Mange Continune Edate 2016

Institution Name Document No.
ወ/ሮ ስህንቴክኒክናሙያኮሌጅ OF/WSPC /263-01

W/RO SIHEEN TECHNICAL AND VOCATIONAL COLLEGE
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Title: TTLM 2 Page 1 of 63
Department: Information and Telecommunication Technology Sector_
TVET –Program Title: Database Administration _ Level:IV &V Year: 3
Course /Module Title:Manage Continuous Improvement Process (KAIZEN)
Ac. Year: 2016 Eth.C.
Nominal Duration: 30 hrs Hours: Periods / Week: Semester:
Course / Module Code: EIS DBA4 16 0811 Program: (Reg/Ext) Ext
Name of the Trainer:
Course / Module Description
This unit of competency covers responsibility for the day-to-day operation of the work/functional area and ensuring
that quality system requirements are met and that continuous improvements are initiated.
Leaning Outcomes (Objectives):
At eh end of the course / Module, the trainee will able to:

1. Diagnose the current status
2. Design an Effective continuous improvement process(kaizen)
3. Develop Change Capability
4. Implement improved processes
5. Establish Direction & Control
Duty (Chapter)
I.
1.
2.
II 1.
2.
Course / Module Assessment Methods:
 Refer to the respective session plan for this module

References:
1. www.google.com
Database Administration level IV Date: Oct 2023

Page 1 of 62 WSPTC Department of ICT Manage continuous
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improvement process (kaizen)
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LO 1: Diagnose the current status

1. DIAGNOSE THE CURRENT STATUS
1.1 Analyzing internal and external environment If you're not constantly searching for problems (which,
as defined here, include opportunities), how will you know if they exist? And how can you solve problems
or take advantage of opportunities if you don't know they exist? Most strategists believe that organizations
must be prepared to respond quickly to problems and opportunities in order to be successful in the future.
This being able to recognize problems and opportunities as soon as they occur, or even before they occur, is
vital to success. Both internal and external organizational environments must be constantly and carefully
monitored for signs of problems or opportunities. In this stage of the process, you are gathering information.
Example Royal Dutch Shell Oil Company spends millions of dollars annually tracking its competition and
the economy, and learning about its customers, for just one type of information system the strategic
information system. It also trains all levels of management to look for weak signals of environmental
change. It spends thousands of man-hours creating forecasts /scenarios of possible futures, all to enable it to
solve strategic and operational problems better.' The individual problem solver must also spend time and
money searching the environment looking for signals of problems or opportunities. For example, spend a
few minutes to look at your internal and external organization environments. What is happening that might
lead to problems or opportunities?
1.2 Recognizing problems

You need to be aware that a problem or opportunity exists before you can solve it or take advantage of it. It is
from the information gathered in analyzing the environment that you will learn that a problem or opportunity
exists. Often, however, the problem solver has only a vague feeling that something is wrong or that an
opportunity exists. A gestation period seems to occur in which information from the environment is processed
subconsciously and the existence of a problem or opportunity eventually registers at the conscious level.
Example when Mikio Kitano, Toyota's production leader, began analyzing the company's manufacturing cost
information in the early 1990s, he intuitively sensed that something was wrong. The firm simply wasn't saving
as much money as it should from all of the automation and robotization that it had just completed. He believed
it was because robots were being used when human beings could do the job just as well, at less cost. Other top
managers doubted him, but in the end he proved that he was right saving Toyota millions of dollars in
unnecessary investment.

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1.3 Identifying the Problem

The problem identification stage involves making sure the organization's efforts will be directed toward
solving the real problem rather than merely eliminating symptoms. This stage also involves establishing the
objectives of the problem-solving process and determining what will constitute evidence that the problem has
been solved. The outcome of this stage is a set of decision criteria for evaluating various options. Both rational
and intuitive thinking may occur at this stage, but identification is largely a rational process. Key questions to
be asked include the following:
1. What happened or will happen?

2. Who does it or will it affect?
3. Where did it or will it have an impact?
4. When did it or will it happen?
5. How did it or will it occur?
6. Why did it or will it occur?
7. .What could we do to be more successful?
In asking these questions you are primarily interested in getting to the core problem or identifying the real opportunity.
1.4 Analyzing problems
1.4.1 Making Assumptions
It is necessary to make assumptions about the condition of future factors in the problem situation. For example,
what will the state of the economy be when the new product is to be launched? Or, how will your manager
react to a suggestion? Remember that assumptions may be a major constraint on the potential success of a
solution, or may cause you to overestimate the potential of a particular alternative to solve the problem
effectively. Example: One of my assumptions in writing this book was that there were a growing number of
people interested in innovation processes. Therefore, this book would sell many copies. When I started in
1985, my assumption was wrong. But by 1993 it was right.
1.4.2 Break down the Problem
Once it’s been recognized that there’s in fact a gap or a problem between the current and ideal situations, more
often than not the reasons for this gap are many as well as ambiguous. In other words we still may have quite a
lot of work to do before we can single out a specific problem to tackle. So let’s spend some time discussing how
to go about breaking down a problem. The first steps we need to take are to breakdown and organize the
original large problem into smaller, more concrete problems. There are many ways to organize these smaller
problems, however the most often used principle for arranging them is by asking questions such as, “What is the
problem”, “Where is it happening?”, “When does it occur?” and “Who is being impacted?” By doing this we’ll
be able to break the process down into manageable pieces in order to solve one at a time as each may be
contributing to the overall problem. In essence, all we’re doing is breaking the problem down in such a way that
allows us to move forward effectively and efficiently by focusing on key issues.

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Tools to Break down the Problem There are many tools that can help you visualize the what, where, when and
who of a problem such as Pareto Diagrams, Tree Diagrams, Pie charts and Scatter plot diagrams.
1.5 Generating Alternatives
Generating alternatives involves cataloging the known options (a rational act) and generating additional options
(a rational and intuitive act). It is in this stage that most of the creativity processes described in later chapters is
very helpful. To the extent that you can clearly identify and formulate useful options, you can maximize the
chances that a problem will be solved satisfactorily. The purpose of generating alternatives is to ensure that you
reach the selection stage of enough potential solutions. Creative techniques for generating alternatives can help
you develop many more possible solutions than you might come up with otherwise. Generating alternatives is
partly a rational and partly an intuitive exercise. It's rational in that you follow a series of steps. It's intuitive in
that these steps are designed to unleash your intuitive powers so that you can use them effectively. In this stage,
you should be more interested in the quantity of new ideas than in the quality. Example: When Apple
Computer Corporation's engineers designed the "Newton," the firm's new personal digital assistant computer (a
small computer designed to help people in a wide range of jobs), they generated hundreds of alternative
capabilities for the machine.
1.6 Selecting among alternatives
Decision making should be based on a systematic evaluation of the alternatives against the criteria established
earlier. A key, very rational part of this process involves determining the possible outcomes of the various
alternatives. This information is vital in making a decision. The better job is done in generating alternatives and
determining their possible outcomes, the greater the chance that an effective choice will be made. The choice
process is mostly rational, but very skilled decision makers rely on intuition as well, especially for complex
problems.
Example:
When Honda engineers pioneered the development of an engine that would get 55 miles per gallon, they had
several alternatives to choose from. Important to their decision of the technology they chose, were the impacts
of the new technology on the costs of production, compatibility with existing transmissions, and so on. Each
possible technology had to be evaluated for its impact on these factors
Self-check -1 Diagnose the current status

Answer the following question on the provided answer sheet.
1. How to analyze internal and external environment? (3 points)
2. How to breakdown problems? And explain using example? (5 points)
3. Write and describe all steps of Diagnose the current status? (10 points)

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LO 2: Design an effective continuous improvement process
Information Sheet-1 Kaizen management system
1. KAIZEN MANAGEMENT SYSTEM

1.1 Design a KMS (Kaizen management system) Model
1.1.1 Mission and targets of KMS model
i. Quality
 Is defined by fitness to purpose.
 Degree of excellence
 The customer and as such will change over time unpredictable ways.
 Is Associated with creating customer value.
Example:
People who sell what they make may be very product focused in their view of quality. They seek to make
products that are superior to those of competitors and always strive to be the best: “This is the best DVD
player on the market today.” This view of quality may have short-term utility, but can be limiting, even
lethal, for the organization in the long term. Consider the boasts “This is the best carburetor on the market
today” or “This is the best buggy whip on the market today.” Both statements may be true, but if nobody is
buying carburetors or buggy whips, are they relevant? People who make what other people want to buy have
a different view of quality and it is rooted in what customers want. To these people, quality is defined by
customers, their needs, and their expectations
ii.Cost
Is defined the amount of expenditure incurred on, or attributable to a given thing
Its interpretation depends upon the factors 
 The nature of business or industry 
 Minor selling and distribution expenses 
 heavy selling and distribution expenses 
 The context in which it is used 
 work-in-progress is valued at factory cost 
 While stock of finished goods is valued at office cost.

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Elements of cost:
1. Material
The substance from which product is made. It may be in a raw or a manufactured state. It can be direct or
indirect.
a. Direct Material
The material which becomes an integral part of a finished product
 All material or components specifically purchased, produced or requisitioned from stores ?
 Primary packing material (e.g. carton, wrapping, cardboard, boxes etc.) 
 Purchased or partly produced components
b. Indirect material
Described as process material, prime cost material, production material, stores material, constructional
material
 The material which is used for purposes ancillary to the business and which cannot be
conveniently assigned to specific physical units is termed as indirect material
2. Labor
Human effort for the conversion of materials into finished good
a. Direct Labor 
 The labor which actively and directly takes part in the production of a particular item 
 Described as process labor, productive labor, operating labor, etc
b. Indirect Labor 
 The labor employed for the purpose of carrying out tasks incidental to goods produced or
services provided 
 Wages of storekeepers, foremen, timekeepers, directors‟ fees, salaries of salesmen 
 The office or the selling and distribution divisions
3. Expense
a. Direct Expenses
 These are the expenses that can be directly, conveniently and wholly allocated to specific cost
centers or cost units
 Chargeable expenses.
b. Indirect Expenses
 cannot be directly, conveniently and wholly allocated to cost centers or cost units 
 Rent, lighting, insurance charges etc.

