QC story training slides

Concern Resolution Concern Resolution ProcessProcess

Purpose of Concern Resolution Purpose of Concern Resolution ProcessProcess

• To establish structured approach for – Identify and eliminate causes

of non-conformance.– Planning of correction and

necessary corrective actions.– Implementation, monitoring of

actions planned to improve effectiveness.

FLOW CHART FLOW CHART (Concern Resolution Process)(Concern Resolution Process)

Phase I

Phase II

Phase III

Concern Closed

Conformity Analysis (L0)

Concern Resolved

QC Story initiated

Concern Resolved

Design related concerns escalated to PVT

NO

NO

Yes

Yes

Phase I – L0 AnalysisPhase I – L0 Analysis

• Conformity Analysis – (L0 Analysis)– Conformity Analysis is carried out for

defects identified at RFI, NOVA-C/ Ad. NOVA-C, PDI, CCAS, GD etc.

– If cause(s) for the problem is not identified in Conformity Analysis, then QC Story to be initiated

– Lead Responsibility of Analysis : Cell Leader

– Use Format (MQS/MAPS/F01)

L0 Analysis Format

L1 Analysis Format

L 0 Analysis Example 1

L1 Analysis Example 1

L1 Analysis Example 2

QC Story

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1Plant:

Introduction to QC Story

1. Definition

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

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QC story: a problem-solving method,

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

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QC story: A means of communication

QC story is both a problem-solving tool and also often a communication tool.

It is rarely the case that the problem to be dealt with does not affect colleagues or need to be communicated at company level (capitalization).

A Q.C. Story is a document that is used to explain work done during an improvement effort.

It contains elements that explain the steps in the improvement effort.

This standard format makes it easy to understand the details of an improvement project.

The Q.C. Story is intended to be written during a project to help the effort remain on track, making regular progress.

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The partnership with Nissan has demonstrated that the use of graphs/charts, drawings, and diagrams allows better communication by eliminating the need for language.

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Introduction to QC StoryQC story has been introduced in Europe, notably in Nissan's Sunderland (UK) plant in 1992, then in the Barcelona plant.

Since QC Story was implemented, Nissan has evolved, moving from an 11-step process to a more concise 9-step process.

It is this latter process that is presented in the following pages.

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QC Story in the MAPS

6Plant:

WSS

JIT

TPM

Deployment of objectives (targets)

and action plans

Kaizen

Dexterity 5S

QC

- QC Story- Basic quality tools- Poka Yoke- MQA- C2QR - QRQE

Excellence on a routine (daily) basis

The standard = The baseline (reference)

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The 9-step QC Story process

1- Select the subject (theme/issue)2- Justify the choice3- Understand the current situation4- Select targets

5- Analyze6- Implement corrective measures

7- Confirm the effects

9- Summarize and plan future action8- Standardize

P

C

DA

9Plant:

P

D

C

A

QC Story StepsQC Story Steps

• Step1: Select the Theme• Step 2: Justify the choice• Step 3: Understand the current situation• Step 4: Select Targets• Step 5: Analysis (Level 1 Analysis)• Step 6: Implement corrective measures• Step 7: Confirm the Effects• Step 8: Standardise• Step 9: Summarise & Plan future actions

QC STORYQC STORY

• FORMAT

Theme resolution format

Q.C. STORYQ.C. STORY

• Theme: This section of the Q.C. Story contains one simple sentence,the Issue Statement.An Issue Statement contains three elements: Direction, Measure, Reference to a process, product, or service

• For example: "Reduce (direction) the percentage of contracts that are returned for rewrite (measure) in the XYZ Contract Department (reference)."

QC Story

Step 1 – Select the theme :

To eliminate the defect of wrinkles of moulded roof from 16 per month (RFI) to zero.

Be careful of words like "improve" and "lack of.“

Statements such as "improve customer satisfaction" or "lack of training" are not issue statements because they contain no direction, measure, or reference.

The term "lack of" is really a cause in disguise, not an issue. If "lack of training" was to be accepted as an Issue Statement, the obvious solution would be to "do training." It would require no analysis to find the cause because the cause is implied from the beginning.

Another word to avoid in an Issue Statement is "and. "Usually when "and" is in the Issue Statement, it indicates the presence of two issues.

It is commendable to try to resolve two issues at once, but it can be very difficult and is sometimes impossible. If the two issues have the same set of causes, then choosing one issue will automatically lead to the resolution of the second.

If the two issues have different causes, it is a mistake to try to analyze and solve them together. In either case, they should be two separate stories.

