4 big problems first examples of “problems” : problems every workplace has problems. but we...
TRANSCRIPT
4 BIG Problems First4 BIG Problems First
Examples of “problems” :Examples of “problems” :Examples of “problems” :Examples of “problems” :
Every workplace has problemsproblems. But we can’t try to solve all of the problems at the same time. Of cause it is best to fix BIG problemsBIG problems before small problems. But how do we find big problems? First we should decide what a “problem” is;
Basic Quality Control , Page 9
Introduction to QC People Development Dept
• The monthly accounts should be completed on the last day in each month,The monthly accounts should be completed on the last day in each month, but it is always 7-10 days late. but it is always 7-10 days late.
• The cycle time for our painting process should be 30 seconds but theThe cycle time for our painting process should be 30 seconds but the average time is 33 seconds.average time is 33 seconds.
•Wasted materials mean wasted money. But every day we can find someWasted materials mean wasted money. But every day we can find some broken parts or damaged materials in the trash. broken parts or damaged materials in the trash.
• We should answer the telephone quickly so our customers don’t have toWe should answer the telephone quickly so our customers don’t have to wait. But, we often make the caller wait for 20-30 seconds.wait. But, we often make the caller wait for 20-30 seconds.
Qu
alit
y le
vel
Qu
alit
y le
vel
品质
水平
品质
水平
Definition of ProblemDefinition of Problem 问题问题 (( 难题难题 )) 之定之定义义
4. Big Problem First 4. Big Problem First 优先处理大的问题优先处理大的问题
Current level or actual Current level or actual Situation Situation 现有水平或现有水平或实际情况实际情况
ProblemProblem问题问题
难题难题
Target level or ideal Target level or ideal Situation Situation 目标质或目标质或理想形势理想形势
GoodGood
PoorPoor
The difference betweenThe difference betweenthe two levels is thethe two levels is theproblemproblem. The bigger the. The bigger thegap, the greater thegap, the greater theproblem.problem.
Introduction to QC People Development Dept
Example:Example: In the graph below there are only a few few bigbig problemsproblems and many many small problemssmall problems.
Cost of repairing defects in August 1989
Basic Quality Control , Page 10
Introduction to QC People Development Dept
70% of the total cost of all the problems is caused by problem A and B (30%+40%). We should try to solve these problems first.
0
20
40
60
80
100
120
140
160
180
200 100%
80%
60%
40%
20%
0%
Co
st
of
de
fec
t in
$C
os
t o
f d
efe
ct
in $
Pe
rcen
t of to
tal c
os
tP
erce
nt o
f tota
l co
st
Few serious problems Many small problems
In most cases, there are only few large problemsfew large problems and many many small problemssmall problems. Attack the largest problems firstAttack the largest problems first.However, if you know a smaller problem can be solved simply,cheaply and quickly, then you may fix that first. Then attack the most serious problems.The Pareto DiagramPareto Diagram is very helpful when deciding whichproblem to tackle first. The Pareto Diagram is explained in another booklet called “QC Tool Kit”.
Basic Quality Control , Page 10
Introduction to QC People Development Dept
No two things are the same. No two clocks keep the same time, even super-accurate atomic clocks differ slightly. In a factory, parts will always be different, even if they will made on the same machine. Even a robot makes parts which are slightly different. Raw materials vary in the same way.
5 Variation5 Variation
Basic Quality Control , Page 11
Introduction to QC People Development Dept
Making cakesMaking cakes
Q: I make my chocolate cake in the same way every time, but today it doesn’t taste good. Why?
A: There are hundreds of possible reasons. For example; all the ingredients are natural and therefore vary. Perhaps the flour is a little old, perhaps the eggs are a little larger than usual...... perhaps you mixed a little more than usual..… perhaps the weather is cold today, so the oven was also a little cooler than usual.......etc..
Basic Quality Control , Page 11
Introduction to QC People Development Dept
5 Variation5 Variation
Variation in an Orange Juice Factory
In an orange juice factory, one-litre bottles are filled with orange juice.If a bottle has less than 1 litre of orange juice, it is defect. There are two bottling lines, A and B.
