* Kaizen is a continuous improvement methodology that aims to eliminate waste, improve processes, and enhance efficiency.
* Cycle time refers to the time it takes to complete a process or produce a product from start to finish.
* Take time (also known as processing time) represents the actual time spent on value-added activities during a process.
* Lead time is the total time from the initiation of a process to its completion, including both value-added and non-value-added time.
* Available time refers to the time available for production or processing.
Here's how the relationships should be understood:
* Cycle time should ideally be less than the take time:
* This means that the process is efficient, and there is minimal non-value-added time.
* Achieving this goal is a key objective of kaizen events.
* Cycle time is not necessarily equal to lead time:
* Lead time includes additional waiting time, transportation time, and other non-value-added components.
* Reducing lead time is also a kaizen objective, but it may not always match cycle time.
* Cycle time is not directly related to available time:
* Available time considers factors such as machine availability, working hours, and shifts.
* While improving cycle time contributes to better utilization of available time, they are not equivalent.
In summary, the goal of a kaizen event is to reduce cycle time (by minimizing non-value-added time) while ensuring that the process remains effective and efficient1.
References: 1: ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition

When dealing with a single-source supplier for a critical part, it is essential to address the issue of parts being rejected during receiving inspection. The material review board's subsequent acceptance of these rejects indicates a disconnect between the inspection process and the supplier's performance. To address this problem, the process improvement team should take the following steps:
* Review the Specification Limits with Engineering: The team should collaborate with engineering to revisit the specification limits for the critical part. This involves assessing whether the existing tolerances are appropriate, considering factors such as functionality, safety, and performance. If the current specifications are too stringent or not aligned with the supplier's capabilities, adjustments may be necessary.
* Analyze the "Voice of the Customer": Understanding customer requirements is crucial. The team should gather feedback from internal stakeholders (such as production, quality, and engineering) and external customers to identify their expectations regarding the critical part. This information will guide any necessary changes to the specifications.
* Evaluate Process Flow Structures: Examine the entire process flow, from supplier to material review board. Identify bottlenecks, potential sources of defects, and areas where improvements can be made.
This evaluation helps pinpoint the root causes of the rejects.
* Assess Key Measures of Process Performance: Quantitative metrics related to quality, delivery, and cost are essential. The team should analyze data on defect rates, lead times, and other relevant performance indicators. This assessment provides insights into the effectiveness of the current process.
* Consider Supplier Relations: The team should engage with the supplier to discuss the issues and collaborate on solutions. Open communication and a cooperative approach are essential for resolving the problem.
In summary, the initial step for the process improvement team is to review the specification limits with engineering. This ensures that the tolerances are realistic and aligned with both customer requirements and the supplier's capabilities. Subsequent actions will involve addressing process flow, performance metrics, and supplier collaboration2.
: 1ASQ Certified Manager of Quality/Organizational Excellence 2ASQ Guide to Process Improvement and Change

Total Quality Management (TQM) is an approach that emphasizes continuous improvement in all aspects of an organization. TQM focuses on meeting or exceeding customer expectations by involving all employees in quality improvement efforts. It includes principles such as customer focus, process improvement, employee involvement, and data-driven decision-making. TQM aims to create a culture of quality throughout the organization, ensuring that every process, product, and service contributes to customer satisfaction and organizational excellence. While other approaches like JIT manufacturing, quality assurance, and quality function deployment (QFD) have their merits, TQM encompasses a broader and more holistic perspective on quality and continuous improvement1.
: 3. ASQ Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge1.

The balanced scorecard is a strategic management tool that provides a holistic view of an organization's performance by considering multiple dimensions. It goes beyond financial metrics alone and includes other critical aspects. Let's break down each perspective:
* Finance: This perspective focuses on financial performance and shareholder value. Metrics related to revenue, profitability, return on investment, and cost control fall under this category.
* Customers: Customer satisfaction, loyalty, retention, and market share are essential metrics in this perspective. Understanding customer needs and delivering value to them are key objectives.
* Internal Processes: These metrics assess the efficiency and effectiveness of an organization's internal processes. Examples include cycle time, quality, productivity, and process improvement initiatives.
* Learning and Growth: This perspective emphasizes the development of employees, organizational culture, and innovation. Metrics related to employee training, skill development, and adaptability are relevant here.
The balanced scorecard encourages organizations to consider both short-term financial goals and long-term strategic objectives. By measuring performance across these dimensions, organizations can make informed decisions and drive continuous improvement.
:
The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition2.
ASQ Quality Resources: Balanced Scorecard1.