Gemba Kaizen
is a discipline of research that seeks to obtain the information required for improvement, seek directly where the phenomenon. To solve a problem you go to the "Gemba" or workplace, machinery, plant area, in short, to where the event occurs that prevents things to work properly. For example ... In a textile loom is presented in a common breakage in certain threads.
All are identical and the physical characteristics of the threads in the laboratory stress tests are perfect, but there is something in the machinery that produces the break. To analyze this problem
requires two steps: the first having stratified data (Pareto Principle) to identify the number of thread or threads that break more often, and second, "go to Gemba" u look closely at the machine at that point where the wires pass that break the most. Without this direct observation would be impossible to detect that the pendulum is out of calibration or that there is a waste or dust that could impede the smooth passage of the thread.
The Kaizen in action Enable continuous improvement and so achieve the highest levels in a number of factors required diligence and discipline than the implementation of five systems fundamental
1. Total Quality Management / TQM
2. A production system just in time
3. Total Productive Maintenance
4. Policy deployment
5. A suggestion system
6. Small group activities
REENGINEERING
What is "reengineering"?. Let's start by defining
from a simple view. Engineering is "The application of science to the invention, development and use of industrial technology.. The consistent feature a group of experts brings to the process of creating a technical accomplishment." In nutshell, is how men develop techniques to make them easily, things, to any person may, following the same procedure repeated with the same results that action. Reengineering is then, the review of those processes to make them more effective.
Reengineering is a new approach that analyzes and modifies the basic work processes in the business. In reality, the prospects of reengineering can be very attractive to business people because it is to implement fully all their knowledge in their companies, for the purpose (as stated above) to make them more effective, faster, more, higher quality, lower costs, higher profits.
the foundation for success in reengineering
There are seven conditions that must be part of the reengineering process to come to fruition:
ability to guide the reengineering process according to a systematic and comprehensive methodology.
Coordinated change management for all business functions are affected.
Ability to assess, plan and implement change on a continuing basis.
ability to analyze the full impact of the proposed changes.
Ability to visualize and simulate the proposed changes. Ability to use
these models on a continuing basis.
ability to associate with each other all administrative parameters of the company.
JUST IN TIME
Concept "is an industrial philosophy, which considers the reduction or elimination of anything that involves waste in procurement activities, manufacturing, distribution and support manufacturing (office activities) in a business "
The waste is seen as" anything other than an absolute minimum resources of materials, machinery and manpower needed to add value to the product. "
Some examples of absolute minimum resources are: - A single supplier, if it has sufficient capacity. Nothing
people, equipment or space devoted to redo parts defectuosas. "No safety stock. -No time
excess production. "Nobody
dedicated to accomplish tasks that add no value.
"For his part, adding value means increasing the value of the product in the eyes of the customer. Some examples that add value are listed below:
Assemble, mixing, melting, casting, welding, weaving, empacar.Otras things that usually occur in the manufacturing process are to count, move, store, schedule, inspect and pass a product activities that add no value in themselves. Just in time implies
produce just exactly what is needed to accomplish the goals requested by the client, ie to produce the minimum number of units in the smallest amounts possible and at the last possible moment, eliminating the need for storage, and that the minimum stock and sufficient arrive just in time to replace those that just use and disposal of finished goods inventory.
benefits or advantages
These benefits are derived from the experience of different industries, which have applied this technique
- Reduce production time.
-Increase productivity.
- Reduce the cost of quality.
- Reduces the price of material purchased.
- Reduce inventories (purchased materials, work in process, finished goods).
- Reduce setup time.
- Reduction of spaces.
- Reduce the path of the product from the manufacturer, the store and the customer.
- Can be applied to any company that receives or dispatches goods.
- Based on the principle that the right level of inventory is the least feasible.
- is a methodology rather than a technology that has gained widespread acceptance, however, few companies have developed the discipline and systems necessary to implement it effectively.
CONTINUOUS IMPROVEMENT
is clear that global trends show how nations are integrated into communities seeking to strengthen each other and merge their cultures, this integration goes beyond free trade, openness to imports and exports delimitation of unified policies on the private sector and into the daily lives of members of society, practices of organizations and creates substantial changes in the lifestyle of modern man. Integration seeks to block the consolidation that aspire to the political, military, international ideological reordering. The result of this process is a new economic map, ideological and political which clearly differentiate the highly competitive and therefore privileged in the world market.
This picture shows clearly how the rules of competition have changed, breaking the geographical borders, insita to a tear in the minds and a series of imperatives that we must address if we are to transcend the status of peripheral country and track development.
Entering this new order involves recognizing the role of knowledge and information as generators of development. Now more than ever necessary to assume that knowledge and who possesses information has power at the enterprise level, it is clear the central role of knowledge in the growth of productive sectors. For example the incorporation of technology, applied knowledge, training and qualification of manpower, levels increasingly specialized division of labor, the highly qualified skills and abilities required for optimal performance, the systematization of converted business practices management models, new methods and management techniques, among others, are indicators of the intimate relationship between knowledge, sound management information and business growth.
