Participative Management for People Development and Innovation

Manufacturing Excellence Model

QUALITY CIRCLES

By Bimalkumar B

DEPARTMENT: Area: Name of Quality Circle Registration No Identified Problem:

Tracking Number:

Customer Number:

Response Due Date:

Quality Circle is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from this approach by applying it to all areas in the company. This provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur. Present Status Step 0

0
The Planning Stage: This method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. This is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require a full fledged problem solving methodology. If so comment why and proceed Is an Emergency Response Action Needed? (If needed document actions in Action Item Table) Item No EMERGENCY RESPONSE ACTION PLAN Actions taken Present status In line/Not in line In line/Not in line In line/Not in line In line/Not in line In line/Not in line In line/Not in line In line/Not in line In line/Not in line In line/Not in line Description of Failure: Yes No Customer: Customer Address: Date of Failure: Time of Failure:

P
Lot or Batch Number or Product Name: Failure Rate: Tracking Number: Product Name: Application or description of use: Person who first reported failure: Process Manager: Cost or Lost Sales:

LAN

(Internal / External)

Establishing the Team:

eam

My Team
Name Skills Responsibilities

Establish a small group of people with the process/ product knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.

Name

Role Champion

Manager Facilitator Team Leader Supplier Customer Team members

Responsibilities Ensure team has required resources. Remove roadblocks experienced by the team. Ensure right team members are on the team Ensure tools are used correctly and Root Cause is verified Completing the project. Ensure corrective actions do not conflict with required inputs Ensure corrective actions do not conflict with required outputs

Team Goals:

Team Objectives:

2
Problem Definition

efine

Provides the starting point for solving the problem or nonconformance issue. Need to have correct problem description to identify causes. Need to use terms that are understood by all.

Answer the following questions and then summarize the results below. What the problem What else it might be but IS IS NOT WHO Who reported the problem? Who did not report the problem? Who is affected by the probWho is not affected by the lem? problem? WHAT What is the product ID or ref- What IDs or reference # are erence number? not affected? What is (describe) the defect? What is not the defect? WHERE Where does the problem occur? Where was the problem first observed? WHEN When was the problem first reported? When was the problem last reported? WHY Why is this a problem? Where is it not occurring but could? Where else might it occur? When was the problem not reported? When might it reappear? Why is this not a problem?

Sketch / Photo of Problem

Why should this be fixed now? Why is the problem urgent? HOW How often is the problem observed? How is the problem measured?
problem occurred previously?

How often is it not observed? How accurate is the measurement?

OTHER Can the problem be isolated? Replicated? Is there a trend? Has the

MISC Problem Description

3
Failure Severity 1-10

Occurrence Detection Risk No Containment action 1-10 1-10 Taken

ontainment
Revised Severity 1-10 Revised Revised Occurrence Detection 1-10 1-10 Risk No

Severity Occurrence Detection Containment recommendations

1 5 Nuisance or distraction Loss of primary function Unlikely Detectable Moderate frequency Difficult to detect

10 Loss of life or loss of significant $ Almost certain Cannot detect

Communication Plan
Audience
Person to reach

Objective
What are we seeking? Awareness, support, decision, advocate, advice, assistance

Delivery Method
Telephone, email, meeting,

Feed back Method

Key Message
What does the person need to do differently? What support can the person expect from us?

Assigned
Who will deliver the message Completion date

Due Date
Completion Date

Failure

How will we What are What know the message we doing does it was received? & why? mean to the person?

Containment Agreement
Describe Who What Where When Why How

Containment Action Plan

4
Machine Man

oot cause

Write your problem here

Material

Method

Probable causes (Machine/Material) 1) 2) 3)

Probable causes (Man /Method) 1) 2) 3)

4
Machine Man

oot cause

Write your problem here

Material

Method

Probable causes (Machine/Material) 1) 2) 3)

Probable causes (Man /Method) 1) 2) 3)

5 Why
Therefore
What is the probable cause

1. 2. 3. 4.

8. If there is a logical connection between each pair of statements back to the problem then you have likely found the Root Cause

Write down the probable causes in the upper box Ask Why did this occur? Answer in the next box. Does the answer need to be confirmed. If yes write the method in the right side box. If no proceed to next why. 5. Repeat 2,3,and 4 till root cause is identified. 6. Verify Root Cause by starting at the probable Root Cause and connecting it to the previous cause using Therefore 7. Repeat Step 6 until you reach the problem

Therefore

Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No
Why did this happen?

Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Yes

Is Conformation necessary?

Root cause.

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed. See 5

5 Why
Therefore
What is the probable cause

1. 2. 3. 4.

8. If there is a logical connection between each pair of statements back to the problem then you have likely found the Root Cause

Write down the probable causes in the upper box Ask Why did this occur? Answer in the next box. Does the answer need to be confirmed. If yes write the method in the right side box. If no proceed to next why. 5. Repeat 2,3,and 4 till root cause is identified. 6. Verify Root Cause by starting at the probable Root Cause and connecting it to the previous cause using Therefore 7. Repeat Step 6 until you reach the problem

Therefore

Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No
Why did this happen?

Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Yes

Is Conformation necessary?

Root cause.

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed. See 5

5 Why
Therefore
What is the probable cause

1. 2. 3. 4.

8. If there is a logical connection between each pair of statements back to the problem then you have likely found the Root Cause

Write down the probable causes in the upper box Ask Why did this occur? Answer in the next box. Does the answer need to be confirmed. If yes write the method in the right side box. If no proceed to next why. 5. Repeat 2,3,and 4 till root cause is identified. 6. Verify Root Cause by starting at the probable Root Cause and connecting it to the previous cause using Therefore 7. Repeat Step 6 until you reach the problem

Therefore

Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No
Why did this happen?

Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Yes

Is Conformation necessary?

Root cause.

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed. See 5

5 Why
Therefore
What is the probable cause

1. 2. 3. 4.

8. If there is a logical connection between each pair of statements back to the problem then you have likely found the Root Cause

Write down the probable causes in the upper box Ask Why did this occur? Answer in the next box. Does the answer need to be confirmed. If yes write the method in the right side box. If no proceed to next why. 5. Repeat 2,3,and 4 till root cause is identified. 6. Verify Root Cause by starting at the probable Root Cause and connecting it to the previous cause using Therefore 7. Repeat Step 6 until you reach the problem

Therefore

Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No
Why did this happen?

Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Yes

Is Conformation necessary?

Root cause.

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed. See 5

5 Why
Therefore
What is the probable cause

1. 2. 3. 4.

8. If there is a logical connection between each pair of statements back to the problem then you have likely found the Root Cause

Write down the probable causes in the upper box Ask Why did this occur? Answer in the next box. Does the answer need to be confirmed. If yes write the method in the right side box. If no proceed to next why. 5. Repeat 2,3,and 4 till root cause is identified. 6. Verify Root Cause by starting at the probable Root Cause and connecting it to the previous cause using Therefore 7. Repeat Step 6 until you reach the problem

Therefore

Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No
Why did this happen?

Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Therefore
Why did this happen?

Is Conformation necessary?

Yes

No Yes

Is Conformation necessary?

Root cause.

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed

How is this confirmed. See 5

Pareto Analysis
Paste your chart here Defects 1 2 3 4 5 6 7 8 9 10 11 Total Total C Priorities 1) 2) Count % Count (Count/total)x100 Cumulative Count 1 Count 1+ Count 2 % Cumulative

Defects that account for 80% of observed frequencies are treated as first priority Root Cause

3) 4)

Probable root cause 1 Corrective action 1 (CA 1) Probable root cause 2 Corrective action 2 (CA 2) Probable root cause 3 Corrective action 3 (CA 3) Probable root cause 4 Corrective action 4 (CA 4)

orrective action

'Verifying Root Cause can be accomplished using TUKEY QUICK TEST TUKEY QUICK TEST 1: Select a sample of 8 from the process with the defect 2: Implement the first Corrective Action from the above list 3: Select a second sample of 8 from the process 4: Rank the sample readings from low to high 5: Identify each as either 'good' or 'bad' 6: Verify Root Cause then return to 1. Above for next Corrective Action
Sample set Sample # Reading Good/Bad

erification

1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Beginning at Sample 1, # 1 and moving down the list the number of consecutive BAD units 1 Beginning at Sample 2, # 16 and moving up the list the number of consecutive GOOD units 2 Total 'End Count' 1+2

Criteria 1. If Total End Count is greater than or equal to 13 there is 99.9% confidence that the likely Root Cause is an actual Root Cause 2. If Total End Count is greater than or equal to 10 there is 99 % confidence that the likely Root Cause is an actual Root Cause 3. If Total End Count is greater than or equal to 7 there is 95% confidence that the likely Root Cause is an actual Root Cause 4. If Total End Count is greater than or equal to 6 there is 90% confidence that the likely Root Cause is an actual Root Cause 5. If it is less than 6 the probable Root Cause is not an actual Root Cause

'Verifying Root Cause can be accomplished using TUKEY QUICK TEST TUKEY QUICK TEST 1: Select a sample of 8 from the process with the defect 2: Implement the first Corrective Action from the above list 3: Select a second sample of 8 from the process 4: Rank the sample readings from low to high 5: Identify each as either 'good' or 'bad' 6: Verify Root Cause then return to 1. Above for next Corrective Action
Sample set Sample # Reading Good/Bad

erification

'Verifying Root Cause can be accomplished using TUKEY QUICK TEST TUKEY QUICK TEST 1: Select a sample of 8 from the process with the defect 2: Implement the first Corrective Action from the above list 3: Select a second sample of 8 from the process 4: Rank the sample readings from low to high 5: Identify each as either 'good' or 'bad' 6: Verify Root Cause then return to 1. Above for next Corrective Action
Sample set Sample # Reading Good/Bad

erification

1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Beginning at Sample 1, # 1 and moving down the list the number of consecutive BAD units 1 Beginning at Sample 2, # 16 and moving up the list the number of consecutive GOOD units 2 Total 'End Count' 1+2