On line A, the amount of orange juice varies a lot. Some of the bottles have less than 1 litre of juice and these are defects. These defects can not be sold, andthey are waste. This variation is not normal and you must investigate the cause of this variation.
Bottle numberBottle number
VolumeVolumeof juiceof juice( litres )( litres )
=Defects=Defects
1 litre1 litre
Basic Quality Control , Page 11
Introduction to QC People Development Dept
Next look at the graph for line B. All the bottles have over 1 liter of orange juice, and the amount of juice varies very little. The process on line B is good, stable and much better than line A. This sort of slight variation is because of hundreds of small changing factors.
Basic Quality Control , Page 12
Introduction to QC People Development Dept
Line BLine B
0
0.2
0.4
0.6
0.8
1
1.2
0 5 10 15 20 25
Bottle numberBottle number
VolumeVolumeof juiceof juice( liter( liter ) ) 1 liter1 liter
If we could control all the factors effecting the amount of orange juice, then the graph would be like C. However, it is impossible to control every factor so there will always be some variations.
We should expect all processes to have some variations. We should try to reduce these variations as much as possible, so that all variations are kept within the job specifications.
We should expect all processes to have some variations. We should try to reduce these variations as much as possible, so that all variations are kept within the job specifications.
Basic Quality Control , Page 13
Introduction to QC People Development Dept
Line CLine C
Bottle numberBottle number
Vo
lum
e o
f ju
ice
Vo
lum
e o
f ju
ice
(lit
res
(lit
res ))
0
0.2
0.4
0.6
0.8
1
1.2
0 10 20 30
100%100%1 litre1 litre
5. Variation 5. Variation 变异变异
The Larger VariationLarger Variation
produces More WasteMore Waste..
The Larger VariationLarger Variation
produces More WasteMore Waste..
巨大的变化造成很多的浪费巨大的变化造成很多的浪费
A 生 产 线 巨 大 的 变 异 造 成 很 多 的 浪 费
0.60.70.80.9
11.11.21.31.4
1 3 5 7 9 11 13 15 17 19
Vol
um
e of
Ju
ice
(lit
ers) Line A
Mean
B 生 产 线 没 有 缺 陷 和 只 有 很 少 的 浪 费
Bottle No.
Line C
Mean0.60.70.80.9
11.11.21.31.4
1 3 5 7 9 11 13 15 17 19
Mean
Line B
0.60.70.80.9
11.11.21.31.4
1 3 5 7 9 11 13 15 17 19
C 生 产 线 没 有 任 何 缺 陷 和 浪 费
Mean
Line A
Introduction to QC People Development Dept
A A 生 产 线 巨 大 的 变 异 造 成 很 多 的 浪 费生 产 线 巨 大 的 变 异 造 成 很 多 的 浪 费
5. Variation 5. Variation 变异变异
0.60.70.80.9
11.11.21.31.4
1 3 5 7 9 11 13 15 17 19
Vo
lum
e o
f J
uic
e (l
iter
s)
Bottle No.
Line A
Mean
These indicates defects. Line A has much variation and produces more waste.
Introduction to QC People Development Dept
B B 生 产 线 没 有 缺 陷 和 只 有 很 少 的 浪 费生 产 线 没 有 缺 陷 和 只 有 很 少 的 浪 费
Bottle No.
Line C
Mean0.60.70.80.9
11.11.21.31.4
1 3 5 7 9 11 13 15 17 19
Bottle No.
Vo
lum
e o
f J
uic
e (l
iter
s)
Line B
Mean
Line B has no defect and very little waste.
Introduction to QC People Development Dept
5. Variation 5. Variation 变异变异
C C 生 产 线 没 有 任 何 缺 陷 和 浪 费生 产 线 没 有 任 何 缺 陷 和 浪 费
0.60.70.80.9
11.11.21.31.4
1 3 5 7 9 11 13 15 17 19
Mean
Line C
Bottle No.
Vo
lum
e o
f J
uic
e (l
iter
s)
Line C has no defects and no waste.
Introduction to QC People Development Dept
5. Variation 5. Variation 变异变异
Even if we carry out control in our process, our process will still has some variations. Though we aim at a target quality, which is defined in every work, and build-in quality, the result of our work might be on the target or off the target.