To carry out this process Continuous Improvement both in a particular department and throughout the company, take into consideration that this process should be: economic, ie, should require less effort than the benefits it brings, and cumulative, that improvement is made allows open the possibility of successive improvements while ensuring the proper use of the new level of performance achieved.
THE 5 FORCES MODEL PORTER
A popular approach to the planning of corporate strategy has been proposed in 1980 by Michael E. Porter in his book Competitive Strategy: Techniques for Analyzing Industries and Competitors.
The Porter view is that there are five forces that determine the consequences of long-term profitability of a market or some segment of it. The idea is that the corporation must assess their objectives and resources against these five forces driving industry competition:
Threat of new entrants.
The rivalry among competitors
Bargaining power of suppliers
Bargaining power of buyers
5. Threat of entry of substitute products.
Porter identified six barriers to entry that could be used to create you to the corporation a competitive advantage: Economies of Scale
Investment Product Differentiation
Capital cost disadvantage independent of scale
Access to Distribution Channels
Government Policy
THE 14 POINTS OR PRINCIPLES OF DEMIG
1 .- Evidence in the purpose of improve products and services:
2 .- Adopt the new philosophy:
3 .- Do not rely more on mass inspection:
4 .- Stop the practice of awarding contracts to buy based solely on price: Improve
5 .- constantly and forever the system of production and institute
6 .- capacity at work:
7 .- Institute leadership: 8 .-
Banish fear:
9 .- Break down barriers between staff areas
10 .- Eliminate slogans, exhortations and production targets for the workforce
11 .- Eliminate numerical quotas:
12 .- Breaking down the barriers that prevent the feeling of pride that produces a job well done.
13 .- To establish a vigorous program of education and training:
14 .- Take steps to achieve the transformation
ISO 9000 STANDARDS
The ISO 9000 family is a set of quality standards established by the International Organization for Standardization (ISO) that can be applied in any organization ( production company , utility , public. ..).
Its presence in these organizations, although it is hard work, offers a number of advantages for their companies. The main benefits are: Reduced rejects
and incidents in the production or service. Increased productivity
Increased commitment to customer requirements.
continuous improvement. ISO 9001:2000 STANDARDS
The series consists of:
ISO 9000. Systems Quality Management - Fundamentals and vocabulary (replacing ISO 8402 and ISO 9000-1)
ISO 9001. System Requirements
Quality Management Systems ISO 9004 Quality Management - Guidelines for performance improvement (replacing ISO 9004-1)
ISO 19011. Guidelines for Auditing Quality Management Systems and Environmental Management.
The following points below summarize the new aspects introduced by the new standard: ISO 9002
disappears. ISO 9001 contains all its aspects.
ISO 9003 is suspended. There will be an equivalent model. The new standard is
based on a process model
The new standard is based on a process model and develops the 8 principles of quality management developed by ISO to serve as the basis and foundation of the regulations related to quality management. These are:
Principle 1: customer-focused organization
Principle 2: Leadership
Principle 3: Involvement of people
Principle 4: Focus on processes
Principle 5: Focus
Management System Principle 6: Continuous Improvement Principle
7: Approach target
decision making Principle 8: Relations with the mutually beneficial supplier
The new standard consists of an introduction and the following 8 clauses:
Scope Normative references Terms and conditions
Quality Management System Management Responsibility
Resource Management Product Realization
Measurement, analysis and improvement
clauses 4 to 8 are the basis for system Documented Quality Management.
The most significant differences between the new standard and the 1994 version are:
The new standard is process-oriented organization
The new standard includes the requirement for continuous improvement
The new law contains a requirement about planning quality policies and measurable goals and measurable.
The new standard is customer focused
ISO 9004 1994 version of ISO 9004 consisted of several standards that provide guidance for different sectors. ISO 9004:2000 is now a generic document that is intended to be used as a means for the system of quality management progress towards excelencia.El purpose of ISO 9004, which is based on eight management principles quality, is to provide guidelines for implementation and use of a system of quality management to improve overall performance of the organization. This guidance covers the establishment, operation (maintenance) and continuous improvement effectiveness and efficiency of quality management.
The implementation of ISO 9004:2000 is intended to reach not only the satisfaction of the clients of the organization, but also of all stakeholders, including staff, owners, shareholders and investors, suppliers and partners and society at Current conjunto.Las ISO 9001, ISO 9002 and ISO 9003 is integrated into a single standard ISO 9001. ISO 9001 and ISO 9004 is being developed as a consistent pair of normas.Mientras ISO 9001 is more clearly oriented to the requirements of system quality management of an organization to demonstrate its ability to meet the needs of clients, ISO 9004 goes further by providing recommendations to improve organizational performance.
GROUP CONTRIBUTIONS
As part of its expansion operacionalSANTA BARBARA AIRLINES RECEIVES ISO 9001:2000 CERTIFICATION
By successfully completing the first stage of its Management System Quality, Santa Barbara Airlines Becomes First Carrier in Venezuela that obtained ISO 9001:2000 certification, by Fondonorma. Certification for your area of \u200b\u200bmaintenance and the process will be extended throughout the organization.
