The 7 steps of QC problem solving

QC Pillar Training Material

Quality central staff

July 2009
Index

I. Application on Method and Material

II. Definition
III. Problem Solving Introduction
IV. Tips & Tricks
IV. The seven tools of Problem Solving
V. The seven QC tools inside QC 7 steps of Problem Solving
VI. The seven steps of Problem Solving
Step 1: Select topic
Step 2: Understand situation and set targets
Step 3: Plan activities
Step 4: Analyze causes
Step 5: Consider and implement countermeasures
Step 6: Check results
Step 7: Standardize and estabilish control

July 2009
 I. Application on Method and Material

QA Matrix Machine Man

Method Material

Man Method Material Machine

 HERCA  7 STEPS QC  7 STEPS QC  7 STEPS QUALITY

PROBLEM SOLVING PROBLEM SOLVING MAINTENANCE
•IMMEDIATE FEEDBACK
•SOP  MATERIAL •QX-matrix
•SELF REPAIR
•POKA YOKE MANAGEMENT •QM-matrix
•OPERATION CHECKLIST
•WORKSHEET PROCESS •5Q for 0 Defects
•OPL
•KAIZEN •PPA
•SOP •SQA / PQA
•POKA YOKE •SQP •(AM shedule)
•TRAINING •Inspection
•Kaizen

July 2009 3
 II. Definition

 Problem Solving is the process by which a problem is understood,

studied and countermeasures are implemented so that the problem does
not occur more (problem permanently deleted).
In other words, the "Problem Solving" is the process by which problems
are uprooted.

 A Problem is any deviation from a standard. So the problem is the

difference between the existing situation and the ideal (or target)
situation.

July 2009
III. Problem Solving Introduction 1/5

The problem must be understood and studied, and countermeasures

must be implemented so that:

 we can reach the World Class level defining a Vision

 has adopted a pragmatic and systematic approach… without neglecting

the difference between “to contain a problem” and ”to solve a problem”

 there are a few simple guidelines

 corresponds to each problem a focus for improvement

 at the base there is a sequence of simple steps

July 2009
III. Problem Solving Introduction 2/5

The problem must be understood and studied, and countermeasures

must be implemented so that:

 we can reach the World Class level defining a Vision

- for World Class ... is necessary to remove over 70% of problems
- Set the Vision through an implementation

 has adopted a pragmatic and systematic approach…

I am I know and I
I hear and I I see and I do and I
committed do Innovation
forget believe it understand it
and improve

- Choose specific projects related to business issues and objectives SMART

- For each activity, provide a focused method

July 2009
III. Problem Solving Introduction 3/5

… without neglecting the difference between “to contain a problem”

(PROBLEM FIXING) and ”to solve a problem” (PROBLEM SOLVING)

to contain a problem means eliminating the symptoms

but not necessarily the root cause
July 2009
 III. Problem Solving Introduction 4/5

The problem must be understood and studied, and countermeasures

must be implemented so that:

 there are a few simple guidelines

- Restore before Improving

... Verify compliance with the terms of basic process

- Apply the 5G principles

... Serves to define the problem and define the mission of the team

- Implement the PDCA cycle (Plan, Do, Check, Act)

... Solve a problem means to identify and implement countermeasures
to prevent the re-of a problem, thus eliminating the root causes.

July 2009
 III. Problem Solving Introduction 5/5

The problem must be understood and studied, and countermeasures

must be implemented so that:

 corresponds to each problem a focus for improvement

a- You must implement methods for improvement focused on

losses related to Methods ... and Material ...

b- Achieve significant results quickly ...

