SlideShare ist ein Scribd-Unternehmen logo
1 von 6
WHAT IS DPI
A new problem solving process designed to resolve and
   eradicate the root causes of process variation and waste
3 REQUIRED ELEMENTS
1. Self-directed Work Teams
2. Dynamic problem solving process
3. Visual Management
SELF-DIRECTED WORK TEAMS
Developing an organization of a Self-directed team at each key
  process step provides process step ownership with the
  responsibility of continuous improvement.
DYNAMIC PROBLEM SOLVING PROCESS

With a dynamic problem solving process the Self-directed teams
   are trained to correctly define the problem, provide a current
   measure and target, identify the key input variables utilizing
   an IPO (Input, Process, Output) diagram, provide solutions for
   the root causes of these key input variables, create standard
   work, and sustain the results
VISUAL MANAGEMENT
At each of the key process steps, owned by a Self-directed
   team, there must be a standard three sided board. The first
   side used to "dig out" the problems and root causes by
   recording hourly process outputs. A target is set for these
   pitches and if not met then the reason is recorded, a Pareto is
   established, and a matrix provided for the time of day the
   pitches are not met. The second side is used to record the
   process of Dynamic Problem Solving, and the third side for
   sustaining the results by measuring and monitoring the
   progress of the resulting standard work (TWI recommended).

Weitere ähnliche Inhalte

Was ist angesagt?

Lean Six Sigma Black Belt Training Part 4
Lean Six Sigma Black Belt Training Part 4Lean Six Sigma Black Belt Training Part 4
Lean Six Sigma Black Belt Training Part 4Lean Insight
 
The DMAIC process
The DMAIC processThe DMAIC process
The DMAIC processaamir kamal
 
Process Management – Critical Control Point Decision Tree
Process Management – Critical Control Point Decision TreeProcess Management – Critical Control Point Decision Tree
Process Management – Critical Control Point Decision TreeDavid Tsang
 
Deming’s PDCA and Constant Learning
Deming’s PDCA and Constant LearningDeming’s PDCA and Constant Learning
Deming’s PDCA and Constant LearningJeanie Arnoco
 
Do I need a PMO (And where do I start)
Do I need a PMO (And where do I start)Do I need a PMO (And where do I start)
Do I need a PMO (And where do I start)Finn Olsen Tram
 
Zero Defects Through Lean six Sigma
Zero Defects Through Lean six SigmaZero Defects Through Lean six Sigma
Zero Defects Through Lean six SigmaRamesh Victor
 
Moc overview
Moc overviewMoc overview
Moc overviewpmallik
 
iACT Global | DMAIC Methodology
iACT Global | DMAIC MethodologyiACT Global | DMAIC Methodology
iACT Global | DMAIC MethodologyiACT Global
 
Business process improvement
Business process improvementBusiness process improvement
Business process improvementPaul Campbell FCA
 
Lean Tools and resulting ROI 2015
Lean Tools and resulting ROI 2015Lean Tools and resulting ROI 2015
Lean Tools and resulting ROI 2015Bill Bearnson
 
8D Problem Solving
8D Problem Solving8D Problem Solving
8D Problem SolvingAjay Garg
 
Models of quality assessment
Models of quality assessmentModels of quality assessment
Models of quality assessmentAsila AL-harthi
 
Six Sigma overview for Grad School
Six Sigma overview for Grad SchoolSix Sigma overview for Grad School
Six Sigma overview for Grad SchoolJeremy Jay Lim
 
Process Development And Implementation 777
Process Development And Implementation 777Process Development And Implementation 777
Process Development And Implementation 777swati18
 

Was ist angesagt? (20)

Plan do-check-act
Plan do-check-actPlan do-check-act
Plan do-check-act
 
Lean Six Sigma Black Belt Training Part 4
Lean Six Sigma Black Belt Training Part 4Lean Six Sigma Black Belt Training Part 4
Lean Six Sigma Black Belt Training Part 4
 
Lean Process Improvement Techniques
Lean Process Improvement TechniquesLean Process Improvement Techniques
Lean Process Improvement Techniques
 
The DMAIC process
The DMAIC processThe DMAIC process
The DMAIC process
 
Process Management – Critical Control Point Decision Tree
Process Management – Critical Control Point Decision TreeProcess Management – Critical Control Point Decision Tree
Process Management – Critical Control Point Decision Tree
 
Deming’s PDCA and Constant Learning
Deming’s PDCA and Constant LearningDeming’s PDCA and Constant Learning
Deming’s PDCA and Constant Learning
 
Lesson10
Lesson10Lesson10
Lesson10
 
Do I need a PMO (And where do I start)
Do I need a PMO (And where do I start)Do I need a PMO (And where do I start)
Do I need a PMO (And where do I start)
 
