Project aims to reduce radial side wall rejections in bias cutting. [Step I] identifies the current high level of side wall rejections as the problem area and validates the need for improvement. [Step II] analyzes current processes through data collection and identifies the specific problem as reducing defects in SKU X from Y% to Z% by date. [Step III] uses a fishbone diagram and validation to identify root causes such as machine issues and lack of training. [Step IV] develops a countermeasure matrix to prioritize solutions and an action plan to address root causes. [Step V] checks results through before/after data showing benefits. [Step VI] standardizes improvements through updated documents. [Step VII]

1. Project : QIP-Reduction of Radial side wall rejections
Pain Area :
Location :
Plan Actual
QIP Start Date
QIP End Date
1
QIP Registration No:
26th May 2017

2. QIP Presentation Must-Haves
26th May 2017 2
Sr No. Particular Final Must-have
Title Slide QIP Name Reg ID (from online QIP registration)
QIP Charter
All Info, including planned and actual
dates
Step 1 RFI
Pain Area, Measure, Valid
Requirements
Step 2 Current Situation Specific Problem Statement
Step 3 Analysis Validated Root Causes
Step 4 Counter Measures Counter Measure Matrix
Step 5 Result Check
Before/After Pareto showing
reduction/elimination of specific
problem
Step 6 Standardisation
Snapshot of new/edited SOP or WI or
Standard review checklist
Step 7 Future Plan
Any scope for Horizontal Deployment
and Future QIPs for further reducing
the problem
Colour
code
Red Font Mandatory fields
Black Font Optional
PDCA
Plan
Do
Check
Act

3. QIP Project Charter
Project Title Justification
Brief sentence describing the problem you are trying to
attack
Why this problem needs to be resolved
Goal statement Project scope
Measure
(KPI)
Current
Level
Goal / target
Target
date
Define the scope by
Location/Section/Department/Level etc
(From P01) X Y 00/00/00
Project Plan Team Members
Phase Start Date End Date
Reason for
improvement
QIP Sponsor (M4 and above):
Current Situation QIP Facilitator (TQM background):
Analysis QIP Leader:
Counter-measures Members:
Result Check
Standardization
Future Plan
326th May 2017

4. Step I Reason For Improvement
• Pain Area
• Measures (KPI of Pain Area)
(from P01 or Role template)
• Valid Requirements
• Graphs
426th May 2017

5. Step II Current Situation
• Process Flow (as-is in reality) and Issues
– After Gemba (pain area) visit
526th May 2017

6. Step II Current Situation
Investigation of pain area from various view points by capturing various types of
process and support data
626th May 2017
MACHINE WISE BIAS CUTTING SCRAP DETAIL DATE:
BEAD WIRE
DEFECT
1st SHIFT
DEFECT
2nd SHIFT
DEFECT
3rd SHIFT
BIAS CUTTER NO. BIAS CUTTER NO. BIAS CUTTER NO.
BEAD FABRIC 1 2 3 4 5 6 7TOTAL 1 2 3 4 5 6 7TOTAL 1 2 3 4 5 6 7TOTAL
ANGLE ANGLE ANGLE
SLITTER M/C R.O.KNIFE R.O.KNIFE R.O.KNIFE
LUMPY LUMPY LUMPY
M.BAND BLD R.BORDER R.BORDER R.BORDER
BAGGY BAGGY BAGGY
LAB S.STICK S.STICK S.STICK
CRUSH CRUSH CRUSH
TTB BARE BARE BARE
SPLIT CORD SPLIT CORD SPLIT CORD
J59 WRINKLE WRINKLE WRINKLE
PEELING PEELING PEELING
SAMPLE SAMPLE SAMPLE
JOINT JOINT JOINT
ROLL MARK ROLL MARK ROLL MARK
NI/BO/BU NI/BO/BU NI/BO/BU
TOTAL TOTAL TOTAL
TEXTILE
BARE FABRIC
TEXTILE
BARE FABRIC
TEXTILE
BARE FABRIC
I RUBBER BORDER RUBBER BORDER RUBBER BORDER
SPLIT CORD SPLIT CORD SPLIT CORD
II SAMPLE SAMPLE SAMPLE
TABBEY TABBEY TABBEY
III JOINT JOINT JOINT
DARK FABRIC DARK FABRIC DARK FABRIC
TOTAL TOTAL TOTAL
TONNAGE TOTAL( BIAS+ TEXTILE) TOTAL( BIAS+ TEXTILE)

