qc story.ppt

8/10/2019 QC Story.ppt

http://slidepdf.com/reader/full/qc-storyppt 1/146

QC Story-Executives

QC Story



QC Story-Executives

Effectiveness of QC Story and Problem solving

Where are we?



QC Story-Executives

Internal Audit Observations

S.No Audit points SIT 1 SIT 2 SIT 3

1 Data collection & Stratification of data Poor Good Good

2 Brain storming session by the team members Not done Done Not done

3 Listing of all possible causes No Yes No

4 Genba verification to eliminate unrelated causes Not done Done Not done

5 Experiments / tests for identifying the root causes Done Done Done

6 Tryouts of alternate counter-measures No Yes Yes

7 Preventive measures – poka yoke Poka-yoke Poka-yoke Poka-yoke

8 Counter-measures arrived by experience No No No

9 Unnecessary usage of QC tools No No No



QC Story-Executives

Audit Observations Summary

1. Improper stratification of data by the teams

2. Brain storming session not conducted by most of the teams

(5 out of 8)

3. In most of the teams, all possible causes are not listed

4. Only few members doing the analysis, not all the members

actively involved (4 out of 8)

5. Solutions were arrived on trial & error method ( 2 out of 5)

6. Genba people not involved in arriving at the solution



QC Story-Executives

Feed Back From Consultants…

‘Our problem solving method lacks the right approach.’

(ie., same app roach is fo l lowed for solv ing

prob lems and fo r making improvements.)

- Deming examiners

„ Analysis is not complete.’

‘No proper validation for solution is carried out.’

‘Why - Why analysis is used for all QC stories.’

‘Side effects are not checked.’ - Prof. Washio



QC Story-Executives

What is a QC Story?



QC Story-Executives

A QC story

is a methodology of

systematically and permanently

solving a problem



QC Story-Executives

What is the structure of a

story?



QC Story-Executives

It has a starting point

It has a theme

It has a „knot‟ to be untied

It has suspenses,lots ofactivities,climax and finally the

learning



QC Story-Executives

The structure of a QC

story



QC Story-Executives

It also has a starting pointIt has a „problem‟ to be solved

It has a theme

It has suspenses,lots ofactivities,the solution and

finally the learning



QC Story-Executives

The structure of QC Story is,

•A problem•The observation

•The analysis

•The action

•The checking of results

•The standardisation and•The conclusion



QC Story-Executives

Check results

OK?

Define Problem

Collect data

Analyse

Implement actions

Standardise

Conclude and reflect

No

Yes

Plan for further improvement

Flowchart for problem solving



QC Story-Executives

How are these stepsconnected to the

PDCA cycle?



QC Story-Executives

Conclusion

Analysis

ActionCheck

Standardisation

A P D C



QC Story-Executives

Observation

Analysis

Action

Check

Standardisation

Conclusion

Problem definition1

2

3

4

5

6

7

What

Why

WhoWhen

Where

How

Plan

Do

Check

Action



QC Story-Executives

Why QC Story?



QC Story-Executives



QC Story-Executives

Check your understanding…

Shall we workout an exercise..



QC Story-Executives

1. The mechanic brought another battery and replaced the dead battery.

2. Krishnan and his family decided to go on a picnic on Sunday morning in

their car.

3. Krishnan made a note to start the car on alternate days to keep the batterycharged.

4. Deepak called the local Mechanic and informed him about the problem.

5. Krishnan‟s children were very much disappointed.

6. Krishnan wanted to takeout his car on Saturday evening, but it did not start.

7. Krishnan‟s wife complained that the car is old and they have to buy a new

car.8. The Mechanic said the problem is due to Krishnan not using the car regularly.

9. Deepak declared that the battery is dead.

10. Krishnan‟s family left for Picnic on Sunday morning happily.

11. Krishnan called the dealer and arranged to replace a new battery on

Monday.

12. On Monday Krishnan shared his experience with his colleagues.13. Deepak opened the bonnet and checked for battery terminal connections.

14. Krishnan called his neighbour Deepak to help him start the car.

15. After fitting the temporary battery, Krishnan started the car on Saturday. The car

started without trouble

Exercise – 1.1



QC Story-Executives Page 21

Rewrite the story in not more than 7 steps .

1.________________________________________________________

2.________________________________________________________

3.________________________________________________________

4.________________________________________________________

5.________________________________________________________

6.________________________________________________________

7.________________________________________________________



QC Story-Executives

QC Story

- Problem .

- Observation

- Analysis

-Action

- Check

-Standardisation

- Horizontaldeployment

1. Krishnan‟s car did not start on Saturday

2 . Deepak found that battery is dead

3. Krishnan was not using his car regularly

4a. Mechanic replaced a battery temporarily.

4b. Krishnan arranged for a new battery to be fitted on

Monday,.

5. After fitting the temporary battery, Krishnan startedthe car on Saturday. The car started without

trouble. Krishnan‟s family went to the picnic happily

on Sunday morning.

6. Krishnan decided to start the car every alternate

day7. Krishnan shared his experience with

his colleagues




Objectives of This Training

Programme

At the end of this training programme youwill be able to:

• Solve problems permanently,

• Systematically make improvements,

• Horizontally deploy solutions wherever

applicable

in the shortest possible time by effectively using

QC Story methodology.




