Q.C.

Story
QC Story (Please present the QC project in an orderly manner)
It is a skill for explaining an improvement Project in a Story format
As you all know there are Seven Steps. But in addition, you need to fill-up With rich data and events in
between the Steps appropriately amalgamated and properly cemented to demonstrate logical flow and
create an eagerness for the Audience
There needs to be a flavor of QC Tools applied appropriately in most slides. The Step Heading should
appear in every slide of that Step (as in the following slides)- This is to prevent any irrelevant info. and to
tell the audience at what step you are in
Like in a Story, here also there is an introduction to the problem, the team leading onto a deeper
understanding of the problem and its possible causes. The most critical stage is in demonstrating an
ability to narrow down from a set of possible causes to the root cause. The cause effect diagram should be
only drawn once the relationship of the possible causes to the undesirable result is verified.
Brainstorming can be done for identifying possible causes or possible countermeasures. Each of the
countermeasures should be evaluated for their merits and demerits before the final one is selected.
Usually a Pareto chart is used to indicate the Before and After situation at the results stage.
During the standardization stage, list all the standards that are to be used and those that have
been modified along with the training plan to cover impacted employees.
.The root cause has to be confirmed through a Correlation diagram which shows the strongest correlation
between the identified root cause and the effect

7 Problem Solving Steps in Q.C. Story

1
Definition

2
Observation

3
Root Cause
Analysis

4
Action

5
Check

Generate Problem Bank. Justify the problem theme selection by making Pareto
diagram. Define a priority problem in work area. Quantify the problem. Show the
monthly trend of the problem selected. Identify the part/product name, Line,
Customer name.

Observe the features of the Problem. Grasp the actual situation. Make the flow chart of
the current process. Collect data on facts. Check the symptoms. Use 5W and 2H to
describe the all aspects of the problem. Stratify the data according to the possible
contributing factors, e.g. shift-wise or operator wise .
Identify factors influencing the problem, Establish Cause-Effect relationship with
possible causes as seen in Gemba for that issue. Make Cause & Effect diagram.
AVOID including all general causes. Conduct cause validation. Use Correlation
diagram to confirm the real root cause..
Identify possible Counter Measures for real root cause only and develop merit and
demerits of all counter measures and select the one that is going to be the most effective
in terms of eliminating or reducing the problem in the most cost effective way. Then
develop a detailed plan for implementation. This plan must include the training plan for
people who will implement the countermeasure.
verify the effectiveness of the countermeasure implemented. Check the trend and the
level of improvement against the target. Ensure no adverse side effects in next and
previous processes.

7 Problem Solving Steps in Q.C. Story (contd.)

6
Standardization

7
Conclusion

Incorporate the measures in the Operating Standard. Train the people in revised
standard. Check the effectiveness to hold on to the gains.

Review the Problem Solving process for future improvements. Analyse Steps
followed and the Actions for horizontal deployment.

JBM Group

Team Name

Plant:

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

Every Slide will have the STEP band

JBM Group
ITRODUCTION

1.DEFINITION

Plant:

Team Name

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

Problem Statement / Title

Effect: Affecting What ?

Introduction: Title of the Project, Team members, their credentials, outline of the area of work and process

7.CONCLUSION

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

xxxx
xxxx

Plant:

Team Name
4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

TUESDAY

4.30 - 5.30 P.M

100%

xxx

Xxxx
xxxx

Mr. ..

710

Mr. ..

716

Introduction: Title of the Project, Team members, their credentials, outline of the area of work and process

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

1.0 Problem (Description & Background)

Trend chart, Pie chart to explain the past trend

Make a Flow Chart of the Current process;

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

1.1 Theme & Target

SMART: Specific, Measurable, Achievable, Relevant to Objective, Time Bound

7.CONCLUSION

1.2 Project Implementation Plan

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

Data Collection, Check sheets, Graphs, Pareto Analysis etc.

Observe the features of the Problem. Collect data on facts. Check the symptoms. Use 5W and 2H to describe the problem all
aspects. Stratify the data according to the possible contributing factors, e.g. shift-wise or operator wise

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

Brainstorm for the factors influencing the problem,

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

MATERIAL

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

MAN

EFFECT xx%

MACHINE

METHOD

Establish Cause-Effect relationship with possible causes as seen in Gemba for that issue. AVOID including all general causes.
Use Combined Tree diagram & Matrix Diagram for cause verification

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

3.1 Cause Validation

5.CHECK

6.STANDARDISATION

7.CONCLUSION

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

3.2 Root Cause Analysis Why Why analysis, Drill down etc.

7.CONCLUSION

JBM Group
ITRODUCTION

1.DEFINITION

Plant:

Team Name

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

FMEA, Force Field Analysis

Identify possible Counter Measures for cause only and develop merit and demerits of all counter measures

7.CONCLUSION

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

Select the one that is going to be the most effective in terms of eliminating or reducing the problem in the most cost effective way.
Then develop a detailed plan for implementation. This plan must include the training plan for people who will implement the
countermeasure

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

4.1 Countermeasure Action implementation Status

7.CONCLUSION

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

Before and After Pareto Diagram, Check sheet, Graphs

Check the trend and the level of improvement against the target. Ensure no adverse side effects in next and previous processes

ITRODUCTION

1.DEFINITION

2.OBSERVATION

Before
Flow Diagram
or
Bullet points
or
Photos
or
Layout study details

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

After

7.CONCLUSION

JBM Group
ITRODUCTION

1.DEFINITION

2.OBSERVATION

Team Name
3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

Incorporate the measures in the Operating Std. Train the people in revised Std. Check the effectiveness to hold on to the gains.

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

Process

7.CONCLUSION

Gemba

PCR No. & Dt

QCPC Ref

Process Sh No. & Dt

Operation Standard Ref

TDR No. & Dt

Training to the doers

Tool Drg No. & Dt

Checklist

Poka-Yoke VCS display

Others

M/C manual change :

Mod Note No. & Dt

Others

Incorporate the measures in the Operating Std. Train the people in revised Std. Check the effectiveness to hold on to the gains.

ITRODUCTION

S#

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

What

Why

How

Where

Who

When

(Activity)

(Necessity)

(Method)

(Location)

(Resp.)

(Freq.)

ITRODUCTION

1.DEFINITION

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

7.CONCLUSION

Productivity
.
Quality
.
Cost
.
Delivery
.
Morale
.
Safety
.

Achievements Results & Benefits - PQCDMS

JBM Group
ITRODUCTION

1.DEFINITION

Team Name

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

8.0 Reflections:

(What went Right, What went Wrong, Hurdles Faced, Experiences etc.)

Review the Problem Solving process for future improvements. Analyse Steps followed

JBM Group
ITRODUCTION

1.DEFINITION

Team Name

2.OBSERVATION

3.ANALYSIS

4.ACTION

Project Implementation Plan

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

JBM Group
ITRODUCTION

1.DEFINITION

Team Name

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

Plant:
6.STANDARDISATION

7.CONCLUSION

9.0 Horizontal Deployment

Brainstorm, Survey other areas for Horizontal Deployment

Area and Actions for Horizontal deployment

JBM Group
ITRODUCTION

1.DEFINITION

Plant:

Team Name

2.OBSERVATION

3.ANALYSIS

4.ACTION

5.CHECK

6.STANDARDISATION

9.0 Horizontal Deployment Plan

7.CONCLUSION

JBM Group

Team Name

Plant:

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