c- Maintain and Improve the results reached

July 2009
IV. Tips & Tricks to become a good problem solver

1. It is a lie to say, “We have no problems.” Problems are everywhere.

Actively search them out
2. Use accurate data, not guesswork. Observe the workplace carefully and
grasp the facts accurately using data
3. You cannot win empty-handed. Study the QC tools well and apply them
thoroughly and effectively
4. Skill is important. Improve your technical ability by studying specialist skills,
techniques, and tricks
5. It is no good trying to do everything at once. Advance steadily by faithfully
following the QC Seven-Step Formula
6. Do not be beguiled by apparently attractive solutions. Analyze the possible
causes rigorously and only act after identifying the true ones
7. Computers are useful but not creative. Exercise your ingenuity and
originality
8. Without a rational approach, things will come to a dead end. Move ahead
using the QC viewpoint
9. It is no good standing back and telling your subordinates to get on with it.
Tackle difficulties yourself
10. Never give up. Be determined and fight to the last

July 2009 10
V. The seven QC tools of Problem Solving 1/2

7 QC
Description Method of use Remark
tools

A diagram on which undesirable There may be a large number of

undesirable phenomena or Plot the “other”
events or costs associated with causes of trouble. The Pareto category at the
items such as quality (e.g. number diagram makes it easy to see far right of the
Pareto of defects or non-conforming which of these have the most diagram and
Diagrams products), productivity, cost, safety serious effect on quality, ensure that it is
and so on are stratified according to productivity, cost, safety, etc., not too large.
their causes or manifestations and together with their relative
plotted in order of importance proportions.

Cause- Useful for searching out the Gather the

A diagram shaped like the bones of factors that affect the opinions of as
and- a fish for systematically summarizing characteristics, sorting out the many people as
effect the relationships between quality relationships between these possible in order
diagram characteristics, defects, etc. and factors (causes) and the to flush out all
their causes. characteristics (the results), and the relevant
depicting these systematically. factors.

Graphs Diagrams for plotting data and Used for organizing data. Use Use solid lines,
and showing temporal changes, line graphs for showing time dotted lines,
statistical breakdowns and trends, bar graphs for comparing circles and
charts relationships between different quantities and pie charts for crosses skillfully
quantities. showing 　 relative proportions. for clarity.

July 2009 11
IV. The seven QC tools of Problem Solving 2/2

7 QC
Description Method of use Remark
tools

Forms specially prepared to enable Used for tallying the occurrences Clarify the
Check- data to be collected simply by of the defects or causes being objective and
sheets making check marks. addressed and graphing or design a check-
charting them directly sheet to suit it.
Prepared by dividing the data range Prepare separate, stratified
into subgroups and counting the histograms for each of the 4Ms Use at least 30
Histogra number of points in each subgroup. and examine the relationships values,
ms The number of points (the between the shapes of the preferably
frequency) is then plotted as a distributions and the around 100
height on the diagram. specifications

Prepared by plotting paired sets of Collect paired sets of data on

data such as hardness and tensile causes and effects, and use Use at least 30
Scatter strength, temperature and yield, scatter diagrams to check for values, 50 if
diagrams porosity and insulation resistance, correlation between the sets of possible
etc. against each other on x and y data
axes

Use to check whether there are Think about the

Prepared by plotting time along the too many chronic defects, too best method of
Control horizontal axis and a characteristic much variation, values lying stratification
value on the vertical axis. Unlike outside the control limits, or and pay close
charts line graphs, they also show the undesirable trends or cycles.
control limit lines Control charts show whether or attention to
not a process is in control subgrouping

July 2009 12
 VI. The seven QC tools inside QC 7 steps of Problem Solving

Cause & Graphs

Pareto Check Histogra Scatter Control
Effect and
Diagram sheets ms Diagrams Charts
STEP diagram Charts

1 Select the topic

Understand the Understand the situation
2 situation and
set targets Set targets

3 Plan activities
Investigate relationship between
causes and characteristics
Investigate past and present
situations
Analyze
4 Stratify
causes
Investigate temporal changes