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iii. Delivery:
a. There are two types of date of delivery:
Customer Request Date: Date which customer requests Customer Commit Date: Date
which supplier committed to deliver product to customer
b. Reasons of delay of the date of delivery 
 Mistake of setting the date 
 Shortage of raw materials and/ or parts 
 Shortage of production capacity 
 Shortage of manpower 
 Quality problems occurred in the production line 
 Impossible order beyond the capacity of 
 supplier 
 Change of volume which customer 
 requested suddenly without allowance 
 Advanced early date of delivery than 
 original order
c. How to answer the date of delivery? 
 Set the possible day of the date of commitment considering the capacity of manufacturing,
raw materials, parts and necessary time for manufacturing.  Keep
 the date of delivery which customer committed strictly. 
 Try to put close the date of commitment to the date of request with in stock.
d. How to deal with requests from customer on the date of delivery 
 Request of front-loading delivery date 
 Inquiry of the date of delivery of the order already ordered 
 Inquiry of date of delivery of the new order which is now going to be given 
 Inquiry of critical order which has possibility of delay 
 Request of bringing the date of delivery customer request close to one of customer commit
2.1.1.1 Organization
As organization side we are always focus on the following elements:
i. Process flow
For each design and process selected, a process flow diagram should be developed. A process flow diagram
will aid in determining the scope of the characterization effort. The flow chart should be developed with

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inputs from engineering, design, manufacturing, suppliers, and customers to identify all potential design
and process characteristics and includes items such as:
 Sequential process steps and/or material flow
 Relationship between process steps
 Rework loops
 List process step, setups, inputs (i.e., temperature, pressure, force)
 List outputs (i.e., epitaxial thickness, pull strength, wavelength, power)
 Decision points
 Process control and yield points
i. People involvement
People at all levels are the essence of an organization and their full involvement enables their abilities to be
used for the organizations benefit.
This requires:
 Employees must be treated with dignity and respect.

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 They must be trained to build competence where required.

 Each employee must know what exactly is required to be done and where possible must
be able to assess the quality of his work.
 Fear must be totally removed from the organization and employees must be encouraged
to bring out weakness in the system.
 Empower employees to take appropriate action in their area of work for improvement.
 In case of a mistake, examine the system rather than the man to prevent its recurrence.
 Involve employees in quality plans and draw upon their intimate knowledge of processes
for improvement.
 Assess employee satisfaction level and take appropriate measures to improve their morale so that
they take pride in belonging to the company.
ii. Process effectiveness
A desired result is achieved more efficiently and effectively when related resources and activities
are managed as a process. This requires:
 Planning of processes to meet customer requirements.
 Process capability study and qualification of process.
 Establishment of mechanism to keep process under control.
 Ownership of process with full responsibility of quality.
 Verification of product/ service for conformance before instruments.
 Maintenance/ calibration of process equipment’s and measuring instruments.
 Analysis of process data for improvement
iii. Lean supportsystem
Lean is a philosophy that seeks to eliminate waste in all aspects of firm’s production activities: human
relations, vendor relations, technology, and the management of materials and inventory.
 Lean is principally associated with manufacturing industries but can be equally
applicable to both service and administration processes.
 Currently it is also being adopted by the food manufacturing and meat processing sectors.
 It’s not a new phenomenon; Japanese auto manufacturers have been developing Lean for
over 50 years.
IV principles of Lean
 Value - specify what creates value from the customer’s perspective.

 Any process that the customer would be prepared to pay for that adds value to the product.
 The customer defines the value of product in a lean supply chain.
 Value-adding activities transform the product closer to what the Customer actually wants.

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 An activity that does not add value is considered to be waste.

2. The value stream – identify all the steps along the process chain.
 The value stream is the sequence of processes from raw material to the customer that create
value.
 The value stream can include the complete supply chain.
 Value stream mapping is an integral aspect of Lean.
3. Flow - make the value process flow.
 Using one piece flow by linking of all the activities and processes into the most efficient
combinations to maximize value-added content while minimizing waste.
 The waiting time of work in progress between processes is eliminated, hence adding value
more quickly.
4. Pull - make only what is needed by the customer (short term response to the
Customer’s rate of demand).
 Pull = response to the customer’s rate of demand i.e. the actual customer demand that drives the
supply chain.
 Based on a supply chain view from downstream to upstream activities
Activities where nothing is produced by the upstream supplier until the downstream customer
signals a need.
5. Perfection - strive for perfection by continually attempting to produceexactly what
the customer wants.
 The journey of continuous improvement.
 Producing exactly what the customer wants, exactly when, economically.
 Perfection is an aspiration, anything and everything is able to be improve
KMS Model (Temple)

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2.1.2 Gemba Kaizen Workshops

Gemba refers to the place where value is created and the general notion is that the best creative improvement ideas
will come simply from going to the Gemba.The „Gemba Kaizen‟ is an activity that takes management to the
frontlines to look for waste to eliminate and opportunities to practice. The result: greater productivity, quality, and
profits achieved with minimal cost, time, and effort invested. These indicators represent the transformation towards
sustaining Operational Excellence for market competitiveness. Masaaki Imai in his famous book “Gemba Kaizen”
defines “Gemba means “the actual place” and Kaizen means “Continuous improvement activities” and to remain
competitive, organizations have to continuously improve their Operational Excellence.
2.1.3Autonomous Team Activities Any KPT solve problems in their own workshops; so, theyoperate
autonomously in the sense that they are free to choose the problems to solve, they identify what data to collect in
order to better understand why the problems exist, and their members analyze the problems‟ causes among
themselves (though they sometimes consult other departments that affect their work). They analyze these causes in
detail until they are able to isolate the most critical cause of the problem. They are on their own when they think of
possible solutions to eliminate this most critical cause, although they are free to consult supervisors, engineers, or
facilitators for ideas. The decision on what is the best solution is theirs. Also, they decide how to implement their
solution, confirm that the standard operating procedure is implemented, and show that the solution is effective. Since
they are the experts in their work, they have the job of identifying problems in their workshop, of selecting the one

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they want to tackle, of working out their solution, and of selling their ideas to management. It is also their job to
implement their solutions once they are approved by management, monitor results, and ensure that the problems do
not recur. So it is in this context that the QC Circle is practically left on its own is carrying out its activities.
Self-check-1 Kaizen management system model (KMS temple)
Answer the following question in provided answer sheet.

1. Define cost. (1 point)
2. What are elements of cost? (3points)
3. What is process? (4 points )
4. What is lean system? (4 points )
5. Mention and discuss all principles of lean briefly. (4 points)
6. What are autonomous team activities (4 points )
Information Sheet-2 Effective kaizen tools
EFFECTIVE KAIZEN TOOLS

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2. 5S (a visual workplace management)

5S is a fundamental tool that serves as the foundation for many tools such as Lean, Six Sigma, TPM (Total
Productive Maintenance), and Waste Management. Future improvements can be made once 5S is
implemented. A clean workplace facilitates change where problems naturally stand out. There will also be
more room for extra business while ensuring product quality and safety in a well-maintained environment.
The goal of 5S is to be able to expose problems that prevent us from being successful in the future. An
unclean environment contains hidden risks for workers and equipment. Advantages of a 5S organization
include time management, safety, quality, customer responsiveness, and visual controls. 5S principles will
improve work environmentswhere each S progresses through implementation. 5S stands for the following:
i. Sort: - Identify necessary items, and eliminate and dispose of unneeded materials that do not
belong in an area. This reduces waste, creates a safer work area, opens space, and helps visualize processes.
It is important to sort through the entire area. The removal of items should be discussed with all personnel
involved. Items that cannot be immediately removed should be tagged for subsequent removal.
ii. Set in order: - Have a place for everything and everything in its place. Arranging
all necessary items is the first step. It shows what items are required and what items are not in place.
Straightening aids efficiency; items can be found more quickly and employees travel shorter distances.
Items that are used together should be kept together. Labels, floor markings, signs, tape, and shadowed
outlines can be used to identify materials. Shared items can be kept at a central location to eliminate
purchasing more than needed.
iii. Shine: - Clean the area so that it looks like new and clean it continuously. Sweeping prevents an
area from getting dirty in the first place and eliminates further cleaning. A clean workplace indicates high
standards of quality and good process controls. Sweeping should eliminate dirt, build pride in work areas,
and build value in equipment.
iv. Standardize: - Assign responsibilities and due dates to actions while using best practices
throughout the workplace. All departments must follow standardized rules to comply with 5S. Items are
returned where they belong and routine cleaning eliminates the need for special cleaning projects. Audits to
clear up unnecessary items, organize items in designated places.and cleaning is part of the standardize
phase. Anything out of place or dirty should be noticed immediately.
V.Sustain: - Establish ways to ensure maintenance of manufacturing or process improvements. Sustaining
maintains discipline. Utilizing proper processes will eventually become routine. Training is the key to
sustaining the effort and involvement of all parties. Management must mandate the commitment to
housekeeping for this process to be successful.

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2.2 7QC tools

i.Histograms: - A histogram plots the frequency of values Grouped together as a bar
graph. Histograms are handy for determining location, spread, and shape. Outliers can
easily be identified. The height equals the frequency and the width equals a range of
values. A histogram with a bell-shaped curve is normal.
ii. Fish bone diagram: - Fishbone diagrams are also knownas cause and effect
diagrams, which are used to understand Knowledge about a process or a product.
ii. Pareto diagram: - This statistical tool implies that by doing 20% of the work, 80% of
the advantages can be generated. When applied to quality, this philosophy states that 80% of
problems stem from 20% of key causes. Pareto analyses are guides to prioritizing and
determining key opportunities.
iii. Control chart: - Control charts may be used to track project performance before deciding
what control actions are needed. Control limits are incorporated into the charts to indicate when
control actions should be taken. Multiple control limits may be used to determine various levels
of control points. Control charts may be developed for costs, scheduling, resource utilization,
performance, and other criteria. Control charts are used extensively in quality control work to
identify when a system has gone out of control.
iv. Graphs:-A graph is a tool used to present an area of interest in
Visual form. There are various types of graphs, and the most common are bar graphs, line
graphs, and pie charts. People involved in QCC activities are recommended first to decide on the
data to be collected and the period in which it will be collected, regardless of the type of graph
they will use.
v. Scatter diagram: - A scatter diagram examines the relationship

Between paired data. This tool is usually used by the QC Circle when it wants to establish the
relationship between cause and effect, the relationship between one cause and another or a
relationship between one cause and two causes.
vi. Check sheet: - Check sheet are forms used to collect data in an
Organized manner. They are used to validate problems or causes or to check progress during
implementation of solutions. Check sheets can come in different shapes and sizes, and Circle
members must be able to design them to suit their needs.