Zero Defects Through Lean six Sigma
Zero Defects Through Lean six SigmaZero Defects Through Lean six Sigma
Zero Defects Through Lean six Sigma
 
Moc overview
Moc overviewMoc overview
Moc overview
 
iACT Global | DMAIC Methodology
iACT Global | DMAIC MethodologyiACT Global | DMAIC Methodology
iACT Global | DMAIC Methodology
 
Business process improvement
Business process improvementBusiness process improvement
Business process improvement
 
Lean Tools and resulting ROI 2015
Lean Tools and resulting ROI 2015Lean Tools and resulting ROI 2015
Lean Tools and resulting ROI 2015
 
PDCA(slides)
PDCA(slides)PDCA(slides)
PDCA(slides)
 
8D Problem Solving
8D Problem Solving8D Problem Solving
8D Problem Solving
 
Models of quality assessment
Models of quality assessmentModels of quality assessment
Models of quality assessment
 
Six Sigma overview for Grad School
Six Sigma overview for Grad SchoolSix Sigma overview for Grad School
Six Sigma overview for Grad School
 
P&msp2010 10 project-control
P&msp2010 10 project-controlP&msp2010 10 project-control
P&msp2010 10 project-control
 
Change management
Change managementChange management
Change management
 
Process Development And Implementation 777
Process Development And Implementation 777Process Development And Implementation 777
Process Development And Implementation 777
 

Ähnlich wie Dpi dynamic process improvement

APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S. APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S. Kaustav Lahiri
 
Lean Six Sigma: DMAIC In-Depth
Lean Six Sigma: DMAIC In-DepthLean Six Sigma: DMAIC In-Depth
Lean Six Sigma: DMAIC In-DepthGoLeanSixSigma.com
 
Seven Management and Planning Tools from ConceptDraw
Seven Management and Planning Tools from ConceptDrawSeven Management and Planning Tools from ConceptDraw
Seven Management and Planning Tools from ConceptDrawAnastasia Krylova
 
Quality Engineering material
Quality Engineering materialQuality Engineering material
Quality Engineering materialTeluguSudhakar3
 
Seven Management and Planning Tools
Seven Management and Planning ToolsSeven Management and Planning Tools
Seven Management and Planning ToolsConceptDraw
 
QM-021-PDCA
QM-021-PDCAQM-021-PDCA
QM-021-PDCAhandbook
 
LEAN - What Does Kaizen Mean.ppt based on lean manufacturing
LEAN - What Does Kaizen Mean.ppt based on lean manufacturingLEAN - What Does Kaizen Mean.ppt based on lean manufacturing
LEAN - What Does Kaizen Mean.ppt based on lean manufacturingssuser72b8e8
 
Help desk problem management it-toolkits
Help desk problem management   it-toolkitsHelp desk problem management   it-toolkits
Help desk problem management it-toolkitsIT-Toolkits.org
 
8 d template_advanced
8 d template_advanced8 d template_advanced
8 d template_advancedNikeshDesai4
 
pm_training_-_process_tool_v1.4.pptx
pm_training_-_process_tool_v1.4.pptxpm_training_-_process_tool_v1.4.pptx
pm_training_-_process_tool_v1.4.pptxJayz41
 
Ci In Qms By Vincent Gasperz English Version
Ci In Qms By Vincent Gasperz English VersionCi In Qms By Vincent Gasperz English Version
Ci In Qms By Vincent Gasperz English VersionYucika Kalvari
 
Pgs problem management assessment 022509
Pgs problem management assessment 022509Pgs problem management assessment 022509
Pgs problem management assessment 022509wardell henley
 
Inspect and Adapt in the Scaled Agile Framework
Inspect and Adapt in the Scaled Agile FrameworkInspect and Adapt in the Scaled Agile Framework
Inspect and Adapt in the Scaled Agile FrameworkKendis.io
 

Ähnlich wie Dpi dynamic process improvement (20)

APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S. APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
 
Lean Six Sigma: DMAIC In-Depth
Lean Six Sigma: DMAIC In-DepthLean Six Sigma: DMAIC In-Depth
Lean Six Sigma: DMAIC In-Depth
 
Seven Management and Planning Tools from ConceptDraw
Seven Management and Planning Tools from ConceptDrawSeven Management and Planning Tools from ConceptDraw
Seven Management and Planning Tools from ConceptDraw
 
Quality Engineering material
Quality Engineering materialQuality Engineering material
Quality Engineering material
 
Seven Management and Planning Tools
Seven Management and Planning ToolsSeven Management and Planning Tools
Seven Management and Planning Tools
 
QM-021-PDCA
QM-021-PDCAQM-021-PDCA
QM-021-PDCA
 
PDCA
PDCAPDCA
PDCA
 
Problem solving preview
Problem solving previewProblem solving preview
Problem solving preview
 
