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Problem solving thru qc circle (1)
The document discusses quality control (QC) circles and the seven-step problem solving approach. It begins by defining QC circles as small groups of frontline employees who work to continually improve quality. It then outlines the seven steps of the problem solving approach: 1) select topic, 2) understand situation and set targets, 3) plan activities, 4) analyze causes, 5) consider and implement countermeasures, 6) check results, and 7) standardize and establish control. The document provides examples and details for applying each step of the seven-step approach to problem solving.
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Problem solving thru qc circle (1)
- 1. 18 October 2019Prod. Engg., SVL Problem Solving Through QC –7 Step Approach Production Engineering 4t h April 07
- 2. 18 October 2019Prod. Engg., SVL Necessity of TPM / TQM Cost reduction for survival • Increase in Equipment and investment cost • Demand for better quality at lower price • Overall equipment efficiency • Efficiency in manpower, material and energy utilization Reduce 16 major losses in production Stringent Quality Requirement • Zero defects • Quality – Maintenance • Maintenance prevention
- 3. 18 October 2019Prod. Engg., SVL Necessity of TPM / TQM Diversified requirement and shortening of lead time • Small lot production • Short lead time 8 Major equipment losses Difficult to retain and Motivate workforce • Avoidance of three Ds ( Dirty, Dangerous and Difficult) • Reduced working hour • Aging of population and higher education of society • Automation • Reduced manpower requirement • Unmanned plant operation 5 Major manpower losses • Minimize the setup time • One shot acceptable quality product • Zero WIP
- 4. What are QCCircles? A QC Circle is a small group consisting of first-line employees who continually control and improve the quality of their network, products and services. These small groups: • Operate autonomously, • Utilize quality control concepts and techniques and other improvement tools • Tap members' creativity and • Promote self- and mutual-development.
- 5. 18 October 2019Prod. Engg., SVL About QC Circle It was April 1962, when QC Circle Activities began in Japan. Then the activities spread over rapidly in subsequent years. In Japan, the activities have been practiced more throughout industry from manufacturing to services, and in the world more than 70 countries and territories have introduced and promoted QC Circles. The QC Circle Headquarters of Japan is located within Union of Japanese Scientists and Engineers (JUSE), and there are 9 branch offices throughout Japan to facilitate and assist QC Circle activities as follows.
- 6. 18 October 2019Prod. Engg., SVL QC Circle activities aim to: Develop members' capabilities and achieve self- actualization, Make the workplace more pleasant, vital and satisfying, Improve customer satisfaction and Contribute to society.
- 7. 18 October 2019Prod. Engg., SVL Problem Solving The QC Seven –step Problem-solving Formula is the established strategy for solving problems in workplace. The QC Seven-step Formula is the basic procedure for Solving problems scientifically, rationally, efficiently and effectively. It allows any individual or group to solve even difficult problems rationally and scientifically.
- 8. 18 October 2019Prod. Engg., SVL Problem arises Act against phenomena (symptom) Symptom Disappears Problem solved We merely think that problem has been Solved;actually it has not. We are in the habit of thinking that If the symptoms disappears , the problem Has gone away Conventional Approach
- 9. 18 October 2019Prod. Engg., SVL Problem arises Act against the causes Symptom Disappears Problem solved In this case, the problem really has been solved. This is true problem solving Identify its causes QC Approach
- 10. 18 October 2019Prod. Engg., SVL Step No Basic Steps Action Items No.1 Select topic •Identify problem •Decide topic No.2 Understand Situation and Set Targets Understand situation • Collect data • Decide Characteristics to attach Set Targets • Decide target ( value and deadlines) No. 3 Plan Activities • Decide What to do • Decide schedule, division of responsibilities, etc. No. 4 Analyze Causes • Check Present Values of characteristics • List possible causes •Analyze Causes • Decide items to tackle The QC – 7 Steps
