what is quality control? 1.quality control(qc) 1.quality control (qc) is a tool / concept for...

What isWhat is QUALITY CONTROLQUALITY CONTROL??

1.1. QUALITY CONTROLQUALITY CONTROL (QC)(QC) is a tool / concept for objectively determining , analyzing and solving quality problem and for maintaining better qualitybetter quality.

QCQC has twotwo main activities :

ImprovementImprovement activities activities : : RaiseRaise the quality level the quality level

Introduction to QCIntroduction to QC People Development DeptPeople Development Dept

MaintenanceMaintenance activities activities : : KeepKeep current quality level current quality level

2.2. Definition ofDefinition of QCQC in JISin JIS


3. QUALITY CONTROLQUALITY CONTROL do notdo not consist of only inspectiononly inspection.

QCQC is the system of means whereby the qualities of products or services are produced economicallyeconomicallyto meet the requirements of the purchaser.

In order to implement the QC activities effectively and economically,it is important to use the fundamental ideas and tools for QC.

This text introduces 7 QC concepts for Seiko Epson Group.

The objectives of QC activities is to meet our customers’ meet our customers’ requirement.requirement.So this idea is most important for QC.We have to use this idea every timeto use this idea every time.


QCQC = Meeting = Meeting customer’s customer’s requirementsrequirements

ContentsContentsBasic Quality Control --- an introduction 2

1 Customers First1 Customers First 4 4

2 “ Actual Facts “2 “ Actual Facts “ 7 7

3 Plan - Do - Check - Act Cycle3 Plan - Do - Check - Act Cycle 1010

4 Big Problems First4 Big Problems First 1515

5 Variation5 Variation 1818

6 Problem Prevention6 Problem Prevention 2222

7 Process Control7 Process Control 2525

TQC : QC at Every StageTQC : QC at Every Stage 2828

QCDMS --- the rewards of quality controlQCDMS --- the rewards of quality control 3030

Page

P1


QUALITY POLICY QUALITY POLICY 品质方针品质方针The Quality Policy of SINGAPORE EPSON INDUSTRIALSINGAPORE EPSON INDUSTRIALPTE LTDPTE LTD is based on 3 principles:

1.1. QUALITY ASSURANCE QUALITY ASSURANCE 品质品质保证保证 We build qualitybuild quality into our product in every processin every process by allthe staff performing to their maximum capacity.

2.2. CUSTOMER FIRST CUSTOMER FIRST 顾客第一顾客第一Customer satisfactionCustomer satisfaction is our first priorityfirst priority in our activityand we always constantly improveconstantly improve to achieve it.

3.3. FACT CONTROL FACT CONTROL 实况管理实况管理 We act on the decision from 3 realities principle3 realities principle::

““Go to the real location, look at the real thing and Go to the real location, look at the real thing and consider the real circumstances.” consider the real circumstances.”


QUALITY POLICYQUALITY POLICY品质方针品质方针

The Quality Policy of SINGAPORE EPSON SINGAPORE EPSON INDUSTRIAL PTE LTDINDUSTRIAL PTE LTD is based on 3 principles:

1.1. QUALITY ASSURANCEQUALITY ASSURANCE

品质品质保证保证

We build qualitybuild quality into our product in every processevery process by all the staff performingto their maximum capacity.


2.2. CUSTOMER FIRSTCUSTOMER FIRST

顾客第一顾客第一




““Go to the real location, look at the real Go to the real location, look at the real thing and consider the real circumstances.”thing and consider the real circumstances.”

3.3. FACT CONTROLFACT CONTROL

实况管理实况管理 We act on the decision from 3 realities 3 realities principleprinciple:




Basic Quality ControlBasic Quality Control

Recently a very successful greengrocer from Tokyo was on television. Until 10 years ago, he always bought his oranges at the market, but suddenly all the tasty oranges seemed to disappear. He decided to try and find out why.He discovered that each farmer took their oranges to the Farmers Union, where all the oranges became mixed together. Then the oranges were divided into 36 classes--6 sizes (SSS,SS,S,M,L,LL) and six grades of shape and appearance. But the most important “quality factor”“quality factor” for oranges is taste. At the Farmers Union there was no taste taste test or taste classificationtest or taste classification.


Basic Quality Control , Page 2

After discovering this, the greengrocer from Tokyo started buying directly from the farmers. Recently, he has started going to the farms and sometimes even trims the trees!


Basic Quality ControlBasic Quality Control

The greengrocer has never studied QC or TQC, but he has put his customer firstput his customer first, investigated the causeinvestigated the cause of the problem, and changechange his methods to improve his productto improve his product.

QC is basic good business sense.QC is basic good business sense.QC is basic good business sense.QC is basic good business sense.