Investigate mutual relationships

5 Consider and Implement Countermeasures

6 Check Results

7 Standardize and Establish Control

July 2009 Particular Effective; Effective 13

 VII. 7 Steps of QC Problem Solving

STEP7

Standardize and Establish new standards and revise old ones

Decide methods of control / Establish control
establish control
Familiarize relevant people with new methods
STEP6
Check results of countermeasures
Check results Compare results with targets
Identify tangible and intangible benefits
STEP5
Consider and Consider countermeasures and propose ideas
implement Check details of countermeasures (how to put them into effect?)
countermeasures Plan and Implement countermeasures
STEP4
Check present values of characteristics
Analyze causes List possible and Analyze causes
Decide items to tackle
STEP3

Decide what to do
Plan activities Decide schedule, division of responsibilities, etc.
STEP2
Understand Understand situation; Collect data
situation Decide characteristic to attack;
and set targets Decide / Set targets (value and deadline)
STEP1

Identify problem
Select topic Decide topic

July 2009 14
7 Steps of QC Problem Solving
Step 1: Select topic
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 15
Step 1: Select topic
STEP 1
“Approaches to identifying problem”

i. Outline the process

When describing the background to the topic, we should first outline the
process.
ii. Decide on the topic
Look for items causing trouble

Compare with ideal

Compare with policies

Look for items inconveniencing

next process

Compare with specifications Problems Organize Evaluate

definition problems problems
Compare with standards

Compare with past situation Select

topic
Compare with other workplaces

July 2009 16
Step 1: Select topic
STEP 1
“Technique for selecting topic”

i. Check the roles of one's division, department, and job

ii. Check the policies and objectives assigned to the workplace
iii. Identity and list problems
It is a good idea to pursue the identification of problems from the
following two perspectives:
 what kind of problems are giving us trouble?
 what things would we like to improve further?
iv. Evaluate the problems and select a topic
A "problem evaluation chart" such as that shown in Tab.1
(following slide) should be used to single one out. A good way of
expressing a topic is as follows:
Action (Verb) Object (Noun) Location

How? (direction of What? (control Where? (process, machine,

improvement, level) characteristic) operation, product, region,
work station, etc.
July 2009 17
Step 1: Select topic
STEP 1
“Seven points to note about describing topics” 1/2

1. State where the improvement is to take place (name of process, title

of job, name of product, etc.
2. Make it obvious from the title of the topic what is to be done and
what the objective is
3. Express the topic in terms of attacking something bad rather than
improving something good (this is because the latter style of
expression tends to lead people to chase after the ideal and rely too
much on the help of others)
 Improve good-product rate reduce defect rate
 Improve delivery reduce number of days late.
4. Express in terms of results rather than methods:
 Standardize fixtures and fittings for hotel guest rooms
Reduce number of missed fixtures and fittings in hotel guest
rooms.
 Prepare instruction manual for hotel reservation calls

July 2009 18
Step 1: Select topic
STEP 1
“Seven points to note about describing topics” 2/2
Reduce time callers are kept waiting when reserving rooms by telephone
5. Do not confuse countermeasures with topics:
 Improve product education for sales staff
Improve sales staff's product knowledge.
 Improve torque-fastening method
Decrease torque-fastening defect rate
6. Express in clear, commanding terms:
Let's reduce the defect rate reduce defect rate
7. If necessary, append subtopics. Do this when you wish to emphasize a
special characteristic of the problem-solving activity or the uniqueness
of a countermeasure. In these examples, the subtopic follows the dash
after the topic:
 Reduce changeover time --- solve difficult problems by having people
speak with facts
 Reduce repair time for non contact relay grinders --- creativity, ingenuity,
and study for mastering use of new machines
July 2009 19
Step 1: Select topic
STEP 1
“validation step1: conditions strongly recommended”

Well chosen problem satisfy the following conditions

 Common to all team members
 Highly necessary and relevant to one's job
 Challenging but achievable
 Linked to divisional and departmental policies and objectives
 Able to raise the ability levels of the team or group

