The document provides an introduction and overview of the QC Story methodology, which is a 9-step problem solving technique used to examine facts and data around quality, productivity, cost, logistic, safety and other problems. It involves selecting a theme, justifying the choice, understanding the current situation, setting targets, analyzing causes, implementing corrective measures, confirming effects, standardizing solutions, and planning future actions. Each step is then described in more detail, outlining the key elements and process to be followed at that stage of the QC Story.

1. QC Story

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Introduction to QC Story
1. Definition
"QC STORY" is a problem-solving technique
based on the examination of facts and
data, with no speculation, intended for
problems caused by a number of issues.

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1Plant:
Introduction to QC Story
QC Story is not only applicable to
quality problems, but also
productivity, cost, logistic, power,
safety, etc., problems.

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1Plant:
Introduction to QC Story
QC story: A means of communication
QC story is both a problem-solving tool and
also often a communication tool.
It's a way to present the problem in a clear and
understandable manner to a wider range of employees. So
all employees understand the work processes and the root
causes for the caused problems. Gradually, in solving
problems, all employees begin to include, including
operators.

5. A Q.C. Story is a document that is used to
explain work done during an improvement effort.
It contains elements that explain the steps in the
improvement effort.
Introduction to QC Story

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1Plant:
Introduction to QC Story
QC story has been introduced in Europe, notably in Nissan's
Sunderland (UK) plant in 1992, then in the Barcelona plant.
Since QC Story was implemented, Nissan has evolved,
moving from an 11-step process to a more concise 9-step
process.

7. QC Story StepsQC Story Steps
• Step1: Select the Theme
• Step 2: Justify the choice
• Step 3: Understand the current situation
• Step 4: Select Targets
• Step 5: Analysis
• Step 6: Implement corrective measures
• Step 7: Confirm the Effects
• Step 8: Standardise
• Step 9: Summarise & Plan future actions

8. 8
The 9-step QC Story process
1- Select the subject (theme/issue)
2- Justify the choice
3- Understand the current situation
4- Select targets
5- Analyze
6- Implement corrective
measures
7- Confirm the effects
9- Summarize and plan
future action
8- Standardize
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9. Step1: Select the ThemeStep1: Select the Theme
• Theme: This section of the Q.C. Story
contains one simple sentence the Issue
Statement. An Issue Statement contains
three elements:
• Direction, Measure, Reference to a process,
product, or service
• For example: "Reduce (direction) the
percentage of contracts that are returned
for rewrite (measure) in the XYZ Contract
Department (reference)."

10. Be careful of words like "improve" and "lack of.“
Statements such as "improve customer satisfaction"
or "lack of training" are not issue statements because they
contain no direction, measure, or reference.
The term "lack of" is really a cause in disguise, not an issue.
If "lack of training" was to be accepted as an Issue Statement,
the obvious solution would be to "do training."
It would require no analysis to find the cause
because the cause is implied from the beginning.
Step1: Select the ThemeStep1: Select the Theme

11. Another word to avoid in an Issue Statement is
"and. "Usually when "and" is in the Issue Statement,
it indicates the presence of two issues.
It is commendable to try to resolve two issues at once,
but it can be very difficult and is sometimes impossible.
If the two issues have the same set of causes,
then choosing one issue will automatically lead
to the resolution of the second.
If the two issues have different causes,
it is a mistake to try to analyze and solve them together.
In either case, they should be two separate stories.
(And)

12. Step 2 – Justify the choice :
Parato diagram for RFI Defects per month
16
8
4
11 10
0
5
10
15
20
25
Wrinkels on
mo.roof
Excess gap rh
w /arch
Fouling w /blade to
w /s seal
W/loom on tapet
cover
Missing stopper
g/box lid
Defects
Defectpermonth
-60.00%
20.00%
100.00%
cumulative
percentage
,

13. In this section we explain why we are working on this
issue.
It is easy to say "customer satisfaction."
The question that needs to be addressed here is
"how do we know that this is the most important
thing to work on" to improve customer satisfaction?
We need to show how we know this is an issue.
Step 2 – Justify the choice

14. 3. Understand the current situation3. Understand the current situation
Observation of process:
Results of process walk through / any non adherence
to standard practice or specifications, add process
flow chart if required
Add details like : Time to time, location to location,
person to person, stream to stream differences as
applicable
Use of Sketches, photos, stratification, run chart,
concentration diagram, histogram, control chart etc
as applicable

15. Here is where we explain the status
of the issue before we started working to
improve it.
3. Understand the current situation3. Understand the current situation

16. 4. Select Target4. Select Target
Present
Level:
Target:
----------------------------------------------------------
----------------------------------------------------------
-- based on average data of last --- months
-----------------------------------------------------------
-----------------------------------------------------------
based on average data of last --- months
Identify the target. A target is a number indicating the
level of improvement to be achieved.

