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Example of a worksheet for structured problem solving and continuous improvement. A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1] It provides a simple and strict procedure that guides problem solving by workers.
The term "continual improvement", not "continuous improvement", is used in ISO 14000, and is understood to refer to an ongoing series of small or large-scale improvements which are each done discretely, i.e. in a step-wise fashion. Several differences exist between the CIP concept as it is applied in quality management and environmental management.
The five whys can be used as a foundational tool in personal improvement. [24] Masaaki Imai made the term famous in his book Kaizen: The Key to Japan's Competitive Success. [1] In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen blitz and kaizen burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or rapid ...
The plan–do–check–act cycle. PDCA or plan–do–check–act (sometimes called plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. [1]
As with GMP, operating within this flexibility, it is the responsibility of each manufacturer to establish requirements for each type or family of devices that will result in devices that are safe and effective, and to establish methods and procedures to design, produce, and distribute devices that meet the quality system requirements.
ISO 15504-4: 2005 — information technology — process assessment — Part 4: Guidance on use for process improvement and process capability determination. QFD — quality function deployment, also known as the house of quality approach. Kaizen — 改善, Japanese for change for the better; the common English term is continuous improvement.
This can be initiated with the help of active participation by staff members and workers through improvement teams, improvement meetings, opportunities for improvement during internal audits, management review, customer feedback and deciding own goals quantized in terms of business growth, reducing rejections, utilizing the equipment ...
Reengineering assumes the need to start the process of performance improvement with a "clean slate," i.e. totally disregard the status quo. According to Eliyahu M. Goldratt (and his Theory of Constraints) reengineering does not provide an effective way to focus improvement efforts on the organization's constraint [citation needed].