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2.3 Brainstorming
Brainstorming is used extensively by QC Circles at various stages in their problemsolving activities.
This technique was developed in 1930 by Alex Osborne as a way of encouraging groups to be more
creative with their ideas.
2.4 JIT
 The just-in-time (JIT) concept was first developed and implemented over a span of many years by
Toyota Motor Corporation under the designation of the Toyota Production System (TPS)
 Its all-encompassing goal is to enable production of a variety of end items in a timely and efficient
manner, smoothly synchronized with the production and delivery of component materials and
without reliance on the conventional stratagem
of keeping extra work-in-process and finished goods inventory.
 JIT system produces only what is used or sold, in the needed quantity and at the needed time.
Three Pillars of Just-In-Time
i. Smoothing of volume and variety
Production leveling is smoothing of volume as well as variety to achieve uniform plant loading is
imperative for JIT implementation. What would happen if the production volume of an item were to
fluctuate every day and we blindly pursued a pull policy of withdrawing the needed quantity of parts at
the needed time from the preceding process?
ii. Development of a flexible, multi-skilled workforce
Under one-piece flow production, different operations are potentially required for each succeeding
item being produced. For it to be effective, workers must have the skills necessary for handling
multiple operations properly. Consequently, a prerequisite for JIT is the development of multi-
skilled workers who can cope with thefrequent changes in products and operations seen in a one-
piece flow production environment.
iii. Implementation of continuous improvement

As previously mentioned, JIT is a production system that dynamically seeks ever-higher
performance levels. Elimination of waste and defects is an important goal in this regard. Indeed, to
achieve true just-in-time, all parts must be defect-free, as there is no excess inventory to draw upon
for replacement. To achieve defect-free production, JIT production systems emphasize continuous
improvement.

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2.5 Process Mapping

Process maps are graphical representations of steps to a process. The visualization eases the complexity of
the process and identifies non-value-added tasks and any key takeaways, such as redundancy and excess
inspections. Process maps identify key process input variables known as x‟s and key process output
variables known as y‟s. Any delays are to be eliminated and ecisions are meant to be as efficient as
possible. Process maps should be conducted for a specific area at a time due to the complexity of the
processes. This way the process maps can be updated frequently by area.
Figure shows Fishbone diagram

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Figure show symbol of process mapping
2.6 Kanban
Kanbans are communication signals that control inventory levels while ensuring even and controlled
production flow. Kanbans signal the times to start, times to change setups, and times to supply parts.
Kanbans work only if consistently monitored. Kanbans are used in Lean production to ensure that flow is
pulled by the next step and a visual indicator signals the need for inventory or activity. These steps enable
production to respond directly to customer needs without producing excess inventory or requiring further
work. Quality should also soar because production is based on customer needs and not production per
minute or per hour.
2.7 Poka-yoke
A poka yoke is a Japanese term that means “mistake proofing.” All inadvertent defects can be prevented
from happening or prevented from being passed along. Poka Yokes use two approaches:
 Control systems
 Warning systems
Control systems stop the equipment when a defect or unexpected event occurs. This prevents the next step
in the process to occur so that the complete process is not performed. Warning systems signal operators to
stop the process or address the issue at the time. Obviously, the first of the two prevents all defects and has a
more zero quality control (ZQC) methodology because an operator could be distracted or not have time to
address the problem. Control systems often also use lights or sounds to call attention to the problem, that
way the feedback loop is again very minimal. The methods for using Poka Yoke systems are as follows:

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 Contact method
 Fixed-value methods
 Motion-step Methods
Contact methods are simple methods that detect whether products are making physical or energy
contact with a sensing device. Some of these are commonly known as limit switches, where the switches are
connected to cylinders and pressed in when the product is in place. If a screw is left out, the product does
not release to the next process. Other examples of contact methods are guide pins.
Fixed-value methods are normally associated with a particular number of parts to be attached to
a product or a fixed number of repeated operations occurring at a particular process. Fixed-value methods
utilize devices such as counting mechanisms.The fixed-value methods may also use limit switches or
different types of measurement techniques. Finally, the motion-step method senses if a motion or step in the
process has occurred in a particular amount of time. It also detects sequencing by utilizing tools such as
photoelectric switches, timers, or barcode readers. The conclusion of Poka Yokes is to use the methodology
as mistake proofing for ZQC to eliminate all defects, not just some. The types of Poka Yokes do not have to
be complex or expensive, just well thought out to prevent human mistakes or accidents. The Poka Yoke
discussion leads to a correct location. This technique places design and production operations in correct order
to satisfy customer demand. The concept is to increase the throughput of machines ensuring that production is
performed at the proper time and place. Centralization of areas helps final assemblers, but the most common
practice to be effective is to unearth an effective flow.
U-shaped flows normally prevent bottlenecks. Value stream mapping is a key component during this time in
order to establish that all the steps that are occurring are adding value.
Another note to remember is that in addition to having a smart and efficient technique, only goods that the
customer is demanding should be produced to eliminate excess inventory.
The advantages of mistake proofing include:
o No formal training required
o Relieves operators from repetitive tasks
o Promotes creativity and value-added activities
o 100% inspection internal to the operation
o Immediate action when problems arise
o Eliminates the need for many external inspection operations
o Results in defect-free work

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An error occurs when the conditions for successful processing are either incorrect or absent. Defects are the
result. Demonstrates the use of asking why five times combined with asking why the defect escaped the
process five times. Defects are prevented if:
 Errors are prevented from happening

 Errors are discovered and eliminated
How to mistake proof:
 Adapt the right attitude  Identify countermeasures
 Select a process to mistake proof  Develop multiple solutions
 Select a defect to eliminate  Implement the best solution
 Determine the source of the defect  Document the solution

Which processes should be mistake proofed?
 High-error potential  Isolate the specific defec
 Complex processes  Do not be too general
 outine “boring” processes  Do not combine defects
 High-failure history  Make a decision on which defect to work on
 Critical process characteristics based on Severity
 High scores in FMEA  Frequency
 Use problem history  Ease of solving
 Pareto charts, etc.  Annoyance factor

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2.8 Plan–Do–Check–Act
Plan–Do–Check–Act is a traditional cycle where processes and conditions are planned out, the planned
actions are performed in the Do phase, and finally quality control checks are performed in the Check phase
(Figure 11.23). This method catches mistakes and also provides feedback during the Check phase. The
checks in this place also account for 100% inspection, therefore all parts or processes are looked upon
indicating no defects. There are three main types of checks or inspections that are popular:
 judgment inspections  Source inspections

 Informative inspections
Self-check-2 Effective kaizen tools

1. What is visual management board? (2 points)

2. Describe the uses of JIT? (4 points)
3. Define kanban? (2 points)
4. What are the methods of muda identification? (6 points)
5. List out and describe all 7QC tools? (14points)

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LO 3: Develop Change Capability

Information sheet-1 the structure of KPT
1. THE STRUCTURE OF KPT
1.1 How get started KPT activities
1.1.1 Preparation Key
Factors in the Preparation Stage:
1. Finding a rationale for KPT activities It is important, before starting QCC activities, that management be
fully aware of the importance of quality management and be fully convinced that KPT will have significant
impacts on the company’s quality management. Often KPT develop a sort of trend in the industry whereby
once Company A introduces KPT activities, so does Company B. This tendency is not undesirable, as it
helps to open the eyes of management to KPT activities, but each company’s establishment of a unique
vision and mission is important, relating them to the potential KPT Circle activities .
2. Management indoctrinated in QC Circle activities The first step for management is to get to know about
KPT activities. Although reading books and magazines is one way of learning, it is difficult to grasp the
KPT concept without actually seeing the activity. Therefore, management is recommended to attend outside
seminars and see how KPT activities in other companies are organized and how they have contributed to
those companies‟ visions and missions.
3. Management attendance at QC Circle convention Attending a KPT convention is one way for
management to get to know about KPT activities in other companies. At the convention, selected Circles
will present the history of KPT in their organizations, their KPT Stories, their problem solving processes,
and the benefits and other impacts that have been seen in their daily operations.
1.1.2 Installation
Establishing a KPT organization The installation of the KPT program is managed by the KPT Steering
Committee, and the KPT Office, which includes facilitators. The KPT Office secretariat reports to KPT
Office manager; whereas the facilitators report to the KPT Office manager in matters relating to KPT and to
their department management in matters pertaining to their other functions.