- 11. 18 October 2019Prod. Engg., SVL Step No Basic Steps Action Items No.5 Consider and Implement Countermeasures Consider Countermeasure • Propose Ideas for Countermeasure • Discuss how to put countermeasures into effect • Check details of countermeasures Implement countermeasures • Plan how to implement countermeasures • Implement countermeasures No.6 Check Results • Check results of countermeasures • Compare results with targets • Identify tangible and intangible benefits The QC – 7 Steps
- 12. 18 October 2019Prod. Engg., SVL Step No Basic Steps Action Items No.7 Standardize and Establish Control Standardize • Establish new standards and revise old ones • Decide methods of control Establish Control • Familiarize relevant people with new methods • Educate those responsible • Verify that benefits are being maintained The QC – 7 Steps
- 13. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 1 : Select Topic I. Check the roles of ones division, department, and job II. Check the policies and objectives assigned to the workplace III. Identify and list problems IV. Evaluate the problems and select a topic
- 14. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 1 : Select Topic Well chosen topics satisfy the five conditions a) Common to all members of the circle b) Highly necessary and relevant to ones job c) Challenging but achievable d) Linked to departmental objectives e) Able to raise the ability levels of the circle or group
- 15. 18 October 2019Prod. Engg., SVL Capacity analysis –Operation Process/Station Description 1 Standard M/c Hrs Reqd.(Month) 166 275 822 485 755 2 No of Machines Available 1 1 4 3 3 3 Machine Hrs Available per month (One shift basis) 188 188 752 564 564 Machine deficiency Hrs. per month (One shift basis) 22 -87 -70 79 -191 Leak Check Sr.No. End Forming Roll Forming CNC Bending Hose Crimp -100 0 100 200 300 End forming Roll forming CNC bending Hose crimping Leak check M/c Hrs. Deficiency per month (One shift basis) Gap Bottleneck operation Example
- 16. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 2 : Understand situation and Set Targets I. Decide on the characteristics to be addressed II. Understand the situation III. Decide on the targets and the time limits for their achievements
- 17. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 2 : Understand situation and Set Targets a) Check past data concerning the characteristics values and collect fresh data to ensure that the problem can be expressed numerically b) Investigate the flow of work and the state of the process c) Examine the situation over a period of time and find out what sorts of changes have occurred Key points in understanding the situation
- 18. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 2 : Understand situation and Set Targets d) Analyze the problems from different angle (place, person, machine, material, methods, etc.) e) Pay attention to dispersion and deviation f) Be priority – oriented and narrow down the priorities g) Utilize the Seven QC Tools Key points in understanding the situation
- 19. 18 October 2019Prod. Engg., SVL Line : Hose & Pipe Machine : M-92 Date : 29.04.04 Process : Leakcheck Operator : Rajesh Shift : General S.No. Process Sequence Min. Max. Avg. Rating 1 Take 3 hoses from bin 18 20 20 22 20 18 22 20 2 Fit plugs to hose end 22 21 20 21 22 20 22 21.2 3 Fit plug on other end 20 20 20 21 19 19 21 20 4 Place hose on leak check tank 18 19 22 20 20 18 22 19.8 5 Connect pressure line 26 24 20 23 25 20 26 23.6 6 Leakage checking 60 60 60 60 60 60 60 60 7 Disconnect pressure line 22 22 20 22 20 20 22 21.2 8 Remove hoses from tank 15 14 18 16 15 14 18 15.6 9 Unfasten the screw 22 23 22 23 25 22 25 23 10 Remove the plug from other end 22 24 25 22 22 22 25 23 11 Air blow on hose 23 20 19 20 24 19 24 21.2 12 Mark the hose for OK 4 5 5 5 4 4 5 4.6 13 Keep the hoses in bin 10 12 12 10 12 10 12 11.2 Observation time (sec.) TIME ANALYSIS WORK SHEET X X X X X X Time Analysis -- Leak check X X Saleable -- None Saleable -- Waste -- X Example
- 20. 18 October 2019Prod. Engg., SVL 285 151 From team discussion following was decided Waste reduction by- 67% Non-Saleable reduction by- 67% Saleable - No reduction Physical activity present vs. target How to reduce waste and non sale-able activity Time(s.)/3hoses 0 50 100 150 200 250 300 Present Target Time(sec.)/3Hoses Operator stamping Air blow Observe leak check Header conect / disconect Plug fit /remove Mat. Handling 180 60 45 76 60 15 0 50 100 150 200 Waste Saleable Non-Saleable Example
- 21. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 3 : Plan Activities I. Decide action Items II. Decide schedule of activities III. Draw up an activity plan We do this by answering the questions “Who” and “How”? Draw up a plan for working together on the project and allocate people’s responsibilities.