Training Delivery and Sustenance

• The module will have two sessions of 4 hrs

each.

• Two weeks after the second session there willbe a review along with plant managers.

• Subsequent reviews once in 3 months

• Champions – For guiding users




Session 1 Objective

By the end of this session, you will be able to:

Appreciate the need for change in approach to

problem solving,

Define the problem

Observe Genba for relevant clues/symptoms.




PROBLEM

DEFINITION

Step 1



QC Story-Executives Page 28Page 28

What is a Problem ?




A Problem is

• An undesirable result of a job

• One which has a negative impact oncustomer/Self




Time

PROBLEMIs this gap

ACTUAL SITUATION / REALITY

DESIRED TARGET OUTCOME RESULT




GAP DUE TO

PROBLEMS

PLAN

ACTUAL

Time

VCS




The definition of a problem involves three

Stages

Selection of Problem

Problem statement

Theme and target




Selection of problem

How to select a problem?

Select problems from

– ECM performance charts – Project bank

– Daily management points

– TQM, TPM,JIT reviews

S l i f bl





MP / CP or Policy

(Unit Manager / Section head)

TO DO LIST(Module controller / Executives)

1. xxxxxxxxxxxx

2. xxxxxxxxxx

3. xxxx

VCS CHARTS

PLA

N

ACTUAL





Give priority to the problems related to,

External customer satisfaction

Internal customer satisfaction





Prioritise the problems to be attended andsolved first.

Explain the importance of solving theproblem on priority.

S l ti f bl





Prioritization of Problems

0

1020

30

40

5060

70

80

90

F r e q u e n c y

Problem 1 Problem 2 Problem 3 Others

Accord First

priority for this problem





Bad tools

Poor

adjustment

Defective

product

Excessive

cost

Customer

dissatisfaction

Select a problem close

to the customer




Problem StatementThe problem statement should be ;

clearspecific andmeasurable ( use performance charts)

It should state

What - is the problem- should be stated in terms of results, not causes.

Where - the problem occurred

When - the problem occurred

Who - is involved

In short, a good problem statement should explain the

4Ws – what, where, when and who.

S




Problem Statement

The problem statement should be,

clear

specific and

measurable ( use performance charts)

The problem statement should demonstrate,

Weakness orientation




Problem statement




Problem statementWeakness orientation

Target

Current

Weakness

Target

Current

Weakness

Problem statement




Characteristics of weakness orientation:

• Focus on facts - base actions on facts, not opinion

• Focus on process, not results

• Focus on root causes, not solutions

encourages objective analysis of causes (“What caused the delays?”), not

jumping first to solutions (“What can we do to improve”)

(Strength orientation focuses quickly on solutions without dwellingon data and analysis)

Problem statement




1.0 PROBLEM TEAM REF : QC STORY STEP:

TOPIC :

EFFECT : PROBLEM :

Low productivity in machining of Prismatic

Aluminium parts .

TEAM

Policy Ref : 1.A.1

Application of Polycrystalline Diamond (PCD) Tools for machining of

Prismatic Aluminium parts.

TARGET:

Introduce advanced technology Toolings

to achieve improvement in Q,C & D

1. High SMM

2. Low Go Thru‟

3. Less tool life

4. Low Cpk

5. High Cost of consumables

Simple Problem definitions :




Simple Problem definitions :

Customers not satisfied - Vehicles does not start within 5 kicks

in the morning with choke

Supplier payments delayed - Supplier payments delayed by 5 day

beyond the norms of 45 days.

Tyre pressure low at receipt - Tyre rejection is 3% at receipt stage.

Not correct Correct




Problem Definition - Summary

• A Problem is an undesirable result of a job andhas a negative impact on self / customer.

• Problem definition involves selecting the problemand writing the problem statement.

• The problem statement should answer what,where, when and who.

• The problem statement demonstrate weaknessorientation

“A well defined problem is half solved”

Theme and target




Theme and targetTheme and target

Good statement of theme will be

• A problem, not a solution

• Results,not a solution

• Market in orientation

• Neither broad nor narrowly defined




Wrong statement :

Improve on time delivery rate from 75 % to 85 %

Right statement :

Decrease delayed delivery rate from 25 % to 15 %





Wrong statement

Understand customer delivery, quality and pricing

requirements

Right statement

We do not meet requirements of the customer in delivery,

quality and pricing





Define the method to identify the long term opportunity

customers

We don‟t know the long term opportunity customer

We don‟t have good forecast of the sales

Decrease misforecast of sales

This is a solution, convert to problem

This is broader statement

Convert to weakness orientation




Optimise face to face selling time

Decrease time spent with other than end user

Decrease orders lost

This is a solution, convert to problem

This is better, but does it intend the

correct meaning

Theme and target




g

Improve delivery,cost & - Reduce delivery delay from 3wk to 1 wk

quality of motorcycle - Reduce cost of the product by

Rs.300/ vehicle.

- Eliminate Scooty starting problem to

„Zero‟.

Not correct Correct



QC Story-Executives

Page 56

Team formation

Form team with members from Customer and supplier

functions.