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1.1.2.1 QC Circle Steering Committee The QC Circle Steering Committee is composed of senior
management chosen by the TQM Steering Committee and is chaired by the president. It oversees and
provides direction for the implementation of the QC Circle program

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Roles of the QC Circle Steering Committee:

 Define the ultimate goal of the QC Circle program in the company.
 Formulate a master plan for the installation of the program.
 Formulate a plan on how to recognize the exemplary performance of Circles, members, leaders and
facilitators.
 Formulate a plan on how to monitor and evaluate the components of the QC Circle program.
 Formulate a budget for the program and identify sources of funds.
 Define qualifications and functions of facilitators.
 Act on concerns that may be raised by the QC Circle Office, the facilitators, or the QC Circles
themselves.
 Evaluate the overall status of the QC Circle program, including training, rewards and recognition,
promotional activities, and procedures for evaluation of QC Circle case studies and activities.
 Formulate corrective and preventive actions based on findings in the evaluation.
1.1.2.2 QC Circle Office

The QC Circle Office is responsible for the day-to-day management of the QC Circle activities in the
company. Specifically, the Office implements policies and plans formulated by the QC Circle Steering
Committee; handles all paperwork and maintains records such as the QC Circle registry, minutes of
meetings, and QC Circle case studies; provides supportto the QC Circle
Committee and the leaders; and organizes promotional activities like company-wide conventions.
Service in the QC Circle Office is usually a concurrent assignment of facilitators.
Basic Functions of a QC Circle Office
Training facilitators
 Coordinating training courses, working closely with the department heads
 Assisting leaders in their KPT activities
 Motivating KPT leaders and members
 Conducting KPT case presentations
 Coordinating KPT activities
 Approving KPT actions referred to them, such as those that have been found not to violate public
law or regulation or company regulations.
1.1.2.3 Appointment of Facilitators

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Facilitators, who are chosen from among the managers, comprise a key element that greatly influences the
success of the KPT Circle program, especially at the beginning of its development. In manufacturing
companies the facilitators are often experienced manufacturing engineers.
Basic Functions of a Facilitator
 Training leaders
 Coordinating training courses, working closely with the department heads
 Assist leaders in their QC Circle activities
 Motivating QC Circle leaders and members
 Arranging QC Circle case presentations
 Coordinating QC Circle activities
 Approving QC Circle actions referred to them like those that have been found not to violate public
law or regulation or company regulation.
1.1.2.4 Appointment of QC Circle Leaders

Participation in the basic activity of a QCC is normally on a voluntary basis, yet there are several ways in
which a Circle’s leaders are actually selected. In new Circles, supervisors often play the role of leader, because
they are very familiar with the workplace and possess certain pertinent personal qualifications. Some Circles

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have their members take turns being the leaders, and others elect their leaders, but these approaches have the
potential to create a dictatorial environment for leaders who are not well qualified for the role. Also, leaders
can be tempted to choose themes that are easy to solve. Therefore, a Circle leader must be selected carefully,
particularly when it is at the beginning of its activities. After a few years of QCC implementation, when the
QC methods are well disseminated, Circles are able to select leaders (or theme leaders) depending on the
themes that they are going to tackle.
Basics function of KPT leaders

 Conducting QC Circle meetings
 Deciding roles of individuals and proceeding QC Circle activity
 Learning QCC tools and techniques
 Disseminating what is learned in (3) above
 Trying to improve members‟ abilities
 Establishing annual activity plan
 Encouraging members
 Doing administrative work for the QC Circle Office
 Participating in industry-wide conventions
 Studying about QC Circle activities and disseminating the knowledge
 Seeking advice and support from the QCC Office on behalf of its members
1.1.3 Implementation
As in anything that is new, the QC Circle program should be tried first on a small scale, in one to three
departments. The company needs to have some prior experience with QC Circles in order to manage a
company-wide implementation successfully. In the beginning of the program, it is important that the first-
line supervisors, who are closest to the frontline operators and are well familiar with them and their
operations, lead the activities.
Implementation Procedure Flowchart

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i. First-line Supervisor Submits Implementation Plan
The pilot Circle is organized, on a voluntary basis, by the first-line supervisor, who acts as its leader. He
formulates his implementation plan and submits this to the QC Circle Office.
ii. First-line Supervisor Asks for Volunteers

The first-line supervisor invites his people and explains, with the assistance of the facilitator assigned to his
department.
iii. Leader Registers the QC Circle
If there are at least four volunteers, the QC Circle leader organizes a Circle and formally registers it with the
QC Circle Office. When registering they are
often required to provide the following information, which must be decided on
by the Circle during its first meeting.
 QC Circle name  Members (with simple bio data)
 QC Circle logo  Facilitator
 QC Circle leader  Meeting schedule

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Self-check-1 The structure of KPT

1. What are the elements of KPT structure? (4 points)
2. How to get started the KPT structure? (5 points)

3. What are the key factors in the Preparation Stage KPT activities? (2points )
4. What are the roles of the QC Circle Steering Committee? (2 points)
5. Write down the basic functions of a QC Circle Office? (2points)
6. What are the basic functions of KPT leaders? (2points)

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Information sheet-2 Kaizen training plan
2. KAIZEN TRAINING PLAN
2.1 Kaizen training
Training is a planned procedure designed to improve the effectiveness of people at work.

Good training can be expensive, difficult to organize and time-consuming. Yet its benefits easily outweigh its
disadvantages.
Good training requires that real training needs have been correctly identified.
Good training also requires thorough and detailed planning and preparation.
This ensures that training is delivered in the right way, at the right time, to the right people.
Both training needs analysis and planning training are covered in detail in developing yourself and others in this
series. This session considers later stages in the training process:
2.2 Your role in the Kaizen training process
Some organizations employ full-time trainers to carry out training internally.
Others employ external training providers as and when they need them.
First line managers form a very valuable source of expertise, which can be used to replace or supplement the more
traditional trainer. Whatever your organization does, there will be times when you, as a first line manager, are
required to deliver Kaizen training. It is important, therefore, that you be aware of the different methods of
delivering training and be able to choose the most appropriate one. It is also important that you develop and
practice your delivery skills.
You would need to draw on a number of training methods in order to ensure that the new starters have absorbed all
the new knowledge and are able to take on their new roles quickly and efficiently.
2.3 Structure of Kaizen training session
Let us now review the essential elements of a successful kaizen training session. As you read through the
following description, you may like to make a note of the relevance of the points being made at each stage to the
kind of training sessions you have to manage or deliver.
A number of components go towards making a successful training session.
They are:
 Setting the section: Before any training begins, trainees need to understand what the training is
intended to achieve and where it will lead them. They will also need to establish a relationship with
you as the trainer.

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 . Introducing the subject: Once the overall purpose of the training has been established
and the participants have got to know each other, the members of your work team need to get
a general grasp of what they will be expected to learn.
 Explaining things in detail:The training session will now move on from an overview of the
course to a look at its constituent parts. This is the body of the training and will take up most of the
time.
 Summarizing: The detail is significant only while it has relevance to the whole structure.
 Practicing: Trainees need to get their hands on materials and equipment if they are learning a
practical skill. This will help them to feel what it’s like in a live environment.
 Checking skills and knowledge: It is essential to assess what has been learned. It is just as
important for the trainer as it is for a member of your work team to know how well thing s are
going.
 Setting the trainees to work: The period of formal training is followed by performing in
earnest, under close supervision.
 Following up: After the training is over make an effort to keep in contact and encourage members
of your work team to do the same.

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2.4 Designing and using visual aids

Any training session can be made more visual and thus more interesting by using visual aids. There are a
large number of aids available to you. In this section we have selected a few of the most commonly used
ones.
We will give you some more information on, and examine the uses of, the following:
 Overhead projectors  Flipcharts
 Overhead transparencies  Handouts
2.5 Kaizen Training methods
There are wide varieties of training method from which you can select. The method you select will depend
upon the subject and the preferences of your trainees. Ideally, a number of different methods should be used
within one session to ensure variety and to keep the trainees interested. Here are some of the most
commonly used training methods.
2.5.1 Demonstrations
The purpose of demonstrations is to pass on skills by imitation and practice.

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However, there is more to a good demonstration than just allowing a member of your work team to watch an
experienced worker carry out a task.
First you need to analyze the task by breaking it down into sub-tasks. This is more complicated than it
seems.
A good demonstration should include the following:
 A step-by-step demonstration of the sub-tasks;
 Some explanations from the trainer at important points;
 An opportunity both for the trainees and trainer to ask questions;
 An opportunity for the trainees to practice.
2.5.2 Presentations and discussions

Giving presentations is a common way of giving information to a group of people where the trainer
shares his or her knowledge and expertise and the group listens. The way to ensure a good presentation is to
make sure that you plan, prepare and Practice.
A discussion is an exchange of opinion and knowledge between the trainer and the trainees that generates
ideas and allows people to learn from each other. It differs from a social conversation in that it covers a
specific topic and has objectives.
2.5.3 Videos and DVDs
A large number of professionally produced videos are available on the market, covering a wide range of
topics. DVDs will also become increasingly available during the next few years. They both present
information in an entertaining way, often featuring well-known actors to help ensure that trainees remember
the messages given. Many contain short scenarios or case studies, which can be used as a basis for
discussion.
Self-check-2 Kaizen training plan
1. Describe how to make effective kaizen training? (15 points)
2. What is your role in the Kaizen training process? (4 points)
3. What is Kaizen training (3)
4. List down a number of components go towards making a successful training session (4 points)
5. Discuss briefly Kaizen Training methods,(4 points )

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Information sheet -3 Supervision capability
 SUPERVISION CAPABILITY
The key tasks of supervision capability are:
3.1 Working with the service user at arm’s length

Develop the ability to work with the perceptions and reactions of the supervisee forming much of the
content and keeping the service user focus at near your area.
The process of becoming a supervisor involves developing the ability to stand back from using one’s
own knowledge and skills with clients and instead to facilitate this transformative learning in the
supervisee. There are benefits for both supervisor and supervisee in this process
When the supervisor identifies the clear boundaries between his or her awareness of knowledge and the
supervisor’s role in assisting the supervisee to develop his or her own unique and separate professional
knowledge, the supervisor must consider the task of teaching and learning in supervision.
Most supervisors indicated that supervising increased their self-awareness and capacity to analyze
their own work, much of which had become automatic.
3.2 Knowledge for supervision practice
The acquisition of formal knowledge for professional practice is considered to be a prerequisite for expertise
and in supervision a new supervisor often calls upon his or her practice experience plus formal professional
or disciplinary knowledge.
Supervision comes from repeated instances of encountering problems for which routine solutions and
responses do not exist. Solving problems in professional life includes various phases of examining and
defining the problem, finding and implementing potential solutions, trying these in action and evaluating the
outcomes.
The professions vary in terms of their degree of focus on formal knowledge, the utilization of research
findings, critical inquiry and the extent to which theory forms part of the supervisory process.
3.3 Defining process and role
The third task facing a new supervisor is to distinguish between the process of supervision and the role of
the supervisor. In many organizational settings this is made difficult because of the blurring of clinical
supervision process and frontline management functions.
3.4 The management of authority and power
A major issue in the development of new supervisors, and our fourth key task, is the management of the
authority that comes with the role and power in its various forms.
Key to the effective and non-oppressive use of power and authority in supervision is the clear understanding
of the differences between the role of supervisor and the process of supervision. The supervisory role,

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whether or not it is embedded within line responsibility functions of an organization, is imbued with
authority and power.
Self-check-3 Supervision capability
Answer the following question.

