Continuous Improvement means always looking for the best way. Seeking what can only be called World Class Performance. The Japanese call it Kai-Zen, which roughly translated means, ongoing continuous improvement. They have used this philosophy for decades to dominate the American automotive market. Toyota recently became the second largest automobile manufacturer by sales in the U.S.; second only to GM.
At Vosburgh Farms we employ some of the same tools used by the Toyota Production System. We use them as our weapon against complacency. They include;
Six Sigma
Six Sigma is a statistical measure of how well one is meeting customer expectations.
In 1987, Motorola launched The Six Sigma Quality Program. The program was a corporate-wide program which established Six Sigma as the required capability level to approach the standard of less than 3.4 DPMO (Defects Per Million Opportunities). This new standard was to be used in everything, that is, in products, processes, services and administration.
Six Sigma or some form of the DMAIC problem solving model is now being used in virtually every business and occupational sector from manufacturing and logistics to sales and medical services. It is a systematic approach to continuous improvement. The building blocks of Six Sigma are;
- Define - Define the objective or purpose, including the intended outcome.
- Measure - Gather data on the current situation to develop baseline data on current performance. Pinpoint potential problem areas.
- Analyze - Analyze data and findings from the Measure phase, determine the true critical path to the objective. Identify root causes and confirm them with data. These verified causes form the basis for improvement.
- Improve - Implement solutions that address root causes. These improvements should eliminate or reduce the impact of the identified root causes.
- Control - This phase is used to monitor progress, maintain gains, outline steps for on-going improvement, and ensure the critical path to goal acquisition is being followed.
"There is only one ultimate goal; zero defects in everything we do.”
Value Stream Mapping
Value Stream Mapping identifies CTQ's (Critical to Quality) steps and potential failure opportunities in a process. It provides a single visual representation of the entire process. It keeps the critical steps in focus, alerts to problem areas, and is required for overall improvement.
Visual Workplace
The purpose of the Visual Workplace it so eliminate choice and discretion from the operating level of a business. It keeps important information at everyone's fingertips, and everyone on the same sheet of music. It keeps the day moving forward toward the objective. At no point should a worker have to ask or make the decision of what is next, or how to do it. Simply put, it is mistake proofing a process. Checklists, written ISO-9000 level procedures, and process maps make up the visual workplace.
"There is a correct way of doing things and they should be done that way every time."
5S
Sort - Straighten - Shine - Standardize - Sustain: These are the building blocks for an environment of order and control. Many organizations waste valuable time hunting for needed items. Valuable time that could be spent actively seeking better performance. Piles of "stuff" are fire and safety hazards. Dust, straw chaff, and cobwebs pose health risks to young developing lungs as well as, hide potential maintenance needs and provide hiding places for disease. Cobwebs in large quantity are highly flammable and burn with a flash. This can rapidly spread a fire throughout a barn, especially if they are in and around light fixtures.
"A place for everything; everything in its place."
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