For example,

ProductionPurchase Warehouse

Team



QC Story-Executives

Page 57

Team formationFunctions – Relations diagram

ProductionPurchase Warehouse

SCHEDULE FOR IMPROVEMENT

Usual Gantt



QC Story-Executives

Page 58

Problem selection

Observation

Analysis

Action

Check

Standardisation

Conclusion

Presentation

WeekResp. Activity

Holding gains

24 25 26 39

Usual Gantt

chart



QC Story-Executives

Page 60

Problem definition

Summary:

• Select a problem from the performance chart

• Prioritise the problems to be solved first

• Explain the importance of the solving that

problem

• Have weakness orientation



QC Story-Executives

Page 61

Problem definition

Summary:

• Reflect weakness orientation in the problem

statement and the theme• Clearly define the problem

• Don‟t jump into conclusion at this stage itself

• Have a detailed action plan (use Gantt chart)

Tools and techniques used in



QC Story-Executives

Page 62

Tools and techniques used in

Problem definition stage# Steps Tools & techniques Effectiveness

of tool

1 Understanding

problem

Cause&effect diagram,

Graphs, Control charts,

Performance charts

Stratification

2 Selection of problem Pareto charts

Performance charts

3 Activity plan Gantt charts

Effective Highly effective



QC Story-Executives

Page 63Page 63

OBSERVATION

Step 2

Exercise – 2.1



QC Story-Executives

Page 64

Kamal, a buyer in the XYZ company was scheduled for a 10

O‟clock meeting in Sharma‟s office to discuss the terms of alarge order. On the way to that office, the buyer slipped on a

freshly waxed floor and as a result received a badly bruised

leg. By the time Sharma was notified of the accident Kamal

was on the way to the hospital for X-rays. Sharma called the

hospital to inquire and no one there seemed to know anything

about Kamal. It is possible that Sharma called the Wrong

hospital.

Exercise – 2.1



QC Story-Executives

Page 65

YES NO

1. Kamal is a buyer …. ….

2. Kamal was scheduled to have a meeting with

Mr Sharma at 10 O‟ clock …. ….

3. Kamal slipped and fell at Sharma‟s office …. ….

4. Kamal was taken to the hospital for X-ray …. ….

5. No one in the hospital knew anything about Kamal …. ….

Ob ti



QC Story-Executives

Page 66

Observation

Objective:

Understanding of the current circumstances

based on facts.

Ob ti



QC Story-Executives

Page 67

Observation

• This is the most important stage of problem solving.

• Further course of action is decided based on

observation.

• No observation is complete without observation at

the genba.

Observation



QC Story-Executives

Page 68

Observation

Problem solving emphasizes the

actual work place and actual

objectsIt has to take place in Genba

Observation



QC Story-Executives

Page 69

Observation

Three immediates and Three actuals

Immediately go to actual workplace

Immediately examine the actual part/object

Immediately implement the corrective action

at the actual time when problem occur

Verification of genba standardsProblem :



QC Story-Executives

Page 70

S.No Process / Product Description Spec / Std Genba

observation

( Actual )

Deviation

Problem :

Verification of genba standards

P bl P bilit i XLO fi b i hi f



QC Story-Executives

Page 71

Problem : Poor process capability in XLO fine boring machine of

XL Cyl.block cell

SAMPLE

S.No Process / Product Description Spec / STD Genba

observation

( Actual )

Deviation

01 FEED 0.1 mm / min 0.1 mm / min NIL

02 SPEED 1100 RPM 1100 RPM NIL

03 INSERT TCGX 110204 TCGX 110208 INSTEAD OF

R 04 ,R 08

IS BEING USED

Verification of genba standards



QC Story-Executives

Page 72

Sense Problem

Check the Specs. at GENBA as per present standard

Actual s confirm

to the standard

The

problem persists?

Take up the project for solution

Follow the standard

No

Yes

Yes

Plan for next

improvement

cycle

No

Do

Action

Check

Standard

Know the STANDARD

CHECK the

work against

the standard

ACT toimprove the

standard or

its use

DO the work

according to the

standard

Observation



QC Story-Executives

Page 73

Observation

• Look for – nature of occurrence

– any clues on failed parts

• Stratify the data to the extent possible

• All the data (Quantitative),observations (Qualitative)

should be tabulated

- clearly and

- in an easy-to-understand manner.

• Do not be biased. Go with an open mind.

R d th f ll i At h t i k it



QC Story-Executives

Page 74

Read the following. At each asterisk write your

ranking of Fatima using the scale:

1: Very poor 2: Poor 3: Average 4:

Good 5: Very Good.

Srinivasan, Kurien and Fatima are tailors in a garment

Company. Their average stitching speeds (garments per

day) for the last three months have been:-Srinivasan = 60; Kurien = 50; Fatima = 30.

*What do you think of Fatima‟s performance?

Srinivasan and Kurien had other jobs before joining this

Company three years ago. This is Fatima‟s first job.

She joined three months ago.


While Srinivasan and Kurien‟s have new



QC Story-Executives

Page 75

While Srinivasan and Kurien s have new

imported sewing machines. Fatima has an old

local machine which gets stuck frequently.