1. Write down and describe the key tasks of supervision capability? (20 points)
Information sheet-4 Individual leadership capability
INDIVIDUAL LEADERSHIP CAPABILITY
4.1 Supporting and encouraging the individual
One of the best parts of belonging to a team is that you aren’t on your own.
In the best teams, each member can look to the others for assistance and encouragement. In particular, the
team leader is ready and able to provide help, guidance and support.
This has more to do with adopting a positive and sharing approach than with any kind of management
technique. You could ask yourself the following questions.
 Do I make myself available when team members need me? ‟
 Do I give recognition to individual effort and achievement? ‟
 Do I praise loudly and criticize quietly?‟
 Do I encourage everyone to make a full contribution to the team? ‟
4.2 Assigning tasks appropriate to the member’s abilities

When we talk about „assigning tasks that are appropriate to the team member’s abilities‟, we don’t mean:
 tasks that are too easy:
As easy tasks lead to boredom. Bored people make mistakes, and become frustrated through not being able
to use their full range of skills and abilities.
 tasks that are too difficult:
For people faced with tasks they can‟t manage become unhappy and lose confidence.
The ideal task will stretch an individual, and give a feeling of exhilaration and triumph when success has
been achieved.
Matching the tasks to be performed with the capabilities of each person may require a lot of time and
thought on the part of the leader. Even though perfect matching may seldom be realized, it shouldn‟t stop us
striving for the ideal.

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There are lots of ways of matching.

 If a task is too difficult for team member A, and too easy for team member
B, why not get them to work together? Next time, A may be able to manage it with less help. You will have
helped A develop, and given B training and supporting role, which can be challenging and interesting in
itself.
 You may find ways of making a task more demanding by, for example, setting higher targets of
quality, or reducing the permitted time for completion.
 You might discover ways of making a task less demanding by, for example, breaking it down into
smaller sub-tasks.
 Gaps between the abilities of individuals and the expertise required to finish a task, may be bridged
by training, either on or off the job
4.3 Making clear the job roles of the team members

As we will discuss later, role conflict and ambiguity is a common complaint, which can result in serious
problems.
„Who am I? Where do I fit in? What am I supposed to be doing? In which direction am I heading?‟ All
these questions will be asked by the team member who isn‟t clear about his or her role in the team.
(Unfortunately, such questions are not always asked explicitly or expressed out loud.)
Work not getting done is a common symptom of uncertainty over job roles.
When a task is apparently ignored or postponed without reason, the leader may have to make plain what
needs to be done, who should be doing it, and (if necessary) how, when and where it should be done.
4.4 Assessing performance
Assessment is typically a key task for a team leader. Try the next activity, to see how well you match
up at the moment.
The idea of getting the team to assess its own performance may be new to you. The purpose is to
encourage each person to assess his or her own performance and the performance of the team as a whole.
Here is a list of some suitable prompting questions.
 „Did you/we reach the task objectives?‟
 „If not, why not: what were the precise reasons for failure? What would you do differently
next time? Are the objectives themselves unrealistic?‟
 „If the task was successfully accomplished, what do you think you/we learned?
 What can we apply to other tasks? Should we set higher targets?‟
 How well did we work as a team?‟
 How could we do things better?‟
4.5 protecting the individual

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Individuals may need protection from other team members, from other teams, from outside interference –
or perhaps from themselves!
It’s easy to conjure up an image of a mother hen protecting her chicks, but this analogy is perhaps a little
off the mark. People at work are adults, and shouldn’t need much protection, most of the time.
However, some people and some occupations are more vulnerable to manipulation, bullying and other
forms of pressure than others. In an earlier activity, John Spicer gave an account of physical attacks on
staff. Social workers, teachers, police officers and those in other professions may be subject to such abuse,
and may have to depend on limited systems of security to protect them. Team leaders have to do what they
can to ensure that security measures are adequate for local conditions.
Forms of protection from other kinds of pressure may include:
 Clamping down on verbal abuse;
 Breaking up exclusive cliques;
 Defending team members against outside criticism;
 Encouraging more experienced members to give help and advice to those who are finding their feet.
The third responsibility of the team leader is towards the team as a whole.
Self-check-4 Individual leadership capability

Answer the following question.
1. How develop your individual leadership capability? (10 points)
2. How deliver activity assignment for each member’s when difficulty is happen? (5 points)
LO 4: Implement improved processes

Information Sheet-1 Promote continuous improvement

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1. PROMOTE CONTINUOUS IMPROVEMENT

This unit covers the key components to the continuous improvement of customer service and this involves
organizing changes in the way customer service is delivered over and over again. You need to identify
potential changes, think through their consequences and make them work. Above all, this Unit covers the
competence of organizing and seeing through change that is sustainable and is in the spirit of continuous
improvement in customer service.
Continual improvement requires the ability to understand the processes that impact on the objectives
of the organization; to measure process effectiveness and efficiency; and, to make changes to these
processes based on factual information and knowledge.
1.1 Continual improvement initiatives to succeed

For continual improvement initiatives to succeed, the following basic principles must
be in place.
 Sustained senior management leadership must be provided in terms of active attention, commitment
and support.
 The organization must be clear on the overall goals of the improvement programme.Continual
improvement initiatives should be an integrated part of the organization’s business plan.
 The benefits of improvements should be evaluated against the cost and resources used in their
development and implementation.
 Specific, measurable improvement objectives and targets should be set.
 A simple and practical methodical approach should be used.
 Improvements should be based on data and facts; and, on a belief that the status quo can (and
should) be challenged.
 All staff should be encouraged to be involved in continual improvement and, as necessary, provided
training on relevant strategies, tools, and techniques.
 Improvements to processes should be understood by those expected to implement the new or
modified processes.
1.2 Common encounters difficulties for continual improvement

When continual improvement is introduced into an organization, it is common to encounter
difficulties such as the following.
 Senior management fails to provide the necessary leadership by establishing sustained high-
level commitment and enthusiasm for the programme.

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 People regard the initiative of continual improvement as a passing phase and not a
permanent new approach.
 People tend to resist change by protecting existing boundaries and practices.
 Process mapping becomes a goal rather than a tool to use in working towards goals.
 Teams over-analyze problems rather than focusing on results-oriented solutions.
 Too much time is spent criticizing the current process.
 The organization underestimates the degree of radical improvements that are possible .
Knowledge and Understanding

To be competent at promoting continuous improvement you need to know and understand:
1. How service improvements in your area affect the balance between overall customer satisfaction,
the costs of providing service and regulatory requirements
2. How customer experience is influenced by the way service is delivered
3. How to collect, analyze and present customer feedback
4. How to make a business case to others to bring about change in the products or services you offer.
1.3 The Ultimate Goal of continuous improvement Strategy

Since kaizen deals with improvement, we must know which aspects of business activities need to be
improved most. And the answer to this question is quality, cost, and delivery (QCD). My previous
book, Kaizen:
The Key to Japan’s Competitive Success used the term quality, cost, and scheduling (QCS). Since
that time, QCD has replaced QCS as the commonly accepted terminology.
Quality refers not only to the quality of finished products or services but also to the quality of the
processes that go into those products or services.
Cost refers to the overall cost of designing, producing, selling, and servicing the product or service.
Delivery means delivering the requested volume on time. When the three conditions defined by the
term QCD are met, customers are satisfied.
QCDactivities bridge such functional and departmental lines as research and development,
engineering, production, sales, and after-sales service. Therefore, cross -functional collaborations are
necessary, as are collaborations with suppliers and dealers. It is top management’s responsibility to
review the current position of the company’s QCD in the market - place and to establish priorities
for its QCD improvement policy.
Self-check-1Promote continuous improvement system

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Answer the following question in the provide answer sheet.
1. What is continual improvement? (4 points)
2. List down Common encounter difficulties for continual improvement. (3 points)
3. What is the Ultimate Goal of continuous improvement Strategy? (3 points
Information sheet 2 Investigation and analysis on improved process
2. INVESTIGATION AND ANALYSIS IMPROVEMENT PROCESS TOOLS
Investigation and analysis of improved process using different tools

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The following improvement tools are available in the public domain. The list represents the tools commonly
used in process improvement. Staff participating in continual improvement projects should be trained in the
use of these tools as appropriate. There is a plethora of literature in the public domain that explains how to
use each tool. The tools should be selected for use to aid the activities described in each step of the process
improvement project. Some tools can be used at more than one step.
2.1 Affinity diagram
Affinity Diagram is a tool for looking at patterns and for grouping and summarizing ideas. It is also known
as the silent sorting technique, and is most commonly used at the end of a 'brainstorming' session where
many disparate thoughts have been collected.
2.2 Appreciative inquiry
Appreciative Inquiry (AI) is an increasingly popular proactive technique by which an organization’s

strengths and potential are identified through employee interviews focused on what is working well in a
particular area of the organization.
Considerations are then made concerning whether and how to transfer internal good practices and creative
ideas to other areas of that organization.
2.3 Benchmarking (internal and external)
The purpose of benchmarking is to improve our own performance. To do so, we must first understand our
own customers; our own processes; our own organizational structures; and, our own culture in which all
these things exist. It is with this knowledge that we are ready to seek to learn how others perform well. Once
we have learned how others do well, we can adapt what we have learned to improve how we perform.
Benchmarking itself provides us with a proven methodology for learning – learning about ourselves and
learning about others. Benchmarking is a methodical process involving careful research and an
understanding of our own processes, products and services. This process helps us to gain the information
needed to determine what needs to be improved; to obtain critical management support for improvement; to
identify those who perform well; and, to incorporate what we have learned to change our performance for
the better.
2.4 Brainstorming
Brainstorming is way of developing many creative possible solutions to a problem. It works by focusing on
a problem, and then coming up with very many radical solutions to it. Ideas should deliberately be as broad

