Implementing Continuous Improvement


Gruska, Gregory F.   (1989, ASQC)   The Third Generation, Inc., West Bloomfield, MI

Annual Quality Congress, Toronto, Ontario, Canada    Vol. 43    No. 0
QICID: 3544    May 1989    pp. 60-64
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Article Abstract

Every American Automotive Company has established an objective of designing and producing vehicles which will be acknowledged by the customer as the standard of World Class Quality and Value and maintain this position in the future. This objective requires that the entire organization must have continuous improvement as a primary focus. To establish the foundations necessary for continuous improvement, many new as well as established programs are using Comprehensive Process Control Planning in the development, qualification, implementation and continuous improvement of the manufacturing, assembly, and support processes.

Comprehensive Process Control Planning (CP)2 is a structure to determine what each process should be doing, what could go wrong, and what each process is doing in order to establish what is needed to eliminate or control all sources of variation. The control plan approach integrates many traditional product and process development and implementation activities within its required tasks.

This paper will provide an overview of the concepts and activities of the control plan approach. The philosophical and organizational struggles encountered and resolved in the implementation of this approach will be discussed.

Examples will be given of its uses and successes in new product/process development and implementation, existing manufacturing process, and diverse service processes such as material management, scheduling, tool room activities, waste water treatment, etc. Detailed instruction and guidance should be provided to all process teams when they utilize this structure for their own processes.


Continuous improvement (CI),Automobile industry

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