Most of Srinivasan and Kurien‟s work is steady, simple

garment stitching, yet they have considerable number

of re-works. Fatima on the other hand is usually given

difficult jobs and her work is practically errorless.*What do you think of Fatima‟s performance?

Fatima does her stitching easily without much strainwhereas Srinivasan and Kurien struggle to stitch the

garments.




QC Story-Executives

Page 76

What was your first image of Fatima? What was your

last? Why your opinion was changed?

Learning:

If you decide based on incomplete

data, your decision may be wrong.



QC Story-Executives

Page 77

•Use checksheets for collecting data

•Design your own check sheet to collect data

•Do not believe in the past data;always suspect it

•If you design the experiments for collecting data,

collect and record as much data as possible –

experiments are costlier.

Example: Record the roundness errors and cylindricity

errors and the direction of the high points (orientation) etc.,

while collecting data on diameter



QC Story-Executives

Page 78



QC Story-Executives

Page 79

• Data collection process described

• Data collected and stratified

• Data appropriate to the process

• Logic and logical consistency

• Standard format of tools

How and Where Do We Start?



QC Story-Executives

Page 80Page 80

How and Where Do We Start?

Map the process

Record where and when it is happening

Principle

Take process P3 and process P2 for further study,

Why P2 ?

Process P2 may have an effect on process P3

Problemobserved

here

P1 P2 P3 P4 P5

Problem

occurs

here

Stratification of data



QC Story-Executives

Page 81

Stratification of data

• Design the data collection sheet which will help stratification of

data

Major categories for stratification

1) Within unit variation

2) Unit to unit variation

3) Time to time variation



QC Story-Executives

Page 82

Instability

Variation Off-Target

Process

Variability

Problem

Definition

Output Symptom

Variation Vs Variability



QC Story-Executives

Page 83

Variability Variation

Variation Vs Variability

Variation is the subset of variability. Variation is present due to

common causes whereas variability is present due toassignable causes as well as common causes.



QC Story-Executives

Page 84

Variability Variation

Instability

Off-target

Shift

Trend

Cycle

Freak

Aim is Off

Structural

limitation

Components of variability



QC Story-Executives

Page 85

Stratification:Examples



QC Story-Executives

Page 86Page 86

0

4

8

12

1 3 5 7 9 1 1 1 3 1 5 1 7 1 9

Machine A

Machine B

Machine A

Machine B

0

4

8

12

1 3 5 7 9 1 1 1 3 1 5 1 7 1 9

0

4

8

12

1 3 5 7 9 1 1 1 3 1 5 1 7 1 9

Scrap detailsExample:



QC Story-Executives

Page 87

Machining details.Hob material : ASP 30- Tin coated

Job RPM : 18

Hob RPM : 276

Feed : 2 mm/minCutting fluid : ILO Cut 1945

Job hardness : 80 – 82 HRB ( Spec.80-90 HRB)

Gear KS driven- Ax100.

Gear tooth found with

heavy tearing mark aftergear hobbing.

0 0

91

0 0

10

20

30

40

50

60

70

80

90

100

Wk. 8 Wk. 9 Wk. 10

Nos

Problem : Tearing mark on component



QC Story-Executives

Page 88

Burr collecting

conveyer

Cutting oil

tank


Hobbing

machine

Clue: After conveyer repair, no rejection

What Did You Learn?



QC Story-Executives

Page 89

What Did You Learn?

How to define a problem?How to make a „Problem statement‟?

- what is the problem,

- where it occurred,

- who will solve it,

- when it will be solved.

How to make genba Observation

- have an open mind,- look for clues,

- nature of occurrence of problem.



QC Story-Executives

Page 90

Session 2

What Did You Learn in Session 1?



QC Story-Executives

Page 91

What Did You Learn in Session 1?

How to define a problem?

How to make a „Problem statement‟?

- what is the problem,

- where it occurred,

- who will solve it,- when it will be solved.

How to make genba Observation?

- have an open mind,

- look for clues,

- nature of occurrence of problem.

Session 2 Objectives



QC Story-Executives

Page 92Page 92

Session 2 Objectives

By the end of this module, you will be able to:

Analyse and identify the root cause.

Plan and implement actions

Check for results and review

Identify applicable areas and horizontally

deploy the learning.

Step 3



QC Story-Executives

Page 93Page 93

ANALYSIS

Step 3



QC Story-Executives

Page 94

Cause vs problems

Possible cause

Problem

Only one problem

but many possible causes

Possible cause

Possible cause

Possible cause

Possible cause

Cause Vs Problems



QC Story-Executives

Page 97

Possible

cause

Possible

cause

Possible

cause

Combination of causes but

many possible combinations

Problem

Possible

cause

„Combination of causes‟ is similar to „bat the rat‟



QC Story-Executives

Page 98

Application of Tools for Analysis



QC Story-Executives

Page 99

Pre- TQC Council/RL

Jan „02/HorDep.ppt

Tool

Tool 6

Tool 5

Tool 4

Tool 3

Tool 2

Tool 1

Case 1 Case 2

Problem 1

Problem 5

Problem 6

Problem 4

Problem 3

Problem 2

Root Cause Identification



QC Story-Executives

Page 103

All Possible

causes

Identify by Cause and

effect diagram using brain

storming




QC Story-Executives

Page 104

All Possible

causes

Probable

causes



storming

Shortlist probable

causes using

preliminary analysis




QC Story-Executives

Page 105

All Possible

causes

Probable

causes Root

cause



storming

Shortlist probable

causes using

preliminary analysis

Identify root cause(s)