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and odd as possible, and should be generated as fast as possible by all participants. During brainstorming
sessions there should be no criticism of ideas. Brainstorming is trying to open possibilities and break down
wrong assumptions about the limits of the problem
Barriers and aids analysis – This tool helps pinpoint the elements that are pushing for improvement (aids)
and those which are resisting the improvement (barriers). It is used to develop strategies to overcome the
barriers using the aids identified and also to help understand which aids might need to be sustained.
2.5 Bar charts
Bar Charts, like pie charts, are useful for comparing classes or groups of data. In bar charts, a class or group
can have a single category of data, or they can be broken down further into multiple categories for greater
depth of analysis
.
2.6 Cause and effect (Fishbone) diagrams
A cause and effect diagram is a picture composed of lines and words in a fishbone design to represent a
meaningful relationship between an effect (problem statement) and the potential causes in terms of people,
methods, machines, material, and environment.
2.7 Check sheets A check sheet is simply a form on which categories of information and the number of
occurrences of each category is collected systematically and recorded in a uniform manner to aid analysis.
2.8 Control charts A control chart or „run chart‟ is a moving picture of the variation of a process
achieved by plotting the key parameters of a process and plotting them over time. It is a graph that plots a
variable over a period of time making it easier to visualize what is happening in a process and helps detect
trends and shifts in the average level of a process. It can also be used to indicate when a process variable is
reaching a predetermined limit.
2.9 ‘Five whys’ This simple technique is used to identify the real issues behind a problem. An initial
question is asked and the question „why‟ is asked following the initial response and the four subsequent
responses.
2.10 Flow chart (Process map) A process flowchart is a map of a process that is simply a graphical
way of representing the process flows and activities through a process using common symbols. It is used to
document processes and helps analyze and standardize a process and plan improvements. It is a
communication tool to aid understanding of the process.

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2.11 Failure mode and effects analysis (FMEA) Is a systematic approach that identifies potential
failure modes in a system, product, or manufacturing / assembly operation caused by design or manufacturing /
assembly process deficiencies? It also identifies critical or significant design or process characteristics that require
special controls to prevent or detect failure modes. FMEA is a tool used to prevent problems from occurring.
2.12 Gap analysis Gap analysis provides a detailed breakdown of both the qualitative and quantitative
aspects of the difference between „what is‟ and „what is desired‟. Such analyses are also sometimes used to
reflect how much a given organization’s performance differs from that of its competitors or from the
organization’s own vision.
2.13 Gantt project timeline charts The Gantt chart offers a graphic display of activity durations
illustrating time lines for proposals and projects. Sometimes referred to as a „bar chart‟, it lists activities and
other tabular information on the left side. Activity durations are shown in the form of horizontal bars on the
right side of the chart, with time intervals over the bars.
2.14 Lean manufacturing Lean manufacturing is a technique focused on removing waste from
processes and systems of processes. It is based on the principle that you only do what you need to do to
meet customer requirements; throughput times are kept very short; work in progress is minimized; and,
there is little queuing between stages.
2.15 Matrices There is many types of matrices. Typically, they are simple graphical frameworks or
charts used to help organize and identify what to work on by insertion of relevant data in labeled cells and
then weighting activities or proposals using rating scales tied to particular criteria (e.g. impact on the
business, value for money, ease of implementation, and impact on regulatory requirements). Matrices aid
comparisons that focus on key factors.
2.16 Mind mapping The „Mind Map‟ is an expression of „Radiant Thinking‟; and is, therefore, a
natural function of the human mind. It is a powerful graphic technique that provides a universal key to
unlocking the potential of the brain. The „Mind Map‟ can be applied where improved learning and clearer
thinking will enhance human performance. The „Mind Map‟ has four essential characteristics:
2.17 PDCA the „Plan-Do-Check-Act‟ cycle is the foundation for continual improvement and can be
applied to the development or improvement of any process. „Plan‟ represents the need to think through
exactly what you are going to do before you do it. „Do‟ represents the undertaking of the activity that has
been planned and to ensure that it happens as planned.
„Check‟ represents the need to review the results and impact of the activity in an objective and analytical
manner. „Act‟ represents the need to make changes to future plans in order to incorporate the learning from
'Check'.

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2.18 SWOT Analysis An effective method of identifying the Strengths and Weaknesses of a process and to
examine the Opportunities and Threats presented thereby. Carrying out such analyses is often illuminating – both in
terms of pointing out what needs to be done and in putting problems into perspective.
2.19 IDEF3 methodology IDEF3 model was created specifically to model process. It enables an expert
to communicate the process flow of the system by defining a sequence of activities and the relationship with
them.
1) IDEF3 diagram IDEF3 diagram has two component that is box (represent function) and arrow (represent
interface).
Control
Activity
Inputs Output
Mechanism
Fig 1: IDEF3 diagram
Components of IDEF3 model

IDEF3 has two basic components each are crossed referenced to build IDEF3 diagram.
I. Object- state transition network description
II. Process flow description is made up of
A. activities e.g. assemble parts, perform inspection, evaluate proposal
B. Links relationship between activities. There are three types of links
1. Precedence links a simple temporary precedence between activities
2. Relation links high light the existence of relationship between two or more activities not temporary
constraint is employed
3. Object flow links provides a mechanism for capturing objects related constraints

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The logical connectors (junctions) used for activities are classified as and (&), or (O) and exclusive or (X)
as shown in the figure below
& Synchronous All inputs/outputs have to happen at the same time.

AND connector
O Synchronous Any combination inputs/outputs can happen at the same time.
OR connector
X Exclusive Exactly one of the inputs/outputs happens.

OR connector
& Asynchronous All inputs/outputs happen asynchronous.

AND connector
O Asynchronous Any combination inputs/outputs happen asynchronously.

AND connector
Fig: logical connectors (junctions) used for activities in IDEF3 diagrams
Inputs and out puts that happens at same time are linked with synchronous logical connectors, while
asynchronous connector represent inputs or out puts occurring at different time.
Self-check-3
Answer the following question on provided answer sheet.
1. What is affinity diagram? (3 points)
2. What is appreciative inquiry? (4 points)
3. What is failure mode analysis? (4 points)
4. Define mind mapping? (3points)
5. What is a matrix? (2 points)
6. How to make IDEF3 model? (5 points)
Information sheet-3 Implementation of improved process

3. IMPLEMENTATION OF IMPROVED PROCESS

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The Steps of process improvement

2.1 Process improvement is identified
The scope of the process to be improved should also be agreed to by the KPT team leader and the KPT team
sponsor. In some cases, the scope of the process improvement project may be limited to a part of a current
process rather than including the entire process.
Therefore, it is necessary to define the scope of the process to be improved; the customer of the process who
is influenced by process improvement; and, who uses the output of the process. The terms of reference for
the process improvement project team should be developed and agreed upon by both the KPT team leader
and the KPT team sponsor. A high-level map of the process may help with understanding the scope of the
process improvement project.
2.2 Capture the performance of the current process
The team should produce a more detailed map of the „as-is‟ process to facilitate an accurate understanding
of the current process.
The process improvement project team should collect data on the current performance of the process to be
improved. This enables the team to quantify the performance of the process from various viewpoints and to
develop a problem statement. It is necessary to understand the current effectiveness of the process to
identify potential improvements. It is important that the team seek out the views of the customers and
suppliers of the process regarding process and product/service performance.
An early step should include analysis of the work within each process to determine its value to the
organization. The work within a process can be categorized as follows:
 Value-adding
 Non-value-adding.
Value-adding work Value adding work produces or delivers a service or product for which a
customer in some form or other is prepared to pay. A sequence of value-adding processes is often referred to
as the value chain.
Non-value-adding work Non-value adding work is work for which the customer normally does not want to
pay (but may have to due to organizational or regulatory requirements). In the course of the analysis, the work in
question may be deemed „necessary‟ or „unnecessary‟. The type of work should be minimized and the latter type of
work should be eliminated.
Definition of process waste
Process waste can be illustrated by the following examples:
Defects (faulty products, rejects, reworks)
Overproduction (producing more than customers want)
Over-processing (providing greater quality than customers want to pay for)

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Transportation (movement of raw materials, work in progress, or product)

Inventory (warehousing, checking, financing)
Motion (movement of people, machine or documents not adding value to the product)
Waiting (time lost by people, machines, or items between steps in the process).
Definition of process variability

Variability in process performance and, hence, in process output reflected in product quality, can arise from
the process itself (including unclear expectations and inadequate procedures); from inputs to the process;
and, from other „up-stream‟ conditions. The inherent variations in the characteristics of a number of process
inputs may combine to make reliable control of the process output impossible to meet. Generalized sources
of variability include:
 People
 Material  Technology and equipment
 Methods  Environment
 Measurement
2.3 Quantify and prioritize the process improvement possibilities

Data is gathered to identify opportunities, quantify problems, measure results and provide information to
enable situational and trending analyses to be carried out using tools and techniques appropriate to the
improvement initiative. For opportunities to spread „good practices‟ and investigate the feasibility of
creative and innovative ideas, it is important to determine the necessary and sufficient conditions for the
practice or new idea to „take root‟ and flourish. For performance problems, it is essential to understand the
true causes of the problem to ensure that adequate interventions and improvement options are identified.
There may be some organizational performance indicators in place to enable the overall impact of the
improvements to be determined (old process vs. new process). It is important that the process improvement
project team conducts the right amount of analysis to understand the situation. (For instance, it must be
recognized that practices that succeed in one environment may well not produce similar results in different
environments; and, it is rare indeed for a given problem to have only a single „root cause‟.) Since analyzing
a situation is usually easier than developing viable forward-paths, teams tend to spend a lot of time on
analyses that are of little or no value.
KPT team should define measurable criteria for success for each improvement and determine a clear,
quantifiable project statement. Project statements should:
Avoid causal terminology (e.g. „due to‟, „lack of‟, „insufficient‟);
 Include quantification (e.g. time, money, hours, events, occurrences, dose rates);
 Link to at least one existing process; and,
 Exclude proposed solution options.

