A Survey of Maturity Models from Nolon to Devops and Their Applications in Process Improvement
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Extension of the Lean 5S Methodology to 6S with an Additional Layer to Ensure Occupational Safety and Health Levels
sustainability Article Extension of the Lean 5S Methodology to 6S with An Additional Layer to Ensure Occupational Safety and Health Levels Mariano Jiménez 1,2 , Luis Romero 2,* , Jon Fernández 2, María del Mar Espinosa 2 and Manuel Domínguez 2 1 Department of Mechanical Engineering, Technical School of Engineering—ICAI, Comillas Pontifical University, 25, 28015 Madrid, Spain 2 Design Engineering Area, Industrial Engineering School, National Distance Education University (UNED), 38, 28015 Madrid, Spain * Correspondence: [email protected] Received: 12 June 2019; Accepted: 11 July 2019; Published: 12 July 2019 Abstract: This paper proposes an expansion of the Lean 5S methodology, which includes the concept of Safety–Security as 6S. Implementation was done by a standardized process tested in a pilot area that is part of the Integrated Industrial Manufacturing System Laboratory at the Higher Technical School of Engineering (ICAI). The additional 6S phase (Safety-Security) thoroughly reviews all areas of an industrial plant by analyzing the risks at each workstation, which let employees be fitted out with protection resources depending on each of their personal characteristics and to guarantee the safety of the workstation by strictly complying with occupational safety and health and machinery use standards, which must hold a CE certificate of compliance. The main objective was to increase the scope of 5S methodology to respond to the occupational safety and health needs for machines required in optimizing production processes. It is important to remember that companies must guarantee that their employees use personal protection equipment (PPE) at their work posts or stations that protect them properly from risks to their health and safety and that cannot be prevented or sufficiently limited by using collective means of protection or by adopting work organization measures. -
White Paper the PDCA Cycle and Management System Standards
The PDCA cycle and Management System Standards ISO uses a very simple but powerful tool for quality system standards. This tool is the Plan- Do-Check-Act (PDCA) cycle shown in the figure below. It is also known as the Deming cycle after J.W. Deming, who proposed the concept in the 50s. The entire logic, structure, and sequence of standards like ISO 9001 and ISO 13485 are based on this cycle. Every process or activity needs to pass through these four phases. Plan Phase Perhaps, planning tasks are the most important ones in a management system. ISO recognizes this fact, as well as the fact that the plan phase should be the very first thing we do. To better understand this phase, activities like “establish” and “determine” should be associated to planning. Other words we can use instead are “identify” or “define”. Let´s see what an organization needs to plan. ACT PLAN First, the organization needs to establish its high- level planning. This will set direction and provide a framework for the entire system. We are talking about the organization´s purpose. And also, in CHECK DO terms of quality, about: policy, system´s scope, and objectives. The output of the high-level planning process will provide the necessary guide to the next step. The PDCA Cycle Next the organization needs to identify the processes that will be part of the quality system. It also needs to define how to apply or operate these processes, their sequence and how they interact. Also, the organization must identify risks related to the processes and how to control them according to those risks. -
The Concept and Implementation of Kaizen in an Organization