NOTE:
 The most important thing in formulating problems is to be
problem-conscious
 The first step is to raise the awareness of problems
 On the part of team members, bring hidden problems to light,
and make the need for improvement painfully obvious

July 2009 20
7 Steps of QC Problem Solving
Step 2: Understand situation and set targets
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 21
Step 2: Understand situation and set targets STEP 2

“Understand the situation“

i. Decide on the characteristic to be addressed (following table – Tab.3 -

shows some typical characteristics)
ii. Understand the situation, not just the current situation but the overall
situation extending from past to present.
It means finding out how bad things are now and what they were like in
the past. Therefore it is important to investigate at this stage how the
control characteristics have changed with time.
 Check past data concerning the characteristic values and collect fresh data
to ensure that the problem can be expressed numerically
 Investigate the flow of work and the state of the process
 examine the situation over a period of time and find out what sorts of
changes have occurred
 ferret out problems by stratifying the data (by place, person, machine,
method, etc.)
 pay attention to dispersion and deviation
 be priority-oriented and narrow down the priorities
 utilize the 7 QC tools
July 2009 22
Step 2: Understand situation and set targets
STEP 2
“Characteristics table – Tab. 3” 1/6

Target Characteristic Application

Number of defects Reducing annealing defects in steel plate, etc.
Number of mistakes Reducing mistakes in preparing invoices,
attaching parts, etc.
Number of reworked items Reducing number of defects reworked
Weight Controlling weights of tablets, parts, etc.
Time Controlling work times, processing times, etc.
Thickness Controlling plate thicknesses, parts dimensions,
Quality etc.
Number of error-proofing devices Reducing human error
Power consumption, current, load Controlling central values and dispersion of
voltage electrical characteristics
Defect rate Reducing number of processing defects and
defective final products

Yield Controlling output of tablets and other products

Cost Reducing consumption of electrical power,
Consumption consumables, water, etc.

July 2009 23
Step 2: Understand situation and set targets
STEP 2
“Characteristics table – Tab. 3” 2/6

Target Characteristic Application

Inventory Controlling stocks of consumables and
merchandise
Energy consumption Improving energy-saving, reducing heavy-oil
consumption per product unit
Cost Personnel costs and other Cost control
overheads Reducing labor-hours
Labor-hours Reducing manufacturing costs
Budget/spending ratio Reducing costs of resins, insulating materials,
Materials costs etc.
Production output per unit time Controlling production volume
Process time Increasing daily production volume
Lead time Reducing time taken from receipt of raw
materials to output of product
Productivity Yield Increasing yield of steel plate, etc.
Sales Increasing sales volume per person
Availability Reducing equipment downtime
Idle time Reducing idle time for input and output media

July 2009 24
Step 2: Understand situation and set targets
STEP 2
“Characteristics table – Tab. 3” 3/6

Target Characteristic Application

Work efficiency Decreasing actual work times and standard times
Reducing equipment changeover times
Changeover time Reducing inspection labor-hors
Inspection time Eliminating waste from setups
Setup times Reducing transportation time
Efficiency
Transportation time Improving efficiency of ordering, transcribing, etc.
Administration time Reducing number of program steps per unit time
.
Job (computation) execution time

Compliance rate Improve delivery compliance rate (average days

late per unit delivered)
Total days late Improve on-time shipping rate (ratio of items
shipped on time to total items shipped) for different
Delivery models
On-time delivery rate Improve on-time delivery rate (ratio of items
delivered on time to total items delivered)

July 2009 25
Step 2: Understand situation and set targets
STEP 2
“Characteristics table – Tab. 3” 4/6

Target Characteristic Application

Inspection holdups Eliminate delivery problems due to late inspections
Reduce number of rejected lots
Lot-out number Control daily output
Delivery
Output Shorten lead times
Lead times Reduce number of process delays
Process delays
Number of sudden realizations and Preventing accidents at work
cold shivers
Number of danger anticipation training Enhancing safety training
courses Improving safety consciousness
Number of accident-free days Cleaning up the environment and preventing
Effluent water BOD (biological oxygen pollution
Safety demand) compliance rate Comparing with previous years, raising safety
Accident severity rate consciousness
Accident statistics
Accident frequency rate Preventing road injuries
Seat belt wearing rate Eliminating unsafe places
Number of unsafe items reported by
safety patrols