"The ISO certification puts us on par with major international airlines, which opens a wide door for our growth," said Jorge Álvarez Méndez, Executive Chairman of Santa Bárbara Airlines.
Focusing on its growth strategy and operational expansion, which includes continuous improvement of services, fleet modernization, continuous training of human resources and strengthening its market share both locally and internationally, Santa Barbara Airlines successfully completed the initial stage Management System Quality, to become the first domestic airline to get the ISO 9001:2000 Certification by Fondonorma, Venezuelan certifying body recognized by the International Organization for Standardization. Fabian
Ugas, Certification Manager Fondonorma Systems, received the directive from the Carrier at the headquarters of the agency for handing over the certificate, which corresponds precisely to the Line of Aircraft Maintenance Service Area Maiquetia attached Maintenance for vice president of the company.
"For us it was an interesting process, since Santa Barbara Airlines is the first organization in this type of activity, has been able to obtain this certification. We use an expert in the case, to monitor activities that you people are certified, within a system of quality management, "said Ugas.
Upon receiving the ISO 9001:2000, with the support of the international accreditation has Fondonorma, Captain Jorge Alvarez Mendez, CEO of Santa Barbara Airlines said: "We feel so honored, thank you for this recognition Fondonorma really, the finding of the effort made by our maintenance department. " Completed
representing Santa Barbara Airlines in the act: Francisco González Yanes, Gabriela González Franco Puppio and the Directive and Jorge Oyaga, experienced facilitator who led the ISO to the airline.
For Alvarez, meet the requirements of the International Organization for Standardization and Certification Fondonorma get that is supported internationally by COFRAC of France, was virtually a passport for flights to other countries. "In Europe, compliance with the ISO standard allows us to enter new markets and better compete with other airlines."
Santa Barbara Airlines has the youngest fleet in the Venezuelan aviation, covering nine national and seven international routes. Madrid, Tenerife and Funchal are the trans-Atlantic destinations. Also flies to Miami Aruba, Quito and Guayaquil and soon added two international routes to its portfolio.
"The ISO certification puts us in the national and international market as a reliable and safe airline to offer its internal and external customers, service airworthy hundred percent with the highest level of quality, a fact that strengthens us to tell the time with next-generation aircraft, "explained the president of the airline.
ISO STANDARD THROUGHOUT THE ORGANIZATION
The chief executive added that extended the system of quality management throughout the Organization. "This is only a first step, the second will be the third Traffic Operations and a first stage, to cover after all our operational areas. Our challenge is to become the best line area that has had this country. We are taking the first steps to achieve and exceed all Berrera that separate us from excellence to give Venezuela the airline that it deserves. "
The process began in January 2006, lasted just sixteen months to complete successfully the 28th of May, when Fondonorma, made the remarks made by raised during routine audit in November 2006. After completion of all formalities and reporting, we determined the second week of August to receive ISO 9001:2000 certification.
"We decided to start the maintenance process, given the great responsibility that this area runs, to ensure the seaworthiness of the aircraft, which meet all aviation requirements and Venezuelan and international regulatory processes," said junior Álvarez.Este System of Quality Management in the Airline, with the collaboration of the entire team of the Vice President Maintenance and support areas such as Human Resources, Safety and General Services, underpinned by the support of the President of the company. FIRST RESULTS
If it is true that before starting the process, Santa Barbara Airlines already had great strides have efficient mechanisms adapted to the requirements of the Venezuelan Air Regulations, the maintenance area managed to standardize procedures for all processes, achieved great progress in the areas of Purchasing and Logística.Del Similarly, were implemented formally and in international standardization, the areas of Industrial Safety, HR and General Services, which was reinvigorated the domestic service, through better working environment, infrastructure and responsiveness in laboral.Durante cycle, also were established quality objectives and performance indicators of the Vice President Maintenance to be measuring the efficiency and effectiveness of each of the processes, with significant results in the provision of maintenance services. "This leads to a new organizational culture, hence Human Resources, Safety, Aviation Safety Services General, Transportation and Communications are also players in this process "outlined the executive.
The current version of ISO 9001 is dated December 2000, this is expressed as ISO9001: 2000. The International Organization for Standardization, after analyzing and collecting numerous international standards, developed the ISO 9001 standard, to specify the requirements for a Management System Quality, which can be applied in organizations, so that it could then be certified.
"We have documented all procedures to ensure that the know how to stay home. In addition, staff now have more knowledge about working conditions and security involved in their area, "explained Jorge Oyaga facilitator.
CONCLUSION
The goal of any organization is always be the best in their field, for it uses all the tools that offers business and economic environment, to achieve this objective which is focused. These tools are there, waiting of someone who uses this work and to decide which method to apply, when, how and with whom, is under the responsibility of the manager. However
within the most used tools are those based on the improvement and quality of products to be positioned in the market and also to keep in a global environment of this nature, so we rely on different criteria or strategies as are the Gemba Kaisen, Reengineering, Just in time, continuous improvement, the models and points of Porter and Demig as ISO standards in different numbers and applications, which provide improved and quality in every organization.
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