by Cause verification/experiments/testing

Cause and Effect Diagram : Sporadic Cause




Probable and

possible

causes

Level 1 Level 2 Level 3

Probable

causes

Why, why analysis

Validate the effect of

countermeasureCause verification

Cause

Temp

Countermeasure

RootCause

Preventive countermeasures

Cause and Effect Diagram : Chronic Causes




Level 1 Level 2 Level 3

Probable and

possible

causes

Probable

causesCauses

Validate the effect of causes

& its interaction by experiment

Root

Causes

Plan countermeasures

Example:




Machining details.Hob material : ASP 30- Tin coated

Job RPM : 18

Hob RPM : 276

Feed : 2 mm/minCutting fluid : ILO Cut 1945

Job hardness : 80 – 82 HRB ( Spec.80-90 HRB)


heavy tearing markafter gear hobbing.

Scrap details

0 0

91

0 0

10

20

30

40

50

60

70

80

90

100

Wk. 8 Wk. 9 Wk. 10

Nos





Burr collecting

conveyer

Cutting oil tank

Component jammed

What is the root cause?

Hobbingmachine

Problem : Tearing Mark on Component




Burr collecting

conveyor

Cutting oil tank

Mesh provided

g p

Burr collecting

conveyer

Cutting oil

tank

Component

jammed

Identify root cause

Flow chart for counter measure validation




Identify root cause

Plan countermeasure

with alternatives

Check sideEffect for Q&S

Validateresult

Estimatecost

EstimateTime

OK OK OK OK

NOT OK NOT OK

NOT OK

NOT OK

Select appropriatecountermeasure

Action

Effectiveness of Countermeasure




Visual Control System - „Q‟ Alert, One point lessons

Updation of standards,SOP

SPC charts - for products and processes parameters

Automatic warning signal – Low battery alarm, low oil alarms

Auto shut off/switch on -- Switch off machine for tool breakage/

or motor on when water level low in tank

Auto adjusting system – Tool measuring devices adjusting sizes

according to wear out

L e v e l o f p

r e v e n t i o n

Analysis - Summary




• Identify whether the problem is chronic or sporadic.

• Select appropriate tool depending on problems

• For chronic problems, cause verification to bevalidated statistically.

• Never assume things.

• Select appropriate countermeasures from alternate

countermeasures.• Countermeasures should be for root causes and not

for phenomena / problem

• Check for side effects.

„The quality level in any case should not deterioratefrom the existing level‟

Step 4




ACTION

Implementation Plan




Implementation Plan

• Discuss with concerned persons for

implementation of countermeasures.

- use 3w1h formats for action and

Gantt chart for monitoring the progress

Meeting Venue: Date of

Subject review

Members Next

Write the problem here




Members Next

present review date

S.No. WHEN WHO

From To DATE/WK

Write the problem here x y

1 x (y - a)

1.1 Write the actions here1.1.1

1.2 - - - - - - - - - - - - - - - - - 1.1.2 - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - -

2 (y - a) y

2.1

The " When & Who " is for the activity

The achievements of 1and 2 should be How ' column& not for ' What ' column

equal to the gap explained in the problem.

(List actions individually,

do not combine them)

Write ' Activity/Activities ' for the action

listed in ' what ' column

Write the root causes & their

contribution in the order of

pareto (1.1, 1.2, 1.3 …..)

WHAT HOW

Meeting : Venue: Plant I Date ofS i l l

Executive Committee Meeting

EXAMPLE




Meeting : Venue: Plant I Date of

Subject : review

Members Next

present review date

S.No. WHEN WHO

From To (DATE/WK)

Improve spares service level - 81% 96%

1 Clutch cover assembly short supply

Supplier capacity less 81% 91%

1.1 Develop Fiem Auto as alternate Wk.no 49 AD 1.1.Arrange samples in powder coated

source to ………………………. condition from M/s Fiem Auto Ltd

Wk.no 50 MAV 1.1.Approve samples

Wk.no 51 AD 1.1.Arrange pilot batch

Wk.no 52 AD 1.1.Arrange Bulk supplies

2 V pulley - short supply due to 91% 96%

breakdown

PT( Buyer name) Temp .

2.1 Reduce breakdown of Wk.no 49 Rausriya 2.1. Add capacitor to compensate

welding machine at Rajsriya ltd the voltage drop

Wk.no 50 Rausriya 2.1.Replace the timer relaysPerm.

Wk.no 52 Rausriya 2.1.Switchover to microprocessor .

controlled spot welding machine

Spares service level

WHAT HOW

EXAMPLE

EXAMPLE

Arrange samples in powder coated cndition from

FIEM A to ltd

Activity Plan

March'02Action 1.1




Sl.

No Action Resp Date 2 4 5 6 7 8 9 11 12 13 14 15 16 18 19 20 21 22 23 25 26 27 28 29

Get saqmples for

approvalVBS5

KR

4 Raise PR/PO

3

KR

Negotiate

2

1

Ask for quotation

from FIEM AUTO VBS

VBSGet quote

FIEM Auto ltd.