July 2009 26
Step 2: Understand situation and set targets
STEP 2
“Characteristics table – Tab. 3” 5/6

Target Characteristic Application

Number of units sold Monitoring degree of achievement of sales target
Checking budget achievement rate
Sales 　 amounts Improving profitability
Profit and loss Increase number of sales visits to retail outlets
Sales
Number of sales visits Controlling profi

Added value

Attendance rate Monitoring attendance

Number of suggestions Energizing the workplace and promoting
improvement suggestion schemes
Number of morning meetings Familiarizing with higher-level policies
Human Meeting attendance rate Improving awareness of activities
Relations Rate of participation in recreational Creating vigorous workplaces
activities
Number of workplace discussion Bolstering workplace communication
meetings

July 2009 27
Step 2: Understand situation and set targets
STEP 2
“Characteristics table – Tab. 3” 6/6

Target Characteristic Application

Meeting participation rate Improving participation in meetings
QC tool utilization rate Raising circle’s abilities
Number of topics completed Number Increasing number of topics completed
of activity reports submitted Identifying state of activities of circles
Number of topics presented
QC Annual financial benefits Keeping circles alive
circles Number of meetings Raising level of activities
Number of suggestions Promoting circle activities
Circle activity evaluation score Raising morale
Raising circle’s abilities

Number of complaints Preventing recurrence of complaints and

improving service
Time taken to transfer telephone calls Reducing time taken per call for call transfer
Telephone waiting time
Immediate-response rate Reducing waiting time for outside callers
Services Improving rate of immediate responses to
Time take to deal with abnormalities inquiries
Repair times Controlling provisional and permanent
countermeasures
Reducing times taken to repair office equipmentì

July 2009 28
Step 2: Understand situation and set targets
STEP 2
“Set targets “

iii. Decide on targets and the time limits for their achievement
 A target is a number indicating the level of improvement that must
be attained.
 It is determined by balancing the ideal against restrictions such as
time constraints and the amount of manpower and money available
for investment in the project.
 Do not set vague objectives such as "We would like to stop giving
the wrong change at the cash registers," or "We would like to raise
the recovery rate of accounts receivable.“
 Targets must clarify the following three points:
1. What? (control characteristic) I.e. value of mistaken change
2. By when? (time limit) I.e. by November
3. By how much? (target value) I.e. reduce from $500/month to $50/month

July 2009 29
Step 2: Understand situation and set targets
STEP 2
“Tips”

There are no fixed rules deciding on target values, but they are usually
chosen from considerations such as the following:
 the amount by which we want to reduce the number of defects or
nonconforming products
 by comparison with values set by other divisions
 values that must logically be so
 values that must be achieved regardless of other considerations
(e.g., those relating to safety and pollution prevention).

July 2009 30
Step 2: Understand situation and set targets
STEP 2
“Some STD target - setting approach”

 The zero approach --- reduce the number of defects or

nonconforming products to zero

 The halving approach --- halve the number of defects or

nonconforming products

 The one-third approach --- reduce the number of defects or

nonconforming products to a third of their present values

July 2009 31
Step 2: Understand situation and set targets
STEP 2
“The 7 conditions for well – set targets”

The seven conditions that well-set targets must satisfy are as follows:
1. they must produce benefits that outweigh the cost and effort of
producing them
2. they must be high enough to provide motivation
3. they must be capable of being achieved
4. it must be possible to check whether or not they have been
achieved
5. all involved must accept them and believe in them
6. they must stimulate desire and action on the part of the group
members
7. their relevance to higher-level policies and other departments must
have been carefully considered