17. Step 5 – Analysis.
Wrinkles on
moulded roof
Operator not follow the sos
SOS not available
WSS CONCEPT NOT
APPLIED
Operator not fixed
ManMethod
SOS for for all the fitment
not available.
Material
Hole mismatch
Mould not o.k
Holes not match with body
Holes on body shifted.
Foam gets collapse
No step below all these acc.
Machine
Torque of battery operated gun not o.k.
Calibration not done.

18. TEST OF HYPOTHESISTEST OF HYPOTHESIS
No Probable
Cause
Testing and Observations Conclusion
5.2 Confirm the probable cause:

19. 6. Implement the corrective measures6. Implement the corrective measures
6.1 Actions Decided
Root Cause Action Plan Target
Dt
Resp. Status

20. Step 6) Implement Corrective Measures:
- Ensure that probable action selected does not create side effects
- Before implementation, decide on the role of each member and a
schedule.
- Assign each corrective action a priority and stick to it.
- Involve the operators.
- The use of color, limits, graphics, and instructions at the place where
the corrective measure is to be applied are effective means of
drawing attention to it.
- Share the results with all interested parties!

21. Step 7) Confirm the results & effects:
7.1 Verify Results:
- Compare with the initial conditions (step 3) using the data (charts).
- Effects must be explained with respect to the direct effect, indirect
effect (repercussions), or non-material effect aspects.
7.2 Full Scale Implementation plan:
- The situation before and after the corrective action must be shown
and the same charts used as in step 4.
7.3 Tangible & Intangible benefits:
- If the effects can be converted into gains (financial), this is
preferable e.g. Return on investment, annualized savings
- In as far as possible, the effect of each action on the final result must
be shown (by numbering them).

22. Step 7 – Confirm the effect
Monitoring for Wrincles in RFI
4
9
13
106
12
18
22
3
13
23
Aug Sep Oct Nov Dec Jan Feb Mar
Month
Quantity
QRQC Methodology started (03.10.2007)

23. Step 8) Standardise:
8.1 Updation of documents:
- Revise or establish the working "standard".
- Review cycle time, standard stocks, standard machine conditions,
etc.
- Visual tools are highly effective in standardization.
- Update all the relevant documents like Drawings/specifications,
Process Sheets, PFC, PFMEA, Control plan, SOP or SOS, Check list etc,
& mention the reference of the same
8.2 Training:
- If the problem stems from the operating procedure, train the
operator on the new standard
- Train people on new/modified SOP
- Train people to modify / develop SOS
8.3 Additional Audit / Check
- Check the quality level and how the operator functions with the new
method/procedure for at least two weeks.
- Carry out additional audit/check to ensure adherence to the new
system & monitoring results achieved

24. Standardization
Here we explain the steps that were
taken to ensure that the implemented solution
will remain in effect. We want to prevent
the process from reverting to its previous
state so we can continue to hold the gains
achieved through the process improvement.

25. Step 9) Summarise and future action plans :
9.1 Conclusion
- Once target has been achieved, progress and results are reported
to management. Future plans are drawn for causes that cannot be
currently resolved.
- 9.1 Horizontal deployment
- Check the possibility of extending the actions to similar product or
process
9.2 Lessons learnt
- Summarize the learning from the project

26. Step 9 – Summarise and plan
future action
•WSS to be implemented to reduce the defect
•Body dimensions to be maintain
•Solution no. 4 will be required for eliminating the problem
but the cost will be more so it will be implemented in due
course till then all the other solution are implemented by
concern people. SOS writing is completed

27. Future PlanFuture Plan
In this last section we list the problems
that could be addressed next and the
issue that has been selected
to be the next project.