Example:Scrap details





heavy tearing markafter gear hobbing.0 0

91

0 0

10

20

30

40

50

60

70

80

90

100

Wk. 8 Wk. 9 Wk. 10

Nos

The scrap to be brought down to zero.

The tearing was due to burr carried by coolant to the cutting

edge.

The burr was not filtered due to conveyer not working.

The conveyer was not working since component got jammed in

between conveyer and coolant tank.

Component falling into the tank was avoided by providing a filter

on the coolant flow path by VBS, during wk.10

Meeting : Venue: Plant I Date of

Subject : review 2 3 0 3 0 2

Members Next

Eliminate Gear KS driven s

Executive Committee Meeting

EXAMPLE




present review date

S.No. WHEN WHO

From To (DATE/WK)

Tearinc mark on gear tooth 91 0

Cause:

No burr filtration

Root cause:

Conveyor jammed since component

fell inside conveyor

Action: Wk.no 10 VBS 1.1 Provide filter on the coolant flow chute

1 Eliminate component falling 1.2 Update machine manualinto conveyor 1.3 Identify applicable machine for

horizondal deployment.

WHAT HOW

EXAMPLE

Action Summary




Action - Summary

• Clearly spell out the actions.

• Fix responsibility to an individual and not a dept.

• Fix target dates

• Have regular reviews till implementation is

completed.

Step 5




CHECK

How to Check




How to Check

• Compare the results before and after implementation

of countermeasure.

• Use the same charts, measures used in

define/ observation phase.

• Monitor the results at least for 3 months.

• Monitor that the actions are in place.

Comparison of Results Example




Comparison of Results - Example

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

N o . o

f D e f e c t s

Date

improvement

done

Before After






Scrap details

0 0

91

0 0

10

20

30

40

50

60

70

80

90

100

Wk. 8 Wk. 9 Wk. 10

Nos

000

0

Wk. 11 Wk. 13 Wk. 12

Before After

Step 6




STANDARDISATION

What is a Standard?




What is a Standard?

A standard is made up of only those elements

which, when not followed, results in a predictable

defect or waste.

Examples of Standardisation




Examples of Standardisation

Road signals, List down a few more

Bulb fittings, ………………………..

Fasteners, ……………………….

Floppies, ………………………..

Credit cards, ………………………..

Toilet symbols etc. …………………………

Benefits




• It helps in doing a specific activity :

- the same way

- by different people

- at all timeswithout leading to any mistake.

• Man dependant to man independent

• Creates a rich knowledge base for future

reference.

Raise change request

G t i t ti f

StandardisationProcess




Get registration no. from.

(R&D or PED)

Check results

Get change note no from

(R&D or PED)

Conduct trails thru‟

Experimental job order.

Not OKRelease modified

Drawing

Update all in-house

standards likeLAOS,QCPC,etc..

Implement change

details

OK Reject Change

request

Means of Standardisation




Documents Types Responsible Dept.

Component drawing - R&D

Drawings Fixture drawing - Tool Design Dept.

Tool drawing - Engg. Dept. & PED

Standards Inspection stds. - QAD/VQ

Engineering stds. - R&D, PED

Operation stds. - Engg./PED

QCPC - Engg./PED

M f St d di ti




Means of Standardisation :

Documents Responsible Dept.

Process sheet - PED

Manuals - Respective Depts.

Creation and revision of SOPs - TQC

Revision of SAP / intranet directories - SAP

Product information bulletin - Service Dept.




m

M gnu\ d ;! ;l hz ;l h;L

khl y ; ghh;l ;be. ghh;l ;bga h; M gnu\ d ;be. M gnu\ d ;bga h; \ hg; bk\ pd ; bk\ pd ;be.

t pf ;l h; N 208 034 0 f pa h;III o ut d ; 010 g[nuhr ;r p' ; f pa h;\ hg; APEX g[nuhr ;rp' ;bk\ pd ;

be g;uh! ! ;nguhkPl ;l h; ! ;b gr p~ gpnf \ d b r f ;f p' ;t HpK i wbr f ; f z ;l ;nuhy ;

y B ;kpm{l ;nl h f hk;bghbd z ;l ;! ;./XN h;

brf ;br a ;a nt z ;o a g;uhr ! ;ghuhkPl ;l h;




be. g;uh! ! ;nguhkPl ;l h; ! ;b gr p~ gpnf \ d b r f ;f p ;t HpK i w~ hf bt d ! bk l

1 f l ;o ' ;! ;gPL 5 mts/min ehg; br l ;o ' ; 1 / WEEK

2 r p! ;l k;gpu\ h; 30 kgf/cm2gpu\ h;, z ;o nf l ;l h;1 / WEEK

3 i A o uhy pf ;M a py ; f phPd ;by t y ; t p\ &t y ; 1 / DAY

4 f l ;o ' ;M apy ; f phPd ;by t y ; t p\ &t y ; 1 / DAY

be. ^ y ;bga h;nr " ;# ;

~ hf bt d !

f z ;l ;nuhy ;

bk l

1 g[nuhr ;r p' ;gpf ;r h; 220 0031

2 ! ;g;i y d ;g[nuhr ; A p! ;l hpf hh;L

be.ghh;l ; f ;t hy po

n uhk Pl l h br ~! ;bgr p~gpnf \ d

nf # ;/

d ! l Ubk z l

b r f ;

~ hf bt d !

f z ;l ;nuhy ;

bk l

1 ! ;g;i y d ;t pl ; j ; 4.035 / 4.064

! ;g;i y d ;t pl ; j ;nf # ;

6080406 1 / br l ;o ' ;EJO

2 nk#h;l ah 20.045 / 20.070

! ;g;i y d ;g;s f ;nf # ;

6100009 1/50Nos.