1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Beginning at Sample 1, # 1 and moving down the list the number of consecutive BAD units 1 Beginning at Sample 2, # 16 and moving up the list the number of consecutive GOOD units 2 Total 'End Count' 1+2

Criteria 1. If Total End Count is greater than or equal to 13 there is 99.9% confidence that the likely Root Cause is an actual Root Cause 2. If Total End Count is greater than or equal to 10 there is 99 % confidence that the likely Root Cause is an actual Root Cause 3. If Total End Count is greater than or equal to 7 there is 95% confidence that the likely Root Cause is an actual Root Cause 4. If Total End Count is greater than or equal to 6 there is 90% confidence that the likely Root Cause is an actual Root Cause 5. If it is less than 6 the probable Root Cause is not an actual Root Cause

Criteria 1. If Total End Count is greater than or equal to 13 there is 99.9% confidence that the likely Root Cause is an actual Root Cause 2. If Total End Count is greater than or equal to 10 there is 99 % confidence that the likely Root Cause is an actual Root Cause 3. If Total End Count is greater than or equal to 7 there is 95% confidence that the likely Root Cause is an actual Root Cause 4. If Total End Count is greater than or equal to 6 there is 90% confidence that the likely Root Cause is an actual Root Cause 5. If it is less than 6 the probable Root Cause is not an actual Root Cause

All preventive measures must address People, Product, Process Error Prevention / CA
People: Misunderstanding Unaware (of task, etc.) Misidentification Inexperience Inadvertent Caused by Delay Lack of Standards Malfunction Forgetfulness Incomplete Too complex Difficult to understand Poor Design/sequence Unfamiliar with process No transparency Unaware of process Inputs not understood Outputs not understood Poor Spec Limits Not formalized Inconsistent use Lack of process training Poor/no documentation Variation Poor decision rules Unexpected behavior Incomplete Too complex Misunderstood / new Poor Design Unaware Input not understood Output not understood Consistency of use 1, 2, 3, 4, 5 1, 4, 5, 6, 8 7, 14, 17, 22 2, 4 Any Visual CA 7 5, 6, 9 27 7, 9 31 30 8, 30 30 1, 5, 8, 9, 12 1, 3, 5, 9 2, 10 5, 7, 9 5, 7, 9 25 11 5 1, 2, 3, 5, 6, 7, 9 5, 6, 7, 8, 9, 12 5, 23, 24 12 5,9,36 35 29,34 1,5,7,8,9 34,36 1 5,7,29 5,7 5

Process

Product

Training

1,2,3,8,9,12

Documentation

5, 7, 8, 9, 12

Typical Prevention Corrective Action (CA) Verbal 1 Verbal instruction 2 Shadowing 3 Audio recording Step 1: Capture error (Root Cause) 4 Mentoring / Coaching from 6 Written 5 Standard Operating Procedure Step 2: Locate Root Cause in 'Er6 Standard Work ror' column on the left 7 Checklist 8 Technical manuals Step 3: Select one or more numbers 9 Work Instructions from 'Suggested Prevention' 10 Announcement / Memo Step 4: Look up associated action in columns on the right 11 Document Control Step 5: Apply these preventions 12 Playbook where failure could possibly have Visual 13 Andon lights occurred but didn't 14 Status indicators Step 6:Document when prevention 15 Transparent containers & dispensers was put in place and person respon16 Layout templates sible 17 Orientation 18 Illustrations Prevention Documentation 19 Color 20 Signage 21 Pictures/Placards 22 Observation 23 Early warning systems SPC& 24 Process Control VOC 25 Pre-Control Mistake 26 Customer Specifications Proofing 27 Kitting 28 Go / No-Go 29 Position Locators 30 Lock-ins 31 Lock outs 32 Shadow Boards 33 Takt Time New 34 Simplification Design 35 Additional features 36 White Sheet design

revention

ongratulate

WHAT WE LEARNED.

Step 1: Team lead gathers team together Step 2: Team lead and management summarize achievements Step 3: Management congratulated team Step 4: 8D report is signed

Describe Activities

PROBLEM SOLVING SUMMARY REPORT D0 WHO IS EFFECTED BY THE PROBLEM? Customer: Address: Date of Failure: Time of Failure: Part No.: Product Name: D1 TEAM BUILDING Champion: Team Leader: Process Owner: Supplier: Customer: SME: QA: Other: D4 ROOT CAUSE RC1 RC2 RC3 RC4 D6 CORRECTIVE ACTION IMPLEMENTATION 1 2 3 4 D8. TEAM RECOGNITION D5 CORRECTIVE ACTIONS D3 INTERIM CONTAINMENT ACTION TAKEN Tracking Number: 1st Person to report problem: Product Manager: Description of use: 8D Report Number: D2 PROBLEM DESCRIPTION

Date

Verified

D7. ACTIONS TAKEN TO PREVENT RECURRENCE

APPROVAL Name

Signature

Date