‘It tastes good to me’

The owner of a cake shop is over 60 years old. He tastes the cakes and adjusts the flavour until he thinks it is best. Most of the shop’s customers are between 15 and 20 years old. How can an old man know what flavour young people like ?


1 Customers First1 Customers First1 Customers First1 Customers First

Many companies have a policy of “customers first”“customers first” but some only use it for the final customer ~ the person who buys the final product or service.



In QC we treat the people who receive the results of our work as our customers. Sometimes this is called ‘ the the next process is our customernext process is our customer ’, but ’process’ doesn’t only mean a manufacturing process.

1 Customers First1 Customers First1 Customers First1 Customers First

Chefs (Internal customers)Chefs (Internal customers)

Eaters (External customers)Eaters (External customers)

Vegetable washerVegetable washer

All employeesAll employeesSalary calculationSalary calculation

CallersCallersTelephone operatorTelephone operator

StudentsStudentsTeacherTeacher

CustomersCustomersJobJob

Here are some examples :


TTo satisfy our customers we must know what the o satisfy our customers we must know what the customers want and expected. Good communication customers want and expected. Good communication with the next processes” is very important.with the next processes” is very important.


OOf course, the “processes” before your work will want to f course, the “processes” before your work will want to communicate with you because you are their customer.communicate with you because you are their customer.To satisfy our customers we must be responsible for our To satisfy our customers we must be responsible for our own work, and assure the quality of our work.own work, and assure the quality of our work.


A famous QC professor was trying to reduce the number of defective steel plates at a factory when he had the following conversation.

Professor : Why don’t you invite the workers from the next and previous processes to help investigate this problem?

Process Chief : Professor! Do you mean we should invite the enemy into our workplace?

Professor : Hey! Wait a minute. The next processes should be your customers, not your enemies! You should go to the next process and ask ”were the steel plates that we delivered today satisfactory?” That should improve relations with them.

Process Chief : Professor, we could never do that. If we go to the next process they will think we are spies! We will be chased away.



Explain who is the customer in Customer First ?

End-usersEnd-users and and next processesnext processes are our customers. are our customers.

End-usersEnd-users : The person who buys or uses our products buys or uses our products or services.or services.

Next processNext process : The person who in next processes will receive the results of our works or receive the results of our works or

services.services.

Do you think your next processes are your enemies?Do you think your next processes are your enemies?

If the people working in the process before your come and ask If the people working in the process before your come and ask you questions about your work, do you think they are spies? you questions about your work, do you think they are spies?

Who are Who are YOURYOUR customers? customers?



We must implement following steps for Customers Firststeps for Customers First:



1. Verify who are our customers.

2. Determine our customers’ requirements clearlycustomers’ requirements clearly. It is important to determine what our customers expect so that we can satisfy them. To do this , we must communicatemust communicate with our customerswith our customers.

3. CheckCheck whether the resultsthe results of our work meet customers’ requirements beforebefore handing it to our customers.

On a very dark night, 3 men meet an elephant but they don’t know what it is.

One man touches the nose, “It feels like a fat snake.”

The next man touches an ear, ”No, it feels like a large leaf.

”The last man touches the elephant’s large teeth, ”No, it is hard like a stone, and pointed like an arrow.”

2 “ACTUAL FACTS”2 “ACTUAL FACTS”Introduction to QCIntroduction to QC People Development DeptPeople Development Dept


Are your factsAre your facts “ACTUAL FACTS”? “ACTUAL FACTS”?

Each man believes his description is true and complete.

If you try to improve quality If you try to improve quality withoutwithout all the “actual facts”, all the “actual facts”, you will be like the 3 men on the dark night.you will be like the 3 men on the dark night.



2 “ACTUAL FACTS”2 “ACTUAL FACTS”

““Go to the real location, look at the real Go to the real location, look at the real thing and consider the real circumstances.”thing and consider the real circumstances.”

3.3. FACT CONTROLFACT CONTROL

实况管理实况管理 We act on the decision from We act on the decision from 3 realities 3 realities principleprinciple::

Always remember the

3 REALITIES3 REALITIESPRINCIPLE!!PRINCIPLE!!


Introduction to QCIntroduction to QC People Development DeptPeople Development DeptExperience and Facts

Experience is important when making decisions ; but facts are also

important.You should base your actions on experience AND experience AND factsfacts.

The Three Actualities PrincipleThree Actualities Principle helps us to collect facts scientifically.

The Three Actualities PrincipleThe Three Actualities Principle

Go to the ACTUAL locationACTUAL locationlook at the ACTUAL thingACTUAL thingand consider the ACTUAL circumstancesACTUAL circumstances

“ACTUAL locationACTUAL location ” means the workshop, office, warehouse or wherever the problem is.“ACTUAL thingACTUAL thing” means actual products, services, machines etc.“ACTUAL circumstancesACTUAL circumstances” means the real situationreal situation. Look at the problem objectivelyobjectively and without preconceptionswithout preconceptions.