LEAN - What Does Kaizen Mean.ppt based on lean manufacturing
LEAN - What Does Kaizen Mean.ppt based on lean manufacturingLEAN - What Does Kaizen Mean.ppt based on lean manufacturing
LEAN - What Does Kaizen Mean.ppt based on lean manufacturing
 
Help desk problem management it-toolkits
Help desk problem management   it-toolkitsHelp desk problem management   it-toolkits
Help desk problem management it-toolkits
 
8 d template_advanced
8 d template_advanced8 d template_advanced
8 d template_advanced
 
pm_training_-_process_tool_v1.4.pptx
pm_training_-_process_tool_v1.4.pptxpm_training_-_process_tool_v1.4.pptx
pm_training_-_process_tool_v1.4.pptx
 
Kaizen.ppt
Kaizen.pptKaizen.ppt
Kaizen.ppt
 
Ci In Qms By Vincent Gasperz English Version
Ci In Qms By Vincent Gasperz English VersionCi In Qms By Vincent Gasperz English Version
Ci In Qms By Vincent Gasperz English Version
 
Pgs problem management assessment 022509
Pgs problem management assessment 022509Pgs problem management assessment 022509
Pgs problem management assessment 022509
 
Five days of kaizen
Five days of kaizenFive days of kaizen
Five days of kaizen
 
Inspect and Adapt in the Scaled Agile Framework
Inspect and Adapt in the Scaled Agile FrameworkInspect and Adapt in the Scaled Agile Framework
Inspect and Adapt in the Scaled Agile Framework
 
Process development and implementation
Process development and implementationProcess development and implementation
Process development and implementation
 
8D Report
8D Report8D Report
8D Report
 
DMAIC.pptx
DMAIC.pptxDMAIC.pptx
DMAIC.pptx
 

Mehr von Lean Teams USA

The 1st component - Leadership and Mentoring
The 1st component - Leadership and MentoringThe 1st component - Leadership and Mentoring
The 1st component - Leadership and MentoringLean Teams USA
 
The 4th component – fast knowledge sharing
The 4th component – fast knowledge sharingThe 4th component – fast knowledge sharing
The 4th component – fast knowledge sharingLean Teams USA
 
The 3rd component - Organization Structure for Sustainment
The 3rd component - Organization Structure for SustainmentThe 3rd component - Organization Structure for Sustainment
The 3rd component - Organization Structure for SustainmentLean Teams USA
 
Process Design and Visual Value Streams
Process Design and Visual Value StreamsProcess Design and Visual Value Streams
Process Design and Visual Value StreamsLean Teams USA
 
Productive meetings by lean
Productive meetings by leanProductive meetings by lean
Productive meetings by leanLean Teams USA
 
Autonomous Team Requirements
Autonomous Team RequirementsAutonomous Team Requirements
Autonomous Team RequirementsLean Teams USA
 
Leadership skill of momentum
Leadership skill of momentumLeadership skill of momentum
Leadership skill of momentumLean Teams USA
 
Value stream mapping for service
Value stream mapping for serviceValue stream mapping for service
Value stream mapping for serviceLean Teams USA
 
Creating a Creative Culture
Creating a Creative CultureCreating a Creative Culture
Creating a Creative CultureLean Teams USA
 
Design For OEE (DFOEE)
Design For OEE (DFOEE)Design For OEE (DFOEE)
Design For OEE (DFOEE)Lean Teams USA
 
Lean for Small Business
Lean for Small BusinessLean for Small Business
Lean for Small BusinessLean Teams USA
 
OEE Financial Benefits From Component Improvement
OEE Financial Benefits From Component ImprovementOEE Financial Benefits From Component Improvement
OEE Financial Benefits From Component ImprovementLean Teams USA
 
Standard work for leaders
Standard work for leadersStandard work for leaders
Standard work for leadersLean Teams USA
 
Four components of fast pace
Four components of fast paceFour components of fast pace
Four components of fast paceLean Teams USA
 

Mehr von Lean Teams USA (20)

5s slideshare
5s slideshare5s slideshare
5s slideshare
 
The 1st component - Leadership and Mentoring
The 1st component - Leadership and MentoringThe 1st component - Leadership and Mentoring
The 1st component - Leadership and Mentoring
 
The 4th component – fast knowledge sharing
The 4th component – fast knowledge sharingThe 4th component – fast knowledge sharing
The 4th component – fast knowledge sharing
 
The 3rd component - Organization Structure for Sustainment
The 3rd component - Organization Structure for SustainmentThe 3rd component - Organization Structure for Sustainment
The 3rd component - Organization Structure for Sustainment
 
