvements in their jobs. Repair and refinement

improvements are almost immediate with very little cost.

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Types of Problem

There are five types of problems: compliance, unstructured, efficiency, process

design, and product design.

1. Compliance

Compliance problems occur when a structured system having standardized inputs,

processes, and outputs is performing unacceptably from the user’s viewpoint.

2. Unstructured

Unstructured problems resemble compliance problems except that they are not specified

by standards. The absence of standards may be due to system immaturity or to the need

for flexibility in system performance.

3. Efficiency

Efficiency problems occur when the system is performing unacceptably from the

viewpoint of its owners or operators.

4. Process Design

Process-design problems involve the development of new processes and revision of

existing processes. Many business and production processes have not been well designed

or have become obsolete with advances in technology.

5. Product Design
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Product-design problems involve the development of new products and the improvement

of existing products. A major focus is to prevent process and end user problems by

relying on customer needs.

The PDSA Cycle

The basic Plan-Do-Study-Act (PDSA) cycle was first developed by Shewhart and then

modified by Deming.6 It is an effective improvement technique.

FIGURE 3.The PDSA Cycle

Problem-Solving Method

Process improvement achieves the greatest 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.
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FIGURE 4.Continuous Process Improvement Cycle

KAIZEN

Kaizen is a Japanese word for the philosophy that defines management’s role in

continuously encouraging and implementing small improvements involving everyone. It

is the process of continuous improvement in small increments that make the process more

—efficient, effective, under control, and adaptable.

The Kaizen improvement focuses on the use of:

1. Value-added and non-value-added work activities.

2. Muda, which refers to the seven classes of waste—over-production, delay,

transportation, processing, inventory, wasted motion, and defective parts.

3. Principles of motion study and the use of cell technology.

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4. Principles of materials handling and use of one-piece flow.

5. Documentation of standard operating procedures.

6. The five S’s for workplace organization, which are five Japanese words that mean

proper arrangement (seiko), orderliness (seiton), personal cleanliness (seiketso), cleanup

(seiso), and discipline (shitsuke).

7. Visual management by means of visual displays that everyone in the plant can use for

better communications.

8. Just-in-time principles to produce only the units in the right quantities, at the right

time, and with the right resources.

9. Poka-yoke to prevent or detect errors.

10. Team dynamics, which include problem solving, communication skills, and conflict

resolution.

Reengineering

According to Hammer and Champy, reengineering is the fundamental rethinking

and radical redesign of business processes to achieve dramatic improvements in critical

measures of performance.

Six-Sigma

In 1999, M. Harry and R. Schroeder published Six Sigma: The Breakthrough

Management Strategy Revolutionizing the World’s Top Corporations. Since that time,
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there has been considerable interest in the subject; therefore, the authors have devoted

much space to a review of the concept.

Statistical Aspects

According to James Harrington, “Six sigma was simply a TQM process that uses

process capability analysis as a way of measuring progress.”18 Sigma, is the Greek

symbol for the statistical measurement of dispersion called standard deviation.

Other Aspects Harry and Schroeder use a methodology called DMAIC, which stands for

define, mea-sure, analyze, improve, and control. This approach is somewhat similar but

not as comprehensive as the seven phases of the problem-solving method discussed in

this chapter.

Problems

There are a number of problems associated with the six-sigma methodology. It

would be very difficult and not very cost effective for a small business to develop the

required infrastructure. Even a medium-sized business would have difficulty paying for

the high cost of the training. General Electric has spent over two billion dollars to

develop their infrastructure.

TQM Exemplary Organization

Cummins India Ltd. (CIL) is a company that designs, develops and manufactures

diesel and dual fuel engines and generating sets. CIL is a unit of Cummins Inc. (USA). In

the 1980s, Cummins formulated a comprehensive set of procedures with help from Dr.
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Armand Feigenbaum. This was called total quality system (TQS). TQS has procedures

right from new product development to customer complaint handling.

Summary

Continuous improvement is an essential aspect of TQM philosophy and

implementation. The Juran Trilogy of Quality Planning, Quality Control and Quality

Improvement provides a conceptual framework for continuous improvement.

There are four improvement strategies: repair, refinement, renovation and

reinvention. Choice of the appropriate strategy for various situations is critical.

The PDSA cycle developed by Shewhart and then modified by Deming provides a

roadmap to continuous improvement. Structured problem-solving method can be easily

blended with the PDSA cycle.

Important philosophies deployed by various organizations include Kaizen,

Reengineering and Six Sigma. Kaizen relies heavily on involvement of all employees

while Six Sigma relies more on fewer project leaders called black and green belts.

Success of any approach requires fully committed management.

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