Step 2 – Justify the choice :

Parato diagram for RFI Defects per month

16

8

4

11 10

0

5

10

15

20

25

Wrinkels onmo.roof

Excess gap rhw /arch

Fouling w /blade tow /s seal

W/loom on tapetcover

Missing stopperg/box lid

Defects

Def

ect

per

mo

nth

-60.00%

20.00%

100.00%

cum

ula

tive

p

erce

nta

ge

,

In this section we explain why we are working on this issue.

It is easy to say "customer satisfaction." The question that needs to be addressed here is "how do we know that this is the most important thing to work on" to improve customer satisfaction?

We need to show how we know this is an issue.

2.a 2.a Immediate Immediate Containment ActionContainment Action

To ensure that customer is protected immediately. It can include containment action and immediate action throughout the supply chain. Some times this step is not applicable

3. Understand the current 3. Understand the current situationsituation

Observation of process:

Results of process walk through / any non adherence to standard practice or specifications, add process flow chart if required

Add details like : Time to time, location to location, person to person, stream to stream differences as applicable

Use of Sketches, photos, stratification, run chart, concentration diagram, histogram, control chart etc as applicable

Understand the current situation.

Here is where we explain the status of the issue before we started working to improve it.

Several things need to be explained for the reader to understand the Initial Status.

Step 3 – Understand the current situation.

• There is no SOS available but SOP is available for moulded roof fitment and it indicates the main (key) points "How to fit the moulded roof with the reason for the key point.

• The operator is correctly trained on the workstation, is Level Q3(L) and qualified for the workstation.

• There is no SOS is available for sunwiser ,grip handle and mirror fitment.

• This defect is not a part of a checkman list

Step 3 – Understand the current situation.

• Wrinkles observed on roof at various locations.

• There is variation in Roof thickness at various locations.

4. Select Target4. Select Target

Present Level:

Target:---------------------------------------------------------------------------------------------------------------------- based on average data of last --- months

---------------------------------------------------------------------------------------------------------------------- based on average data of last --- months

Identify the target. A target is a number indicating the level of improvement to be achieved.

Step 4 – Select the target.

Pick up data

Analysis & 1 st trail.

Again pick up data.

Analysis

2 nd trail

4 th trail

Wk 38

wk40

wk42

wk44

wk46

wk48

5. Analysis 5. Analysis

5.1 Identify possible causes:

Use following formats

-Cause & Effect Diagram (CED) : MQS/MAPS/ F04 to identify potential causes.

-To identify root cause use Why Why Analysis (MQS/MAPS/F05)

- Level 1 Analysis report : MQS/MAPS/F02 to be used to document all observations, trial results, inspection record, visuals, sketches, part conformity, Fixture inspection/ Calibration details etc.

Step 5 – Analysis.

Wrinkles on moulded roof

Operator not follow the sos

SOS not available

WSS CONCEPT NOT APPLIED

Operator not fixed

ManMethod

SOS for for all the fitment not available.

Material

Hole mismatch

Mould not o.kHoles not match with body

Holes on body shifted.

Foam gets collapse

No step below all these acc.

Machine

Torque of battery operated gun not o.k.

Calibration not done.

WHY - WHY AnalysisWHY - WHY Analysis5.3 Identify the root causes: (Use Format MQS/MAPS/F05)

Please tick mark N= not ok ; G-Good/OK

GNGNGNGNGNGN

CauseCauseCauseCauseCauseCause8

GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


Remarks / CountermeasureWhy5Why4Why3Why2Why1

Phenomenon:

Stage/OPN No.:PU / CellSector

Prepared by:Date/Time of comp:Date/Time of B/d or Defect Incidence

Automotive

:Cell Leader:Equipment No.:Equipment nameMahindra Ltd.

CED Ref. No.::Module Manager:Date :Report No.Mahindra &

Why Why Analysis

Please tick mark N= not ok ; G-Good/OK

GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


GNGNGNGNGNGN


Remarks / CountermeasureWhy5Why4Why3Why2Why1

Phenomenon:

Stage/OPN No.:PU / CellSector

Prepared by:Date/Time of comp:Date/Time of B/d or Defect Incidence

Automotive

:Cell Leader:Equipment No.:Equipment nameMahindra Ltd.

CED Ref. No.::Module Manager:Date :Report No.Mahindra &

Why Why Analysis

TEST OF HYPOTHESISTEST OF HYPOTHESIS

No Probable Cause

Testing and Observations Conclusion

5.2 Confirm the probable cause:

Data are collected to determine and verify which of the several possible causes is, in fact, the cause of the problem.