- 22. 18 October 2019Prod. Engg., SVL S. NO. Analytical Techniques used PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL PLAN ACTUAL Aug-04ACTION 1 Selection of theme Apr-04 May-04 Jun-04 Jul-04 2 Understanding Situation 3 Setting target 4 Cause & effect analysis BAR CHART HISTOGRAM 5 Countermeasure action plan 6 Execution of action plan PARETO ANALYSIS TIME ANALYSIS PARETO ANALYSIS HISTOGRAM BRAIN STORMING AFFINITY DIAG. ISHIKAWA DIAGRAM 8 Standardisation 7 Result evaluation Example
- 23. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 4 : Analyze Causes I. Summarize the system of characteristics and causes on a Cause – and – Effect diagram II. Analyze the relationship between characteristics and causes using QC tools III. Summarize the results of the analysis IV. Decide what items to tackle This is the most important step in the formula. Accurately identifying the true causes ( factors ) tell us what to do in the next step ;
- 24. 18 October 2019Prod. Engg., SVL Cause Analysis In Process Rejection Wrong Part Fitment Dimensional NG Handling Damages Wrong Assembly Brazing Leak Improper Cleaning of parts TCE Condition NG Change freq. not defined Fixture Condition Poor Maintenance Flame setting Operator skill Gas pipe layout Lack of knowledge Trainees No Error Proofing in fixture Design limitation Part mix up on assy. line Improper storage Congested layout Lack of knowledge Trainees W.I. not updated No error proofing in fixture Design limitation Excess material in bins No defined standard Operator ignorance Excess material movement Improper layout Congested work station Usage of Wrong tool Similar looking tool Tool no. not referred Bending pressure variation No Accumulator near machine Improper machine setting Process changed without P.C.R. NG Input material Why-why method Example
- 25. 18 October 2019Prod. Engg., SVL Wrong Part Fitment Dimensional NG Handling Damages Wrong Assembly Brazing Leak Improper Cleaning of parts TCE Condition NG Change freq. not defined Fixture Condition Poor Maintenance Flame setting Operator skill Gas pipe layout Lack of knowledge Trainees No Error Proofing in fixture Design limitation Part mix up on assy. line Improper storage In Process Rejection Congested layout Lack of knowledge Trainees W.I. not updated No error proofing in fixture Design limitation Excess material in bins No defined standard Operator ignorance Excess material movement Improper layout Congested work station Usage of Wrong tool Similar looking tool Tool no. not referred Bending pressure variation No Accumulator near machine Improper machine setting Process changed without P.C.R. MachineMethod NG Input material ManMaterial 4 M Analysis Example
- 26. 18 October 2019Prod. Engg., SVL Major Causes Wrong Part Fitment Dimensional NG Handling Damages Wrong Assembly Brazing Leak Improper Cleaning of parts TCE Condition NG Change freq. not defined Fixture Condition Poor Maintenance Flame setting Operator skill Gas pipe layout Lack of knowledge Trainees No Error Proofing in fixture Design limitation Part mix up on assy. line Improper storage In Process Rejection Congested layout Lack of knowledge Trainees W.I. not updated No error proofing in fixture Design limitation Excess material in bins No defined standard Operator ignorance Excess material movement Improper layout Congested work station Usage of Wrong tool Similar looking tool Tool no. not referred Bending pressure variation No Accumulator near machine Improper machine setting Process changed without P.C.R. NG Input material Similar looking parts Example
- 27. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 5 : Consider and Implement Countermeasure I. Propose ideas for countermeasures * Consider the problem from all angles. * Collect the ideas from superiors and people from upstream and downstream process * Do not judge the idea at the creation stage * Use lateral thinking To find out what kind of countermeasures will be effective in eliminating the causes, we pool the ideas of the circle members. Evaluate these ideas and then draw up the actions plan.
- 28. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 5 : Consider and Implement Countermeasure II. Select Countermeasure proposals III. Discuss how to put the countermeasures into effect IV. Implement countermeasures
- 29. 18 October 2019Prod. Engg., SVL 1 2 3 Productivity improvement (H&P) Importance Urgent Low Invest. Less Effort High Effect Hoshin Kanri Rating 18 15 13 Prioritization Table Productivity improvement- (AC Systems) Productivity improvement- Compressor Example
- 30. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 6 : Check Results I. Check Results of improvement II. Compare results with targets III. Identify the benefits IV. Implement countermeasures Checking the results means finding out how the control characteristics in question have changed since the countermeasures were implemented.
- 31. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 7 : Standardize and Establish Control I. Make the temporary standards official II. Decide on the method of control III. Disseminate the correct control methods thoroughly among every one concerned The purpose of this step is to sustain the improvements and to prevent backsliding
- 32. 18 October 2019Prod. Engg., SVL The QC – 7 Steps in Practice Step 7 : Standardize and Establish Control IV. Educate and train those responsible in the new working methods V. Check whether the benefits are being maintained
- 33. 18 October 2019Prod. Engg., SVL What Why When Wher e Who How Stand ardis ation Monitor Produc tivity To identif y bottlen ecks First week of every month Hose & pipe sectio n Produ ction Engg. Manag er Produ ctivity Graph Qualit y Proce dure QP/P E/11 Revis ed Monitor waste- ful activity To elimin ate Non saleab le and waste activiti es Once in 3 month s Hose & pipe sectio n Produ ction Engg. Manag er Time analysi s sheet Qualit y Proce dure QP/P E/8 Adde d T o Do Example
- 34. 18 October 2019Prod. Engg., SVL The QC Story Whenever a QC circle, or a QC team, or other workplace group carries out improvement activities, they should always prepare a written report of these activities. QC Story is the Format which should be followed to report the results of the improvement or problem-solving activities
- 35. 18 October 2019Prod. Engg., SVL The QC Story and the QC 7-Step Problem Solving Formula Step – 1 Introduction Step – 2 QC Circle Introduction Step – 3 Outline of Process ( Roles of Circle Members, etc.) Step – 4 Reasons for Selecting Topic / Theme Step – 5 Understanding the situation Step – 6 Setting Targets Step –7 Plan Activities Step – 8 Analyzing Causes / Factors Step – 9 Considering and Implementing Countermeasure Step – 10 Checking Results / Confirming Effectiveness Step – 11 Standardization and Establishing Control Step – 12 Review / Reflection and Future Directions The QC 7 – Step for Problem Solving
- 36. 18 October 2019Prod. Engg., SVL Thanks …. Let us make things Better