Introduction to QC People Development Dept
Definition of VariationDefinition of VariationDefinition of VariationDefinition of Variation 变异之定义变异之定义
QualityQualitystandardstandard
品质标准品质标准
Products or jobProducts or job
产品或工作产品或工作
VariationVariation 变异变异
Target Target 目标目标 (center of Quality Standard)(center of Quality Standard)品质标准的中心品质标准的中心
There are two kinds of variation :
Introduction to QC People Development Dept
There are many possible factors affecting variations in our There are many possible factors affecting variations in our daily work. We must discover which factor has the most daily work. We must discover which factor has the most effect on the quality variation and control it so that the effect on the quality variation and control it so that the variation can stay within the standards. variation can stay within the standards.
The variation produce waste, we must reduce the variation !The variation produce waste, we must reduce the variation !The variation produce waste, we must reduce the variation !The variation produce waste, we must reduce the variation !
Variation due to Variation due to Chance CausesChance CausesEven though work has been done in exactly the same way Even though work has been done in exactly the same way as usual, there is some variations. This sort of variation is as usual, there is some variations. This sort of variation is unavoidable. We usually ignore this variation.unavoidable. We usually ignore this variation.
Variation due to Variation due to Assignable CausesAssignable CausesCritical changes such as Critical changes such as 4 Ms change4 Ms change produce large variation. produce large variation.This sort of variation is avoidable and cannot be ignored. So, This sort of variation is avoidable and cannot be ignored. So, we must find out and eliminate this sort of variation.we must find out and eliminate this sort of variation.
6 Problem Prevention6 Problem Prevention
1. Preventing Problems Before they Occur1. Preventing Problems Before they Occur
When designing or making something new, we can use our past past experienceexperience of other similar products to prevent problems before they happen. For example :“The lid of printer A often breaks when we assemble it. So when we design the lid for the new model, printer B, let’s use a stronger plastic.”
Basic Quality Control , Page 14
Introduction to QC People Development Dept
In safetysafety, advance preventionadvance prevention is very important.We can’t say ”Oh dear, John’s leg was cut off by that machine. Let’s prevent it from happening again.”
If we can prevent a problem before it happens we will save time and money. However, this can only be done if we have much experienceexperience of the situation.
2 Preventing the same problems from occurring again2 Preventing the same problems from occurring again
NO
YES
Basic Quality Control , Page 15
Introduction to QC People Development Dept
General MethodGeneral Method
Is the causesknown?
Is the causesknown?
Take permanent action tocure the problem forever.
Take permanent action tocure the problem forever. It is very important to fixIt is very important to fix
the cause as well as the the cause as well as the effect of the problem.effect of the problem.
It is very important to fixIt is very important to fixthe cause as well as the the cause as well as the
effect of the problem.effect of the problem.
Identify the problemIdentify the problem
InvestigateInvestigate
Take emergency action to remove the effect. This is Only a temporary solution.
Take emergency action to remove the effect. This is Only a temporary solution.
ExampleExample
Identify the problem.There is a misprint in 100
copies of this book
Identify the problem.There is a misprint in 100
copies of this book
Do we know the causes? Do we know the causes?
Introduction to QC People Development Dept
InvestigateThere an error on the
original copy of the book
Take emergency action to removethe effect.Correct every copy by hand.This is an emergency action to correct the 100 printed copies This is only a temporary solution..
NO
Take permanent action to curethe problem forever.Correct the original copy.All new copies printed will nothave the same mistake.This is a permanent solutionbecause it removes the cause as well as the effect.
YES
Basic Quality Control , Page 15 Basic Quality Control , Page 15
We usually focus whether the result is good or not. We should We usually focus whether the result is good or not. We should focus on thefocus on the work procedureswork procedures to get good results to get good results because because thethe results depend on the work proceduresresults depend on the work procedures..
Introduction to QC People Development Dept
If we have a good work procedure and follow it, we can get If we have a good work procedure and follow it, we can get good result.good result.
Therefore we must make good work procedures and must observe them to get good result constantly. When we make good procedures, it is important to determine which way provides the best results.