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 Examples of poor problem statements:

 Reactor disassembly wastes time due to insufficient training. (not quantified, implies cause)
 Implementing a new work control programmer will reduce work order backlog. (not quantified,
implies solution)
2.4 Identify improvement options

In this step, the KPT team identifies options to correct true causes of process problems or to seize
improvement opportunities. The process improvement team should develop potential improvement options
that:
 Meet the goals set;
 Attack verified true causes or focus on particular aspects of good practices or ideas;
 Meet customer requirements;
 Deliver value to the organization; and,
 Take into account any constraints such as regulatory requirements.
A record should be kept of the analysis of all potential options so that options considered but rejected can be
understood if the process is revisited. Action words should be used to define improvement options similar to
the following examples.
 Eliminate a task that is no longer needed such as preventative maintenance on obsolete installed
equipment.
 Reduce surveillance time by using performance history to extend frequencies.
 Transfer tasks to more cost-effective employees.
 Change working hours from five days to four days.
 Combine tasks into one evolution such as valve and actuator motor maintenance.
 Rearrange work to better fit scheduled resources.
 Simplify the method used for fire protection equipment inspections.
For improvement options, SMART objectives [6] should be established to make sure there is sufficient
clarity. Accountability for the accomplishment of KPT team objectives should be assigned in conjunction
with t line managers. (The KPT team sponsor can be particularly helpful at this point in the process.) These
objectives will be monitored and measured as the improvement project proceeds. SMART objectives are:
o Specific target outcomes
o Measurable in terms of success
o Achievable in that they can be implemented and there are sufficient time and resources

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o Relevant to the vision, goals and business plan of the organization

o Timely in that it is known when the objective should happen.
Where appropriate, consideration should be given to developing partnerships with other organizations to
generate improvement opportunities and to establish processes that cut across organizational boundaries
more effectively.
2.5 Map the improved process
This publication does not seek to set down any protocol or definition of process maps as they can vary from
organization to organization. Teams should endeavor to identify ideal processes but they need to recognize
that there may be some constraints preventing immediate adoption of seemingly ideal situations. In this
case, implementation should focus on an improved process that makes significant progress towards the
ideal. This leaves the team with an option to return later to make further improvements. The team should
map improved processes so that the changes can be easily identified when compared to the current process.
Mapping of the improved processes can take place in an earlier step if it is more logical to do so.
2.6 Plan the implementation of the improved process
At this step, the implementation of the improved process should be fully planned and resourced using
different techniques to manage each improvement. At this stage the need for a pilot or trial for each
improvement. Development of a documented project plan enables challenges to the proposed project to be
made. The rigor and extent of project management, risk, and communication planning will depend on the
scale and scope of the KPT team. Each major activity of the project plan should be identified and then
broken down into tasks and responsibilities with any dependencies between tasks identified. Each activity
should be scheduled into a timeline and sequenced in a logical manner (sometimes referred to as a critical
path network). Once the activities are logically set out, it is possible to analyze and identify areas or
timelines where delays may be introduced. The skills and resources (equipment, people, and money)
necessary to implement the improvement should be identified in the plan and sought from those controlling
the resources. The plan should also identify any training needs for the improved process. An effective
communication plan that includes both formal and informal communications should be developed for each
process improvement. Different types of communication may be required for the different groups affected
by the improvement. All messages should be carefully coordinated to assure that the right people hear the
right information at the right level of detail at the right time and before they find out by hearsay or gossip.
The team should also strive to identify all the risks associated with implementation and develop a risk
management plan including risk assessment/mitigation activities for each improvement. These risks can
come from various sources
2.7 Formalize and implement the improved process
The improved process should be fully implemented only after all supporting documentation has been
formalized and is in place. Process changes may be formalized in documents such as procedures, policies,
work orders, training programs, and guidelines.

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The improved process should be given to the process owner for implementation. The process owner should
ensure that staff are competent; understand the improved process; and, support the implementation. In
addition to pilot projects as mentioned earlier in this publication, organizations should strongly consider the
merits of running both old and new processes in parallel until the new one is proven to be acceptable.
2.8 Monitor and measure implementation
It is essential to monitor and review the implementation of process improvements using the previously
identified performance measures to demonstrate successful implementation. A common problem is that a lot
of time and effort is expended to conduct analysis and identification of the improvement. However,
inadequate attention is often paid to ensure that implementation is fully effective and to ensure that all the
projected benefits are achieved. It may be necessary to conduct assessments (self and independent) of the
improved process as a form of monitoring.
The SMART measures for each improvement that were identified earlier should be monitored to ensure that
the targets are achieved. It is important to measure actual results and to compare them to expected results.
Checks should also be carried out to ensure that the goals and objectives contained in the terms of reference
have been realized.
Trending data for adverse and positive trends resulting from the implementation of the improvement is
necessary to monitor process improvements and to ensure that there is a positive rather than a detrimental
effect on the organization’s high-level performance indicators. If a detrimental effect is observed, then
implementation should be reconsidered. This may result in repeating steps of the process.
2.9 Identify lessons-learned from the improvement
The lessons-learned from implementing each process improvement project should be examined and
analyzed to identify problems/difficulties/successes so that the lessons-learned can be utilized to ensure the
success of other process improvements
projects. The learning can be applied by capturing the improvements in revised documents or by replication.
This is intended to ensure that learning is used to improve the continual improvement programme and the
process improvement methodology adopted by the organization.
At this step, it is also relevant to identify any other potential improvements that could be made to the
improved process. This is particularly relevant where the improvement that has just been implemented has
only been applied to a small part of an overall process. The new improvement opportunity should go
through all of the steps in process improvement. Also, it should be acknowledged that an improved process
could in time be the subject of further continual improvement. For example, the planning aspects of an
Outage Management Process could be improved; and, then – at a later date – isolation scheduling could be
the subject of a further improvement
2.10 Formally close each improvement process
One way to reduce management workload is to ensure that each process improvement project is formally
closed down when it has been fully implemented and the lessons-learned have been applied. Process
improvement projects should be formally closed to demonstrate to staff that the improved process is now

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part of normal operations. The process improvement project team leader of each project will require
excellent interpersonal skills to ensure a fair and smooth reassignment of project personnel to new tasks or
back into the line.
The KPT leader should:
 Appraise team members of their performance
 Celebrate success of the project (or explain disappointments or surprises)
 Reward and recognize team members in a manner that they want to be rewarded
 Ensure that each team member has been reassigned
 Produce and agree to a final project report to be signed off by the sponsor
 Communicate completion to the organization
 Finalize the housekeeping such as filing, invoices, records, release of assets, etc.
 Ensure any follow-up actions or assessments are implemented.
Self-check-3 IMPLEMENTATION OF IMPROVED PROCESS

Answer the following question on provide answer sheet.
1. What are The Steps of process improvement? (3 points)
2. What are process categorizes of work? (2 points)
3. Define process waste. (3 points)
4. Define process variability. (4 points)
5. How to Identify improvement options. (3 points
LO 5: Establish direction & Control

Information Sheet-1 System Audit tools
1. SYSTEM AUDIT TOOLS

1.1 5S audit
5S Audit Tool:
• Using the same Chart for the 5S Audit Rating Chart & 5S Levels of Achievement Chart
• Filled out automatically & Color code the chart
Level of 5S achievement

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 The 5S Levels of Achievement are connected with the 5S Audit Tool

 There are only “two” levels of achievement for the first 3S‟s (Sort, Store, & Shine). Standardize has
3 levels and Sustain has 4 levels of achievement.
5S Audit Form: Sort, Store, Shine
The expectation is to get to Level 3 or Level 4 (Green Area)
5S Audit Schedule Example

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1.2 Patrol system

a. Top management Patrol
Must
 Check Up the activities Comprehensively
 Give emphasis on sustaining of the activity
 consider committees feedback
Making a round tour of workplace
b. 5S Committee members and Promotion office Patrol

Must
Evaluate “5S Check List”

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Record problems on”5S check findings”

Tack picture of 5S problems
c. Mutual patrol
Check mutually among 5S groups.
d. Self-patrol
5S leader and members check the results of activity by themselves.
e. Checklist patrol
Point out the problems by themselves at site as well as evaluate the results and encourage
members to urge KAIZEN.
f. Camera patrol
Visibly highlight the problems and progress of the activity using photographs.
1.3 Kaizen board (visual management board)
Visual boards show team successes and provide communication without the need for every team member to
be present. A visual management system normally consists of some type of large whiteboard that has key
points, which are important to each team member. Common visual boards consist of the following points:
 Each person writes down three key items that they are working on and what their holdup is
 Recognition of a key associate
 Capital spending box
 Reminders
 Calendar reference
 Meeting time
 Overdue action items
It is important to meet once a week at the same time to review the visual management board. Each person is
accountable for their box and should fill it out prior to the meeting.
Utilizing different colors for certain topics, such as pink for important items, helps people to visually
separate items. Suggestions from the visual management boards should be used, because the board should
always be changing and improving. It is also important to remember that people react to colors, shapes, and
so forth, so these should be utilized.
Any types of measurements that can be seen visually are also key indicators of whether or not a process is
performing well.

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The purpose of these visual controls is to show what’s right, what’s wrong, what’s complete, where the path
going forward should be, what step to take next, who to see, and common standard operating techniques
(Figure 11.31). These techniques tell us at a glance how things are going, and instantaneously points out
imperfections or abnormal conditions. Visual techniques will enhance performance to the next level
improving office and factory performances.
Visual Control in an Office
Typical example of Kaizen board
1.4 Key performance indicators (KPIs)

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 KPI provides the most important performance information that enables organizations or their
stakeholders to understand whether the organization is on track toward its stated objectives or not.
 Help organizations understand how well they are performing in relation to their strategic goals and
objectives
 Serve to reduce the complex nature of organizational performance to a small, manageable number of
key indicators that provide evidence that can in turn assist decision making and ultimately improve
performance.
Implementing and Using KPIs Effectively
1. Creating good key performance questions (KPQs)
If you are ever tempted to collect and distribute information in your organization first ask yourself, „What
is the KPQ I am trying to answer with this data?‟ If the data does answer relevant questions then send it
out and make sure you also circulate the KPQs to help put the information in context for the recipient .
Examples of KPQs
 To what degree are our customers likely to recommend us to others?
 To what extent are we growing profit margins among our new customers?
 How well do we facilitate innovation in our culture?
 To what extent are we raising customer lifetime value?
 How engaged are ouremployees
 To what extent do our project teams trust each other?