Process Design and Visual Value Streams
Process Design and Visual Value StreamsProcess Design and Visual Value Streams
Process Design and Visual Value Streams
 
Productive meetings by lean
Productive meetings by leanProductive meetings by lean
Productive meetings by lean
 
Output improvement
Output improvementOutput improvement
Output improvement
 
Autonomous Team Requirements
Autonomous Team RequirementsAutonomous Team Requirements
Autonomous Team Requirements
 
Leadership skill of momentum
Leadership skill of momentumLeadership skill of momentum
Leadership skill of momentum
 
Go to gemba
Go to gembaGo to gemba
Go to gemba
 
Value stream mapping for service
Value stream mapping for serviceValue stream mapping for service
Value stream mapping for service
 
Lean Leadership
Lean LeadershipLean Leadership
Lean Leadership
 
Creating a Creative Culture
Creating a Creative CultureCreating a Creative Culture
Creating a Creative Culture
 
Design For OEE (DFOEE)
Design For OEE (DFOEE)Design For OEE (DFOEE)
Design For OEE (DFOEE)
 
Lean office
Lean officeLean office
Lean office
 
Lean for Small Business
Lean for Small BusinessLean for Small Business
Lean for Small Business
 
OEE Financial Benefits From Component Improvement
OEE Financial Benefits From Component ImprovementOEE Financial Benefits From Component Improvement
OEE Financial Benefits From Component Improvement
 
5S numbers game
5S numbers game5S numbers game
5S numbers game
 
Standard work for leaders
Standard work for leadersStandard work for leaders
Standard work for leaders
 
Four components of fast pace
Four components of fast paceFour components of fast pace
Four components of fast pace
 

Kürzlich hochgeladen

1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxRakhi Bazaar
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsKnowledgeSeed
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfRbc Rbcua
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSendBig4
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...ssuserf63bd7
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxmbikashkanyari
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOne Monitar
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsIndiaMART InterMESH Limited
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in PhilippinesDavidSamuel525586
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxShruti Mittal
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...Operational Excellence Consulting
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdfShaun Heinrichs
 
Planetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifePlanetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifeBhavana Pujan Kendra
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfJamesConcepcion7
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Anamaria Contreras
 
BAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxBAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxran17april2001
 

Kürzlich hochgeladen (20)

1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
 
Introducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applicationsIntroducing the Analogic framework for business planning applications
Introducing the Analogic framework for business planning applications
 
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdfAPRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.com
 
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
Horngren’s Financial & Managerial Accounting, 7th edition by Miller-Nobles so...
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
 
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring CapabilitiesOnemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
Onemonitar Android Spy App Features: Explore Advanced Monitoring Capabilities
 
Welding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan DynamicsWelding Electrode Making Machine By Deccan Dynamics
Welding Electrode Making Machine By Deccan Dynamics
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
Entrepreneurship lessons in Philippines
Entrepreneurship lessons in  PhilippinesEntrepreneurship lessons in  Philippines
Entrepreneurship lessons in Philippines
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
business environment micro environment macro environment.pptx
business environment micro environment macro environment.pptxbusiness environment micro environment macro environment.pptx
business environment micro environment macro environment.pptx
 
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
The McKinsey 7S Framework: A Holistic Approach to Harmonizing All Parts of th...
 
1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf1911 Gold Corporate Presentation Apr 2024.pdf
1911 Gold Corporate Presentation Apr 2024.pdf
 
Planetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifePlanetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in Life
 
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptxThe Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdf
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
 
BAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxBAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptx
 

Dpi dynamic process improvement

  • 1.
  • 2. WHAT IS DPI A new problem solving process designed to resolve and eradicate the root causes of process variation and waste
  • 3. 3 REQUIRED ELEMENTS 1. Self-directed Work Teams 2. Dynamic problem solving process 3. Visual Management
  • 4. SELF-DIRECTED WORK TEAMS Developing an organization of a Self-directed team at each key process step provides process step ownership with the responsibility of continuous improvement.
  • 5. DYNAMIC PROBLEM SOLVING PROCESS With a dynamic problem solving process the Self-directed teams are trained to correctly define the problem, provide a current measure and target, identify the key input variables utilizing an IPO (Input, Process, Output) diagram, provide solutions for the root causes of these key input variables, create standard work, and sustain the results
  • 6. VISUAL MANAGEMENT At each of the key process steps, owned by a Self-directed team, there must be a standard three sided board. The first side used to "dig out" the problems and root causes by recording hourly process outputs. A target is set for these pitches and if not met then the reason is recorded, a Pareto is established, and a matrix provided for the time of day the pitches are not met. The second side is used to record the process of Dynamic Problem Solving, and the third side for sustaining the results by measuring and monitoring the progress of the resulting standard work (TWI recommended).