When we tackle quality problem, we must objectively observeit by collecting actual factsactual facts.

1. It is very dangerousvery dangerous to make a judgment based on only our experienceexperience.

2. We not deny our experience, but we should determine problems based on Actual FactsActual Facts and ExperienceExperience to observe quality problem objectively and to reach the correct conclusioncorrect conclusion.



When a quality problem has occurred, we should not stay in meeting a room to discuss the problem, but go to the placeplace where the problem occurred. We should objectivelyobjectively observeobserve the products, services, machines etc. whicheverhaving the problem without preconceptionswithout preconceptions.

AACTCT

CCHECKHECK DDOO

LANLANPP



3 Plan-Do-Check-Act3 Plan-Do-Check-Act

PDCAPDCA Cycle Cycle is very important in the following activities: • maintenancemaintenance• improvementimprovement

We turn the PDCAPDCA wheel and follow each step:

PLAN, PLAN, DODO, , CHECK,CHECK, ACTACT..PLAN, PLAN, DODO, , CHECK,CHECK, ACTACT..

4 Act4 ActWas the improvement successful?If not, take further measures

3 Check3 CheckCheck the effects of theimprovement. (collect data And compare with data before improvement.)

2 Do2 DoTraining and education.Explain the plan to everyone implementing the plan. (ie.”do” )

1 Plan1 PlanDecide your target or objective. Decide howto reach your target



3 Plan-Do-Check-Act3 Plan-Do-Check-Act

Don’t forgetthis step!!

Don’t forgetthis step!!

Detailed plan how to achieve the

theme or target

Theme & Target plan

Education & Training

Do according to the detailed

plan

Evaluate Do result

CheckDo

result Measure Do

result

Temporarilyemergency

action

Permanent action &

prevention

PDC

A

∞

THEMETHEME What to doWhat to do

IMPROVEMENTIMPROVEMENT How to doHow to do

P

DC

A


The PDCA cyclePDCA cycle is based on the “Deming Cycle”“Deming Cycle”. Dr. Deming introduced QC to Japan from the US after World War 2.



The Union of Japanese Scientists and Engineers (JUSE) invited Dr. Deming to Japan in July 1950July 1950. He held a series of lectures and seminars during which he taught the basic principles of basic principles of statistical quality controlstatistical quality control to executives, managers and engineers of Japanese industries. His teachingsHis teachings made a deep impression on the participants' minds and provided great impetus in provided great impetus in implementing quality control in Japanimplementing quality control in Japan.

Japanese achieved qualityJapanese achieved quality not by an inspection system that spots the defects on an assembly line, but by a by a concerted effort toconcerted effort to “get it right the first time”“get it right the first time”.

This lesson was taught to the receptive Japanese in 1950 by a then little-known American business management expert, W. Edwards Deming, who died at age 93. Until 10 days before his death, Deming was still conducting seminars for American companies, belatedly eager for his advice.

Corporate America, after World War II, told Deming toget lost and he did, in Japan.

Deming advised the Japanese, who sought him out, not to copy the American-style inspection system, but to incorporate quality control principles into the manufacturing process. He was rejected by the American managers because of the belief that poorquality products resulted mostly from management’sfailures, not from worker ineptness.

Japanese companies, however, were all ears. When Deming first arrived in Tokyo, the top men in the Companies didn’t send just their engineers for an Eight-day seminar --- they came themselves!!

Move forwardMove forward前进前进

Concern for qualityConcern for quality 与品质的关系与品质的关系

The Philosophy of the Control of Quality: The Philosophy of the Control of Quality: The Deming CycleThe Deming Cycle

Planning and design

计划与设计

Production

生产 / 制造

Marketing

After-salesservice &

market surveys售后服务与市场调查

RedesignRedesign设计设计

In Seiko Epson we emphasize the “check” step to take more effective action and draw the PDCA cycle like this (right).When you have arrived at the ACT step, don’t stop.You should return to the PLAN stage and plan more improvements. Act

Plan

Do

Check


Introduction to QC People Development Dept

It is important to find the root of a problem.It is not good enough to only stop the problem, you must find the cause of the problem and remove that (see Section 6, Problem Prevention for more details).

4. Act 4. Act 4. Act 4. Act

3. Check 3. Check 3. Check 3. Check

2. Do2. Do2. Do2. Do

1. Plan1. Plan1. Plan1. Plan Target : To reduce the office heating costs by 30% in 3 months.

After investigation, we found that people open the windows in the winter because it is too hot.

