Vijaykumar

correction, corrective and preventive action ISO DEFINITION OF CORRECTION: A CORRECTION IS ANY ACTION THAT IS TAKEN TO ELIMINATE A NONCONFORMITY. CORRECTION IS LIKE FIRST-AID, ITS THE INSTANT ACTION THAT IS TAKEN TO CORRECT THE NONCONFORMITY OR TO REDUCE THE IMPACT NONCONFORMITY THAT HAS OCCURRED. ISO DEFINITION OF CORRECTIVE ACTION:CORRECTIVE ACTIONS ARE STEPS THAT ARE TAKEN TO REMOVE THE CAUSES OF AN EXISTING NONCONFORMITY OR UNDESIRABLE SITUATION. CORRECTIVE ACTION WILL TARGET THE ROOT CAUSE SO THAT THE NON-CONFORMITY OR UNDESIRABLE SITUATION DO NOT RE-OCCUR. CORRECTIVE ACTION CAN BE CONSIDERED AS A ‘PROBLEM SOLVING’. ISO DEFINITION OF PREVENTIVE ACTION:PREVENTIVE ACTIONS ARE STEPS THAT ARE TAKEN TO REMOVE THE CAUSES OF POTENTIAL NONCONFORMITIES OR POTENTIAL SITUATIONS THAT ARE UNDESIRABLE. PREVENTIVE ACTION IS LIKE FAILURE MODE EFFECT ANALYSIS (FMEA) OR RISK MANAGEMENT. WHERE THE NON-CONFORMITY OR UNDESIRABLE SITUATION HAVE NOT ACTUALLY OCCURRED. WE NEED TO ANTICIPATE THE CORRECTION: REPAIR, REWORK, OR ADJUSTMENT AND RELATES TO THE CORRECTION: REPAIR, REWORK, OR ADJUSTMENT AND RELATES TO THE DISPOSITION OF AN EXISTING NONCONFORMITY. CORRECTIVE ACTION: THE ACTION TAKEN TO ELIMINATE THE CAUSES OF AN EXISTING NONCONFORMITY, DEFECT OR OTHER UNDESIRABLE SITUATION IN ORDER TO PREVENT RECURRENCE. PREVENTIVE ACTION TAKEN TO ELIMINATE THE CAUSE OF A POTENTIAL NONCONFORMITY, DEFECT, OR OTHER UNDESIRABLE SITUATION IN ORDER TO PREVENT OCCURRENCE. CORRECTION, CORRECTIVE ACTION, OR PREVENTIVE ACTION? EXAMPLE WRONG LABEL APPLIED ON FINISH GOODS PACK/BOX CORRECTION : IS TO REPLACE THE LABEL ON PACK THAT HAD THE WRONG LABEL APPLIED. CORRECTIVE ACTION :SET A PROCEDURE OF CHECKING LABEL BEFORE APPLYING. APPLY 5 WHYS TO DETERMINE THE ACTUAL CAUSE TO TAKE THE CAPA. WRONG LABEL APPLIED- MANUAL ERROR- MISSED TO FOLLOW PROCEDURE- TRAINING FAILED-TRAINING EVALUATION NOT DONE BEFORE PUTTING ON JOB. PRINTING ERROR /PRINTER ISSUES- MISSED TO CHECK FOR ERROR BEFORE APPLYING- SOP NOT FOLLOWED -LACK OF TRAINING- UPDATED PROCESS NOT A PART OF TRAINING. OTHER COULD BE PRINTER ISSUE NEEDS TO BE REPAIRED. ONCE YOU CONCLUDE THE RIGHT CAUSE ,NEXT IS TO TAKE A PREVENT THE CAUSE FROM RE OCCURRING. PREVENTIVE ACTION : IS TO ANTICIPATE THE PROBABLE FAILURE -CAUSES AND WORK TOWARDS THAT ERROR/ FAILURE WILL NOT OCCUR AT ALL. HAVE RIGHT PROCEDURE IN PLACE FOR TRAINING & EVALUATION METHOD. COMMUNICATING ON THE UPDATES PROACTIVELY. Are there situations where both preventive action and corrective action are undesirable and correction is the only preferred action? Yes. Giving a first aid to a person who is collepsed. The only action/attempt to try to rescue & take him to a nearest medical.

Mistake Proofing..docx

When it comes to VA.. definations mention the above questions & answer to these if yes then it is value adding. However needs to define who the customer is ... External/ internal/ Cross-functional department/stake holders ,accordingly the value that they are looking for will also change.this means that the accept the work/ find value in it/they support the idea. Let us see a example of a R& D lab .. team works resurch & develop a new product... In this effort if the resurch is successful then only the value is added? But is the work & efforts that concluded with the knowledge & other findings are they be called wast? No so you need to some times modify the question as per the process.

