Continuous Process Improvement

Continuous: Going on or extending without interruption

What is CPI or break, unbroken, connected.
Process : A particular method of doing something,
generally involving a number of steps or operations
Improvement: An increase in value or in excellence of
quality or condition

CPI is a proven prevention and improvement system

Built on 4 basic principles:
- Continuous improvement must be a way of life
- Problems must be prevented rather than reacted to
- Result must be measureable and directly related to
business plans and goals
- Team ownership of a process is essential
“CPI is a tool to resolve problem, and gain
excellence, used by a team or even only a
person”
Examples
- Reduce scrap and rework
- Reduce cycle time
- Reduce waste
- Reduce inventory
- Provide significant short term return on investment
- Introduce long term profit and productivity gains
- Identify and eliminate non-value-adding, nonessential work from
processes
- Improve and polish processes worked with daily
TEAM VALUES

CPI

PROBLEM
SOLVING
TECHNIQUE
 TEAM
Team members:
Most important aspects to build a -Sponsoring manager (leading, support, get
team: resource for the team)
-list of quality people -Coach-in-training (support growth, agent of
-Friendly, Trusting, Supportive change)
environment
-natural team member

Why? Because with these aspects -natural team member

they will develop new skills or and -natural team member
even develop skills that they have
-Ad-hoc member (provide resources from
rapidly
outside)
-Ad-hoc member
Another criteria: Ownership (ownership test was devised after many years of
experiencing success and failure) ability:
-responsibility to do the job
-authority to make a decisions
-skills to meet the challenge
-accountability to complete the task according to plan and schedule
-recognition of what the team has and plans to do
 VALUES
Ground rules to learn to become a better team:
1. Be open
2. Be supportive and non critical
3. Be positive
4. Be willing to share your thoughts and
feelings
5. No finger pointing
6. KISS (keep straightforward and simple)
7. Have fun
- The iceberg phenomenon (invisible effect)
Iceberg ratio: indirect cost/direct cost
Direct – direct in management reports

Indirect – Excess inventory, engineering buy-offs, material review

boards (MRBs), preparation of rework procedures, material
handling/expediting, replanning, engineering changes, excess
capacity, marketing concessions, lost future orders

- The rule of tens , one mutiplied effect of a step

Design efforts = $100
Production cost = $1000
Assembly/test cost = $10000
Field cost = $100000
 Problem solving technique
Judgemental – when there is no data – Where to begin
Analytical – When there is data – to verify
1. Brainstorming - judgemental tool to generate ideas – the unrestrained
offering of ideas or suggestions by all members of a conference to seek
solutions to problems
4 pertanyaan yg boleh:
-What, Where, When , How much

2 pertanyaan yg tidak boleh:

-why, who
2.Storyboarding – a technique used to organize logically and display visually a
plan to solve a problem
Facilitator: Leader who organize the discussion
Pinner: one who puts the cards to board
Writers: recorder on cards then handed to the pinner for display
Timer: Keep meeting on schedule

How does the session work:

-Focus on the problem – goal (benefits for customers, business and the team)
Pareto analysis
80% of the problem is often caused by only 20% of the
contributors

Example:
Electronics – 46%
Pre – assembly - 24%
Harness – 9%
Final – assembly – 8%
Machine – 7%
Transponder – 4%
Plate, alodine – 2%
Organization % Defects
Jan Feb Mar Apr May
Engineering 12 14 10 13 13
Harness area 8 5 6 7 5
Electronic shop 30 35 28 32 35
Machine/sheet metal 15 10 12 12 14
shop
Planinng 1 2 1 3 1
Vendor/subcontractor 6 6 5 4 5
Preassembly shop 18 20 26 21 24
Inspection 10 8 12 8 3
Total 100 100 100 100 100

After that we should perform second pareto analysis based on cost

*make the diaragm for each analysis, and from maksimal number to minimal
 Nine block
Impact of implementation
H M L

L
 Cause and effect analysis/structure tree
Cause “A” Cause

Cause “B”
Materials 3%

Problem or Machines 7%
Cause “C”
Effect
Cause Manpower 8%

Measurements 2%
Cause “D”
Methods 80%

Cause “E” Cause

Developing structure tree by 5M

Materials 3%

Machines 7%

Cause Manpower 8%

Measurements 2%
Planning 20%
Methods 80%
Engineering Instructions 5%

Missing drawings 55%

 Ishikawa Diagram
Methods Manpower

Problem statement

Measurements Machines Materials