4 BIG Problems First Examples of “problems” : problems Every workplace has problems. But we...

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.


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



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”.



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



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..



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



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.



Line BLine B

0

0.2

0.4

0.6

0.8

1

1.2

0 5 10 15 20 25


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.



Line CLine C


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


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


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.


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.



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.



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.


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 :


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.”



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



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?


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..


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)



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.



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.”



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..



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‘


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



Q : Quality

C : CostC : Cost



Q : Quality

C : Cost

D : DeliveryD : Delivery



Q : Quality

C : Cost

D : Delivery

S : SafetyS : Safety


CUSTOMERS’CUSTOMERS’ REQUIREMENTS: REQUIREMENTS:

Q : Quality goodQ : Quality good



Q : Quality good

Q : Quantity supply enoughQ : Quantity supply enough



Q : Quality good

Q : Quantity supply enough

P : Price lowerP : Price lower



Q : Quality good


P : Price lower

S : Product safetyS : Product safety



Q : Quality good


P : Price lower

S : Product safety

S : Environment safetyS : Environment safety



Q : Quality good


P : Price lower

S : Product safety

S : Environment safety

S : After sales servicesS : After sales services



Q : Quality good


P : Price lower

S : Product safety


S : After sales services

D : Quick deliveryD : Quick delivery



Q : Quality good


P : Price lower

S : Product safety


S : After sales services

D : Quick delivery

R : Product reliabilityR : Product reliability




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).


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..

4 BIG Problems First Examples of “problems” : problems Every workplace has problems. But we...

Documents

Transcript of 4 BIG Problems First Examples of “problems” : problems Every workplace has problems. But we...