Target : To reduce the office heating costs by 30% in 3 months.

After investigation, we found that people open the windows in the winter because it is too hot.

Example of a QC circle using the PDCA cycle: “Reducing the cooling costs in our office.”



We explained how to use the thermostats to all staff. We also asked all staff not to open the windows when the heating is switched on.

We explained how to use the thermostats to all staff. We also asked all staff not to open the windows when the heating is switched on.

Everyone knows how to use the thermostats. The windows are not opened when the heater is on. We calculated that heating costs were reduced by 20% in 3 months.

Everyone knows how to use the thermostats. The windows are not opened when the heater is on. We calculated that heating costs were reduced by 20% in 3 months.

Standardization : Check every 3 months that all staff can still use the thermostats. Train all new staff. We have not reached our target by 10%, so repeat the PDCA cycle again.

Standardization : Check every 3 months that all staff can still use the thermostats. Train all new staff. We have not reached our target by 10%, so repeat the PDCA cycle again.

Rotate theRotate thePDCA cyclePDCA cycle

Again.Again.

Rotate theRotate thePDCA cyclePDCA cycle

Again.Again.

PDCA Cycle for MAINTENANCEMAINTENANCE : :

When we keep current quality levelkeep current quality level, we rotate this cycle as following :


If it has been maintained, we rotate the same PDCA Cycle again. If it has not been maintained, causes of the problem should be investigated and found out. Then we must take countermeasurescountermeasures against the important causes. We should rotate new PDCA Cycle.

Plan :Plan : Decide on a work procedure to keep current quality keep current quality level.level.Do :Do : Work according to the work standardwork standard.

Check :Check : Check whether the quality level is maintainedmaintained or not.

Act :Act : Take corrective action depending on the results of results of check.check.

How are improvement activities performed according to PDCA cycle?

For For IMPROVEMENT :IMPROVEMENT :When we want to raise the quality levelraise the quality level, we rotate this cycleas following :


Plan :Plan : Decide on a new higher targethigher target and decide how to reach it.

Do :Do : Carry out the plan.

Check :Check : Check the resultsresults (compare against the set targetset target)

Act :Act : Take corrective action depending on the result of check. If the target is achieved, then rotate the PDCA cycle for maintenancemaintenance.. Else, investigate the causes of the probleminvestigate the causes of the problem and take countermeasurescountermeasures against the significant root causes and rotate the new PDCA cycle for improvement.improvement.

3. Plan-Do-Check-Act3. Plan-Do-Check-Act (( 计划计划 -- 实践实践 -- 检证检证 -- 对对策策 ))

Improvement 1Improvement 1 Improvement 2Improvement 2 Improvement 3Improvement 3革新 (一 ) 革新 (二 ) 革新 (三 )

Poor QC No. 1Poor QC No. 1 拙劣的品管拙劣的品管(( 一一 ))

Qu

alit

y le

vel

Qu

alit

y le

vel

品质

水平

品质

水平

没有维持没有维持 No MaintenanceNo Maintenance

time

time

Qu

alit

y le

vel

Qu

alit

y le

vel

品质

水平

品质

水平

Poor QC No. 2Poor QC No. 2 拙劣的品管拙劣的品管(( 二二 ))

No Improvement No Improvement 没有革新没有革新维持维持 MaintenanceMaintenance


3. Plan-Do-Check-Act3. Plan-Do-Check-Act (( 计划计划 -- 实践实践 -- 检证检证 -- 对对策策 ))

Qu

alit

y le

vel

Qu

alit

y le

vel

品质

水平

品质

水平

timetime 时日时日

PP

DDCC

AA

维持维持MaintenanceMaintenance

PP

DDCC

AA


PP

DDCC

AA

ImprovementImprovement革新革新

PP

DDCC

AA

ImprovementImprovement革新革新

Good QCGood QCGood QCGood QC 优良的品质管理优良的品质管理

Is our job andIs our job andresponsibilitiesresponsibilities

这是我们的工作这是我们的工作与责任与责任


Actual SituationActual Situation 实况实况

时间 Time

InnovationInnovation革新革新

没有维持没有维持 MaintenanceMaintenance

NoNo

BADBAD 劣劣 What should beWhat should be

标准标准

理想理想

(Standard)(Standard)


工工

作作P D

C A

Working

Working

GOOD GOOD 良良GOOD GOOD 良良

ImprovementImprovement

改善改善


工程标准工程标准Engineering StandardEngineering Standard

工序工序标准标准Process StandardProcess Standard

规格标准规格标准SpecificationSpecification

业务设施业务设施Business FacilitiesBusiness Facilities

知识知识管理管理Management FacilitiesManagement Facilities

成功成功SuccessfulSuccessful

失败失败FailureFailure


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