There are several analytical tools to help with this effort:checksheets, histograms, or scatter diagrams are very useful.

The story should include the time period over which the data were collected. We sometimes run small-scale experiments to collect Data about causes or to verify that we have found the actual causes .When the results from these experiments show that our theories are correct, we can include them in this section of the story. How causes are verified is an important but Commonly overlooked part of the story.

This section of the Q.C. Story concludes with a statement of "Necessary Action." This is not a plan; it is a statement that summarizes what needs to be done to eradicate the cause.

6. Implement the corrective 6. Implement the corrective measuresmeasures

6.1 Actions Decided

Root Cause Action Plan Target Dt

Resp. Status

Step 6 – Implement corrective measures• Customer protection. -Operator ask to take care while fitment of

roof rexine.Sr. no.

Cause Solution Q C D Total Pilot Target date

Status.

1 WSS not available

1.SOS to be written

2.ILU plan to be prepare

3.3 Step learning to be given to operator

4.Operator to be fixed.

8 9 9 648 Y R Patil

15.10.0716.11.07

16.1116.11

ClosedOpen

Openopen

2 Body holes not match with roof holes

1.Body shop to ensure that body dimentions are maintain2.Master body to be given to vendor

8 6 7 336 N G Wani

15.10.07

15.10.07

Closed

closed

3 No step below all accessories

Trail with Spacers to betaken for full one day

8 6 7 336 Jayant& Borkar

06.11.07

open

4 Mould not o.k Mould like scorpio required

9 3 7 189 Bhamre/Borkar/Jayant

open

Step 6) Implement Corrective Measures:- Consider various probable actions- Ensure that probable action selected does not create side

effects- Before implementation, decide on the role of each member and

a schedule.- Assign each corrective action a priority and stick to it.- Involve the operators.- Do things yourself, the approach will be all the more concrete!- More than half of the corrective actions will require changes to

be made: tests and checks are extremely important when implementing corrective actions.

- Confirm the effect using the same method and same observer.- The use of color, limits, graphics, and instructions at the place

where the corrective measure is to be applied are effective means of drawing attention to it.

- Share the results with all interested parties!

Guidelines to userGuidelines to user

Step 7) Confirm the results & effects:7.1 Verify Results:- Compare with the initial conditions (step 3) using the data

(charts).- Effects must be explained with respect to the direct effect,

indirect effect (repercussions), or non-material effect aspects.

7.2 Full Scale Implementation plan: - The situation before and after the corrective action must

be shown and the same charts used as in step 4.

7.3 Tangible & Intangible benefits: - If the effects can be converted into gains (financial), this is

preferable e.g. Return on investment, annualized savings- In as far as possible, the effect of each action on the final

result must be shown (by numbering them).


Step 7 – Confirm the effect

Monitoring for Wrincles in RFI

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1218

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23

Aug Sep Oct Nov Dec Jan Feb MarMonth

Qu

anti

ty QRQC Methodology started (03.10.2007)

Step 8) Standardise:8.1 Updation of documents:- Revise or establish the working "standard".- Review cycle time, standard stocks, standard machine

conditions, etc.- Visual tools are highly effective in standardization.- Update all the relevant documents like

Drawings/specifications, Process Sheets, PFC, PFMEA, Control plan, SOP or SOS, Check list etc, & mention the reference of the same

8.2 Training:- If the problem stems from the operating procedure, train the

operator on the new standard- Train people on new/modified SOP- Train people to modify / develop SOS

8.3 Additional Audit / Check- Check the quality level and how the operator functions with

the new method/procedure for at least two weeks.- Carry out additional audit/check to ensure adherence to the

new system & monitoring results achieved


Step 8 – Standardisation.

•SOS writing is completed•ILU plan will be prepared

Standardization

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

Step 9) Summarise and future action plans :

9.1 Conclusion- Once target has been achieved, progress and results are reported

to management. Future plans are drawn for causes that cannot be currently resolved. If concern is not resolved & product design change is necessary then it is to be escalated to PVT/PDT/PET for PHASE III actions.

9.1 Horizontal deployment- Check the possibility of extending the actions to similar product or

process9.2 Lessons learnt- Summarize the learning from the project

Note : 1.Use QC Story Format to document & communicate summary of

PHASE II activities of all 9 steps for future reference. (Use Format MQS/MAPS/F03)


Step 9 – Summarised and plan future action,

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

Future PlanFuture Plan

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

Paint Shop Nashik Paint Shop Nashik ExampleExample

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QC story training slides