2. Deciding on the Right KPIs
Your ideal KPIs will consist of a customized suite of indicators that deliver exactly the information you
need but no more. That means KPIs that help you and your team to make better decisions, improve
performance and guide strategy.
I’ll explain the process below and then provide an example so you can appreciate its usefulness in action .
3. Deciding on How to Collect the Data
Once you have identified suitable KPIs and applied the decision-making framework to ensure they
are the right KPIs for your needs, you need to decide how you will collect the data.
Deciding how to extract actionable insights and knowledge depends on your answers to
Three interdependent questions:
1. What data do you need to meet your information needs?
2. Does the data exist in the right format?
3. If you have not got the data in the right format then what is the best way to obtain that data?

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You need to ensure that you collect the right data and the right quality of data so that you can answer you
KPQs accurately. An effective data-driven strategy is built on your ability to collect, analyze, and turn data
into meaningful information and insights. Poor quality or inappropriate data will compromise your ability
to makeImportant decisions, implement the right strategies for your business and improve performance .
4. Finalizing Your KPIs: Applying the KPI Design
Template
To help you design your KPIs I’ve developed a KPI design template. Ideally you should use this in
conjunction with the KPI decision framework described earlier. The template helps you to eradicate the
ambiguity, ambivalence, and inconsistency that can so often creep into data collection and KPI reporting.
If your KPIs are to become the basis for strategic execution, growth, learning and evidence based decision-
making everyone must understand what the KPIs mean, why they are needed, how reliable they are, where
the data comes from, how it’s collected while also identifying the KPI targets.
Use this design template to develop completely new KPIs that deliver the answers you need or improve the
effectiveness of your existing
SAMPLE OF KPI Design Template

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Self-check-1 aizen management system
Answer the following question on provided answer sheet.

1. What are the functions of top management during Patrol? (6 points)
2. What are the functions 5S Committee members and Promotion office Patrol? (6 points)
3. What is kaizen board (visual management board) describing by using the different corners? ( 2 points)
4. What is the aim of kaizen strategy? (1 point)
Information sheet-2 Policy deployment

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2. POLICY DEPLOYMENT
Although kaizen strategy aims at making improvements, its impact may be limited if everybody is engaged in
kaizen for kaizen’s sake without any aim.
Management should establish clear targets to guide everyone and make certain to provide leadership for all kaizen
activities directed toward achieving the targets. Real kaizen strategy at work requires closely supervised
implementation. This process is called Policy Deployment.
First, top management must devise a long- term strategy, broken down into medium- term and annual strategies.
Top management must have a plan-to-deploy strategy, passing it down through subsequent levels of management
until it reaches the shop floor. As the strategy cascades down to the lower echelons, the plan should include
increasingly specific action plans and activities. For instance, a policy statement along the lines of “We must
reduce our cost by 10 percent to stay competitive” may be translated on the shop floor to such activities as
increasing productivity, reducing inventory and rejects, and improving line configurations.
Kaizen without a target would resemble a trip without a destination.
Kaizen is most effective when everybody works to achieve a target, and management should set that target.
Self-check-2 Policy deployment
Answer the following question in the provided answer sheet.

1. What is policy deployment? (5 points )
2. Which parties are included in policy deployment strategy? (5 points )
Information sheet -3 A3 PERFORMANCE CONTROL
3. A3 PERFORMANCE CONTROL

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The A3 report was developed as a decision-making tool in the 1980s by Toyota Motor Corporation. It refers
to a European paper size that is used to encompass various pieces of important information on a single page.
The A3 document provides a structure and a consistent format for communications and problem-solving
methods. Many companies use the A3 report when planning improvements to processes. Traditionally A3
reports were used to document and show the results from the PDCA (Plan-Do-Check-Act) cycle on a single
page. The A3 format is now commonly used as the template for three types of reports:
 Proposals
 Status
 Problem-solving
Benefits of using A3 Reports

Organizations and Process Improvement Teams use A3 Reports to:
 Provide a logical thinking process
 Clearly present known information objectively
 Focus on and share critical information
 Align efforts with strategy/objectives
 Provide a consistent approach throughout the organization
 Provide a powerful problem-solving process
How to Create an A3 Report

Following are the steps to take when creating an A3 Report:
1. Identify the problem or need.
2. Understand the current situation/state.
3. Develop the goal statement or target state.
4. Perform root cause analysis.
5. Brainstorm/determine countermeasures.
6. Create a countermeasures implementation plan.
7. Check results and confirm the effect.
8. Update standardwork.

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FIGURE: A3 Report
Self-check-3 A3 PERFORMANCE CONTROL
Answer the following question on provided answer sheet
1. Explain what it means by A3 performance control? (2 points)

2. List the benefits of using A3 reports? (5 points)
3. How to create an A3 report? (8 points)
Information sheet -4 ADVANCED HR PRACTICES

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4. ADVANCED HR PRACTICES
HR is concerned with the management and development of people in organizations. They are involved in
the development and implementation of HR strategies and policies and some or all of the following people
management activities: organization development, human resource planning, talent management, knowledge
management, recruitment and selection, learning and development, reward management, employee
relations, health and safety, welfare, HR administration, fulfillment of statutory requirements, equal
opportunity and diversity issues, and any other matters related to the employment relationship.
1. Improve the Recruit
The human resources function can help the organization develop the capability to weather the changes that
will continue to be part of the organizational landscape. It can help with the ongoing learning processes
required to assess the impact of change and enable the organization to make corrections and enhancements
to the changes. It can help the organization develop a new psychological contract and ways to give
employees a stake in the changes that are occurring and in the performance of the organization.
2. Train employee
A critical component of retention and motivation is an effective orientation program. New employees very
often find the start of a new position a trying experience. There is much they don‟t know about the job tasks
and responsibilities, the company and its operations, the organization and reporting structure, the operational
rules and procedures they should follow and what they are expected to do and not to do.
All new employees want to be successful, and we as employers want them to succeed. A new hire
orientation program must be planned and implemented carefully to ensure that success. This program
already began with the employment interview when we provided an explanation of the job, salary, benefits
and other terms of employment
Self-check-4 ADVANCED HR PRACTICES
Answer the following question on provided answer sheet

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1. How make recruits HR practice? (3points)

2. How train HR practices? (4points)
3. How make compensate HR practice? (8points)
LIST OF REFERENCE MATERIALS
No No Name books Author Remarks

1 QC CIRCLES (LEADERS‟S GUIDEBOOK FOR LEVEL JUSE press. LTD
IDENTIFICATION

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2 KAIZEN (THE KEY TO JAPAN‟S COMPETITIVE MAASAKI

SUCCESS)
3 QC PRACTICES TAKANORI
YONEYAMA
4 QC STORY LINE TADASHI
SUGIURA
5 FUNDAMENTALS OF QC CIRCLES JUSE Press, LTD
6 KAIZEN NATIONAL MOVEMENT JICA
7 KAIZEN BEST PRACTICES OF QC CIRCLES JICA

8 KAIZEN MANUAL (APP) EKI
9 KAIZEN MANUAL (THEORY) EKI
10 HOW OPERATE QC CIRCLES JUSE
11 BASICS OF IE
12 HAND BOOK FOR TQM AND QCC (VOL I & II) 1999
13 SAFETY MANUAL AND GUIDE
14 INSTITUTE OF LEADERSHIP & MANAGEMENT Fourth edition
15 BEST PRACTICE IN PROFESSIONAL ALLYSON DAVYS

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Institution Name Document No.

ወ/ሮ ስህንቴክኒክናሙያኮሌጅ OF/WSPC /263-01

Department: Information and Telecommunication Technology Sector_

TVET –Program Title: Database Administration _ Level:IV &V Year: 3

Course /Module Title:Manage Continuous Improvement Process (KAIZEN)

Ac. Year: 2016 Eth.C.

Nominal Duration: 30 hrs Hours: Periods / Week: Semester:

Course / Module Code: EIS DBA4 16 0811 Program: (Reg/Ext) Ext

Name of the Trainer:

Course / Module Description

Leaning Outcomes (Objectives):

At eh end of the course / Module, the trainee will able to:

Course / Module Assessment Methods:

 Refer to the respective session plan for this module

Database Administration level IV Date: Oct 2023

LO 1: Diagnose the current status

1.2 Recognizing problems

Database Administration level IV Date: Oct 2023

1.3 Identifying the Problem

1. What happened or will happen?

Database Administration level IV Date: Oct 2023

Self-check -1 Diagnose the current status

1. How to analyze internal and external environment? (3 points)

2. How to breakdown problems? And explain using example? (5 points)

Database Administration level IV Date: Oct 2023

LO 2: Design an effective continuous improvement process

Information Sheet-1 Kaizen management system

1. KAIZEN MANAGEMENT SYSTEM

Database Administration level IV Date: Oct 2023

Database Administration level IV Date: Oct 2023

Database Administration level IV Date: Oct 2023

Database Administration level IV Date: Oct 2023

 They must be trained to build competence where required.

 Value - specify what creates value from the customer’s perspective.

Database Administration level IV Date: Oct 2023

 An activity that does not add value is considered to be waste.

KMS Model (Temple)

Database Administration level IV Date: Oct 2023

2.1.2 Gemba Kaizen Workshops

Database Administration level IV Date: Oct 2023

Self-check-1 Kaizen management system model (KMS temple)

Answer the following question in provided answer sheet.

Information Sheet-2 Effective kaizen tools

EFFECTIVE KAIZEN TOOLS

2. 5S (a visual workplace management)

Database Administration level IV Date: Oct 2023

2.2 7QC tools

v. Scatter diagram: - A scatter diagram examines the relationship

Database Administration level IV Date: Oct 2023

iii. Implementation of continuous improvement

Database Administration level IV Date: Oct 2023

2.5 Process Mapping

Figure shows Fishbone diagram

Database Administration level IV Date: Oct 2023

Figure show symbol of process mapping

Database Administration level IV Date: Oct 2023

Database Administration level IV Date: Oct 2023

 Errors are prevented from happening

Database Administration level IV Date: Oct 2023