3 ~ng! ;mt [l ; 0.05 max 1/50Nos.

4 OD ud ;m t [l ; 0.05 max 1/50Nos.

5 Tearing k hh;f ; , U f ;f f ;T l hJ t p\ &t y ; 1/50Nos.

i f b a hg;gk ; nj j p

gphpngh;L K. VijayaBaskar 08/11/01

b r f ;L C.Sa hish 08/11/01

mg;%t ;L

M gnu\ D f ;F K d ;g[ , \ ;a i f ba hg;gk ; nj j p

br f ;br a ;a nt z ;o a i t

1. \ ;l ;M uk; ; ;, br l ;o ' ;br a; t l d ;, ^ ;nr " ;# ;b r a; t l d ;k w;Wk ;b ka d l d d ;! ;f ;F d ; hh;l ;n uhkPl ;l i u br f ; br a ;ant z ;L k;2. mL ; L ; M nu\ d ;f i s x nu e h;br a; h ; K hk;M nu\ d d ;" ;u br f ;" kl ;L k ;b r a; h ;n hJ k ;.

nl l h \ Pl ; g;upf z ;l ;nuhy ;r hh;l ; / nl y p\ Pl ;

Xhpa z ;l ;

v y ;.v.X.v! ;.vz ;:

N2080340/010

b u! ;l ;f ;s hk;g;

M gnu\ d ; bt up~ gpnf \ d ;

nl g;gh;khz ;o hpy ;

607 4493

PULL AND REAR END TO DIN1415

upt p\ d ;

! ;bgrp~gpnf \ d ;

brf ;bra ;a nt z ;o a f hk;bghbd z ;l ;ghuhkPl ;l h;

^ y ;k hw;wnt z ;o a , i l bt s p

b y hnf l ;

~ng! py ;

gd ;r ;r p' ;khh;f ;

, y ;yhky ;

c s ;s j h

! ;gpi y d py ;

! ;bl g;

, y ;yhky ;

c s ;s j h

bu! ;o ' ;~ng! py

gh;, y ;y hky ;

c s ;s j h

f hk ;bghz d ;l ;o y

g[nuhr ;vd ;l h;

M f pwj h

a b

0.04 mm

c

CHECK

VIRESPON-

SIBILITYPARAMETER

SPECIFICATION

/CONTROLINSPECTION

METHOD

PART PARAMETERS

CONTROL ITEMS ( CAUSES ) CONTROLLING METHODS

S T R U C T I O

N

CONTROL ITEM C

FACTOR

(4M)

CHECK

METHOD

CHECK

FREQ

TOOL OF

CONTROL L A O S

N o .

O L

/ F I X T U R E

N o .

PROCESS PARAMETERS

PERSONPARAMETER SPECIFICATION.

QUALITY CONTROL PROCESS CHARTMODEL:

AX100

PART No.:

306 005 0

PART DESCRIPTION:

GEAR PRIMARY DRIVEN

SHOP:

GEAR SHOP

LINE NAME:

GEAR SHOP - SOFT

P E R A T I O N

N o .

OPERATION

DESCN. /

MACHINE No /

MACHINE DESCN.

LAKSHMI AUTO COMPONENTS




CHECK

FREQ.

20 20

SPECIAL

SOFT

JAW

METHODPROGRAMME

LAY OUT/SHEET

AS PER

PRG.MASTERVISUAL

EVERY

WEEK-

CELL

LEADER

MODULE

CONTROLLER2

MAN JAWSNO DAMAGE TO

BE SMOOTHVISUAL DAILY -

CELL

LEADER

MODULE

CONTROLLER2

MACHINECHUCK CLAMPING

PRESSURE 16-18 Kg/Cm2

INDICATO

R

EVERY

WEEK -

CELL

LEADER

MODULE

CONTROLLER 2

TOTAL HEIGHT 33.2/33.4 607 0519 -

THICKNESS -0.1

10.0607 0523 -

GROOVE POSITION -0.20

29.8607 0702 -

GEAR FACE WIDTH 16 +/-0.05 606 1595 -

FACE OUT 0.05 Max 612 0011 -

PARALLELISM 0.04 GAUGE -

30 30FIXTURE

2010019METHOD SPINDLE SPEED 100 RPM

LEVER

POSN.