Global Journal of Management and Business Research: A Administration and Management Volume 19 Issue 1 Version 1.0 Year 201 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Online ISSN: 2249-4588 & Print ISSN: 0975-5853 The Concept and Implementation of Kaizen in an Organization By Lubna Rahman Lina & Hafiz Ullah University of Dhaka Abstract- For continuous improvement in an organization, Japanese philosophy Kaizen is very popular. Flawless concepts of kaizen methodology and proper implementation of tools can lead to a successful kaizen program in a company. From the reviews of various case studies, it has revealed that most of the companies have implemented kaizen efficiently and observe better performance. Besides, some companies also failed to implement kaizen due to the lacking of proper knowledge about the concepts of kaizen. Keywords: kaizen, 5 why technique, 5s, 7 QC tools, 7 wastes, jidoka, PDCA cycle, poka-yoke. GJMBR-A Classification: JEL Code: M00 TheConceptandImplementationofKaizeninanOrganization Strictly as per the compliance and regulations of: © 2019. Lubna Rahman Lina & Hafiz Ullah. This is a research/review paper, distributed under the terms of the Creative Commons Attribution-Noncommercial 3.0 Unported License http://creativecommons.org/licenses/by-nc/3.0/), permitting all non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited. The Concept and Implementation of Kaizen in an Organization α σ Lubna Rahman Lina & Hafiz Ullah Abstract - For continuous improvement in an organization, over the longer term, without having to go through any Japanese philosophy Kaizen is very popular. Flawless radical innovation. It can be a much gentler and concepts of kaizen methodology and proper implementation employee-friendly way to institute the changes that must of tools can lead to a successful kaizen program in a occur as a business grows and adapts to its changing company. -
Agile and Devops Overview for Business
NELKINDA SOFTWARE CRAFT Ƅ TRAINING Agile and DevOps Overview for Business Duration: 2 Days Available Languages: English Audience Everyone who is steering or involved in software delivery: Business, Management, Operations, Development, for example: CxOs, managers, directors, team leads, systems administrators, development managers, business analysts, requirements engineers, architects, product owners, scrum masters, IT operations sta', IT stakeholders, developers, testers Goals Agile and DevOps are the big drivers of organizational transformation today. What do they mean? Where do they come from? What are their goals? How can they help my organization and my team? How can I use and implement them? And are there any side-e'ects or challenges to consider? Learn the answers to these questions in a holistic perspective from the CxO level to the code about what Agile and DevOps mean for organizations of all sizes. Contents • Business Case for Improving the Software Development Life Cycle ◦ Evolution of the Software Development Life Cycle (SDLC) ◦ Business Drivers of the SDLC Evolution ◦ Principles of Agile, DevOps, Extreme Programming (XP), and Software Craft ◦ Goals and Objectives of Agile, DevOps (Development Operations), XP, and Software Craft ◦ The Pipeline for Value Delivery • Essential Principles ◦ Manifesto for Agile Software Development ("Agile Manifesto") ◦ The Values and Principles of XP ◦ Manifesto of Software Craft ◦ The Two Values of Software ◦ The Deming (PDCA, plan-do-check-act) Cycle ◦ The XP Feedback Loops ◦ Parkinson's Law and Timeboxing ◦ Conway's Law, Organizational Structure and Cross-functional responsibility ◦ KPIs (Key Performance Indicators) and Drivers: Story-Point Velocity, Cycle Time, WIP (Work In Progress) limit ◦ Heisenberg's Uncertainty Principle of Agile Estimation 1/3 https://nelkinda.com/training/DevOps-Driven-Agile © Copyright 2015-2020 Nelkinda Software Craft Private Limited. -
Watts S. Humphrey (1927-2010)
1 Watts S. Humppyhrey (1927-2010) Five lessons I learned from an inspiring leader Daniel M. Roy September 2011 PSP, TSP, Personal Software Process and Team Software Process are service marks of CMU CMM and Capability Maturity Model are registered in the U.S. patent and trademark office Myers-Briggs Type Indicator and MBTI are registered trademarks trademarks of Consulting Psychologists Press, Inc. Copyright © 2011 STPP, Inc. (Software Technology, Process & People) 2 My Watts connection Project leader at SEI 1990-1995 Cer tified th e F rench t ransl ati on of CMM material in 1993 Took the first PSP class at CMU from Watts in the winter of 1994 Copyright © 2011 STPP, Inc. (Software Technology, Process & People) 3 From CMM to PSP “My first class was a blessing in a way that I hdhad not expecte d. Three peop le from th e SEI were taking the course: Dan Roy, Julia MllMullaney (h(then Ju lia G a le) , and dJ Jim O ver. Subsequently, they all decided to work with me iiiihPSPilin transitioning the PSP intro general practice. They have been doing so ever si”ince.” Three process perspectives, WSH, 2001 Copyright © 2011 STPP, Inc. (Software Technology, Process & People) 4 My Watts connection Project leader at SEI 1990-1995 Cer tified th e F rench t ransl ati on of CMM material in 1993 Took the first PSP class at CMU from Watts in the winter of 1994 STPP created in May 1995 on his advice Invited Watts to Paris in October1995 Became SEI transition partner in 1997 Copyright © 2011 STPP, Inc. -
