14 top continuous improvement tools for modern manufacturing

Improvement remains at the heart of manufacturing operations, and many tools exist to support companies on this journey. In this blog, we outline 14 of the most popular continuous improvement tools and how they are applied in practice.

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The benefits of continuous improvement tools

A manufacturer that has embarked on a continuous improvement journey has many tools and techniques to choose from. These tools have been designed over the years to assist organizations in their quest for operational efficiency by identifying inefficiencies in their processes and finding ways to improve them.

In today’s digital era that demands innovation and agility, continuous process improvement tools remain highly relevant – and they are being enhanced by technologies such as predictive analytics, 3D printing and digital dashboards. Potential production issues can be identified much faster when manufacturing organizations leverage continuous improvement tools and modern technologies.

While tools for continuous improvement create a best practice foundation of techniques and structure, technology brings real-time visibility, more accountability, better tracking, and much more to the improvement process.

It is therefore important to know which tool to use – and when. Here are some of the most popular continuous improvement tools and how they can benefit modern operations.

 

 

Continuous improvement tools

Below are some of the most popular continuous improvement techniques and tools employed by organizations to increase the performance and safety of the production process, improve quality control, optimize value and efficiency across the supply chain, and respond to the increasing complexity of customer needs in real time.

 

1. Kaizen

Kaizen is a Japanese term meaning “change for the better” or “continuous improvement”. It aims to improve processes, productivity and profit by eliminating waste. It can apply to almost any process or activity in business or be used by individuals to improve certain aspects of their lives.

Within the workplace, a kaizen strategy instills an organizational culture of ongoing, small-scale incremental improvements where everyone gets involved in improving products, processes and themselves for better results over time. This culture is key for manufacturers adopting digital technologies so that employees buy into the digital transformation.

 

2. Gemba

Gemba is a Japanese term directly translated as “the real place”. In improvement circles, the gemba is a place where the actual value is created. In manufacturing, the gemba is the factory floor where a product is manufactured.

A “gemba approach” is a highly effective management and problem-solving technique that has the actual workplace as the focus for data-gathering. A “gemba walk” involves management walking around and observing what is happening, engaging with frontline workers and seeking improvement opportunities. Gemba walks follow a clear process and protocol to ensure their effectiveness so that any problems are solved timeously.

Many companies have adapted their gemba walks to the virtual space. Read more in this blog post.

 

3. Standard work

Standard work is a fundamental principle of lean manufacturing. It’s a formally defined and documented process to produce exactly as designed. It involves the sequencing and rate of production to meet demands, standardizes the in-process materials and parts, and minimizes holding inventories to optimize operations.

The predictability of standard work reduces variations and allows for routine fulfillment. It enables workers to understand their deliverables, track progress and work safely, and can help eliminate waste and inefficient activities. But standard work applies to all levels of workers and leaders. Ideally, only lower-level workflow is standardized to allow for higher-level flexibility and creativity. This ensures the process of standardization is liberating rather than confining.

Standards should be reviewed and redefined regularly to match the agility and innovation required of a modern production system.

 

4. 5S

5S is a workplace organization method that aims to establish the principles of discipline, orderliness, cleanliness, ownership, responsibility and pride. It maximizes efficiency while ensuring a safe working environment. It creates an essential foundation on which all other best practices can prosper, and it can have a positive effect on an organization’s bottom line.

The following five Japanese concepts make up 5S:

• • Seiri – Sort and clear
  • Seiso – Shine
  • Seiton – Set in order
  • Seiketsu – Standardize
  • Shitsuke – Sustain

Digital 5S, the effective organization with management of data and related informatics, is critical to administrative and organizational efficiency.

 

5. Loss & waste analysis

Wasteful activities are non-value adding, inefficient practices and processes that stagnate growth, and their removal is a core principle in lean methodology. Waste analysis involves identifying, quantifying, eliminating and preventing waste in an environment such as manufacturing. Taiichi Ohno, considered one of the founding fathers of the Toyota Production System (TPS), developed the seven wastes listed below:

• • Transportation – unnecessary movement and handling of material
  • Inventory – excessive raw materials, WIP or finished goods
  • Motion – any movement of equipment or an employee that doesn’t add value
  • Waiting (or delays) – any employee or equipment that is available but waiting for some form of input
  • Overproduction – producing more than what the customer requires
  • Processing – using excessive capacity or energy without adding value
  • Correction – defective product requiring rework

By looking at waste in these seven categories, work teams scrutinize processes in a more thorough way than merely asking, “Where can we eliminate waste?” Teams also come up with creative solutions to eliminate and minimize waste.

Interestingly, when lean methodology was adopted within the Western world, an eighth waste was added:

Non-utilized talent – not capitalizing on employees’ ideas and skills

 

6. DMAIC

DMAIC is a cyclical and structured five-step technique (Define, Measure, Analyze, Improve, Control) used to improve a current process when the problem is complex or the risks are high. DMAIC is often used to drive Six Sigma projects, but it isn’t limited to Six Sigma.