1/3MONT

H-

CELL

LEADER

MODULE

CONTROLLER2

METHOD TABLE FEED 250 mm/minSTOP

WATCH

EVERY

WEEK-

CELL

LEADER

MODULE

CONTROLLER2

MAN CUTTER CHANGE EVERY 4000 NosHISTORY

CARD

EVERY

WEEK-

CELL

LEADER

MODULE

CONTROLLER2

SLOT SYMMETRY 0.08 Max GAUGE -

SLOT WIDTH +0.1/+0.2

8.0607 0548 -

SLOT DEPTH -0.30/-0.50

27.5607 0529 -

1 - RAISE NCR ISSUE a

INSTRUMENT : TYPE 2 - STOP AND CORRECT DATE 1/06/01

GAUGE : TYPE & GAUGE No. 3 - CHECK EARLIER PRODUC SIGN VBS

PROTEL MILLING M/C

REVISIONCONTROL INSTRUCTIONOL OF CONTROL/ RECORDING METHETHOD OF MEASUREMEN

SIBILITYLIMITS

METHOD

I N S(4M) METHOD FREQ. CONTROL

T O

O P

DRIVE SLOT MILLING

(BLA NK TURNING II)

TURNING,FACING AND

GROOVING

ACE LT2 CNC LATHE

CHECK CONTROL

PRE CONTROL CHART

Operation No. 10 and 20 Offloaded

b

10

Step 7




HORIZONTALDEPLOYMENT

How Do We Do It?

Identify areas where the learning / benefits can be made use of




Identify areas where the learning / benefits can be made use of.

Look for

- Similar parts

- Similar process

- Other machines

- Other cells

- Other departments

- Other plants

- Other models

Implement wherever applicable.




Communicate through:- Exchange of Kaizen sheets

-TQC Council

- QCC/SIT/CFT presentations

- Learning forum

- VCS in unit office

- Discussion database




QC Story Methodology - Summary




QC Story

is a systematic method to solve

problems.

Steps involved

Meas re & Impro e




Measure & Improve

1. Define problem

. 2. Observation for clues, nature of occurrence.

3. Analysis for root cause / causes.

4. Action implement countermeasures.

5. Check for results.

6. Standardisation of the learning.

7. Horizontal deployment of benefits.

Golden Rules in Problem Solving

1 Go with an open mind




1. Go with an open mind.

2. Observe the Genba where it occurred for clues.3. There is no “Bhramhastra” for solving all our problems.

4. Select the appropriate tool and apply them effectively.

5. Involve more than one person and especially people atthe Genba.(Ten persons idea is better than one

person‟s knowledge)

6. Validate the countermeasures for effectiveness and

side effects.

7. Standardise the learning.

8. Never give up.

Guidelines for Use of QC Story




„For small problems without much of data analysis,use kaizen sheets.‟

„For other problems, use QC Story

with data analysis.‟

- Prof. Washio

Application of Tools




Problem

Identification Observation Analysis Action Check Standardization HD

Check sheet

Pareto diagram

Stratification

Cause & effect diagram

Histogram

Scatter diagram

Control chart,graphs

DOE

Test of significance

Why, why analysis

PM analysis

Gantt chart

QC story

TOOLS




Best

guess

Investigative

Scientific Less risk

Confirmative

High risk

Medium

risk

Experience

only

Experience

&

Scientific

*

*

*

Approach

Reference Books




Reference Books

1.Statistical methods – Hitoshi Kume

2.Four practical revolutions in

Management

- Shoji Shiba and

David Walden

How Will We Sustain It ?




• At least two „Champions‟ for each plant.

• Best QC Story award- Quarterly

Nature of Occurrence Vs Action




• Instability - Measure & Control

• Off target - Control,Modify or Recreate

• Variation - Modify or Recreate

Nature of Occurrence




Sporadic

Problem

Chronic

Off target

Variation

Instability

Nature of Occurrence20




0

5

10

15

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

N o . o

f D e f e c t s Instability

(Sporadic loss)

Date

Target

ZERO

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Variation

due to chronic

loss

Date

Target

ZERO

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

N o . o

f D e f e c t s

Date

Off target (Chronic loss)

Target

ZERO




Thank you

Improvement

DO improvement

CHECK improvement

results




Focus on

vital view

Improvement

activitiesPLAN

improvement

D C

P A

A S

DC

ACT to improve the

standard or its use

CHECK the work

against the standard

Routine work

results

ACT tostandardize to

results or plan for

next

improvement

cycle

Standardisation

Initiateimprovement

Know the STANDARD

DO the work

according to

the standard

7.Reflect on

process and next

problem

6.Standardi

ze solution




Sense

problem

1.Select

theme

4.Plan and..

Explore

situation Formulate

problem

2.Collect and

analyze data3.Analyze

causes

Implement

solution

5.Evaluate

effects

Data 1 Data 2 Data 3

Control

Reactive

Proactive

Level of

thought

Level of

experience

2.Problem Exploration




Bad toolsPoor

adjustment

Defective

product

Excessive cost

Customer dissatisfaction

A cause and Result Chain

Stratification : Examples

Petrol tank rejection at leak testing.



Petrol tank rejection at leak testing.

1. Shift wise2. Operator wise

3. Operation wise

4. Location wise

Cylinder head rejection for blow holes at shop

1. Location of blow holes

2. Identify supplier

3. Blow holes or porosity4 Die no