Implementation of Lean Tools in Apparel Industry to Improve Productivity and Quality
Current Trends in Fashion Technology & Textile Engineering ISSN: 2577-2929 Review Article Curr Trends Fashion Technol Textile Eng Volume 4 - Issue 1 - July 2018 Copyright © All rights are reserved by Prakash C DOI: 10.19080/CTFTTE.2018.04.555628 Implementation of Lean Tools in Apparel Industry to Improve Productivity and Quality Mothilal B and Prakash C* Department of Fashion Technology, Sona College of Technology, India Submission: April 19, 2018; Published: July 02, 2018 *Corresponding author: Prakash C, Department of Fashion Technology, Sona College of Technology, India, Tel No: ; Fax: +91-427- 4099888; Email: Abstract The rapid change in apparel styles, deviation of order quantities and increasing quality levels at the lowest possible cut-rate, demand the market. To increase the productivity of the apparel industries we need to reduce the wastage of the manufacturing and time to manufacture the product.apparel manufacturing Lean is the tool industry to reduce to the be focusedwastage on in moreall process effective of apparel and efficient manufacturing, manufacturing reducing processes cost and for value survival added in anto theimmensely product. competitive This paper proposes the lean tool for the apparel industry to reduce the overall wastage of the industries. Keywords: Abbreviations:Apparel FMEA: industry; Failure Eco-efficiency; Mode and Effect Industrial Analysis; wastes; SFPS: Single Lean Failuretools Points; TPM: Total Productive Maintenance; OEE: Overall Equipment Effectiveness; PDCA: Plan-Do-Check-Act or Plan-Do-Check-Adjust; PDSA: Plan-Do-Study-Act Introduction Tapping D [1] observed that lean strategy is to eliminate wastes Lean tools from the process. Any excess in equipment’s, materials, parts, and working period beyond the requirement is generally referred as of waste (muda), the improvement of quality, and production waste. -
Bringing Lean to Life: Making Processes Flow in Healthcare
NH S Improving Quality BRINGING LEAN TO LIFE Making processes flow in healthcare IMPROVEMENT. PEOPLE. QUALITY. STAFF. DATA. SATcEknPoSw.leLdgEeAmNen. tsPATIENTS. PRODUCTIVITY. IDEAS. This document has been written in partnership by: RZEoë LDord ESIGN. MAPPING. SOLUTIONS. EXPERIENCE. Email: [email protected] Lisa Smith SEmHail:A [email protected] OCESSES. TOOLS. MEASURES. INVOLVEMENT. STRENGTH. SUPPORT. LEARN. CHANGE. TEST. IMPLEMENT. PREPARATION. KNOW-HOW. SCOPE. INNOVATION. FOCUS. ENGAGEMENT. DELIVERY. DIAGNOSIS. LAUNCH. RESOURCES. EVALUATION. NHS. PLANNING. TECHNIQUES. FRAMEWORK. AGREEMENT. UNDERSTAND. IMPLEMENTATION. SUSTAIN. Bringing Lean to Life - Making processes flow in healthcare Contents Introduction - what is the problem in healthcare? 4 Identifying waste 18 What is Lean? 6 Making value flow 21 A3 thinking 7 Understanding pull 22 An example A3 report 8 Understanding Takt time 23 The importance of data and measures 10 Using 5S to improve safety 24 Example statistical process control (SPC) charts 11 Plan, Do, Check, Adjust (PDCA) cycle 25 Current state value stream mapping 12 Continuous improvement 26 Analysing your current state and designing your 14 Value stream mapping symbols 27 future state value stream map Standard work to produce high quality every time 15 Visual management 16 3 4 Bringing Lean to Life - Making processes flow in healthcare Introduction - what is the problem in healthcare? We all come to work to do our very best - to The processes are to blame, not the people This booklet provides a basic introduction and achieve what we are capable of and to add real overview of Lean; the culture, principles and value for our patients and ensure clinical Often, there is ambiguity in how certain tasks tools to understand to enable you to tackle and expertise is supported by process excellence to should be performed – so people work it out for resolve issues within healthcare. -
Review Paper on “Poka Yoke: the Revolutionary Idea in Total Productive Management” 1,Mr
