Failure Mode and Effects Analysis (FMEA) is a risk assessment technique for systematically identifying potential failures in a system or a process. It is widely used in the manufacturing industries in various phases of the product life cycle. Failures are any errors or defects, especially ones that affect the customer, and can be potential or actual. Failure modes are characterizations of the ways a product or process can fail. Effects analysis refers to studying the consequences of those failures.
Source: http://en.wikipedia.org/wiki/FMEA
Example FMEA procedure: http://www.asq.org/learn-about-quality/process-analysis-tools/overview/fmea.html
Further information: http://www.fmeainfocentre.com/
Poka-yoke (pronounced “POH-kah YOH-keh”) means “fail-safing” or “mistake-proofing” avoiding (yokeru) inadvertent errors (poka) is a behavior-shaping constraint, or a method of preventing errors by putting limits on how an operation can be performed in order to force the correct completion of the operation. The concept was originated by Shigeo Shingo as part of the Toyota Production System.
Source: http://en.wikipedia.org/wiki/Poka-yoke
Tutorial: http://facultyweb.berry.edu/jgrout//tutorial.html
Capability Maturity Model® Integration (CMMI®) is a process improvement approach that provides organizations with the essential elements of effective processes. [1] The latest release of CMMI — CMMI for Development (CMMI-DEV), Version 1.2 — was released in August 2006. CMMI for Development addresses product and service development processes.
Another release of CMMI — CMMI for Acquisition (CMMI-ACQ), Version 1.2 — will be released in November 2007. CMMI for Acquisition addresses acquisition and outsourcing processes in government and industry.
CMMI for Development Version 1.2 consists of 22 process areas with capability or maturity levels. CMMI was created and is maintained by a team consisting of members from industry, government, and the Software Engineering Institute (SEI) and is available for download from the SEI.
CMMI should be adapted to each individual organization according to its business objectives. Organizations cannot be CMMI “certified.” Instead, an organization is appraised (e.g., using an appraisal method like SCAMPI) and is awarded a 1-5 level rating. The rating results of such an appraisal can be published if released by the appraised organization.
The CMMI v1.2 contains 22 process areas:
Causal Analysis and Resolution
Configuration Management
Decision Analysis and Resolution
Integrated Project Management
Measurement and Analysis
Organizational Innovation and Deployment
Organizational Process Definition
Organizational Process Focus
Organizational Process Performance
Organizational Training
Product Integration
Project Monitoring and Control
CMMI Project Planning
Process and Product Quality Assurance
Quantitative Project Management
Requirements Development
Requirements Management
Risk Management
Supplier Agreement Management
Technical Solution
Validation
Verification
Source: http://en.wikipedia.org/wiki/CMMI
Kaizen is a daily activity whose purpose goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (both mental and physical) “muri“, and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes.
To be most effective Kaizen must operate with three principles in place:
- consider the process and the results (not results-only);
- systemic thinking of the whole process and not just that immediately in view (i.e. big picture, not solely the narrow view); and
- a learning, non-judgmental, non-blaming (because blaming is wasteful) approach and intent.
People at all levels of an organization participate in kaizen, from the CEO down, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group.
Source: http://en.wikipedia.org/wiki/Continuous_improvement