The five steps are carried out in order:

• • Define all that we know about the target customer, the process flow, project goals and targets
  • Measure the current state of performance of the business process being analyzed
  • Analyze the current performance, and isolate the problem by identifying the difference between the current and target performances
  • Improve the process using improvement plans brainstormed and documented in this step
  • Control the improvement effort to ensure it is sustained, for example through leader standard work

 

7. PDCA

One of the key continuous improvement tools in manufacturing, PDCA provides a structured scientific method for institutionalizing continuous improvement across an organization through a four-step approach: Plan-Do-Check-Act.

The PDCA cycle is as follows: 

• • Plan – Plot your organizational goals, and how they will be achieved and measured
  • Do – Implement the plan and observe and understand how it translates to the real working environment
  • Check – Measure the impact of the plan against the metrics set out in the first phase of the PDCA cycle
  • Act – Action any adjustments or modifications required to the plan to optimize how your strategic goals are best realized

 

8. A3

A problem-solving A3 report is a comprehensive, structured problem-solving tool used for root cause analysis to prevent complex problems from recurring. The problem can vary from strategic level through to an individual problem with a product or process.

The report is limited to one A3 page, and it encourages rigorous questioning and discussion between the A3 owner and key contributors. Essential information is captured concisely and descriptively, often using diagrams. The various sections give a bird’s eye view of the whole improvement project and provide direction on how the problem will be solved. Digital dashboards assist in making the A3 report visible to all affected stakeholders.

 

9. 5Why

5Why is a basic problem-solving tool. By asking “why” over and over, the root cause of a problem is uncovered. Five (or fewer) iterations of asking “why” are generally sufficient to get to the root cause. It is important to apply critical thinking principles to eliminate irrelevant assumptions and logic traps. The Toyota Motor Company has used this method successfully to solve manufacturing problems.

 

10. Fishbone diagram

The fishbone diagram, or Ishikawa diagram, is a graphical representation of which causes are affecting which outcomes, and is used to find the root cause of a problem or defect. Cause-and-effect relationships are analyzed across various categories of people, methods, equipment, environment, materials and measurement.

The fishbone diagram  is often used in product and process design, and can also be used to identify opportunities for greater process improvement.

 

11. Kanban

Kanban originated from the Toyota Production System as a scheduling system for Just-In-Time (JIT) manufacturing. It’s a Japanese term, “kan” meaning “visual” and “ban” meaning “card”. Kanban are indicators (sometimes, but not always, visual cards) which signal that action must be taken. “Action” could be a task that must be carried out, or stock or parts that need to be ordered. It is critical that people respond quickly to the visual cues.

By leveraging technology, Kanban boards become much more interactive, give a real-time overview and instantly show bottlenecks in the system. Data can be exported to generate a performance report and subsequent improvement action plan.

 

12. Visual management

Visual management visually communicates key information using, for example, digital information displays, visual controls, labels, signs and color-coding. It allows for effective performance measurement and control, and is the best practice of identifying key indicators, agreeing on targets, and providing visual, short-cycle feedback on performance against these targets.

In modern manufacturing, real-time data is visually displayed on a digital dashboard. This becomes extremely valuable offering real-time information that’s easily accessible to all stakeholders. Teams can also quickly identify in control and out-of-control situations.

Visual management promotes ownership and accountability. Together with standard work and daily accountability, visual management forms the tripod upon which effective lean management systems are built.

 

13. Process map

A process map or flow chart gives insight into a process as it visually describes the flow of the entire process or subprocess. It can be done on paper or using software, and it documents activities and persons or departments responsible for each activity.

Process maps show how a process is done, but they can also be used as an improvement tool. Teams analyze the process once it has been mapped out, which often reveals where the process should be improved.

 

14. Value stream mapping

A value stream map is a visual display (nowadays often in a digital format) of the flow of information and/or materials and activities from the beginning to the end of the organization’s value stream. Value stream mapping (VSM) contains more information pertaining to flow (flow parameters), such as process lead and cycle time, value-adding ratio, quality ratio and first-pass yield, than conventional process maps do.

VSM is a useful tool to capture the current and target states of a process. It can be used from the macro to the micro process level.

 

The need for an integrated approach

Gaining the full benefits of continuous improvement initiatives in modern factories requires a structured and integrated approach: Improvement initiatives need to be aligned across the entire organization’s functions, people, processes and systems to ultimately offer a more holistic, sustainable solution. In this way, continuous improvement becomes the culture of the organization where all team members – not only management – take responsibility for improvements and potential solutions.

A digital continuous improvement management system helps organizations achieve sustainable results by providing this structured and integrated approach to continuous improvement. The right management system will also help manufacturers cope with disruptive events, increasing competition, improving customer satisfaction amidst changing consumer demands, and digital transformation.

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