Research Inventy: International Journal Of Engineering And Science Issn: 2278-4721, Vol. 2, Issue 4 (February 2013), Pp 19-24 Www.Researchinventy.Com Review Paper On “Poka Yoke: The Revolutionary Idea In Total Productive Management” 1,Mr. Parikshit S. Patil, 2,Mr. Sangappa P. Parit, 3,Mr. Y.N. Burali 1,Final Year U.G. Students, Mechanical Engg. Department,Rajarambapu Institute of Technology Islampur (Sangli),Shivaji University, Kolhapur (India) 2,P.G. Student, Electronics Engg. Department, Rajarambapu Institute of Technology Islampur (Sangli), Shivaji University, Kolhapur (India) Abstract: Poka-yoke is a concept in total quality management which is related to restricting errors at source itself. It deals with "fail-safing" or "mistake-proofing". A poka-yoke is any idea generation or mechanism development in a total productive management process that helps operator to avoid (yokeru) mistakes (poka). The concept was generated, and developed by Shigeo Shingo for the Toyota Production System. Keywords— Mistake-proofing, Total quality management, Total productive management. I INTRODUCTION In today’s competitive world any organisation has to manufacture high quality, defect free products at optimum cost. The new culture of total quality management, total productive management in the manufacturing as well as service sector gave birth to new ways to improve quality of products. By using various tools of TQM like KAIZEN, 6 sigma, JIT, JIDCO, POKA YOKE, FMS etc. organisation is intended to develop quality culture.[2,6] The paper is intended to focus basic concept of poka yoke, types of poka yoke system, ways to achieve simple poka yoke mechanism. It also covers practical study work done by various researchers . -
Lean Methodology and Its Derivates Usage for Production Systems in Modern Industry
Applied Engineering Letters Vol.2, No.4, 144-148 (2017) e-ISSN: 2466-4847 LEAN METHODOLOGY AND ITS DERIVATES USAGE FOR PRODUCTION SYSTEMS IN MODERN INDUSTRY Marko Miletić1, Ivan Miletić1 1Faculty of Engineering, University of Kragujevac, Serbia Abstract: ARTICLE HISTORY With lean methodology usage being the only way to stay competitive on Received 15.11.2017. nowadays market, it is important to implement it and spread it through the Accepted 07.12.2017. organization. Available 15.12.2017. In this paper, purpose of lean is explained, the most important definition and tools are given and differences between problem solving approaches are explained. KEYWORDS It can be concluded that problem solving approaches are in first look Lean Manufacturing, World Class Manufacturing, Toyota different, having also different number of steps, but they are adapted to the Production System, Basic Tools, company in which they are used and that they depend on the size, Continuous Improvement complexity and expected closing time of project. 1. INTRODUCTION which is initiated by management and bottom-up initiated by people on shop floor. The concept of lean methodology is nowadays Therefore, TPS is used in many industries and widely used in companies around the world in companies, adapted to its products and needs and order to maximise production by minimising loses now defined as common used methodologies such at the same time. Roots of integration of entire as: Lean [1], Lean Six Sigma [2], World Class production system done in flow was made by Manufacturing, Toyota Production System [3], Ford Henry Ford in 1913. However, true usage of lean Production System, Bosch Production System, etc… concept was started by Toyota owner Kiischiro Purpose of this paper is to show tools widely Toyoda and engineer Kaiichi Ohno after WWII, and used in these methodologies and present their finally summarized in 1980s rebranding their TPS main foundations. -
CITS5502 – Capability Maturity
CITS5502 – Capability maturity Unit coordinator: Arran Stewart 1 / 52 Sources Pressman 9th ed, Ch 26 2 / 52 Why try to improve processes? In competitive markets, there is pressure to deliver software faster and cheaper, which meets customer needs Organisations may look to process improvement to improve software quality, reduce costs, or speed up their processes It’s clear that the processes used to develop software do have a bearing on the quality of the software produced; therefore people reason that improving the processes can improve the software. 3 / 52 Major approaches to Software Process Improvement (SPI) Process maturity models Focuses on project management, introducing good software engineering practice Defines levels of process maturity These reflect the extent to which good practices have been adopted into processes Primary goals: improved product quality and process predictability. Agile Focuses on iterative development and reduction of overheads Goals include rapid delivery of functionality and responsiveness to changing customer requirements. 