Q4 - Explain the meaning of Kaizen, Kaikaku and Kakushin. How are they different from each other? How do they complement each other? What would you lose if one of these was absent? Kaizen - Kaizen is the Japanese word for continuous improvement using small incremental changes. It translates as change for the better. Kai means change, Zen means for the better. Lean KAIZEN an approach for solving problems and forms the basis of incremental continual improvement in organizations. A problem is a difficulty that has to be resolved When applied to the workplace, Kaizen means continuous improvement involving everyone, managers and workers alike, every day and everywhere, providing structure to process improvement. Kaizen is about continuously improving: everyday, everyone and everywhere. Many small improvements implemented with Kaizen produce faster results with less risk. Kaizen could be improved upon to address the requirement of being able to implement changes more rapidly. And to respond to it, the concept of Kaikaku was born. Kaikaku is Radical Change, where emphasis is on revolutionary change and big improvements. It allows organizations to reform and transform their culture and work habits into greatness via implementation of fundamental changes in the existing production systems. It is a large-scale and wide-ranging activity that is initiated and invested in by the executives and top management. Kaikaku - Lean also recognizes that there are moments that more radical, step change is necessary. This type of change is known as Kaikaku. This refers to a revolutionary change to the existing situation. Kaikaku is explained differently among researchers and practitioners. Examples of different explanations of Kaikaku found in the literature are shown below - Authors Description of Kaikaku Imai (1986) A technology-driven abrupt change conducted by a small number of champions. Wakamatsu and Kondou (2003). An accumulation of daily Kaizen leads to Kaikaku. Kaizen is a means of Kaikaku. Ikaida (2007) An accumulation of numerous improvement activities. A varied and wide-ranging activity. Needs to be implanted into everyone as a DNA. Womack and Jones (1996) Radical activity to eliminate waste. Transforming batch production to flow production. Uno (2004) Fundamental change towards the ideal state, discarding the conventional way. Shibata and Kaneda (2001) System improvement where a new working method is introduced. Kondou (2003) A process to attain dramatic results by replacing existing practices with new ones. Important to obtain new knowledge as well as to acquire new methodologies that are externally available. Bodek (2004) Kaikaku is an equivalent term to “Kaizen Blitz”, which is an improvement in a specific area with the aim of deliver-ing a large gain in a short period of time. So far you have explored making either small incremental improvement changes to better the production processes (Kaizen) or big revolutionary changes to reform existing production systems (Kaikaku). However, there are times that new revolutionary and breakthrough ideas, products, or services are desired and needed and thus we have to renew our way of thinking and doing and become innovative. This innovation and renewal is called Kakushin. Kakushin - A third type of improvement known within Lean is Kakushin. The idea here is that some change will form a complete departure from the current situation. It is about innovation, transformation, reform and renewal. Again, in our software example, this may mean replacing a complete application with a different application that supports the process in a completely different way, for example a web-based application that fully automates the registration of orders, the submission of invoices and the generation of a picking order at order fulfilment. This kind of change will entail the disappearance of many roles and functions within a business. Both from technological and business process perspectives, this example represents a complete departure from the current way of working. Another example of Kakushin is where the organization standardizes a process and supporting software across the entire organization where previously various groups had different processes and applications to achieve similar goals. The concept of Kakushin was mentioned by former President of Toyota, Mr. Katsuaki Watanabe; during interviews with Wall Street Journal and Harvard Business Review in 2007 as a Radical Innovation. He elaborated this concept by saying that if we could make simplified cars by cutting the number of parts in half and design more flexible production lines to manufacture many different car models rapidly, then we had made a new revolutionary reform in our production system and that is Kakushin. It is essential for organization to adopt and ingrain-in three important concepts of Kaizen (Change for Better), Kaikaku (Revolutionary Change), and Kakushin (Innovation). Organizations do benefit from these through continual improvement of their processes, transformation of their organizational culture, and becoming an innovative entity. In conclusion, effectively applying these three essential concepts of Kaizen, Kaikaku, and Kakushin is the right solution for any organization who wants to deliver a sustainable high quality product or service and to ensure a steady growth in the global market.

What is your view on this? Is measurement essential for good management? Why? Why Not? What did Edward W Deming mean by his statement? What I understand from the quotes above is success is measured/ compared against a base line.Both quotes mean the same in its own way. So the measurement is essential for a good management. As in a PDCA cycle you require the measurement in/ as one or the other form to progress. As per the Dr. W.Edward Deming. If you are not able to measure it does not mean that it is not manageable. A systematic approach towards improvement will support to manage it for you.

Excellence is improving from a level to a better level. It can be a smart goal & improving to achieve as a individual ,it can be a improvement related to a process in detail with macro improvements, also it can be a operation wherein a bunch/ group of processes are focussed to achieve improvement, and when many operations are worked to achieve an improvement in a business. Basically the common factor is to focus & achieve small small improvements to achieve a success. Individual excellence can be explained as improvement in the performance standard, related to a good quality talent. A process excellence (PEx) can be an improvement that reduces variation & minimises /eliminate non value adding activities to achieve a consistent process output. Operational excellence (OPEx) could be more of a culture/ a habit that optimises different processes people,& resources to achieve a optimal output. A chain of good initiatives. Once you achieve a successful OPEx and a overall improvement culture with a consistently delivering growth it can be said as Business Excellence.

Excellence is improving from a level to a better level. It can be a smart goal & improving to achieve as a individual ,it can be a improvement related to a process in detail with macro improvements, also it can be a operation wherein a bunch/ group of processes are focused to achieve improvement, and when many operations are worked to achieve an improvement in a business. Basically the common factor is to focus & achieve small small improvements to achieve a success. Individual excellence can be explained as improvement in the performance standard, related to a good quality talent. A process excellence (PEx) can be an improvement that reduces variation & minimises /eliminate non value adding activities to achieve a consistent process output. Operational excellence (OPEx) could be more of a culture/ a habit that optimises different processes people,& resources to achieve a optimal output. A chain of good initiatives. Once you achieve a successful OPEx and a overall improvement culture with a consistently delivering growth it can be said as Business Excellence.