Therefore we must make good work procedures and must observe them to get good result constantly. When we make good procedures, it is important to determine which way provides the best results.
But if we have a poor work procedure and follow it, we usually But if we have a poor work procedure and follow it, we usually get poor results.get poor results.
ResultsResultsResultsResults
7 Process Control7 Process Control
“Process Control” is the concept that we must control the process to get good result rather than the result. So we focus not only on theresult but on how to achieve the result. (work process)
Basic Quality Control , Page 16
Introduction to QC People Development Dept
Work ProcessWork ProcessWork ProcessWork Process
ObjectivesObjectivesObjectivesObjectives
Accumulate theAccumulate theproblem solving problem solving
know-how know-how
Accumulate theAccumulate theproblem solving problem solving
know-how know-how
Good ResultsGood ResultsGood ResultsGood Results
Control and improveControl and improvethe work processthe work process
Control and improveControl and improvethe work processthe work process
It is important to analyzeanalyze why a problem occurs and take take effective action on the work processeffective action on the work process.
If we only focus on the result alone, we can’t get good results because the cause of the problem still exists in the process.
Basic Quality Control , Page 16
Introduction to QC People Development Dept
When there is gap between the target and the result, analyze the process and identify the root causes.
Make and maintain a standardMake and maintain a standard
for a good procedurefor a good procedure
in order to achievein order to achieve
Good RESULTS.Good RESULTS.
TQC : QC at Every StageTQC : QC at Every Stage
The President of High-Q Cars told our reporter this:
“The workers in my factory don’t need to know anything about qualitybecause our quality control staff check every car at the end of theproduction line. Only high-quality cars leave the factory. The othercars are repaired and then checked again by our quality control staff.”
Basic Quality Control , Page 17
Introduction to QC People Development Dept
There is no quality CONTROLno quality CONTROL at High-Q Cars, only a quality checkonly a quality check.
What do you think about the quality control at High-Q cars?Would you buy a High-Q Cars?
Worth Worth buying?buying?
To really CONTROL QualityCONTROL Quality, we must have quality control in each in each processprocess. This means that quality must be controlled by everyoneby everyone, from top management to line operators. This idea of QC at every stage is called Total Quality Control (TQC).Total Quality Control (TQC).
The best QC needs no inspection at the exit of the factory. This is because quality is well controlled at every stage in the factory. It is important to control the production processescontrol the production processes, and not just the final product.
The best QC needs no inspection at the exit of the factory. This is because quality is well controlled at every stage in the factory. It is important to control the production processescontrol the production processes, and not just the final product.
TQC can’t be done by QC staff,
TQC is done by TQC is done by everyoneeveryone..TQC can’t be done by QC staff,
TQC is done by TQC is done by everyoneeveryone..
Basic Quality Control , Page 17
Introduction to QC People Development Dept
Some people call TQC as :““Company Wide Quality Control”Company Wide Quality Control” (CWQC).
TQCTQC
TQC is done by everyone.TQC is done by everyone.Everyone has two meanings:
One is ‘Every FunctionEvery Function‘ and the other is ‘Every ClassEvery Class‘
Introduction to QC People Development Dept
FUNCTION:FUNCTION:
from R&D to after sales services.Each member in every function must implement QC activities.Each member in every function must implement QC activities.Management function should includes general affair, human resources, accounting, TQC promotion, etc.
CLASS:CLASS:
• from president or managing director to operators.Each employee in each class must implement QC activitiesEach employee in each class must implement QC activities.