4 / 52 CMM We’ll look at one maturity model–based approach, the CMM (Capability Maturity Model), and its successor, CMMI (Capability Maturity Model Integration) 5 / 52 CMM background – statistical quality control US engineer W.E. Deming worked with Japanese manufacturing industries after WWII to help improve quality. The idea of statistical quality control is due to Deming and others: “reduce product defects by analyzing and modifying the process so that the chances of introducting defects are reduced and defect detection is improved” Once defects have been reduced, standardise the process and start again 6 / 52 1980s at Software Engineering Institute (SEI) at Carnegie Mellon University: Humphreys founded the Software Process Program, aimed at understanding and managing the Software Process. -
Master Glossary
Master Glossary Term Definition Course Appearances 12-Factor App Design A methodology for building modern, scalable, maintainable software-as-a-service Continuous Delivery applications. Architecture 2-Factor or 2-Step Two-Factor Authentication, also known as 2FA or TFA or Two-Step Authentication is DevSecOps Engineering Authentication when a user provides two authentication factors; usually firstly a password and then a second layer of verification such as a code texted to their device, shared secret, physical token or biometrics. A/B Testing Deploy different versions of an EUT to different customers and let the customer Continuous Delivery feedback determine which is best. Architecture A3 Problem Solving A structured problem-solving approach that uses a lean tool called the A3 DevOps Foundation Problem-Solving Report. The term "A3" represents the paper size historically used for the report (a size roughly equivalent to 11" x 17"). Acceptance of a The "A" in the Magic Equation that represents acceptance by stakeholders. DevOps Leader Solution Access Management Granting an authenticated identity access to an authorized resource (e.g., data, DevSecOps Engineering service, environment) based on defined criteria (e.g., a mapped role), while preventing an unauthorized identity access to a resource. Access Provisioning Access provisioning is the process of coordinating the creation of user accounts, e-mail DevSecOps Engineering authorizations in the form of rules and roles, and other tasks such as provisioning of physical resources associated with enabling new users to systems or environments. Administration Testing The purpose of the test is to determine if an End User Test (EUT) is able to process Continuous Delivery administration tasks as expected. -
Watts Humphrey
SPECIAL TRIBUTE Watts Humphrey The Father of Software Quality (1927-2010) Carnegie Mellon Software Engineering Institute 4 CrossTalk—July/August 2011 SPECIAL TRIBUTE When Watts Humphrey arrived at the SEI in 1986, he The Beginnings of PSP and TSP made what he called an, “outrageous commitment to Jim Over, who now leads the TSP initiative at SEI, said Hum- change the world of software engineering.” phrey had begun his work in bringing discipline to the individual By all accounts, he succeeded. Known as the “Father software engineer–the basis for the PSP–long before his ap- of Software Quality,” Humphrey dedicated his career to pointment as an SEI Fellow. Humphrey first tested his theories on a process that he addressing problems in software development including developed for managing his personal checking account. Next, he schedule delays, cost increases, performance problems, and tested them on the personal software development process by defects. In 2005, Humphrey received the National Medal of writing more than 60 small programs in Pascal and C++, Over Technology, the highest honor awarded by the President of explained. Humphrey then began working with organizations to the United States to America’s leading innovators. pilot this new personal process for software engineers. “He was a wonderful leader and a wonderful man. He Not long after, Humphrey published his first PSP book, “A set forth an energizing goal and an inspiring mission that Discipline for Software Engineering,” and developed a course for we all wanted to be a part of,” said Anita Carleton, direc- software engineers. Over, who enrolled in the first PSP course tor of SEI’s Software Engineering Process Management offered at Carnegie Mellon, said it changed his career.