7. Step II Current Situation
• Data Analysis
– Stratification/Pareto/Histogram
726th May 2017
39%
63%
76%
87%
96%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
5
10
15
20
25
30
35
40
45
Quality
Certificate
Error
Certificate
Missing
Invoice
Error
Packing
ListError
Wrong
Quantity
Other

8. Step II Current Situation
Adherence-To-Standard Check Table
Sl. No. Cause(s) of pain area
Are there
existing
standards
(SOP/WI etc)
[Yes/No]
If yes, what are the
standards?
[Name]
Are the
standards
currently
followed?
[Yes/No]
Reason, if not followed
Will the pain
area be
eliminated if
standards are
followed?
[Yes/No/Maybe]
Action
Planned on
Standard
[Create
/Follow/
Modify]
– If any Action item is ‘Follow Standard’, then first follow the
standard and validate whether the pain area still exists
– If all action items are either ‘Create’ or ‘Modify’, then continue
to forming the ‘Specific Problem Statement’
Validation of Pain Area
826th May 2017

9. Step II : Current Situation
(This is always the Last slide of Step 2)
• Specific Problem Statement
– Specific problem ( based on inference 20 % of pain
area having 80% impact on results)
– Statement should include
• What , When , where
• Existing level and Target with time.
• Impact on pain area.
• Example:
– Reduce defect in SKU X from Y% to Z% by October 30
– Reduce sales skew in SBU/div/location by improving area-under-
the curve from X to Y by September 15
– Increase DSS score in delivery/claims/etc by10% from 72 to 79
for SBU/div/location by December 15
926th May 2017

10. Step III Analysis - Fishbone Diagram
All potential Causes identified during Gemba/brainstorming
Typical for Manufacturing / Process type functions
– 4M + E (Man, Method, Materials, Machine, Environment)
Typical for Sales/Mkt/SCM
– 6P (product, place, promotion, price, people, process)
Fee Structure
Long Hold Times
LOW
CUSTOMER
SATISFACTION
POOR SUPPORT
LOW QUALITY PRODUCT HIGH PRICING
Cost of
Materials
Ineffective
Marketing
Incompetent
Employees
Bad Design
Poor
Materials
Wrong Answers
Long Hold Times
Fee Structure
POOR SUPPORT
Wrong Answers
1026th May 2017

11. Step III Analysis
• Probable causes validation
No Probable
Cause
Testing and Observations (any of below)
1.Gemba / Historical Observation
2. Hypothesis Testing
3. Technical Analysis / FTA
4. SPC / DOE /Scatter Plot / Regression
Conclusion
(Valid/Invalid)
1126th May 2017

12. Step III Analysis – Why –Why Example
This is used for the identification of Root cause of all validated causes
Validated Cause WHY WHY WHY
S/W stitching in
High pressure
No provision of
low pressure
stitching
No provision
on Dual
pressure
Design mis-
match with
application
need
Play in back stitcher
wheel
Play in bearing Contaminatio
n in bearing
There is no
seal on
bearing
Traverse screw
shifted
Circlip came out Circlip
damaged
Frequent
Wear and
tear, not
checked in
time
Poking not as per
spec
Lake of
knowledge
No training &
no visual
Display
Training need
and schedule
not identified
well
1226th May 2017

13. Step IV : Counter Measures: CM Matrix
This can be used to prioritize which CM to Implement for a given root cause
13
Action
Overall
(E x F)
Feasibility
(F)
Effective
Ness (E)
Practical
Method
Counter
Measure
Root
Cause
Problem
RATING (1 - 5)
COUNTERMEASURE IS “WHAT” TO DO
PRACTICAL METHOD IS “HOW” TO DO
26th May 2017

14. Step IV : Counter Measures
Validated
Root Causes
Action Plan
(action to be
taken)
Target
Completion
Date
Responsibility
(person)
Status
(Red/Yellow
/Green)
1426th May 2017

15. Step IV : Counter Measures
1526th May 2017
• Pictures / Data of Counter Measure implementation /
Kaizens

16. Step V Result Check
• Before & after Pareto / Trend line / Histogram
1626th May 2017

17. Step V : Result Check
• Tangible Benefits
• Intangible Benefits
1726th May 2017

18. Step VI : Standardisation
• Update existing SOP or Create new SOP
– Standards / Work Instructions / Manuals etc.
– Provide names/ snapshots of documents created or
updated
• CMS No. Internal Doc Number
• Pic of Document with Revision No highlighted
1826th May 2017

19. Step VII Future Plan
• Any Scope for Horizontal Deployment
– Within plant
– Across plant
AND / OR
• Taking the next QIP with redefined specific problem
statement
– Identification of new problem from the ‘After-Pareto’
1926th May 2017

20. Thank You
26th May 2017 20