7. TQC : QC at Every Stage7. TQC : QC at Every Stage 在每个阶段都实施品管在每个阶段都实施品管
R&D 开 发
Management functions (General affair, Human resources, Accounting)
管理职务 ( 总务 , 人力资源 , 会计 )
支 持支 持SupportSupport
Design 设 计
Engineering工程部
生 产 管 理PP&C
卖Purchasing 生 产
Production
检 查
Inspection
运 输
Shipping
贩 卖 Sales
售 后 服 务After Sales Servicing
Every FunctionEvery Function
7. TQC : QC at Every Stage7. TQC : QC at Every Stage 每个阶段都实施品管每个阶段都实施品管
Every ClassEvery Class
Operators 操 作 员
Line Leaders 组 长
Supervisor, Asst. supervisor 监 督 员
Manager, Asst. Manager经 理
GM 总 经 理
Directors 董 事
总 裁President
各 个 阶 级各 个 阶 级
由 由 上 上 而 而 下下
Top-DownTop-Down
由 由 下 下 而 而 上上
Bottom-UpBottom-Up
制 定 公 司 行 政 方 针与 品 质 目 标
Set of Quality policyand Quality target
Ratio of Job Responsibilities by Job ClassificationRatio of Job Responsibilities by Job Classification
职 责 别 所 应 付 责 任 之 比 率职 责 别 所 应 付 责 任 之 比 率
Content of Job ResponsibilityContent of Job Responsibility
工 作 责 任 占 有 率工 作 责 任 占 有 率 Job ClassificationJob Classification
职 责 规 类职 责 规 类
0% 50% 100%
Top ManagementTop Management
上 层 管 理 人 员上 层 管 理 人 员
DevelopmentDevelopment
发 展发 展
Middle ManagementMiddle Management 中 层 管 理 人 员中 层 管 理 人 员
ImprovementImprovement 改 进 改 进 / / 改 善改 善
Line WorkersLine Workers
Foreman ClassForeman Class 助 长 管 工 阶 级助 长 管 工 阶 级
操 作 员操 作 员
MaintenanceMaintenance
维 持维 持
MANUFACTURERMANUFACTURER CONTROL POINTS: CONTROL POINTS:
Q : QualityQ : Quality
Introduction to QC People Development Dept
MANUFACTURERMANUFACTURER CONTROL POINTS: CONTROL POINTS:
Q : Quality
C : CostC : Cost
Introduction to QC People Development Dept
MANUFACTURERMANUFACTURER CONTROL POINTS: CONTROL POINTS:
Q : Quality
C : Cost
D : DeliveryD : Delivery
Introduction to QC People Development Dept
MANUFACTURERMANUFACTURER CONTROL POINTS: CONTROL POINTS:
Q : Quality
C : Cost
D : Delivery
S : SafetyS : Safety
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality goodQ : Quality good
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enoughQ : Quantity supply enough
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enough
P : Price lowerP : Price lower
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enough
P : Price lower
S : Product safetyS : Product safety
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enough
P : Price lower
S : Product safety
S : Environment safetyS : Environment safety
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enough
P : Price lower
S : Product safety
S : Environment safety
S : After sales servicesS : After sales services
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enough
P : Price lower
S : Product safety
S : Environment safety
S : After sales services
D : Quick deliveryD : Quick delivery
Introduction to QC People Development Dept
CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:
Q : Quality good
Q : Quantity supply enough
P : Price lower
S : Product safety
S : Environment safety
S : After sales services
D : Quick delivery
R : Product reliabilityR : Product reliability
Introduction to QC People Development Dept
Introduction to QC People Development Dept
Basic Quality Control , Page 18
QCDMSQCDMS
ReducedReduced CC ostost
KeepingKeeping DD eadline (time & quantity)eadline (time & quantity)
HighHigh MM oraleorale
GoodGood SS afetyafety
--- the rewards of quality control--- the rewards of quality control
GoodGood QQ ualityuality
We must always set the target of QCDMS to increase satisfaction of our customers and employee.
Quality, Cost and Deadline (QCD)Quality, Cost and Deadline (QCD) are particularly closely related. are particularly closely related. Quality is the main element and it affects Cost and Deadline Quality is the main element and it affects Cost and Deadline (quality and schedule).(quality and schedule).
Introduction to QC People Development Dept
The following example shows this relation:When Quality is good,When Quality is good,products meet specifications,products meet specifications,yield rate is high,yield rate is high,and products satisfy customers’ requirements. and products satisfy customers’ requirements.
This leads to reduced Cost and setting of reasonable priceThis leads to reduced Cost and setting of reasonable pricefor the customers.for the customers.This also leads to keeping Deadline.This also leads to keeping Deadline.As the result, sales and profits will increaseAs the result, sales and profits will increase..