July 2009 32
7 Steps of QC Problem Solving
Step 3: Plan activities
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 33
Step 3: Plan activities
STEP 3
“Plan activities” 1/2

i. Decide action items

Here we decide on the action items: that is, we decide how to
proceed with investigating the existing situation, analyzing the
causes, and so on, in accordance with the QC Seven-Step
Formula. Next, we assign responsibilities for each of these items,
taking account of the situation in the workplace and the individual
abilities of the team members
ii. Define a schedule of the activities
Discuss when each of the action items should be started and by
when it should be completed, and decide on a schedule. The
project should generally last for about three to four months. This is
because activities like this inevitably tend to run out of steam if
allowed to go on longer, and the project will grind to a halt.
iii. Draw up an activity plan
In this step, an activity plan like that shown in Tab.6 is drawn up in
the form of a bar chart, arrow diagram, and the like.
July 2009 34
 Step 3: Plan activities
STEP 3
“Plan activities – Tab.6” 2/2
Circle name: La Traviata Circle

Period
No. Action Item Leader
April May June July August

Select Topic Ikeda

1

Understand Situation and Set Hino

2 Targets

Plan Activities Ikeda

3

Analyze Causes Hino, Matsubara

4

Consider and Implement Matsubara

5 Countermeasures

Check Results Matsubara

6

Standardize and Establish Takigawa

7 Control

Note: Planned, Actual

July 2009 35
7 Steps of QC Problem Solving
Step 4: Analyze causes
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 36
Step 4: Analyze causes STEP 4

“Analyze causes”

Analyzing the causes means using QC tools to investigate the

relationship between causes and quality characteristics and
pinpointing the particular factors that are adversely affecting the
characteristics.
Causes means the main factors that are creating problems and appear
likely to be influencing the results of the process.
The rout cause analysis can be made following different tools, based
on the problem we are speaking about:

July 2009 37
Step 4: Analyze causes
STEP 4
“Steps” 1/6

i. Summarize the system of characteristics and causes on a cause-

and-effect diagram.
• list the possible causes. Hold a brainstorming session attended by all
those directly and indirectly involved in the work, gather large numbers
of opinions, and draw up a cause-and-effect diagram
• examine all the possible causes entered on the cause-and effect
diagram on the basis of technical knowledge and experience, and single
out those considered to have a particularly strong effect --- the ones that
ought to be checked by collecting data. Highlight these on the diagram
ii. Analyze the relationship between characteristics and causes using
QC tools.
The important thing here is not to guess but to identify the facts
correctly. To do this, we should analyze data such as the following
using QC tools
• past data
• stratified daily data
• fresh data obtained from experiments in the workplace

July 2009 38
Step 4: Analyze causes
STEP 4
“Steps” 2/6

iii. Examine differences between data

Stratify the data according to the 4Ms (Machines, Manpower,
Materials, and Methods), prepare stratified graphs, histograms,
scatter diagrams, and control charts, and look to see whether or not
there are any differences
Example: a group has been established to determine data on a certain
welding process in order to see whether there was a relationship between
the welding sequence and the bending that was being produced by the
welding. The results showed that when the flange was welded first, there
was a marked difference in the contraction of the upper and lower edges.
This difference was causing the excessive bending. It had been commonly
accepted, based on the advice of experienced steel specialists, that it was
best to weld the flange first, but the result of this analysis clearly showed
that it was in fact better to weld the web first.
In the next slide the results of the analysis:

July 2009 39
July 2009
“Steps”

Relationship between welding sequence and

bending
Step 4: Analyze causes
3/6

Difference in contraction
No difference between upper and lower
STEP 4

edges
40
Step 4: Analyze causes
STEP 4
“Steps” 4/6

iv. Examine time changes

Use graphs, check-sheets and control charts to see whether or not
the characteristics and causes are changing with time.
Die-temperature curves after start of casting

Parallel from here on

July 2009 41
Step 4: Analyze causes
STEP 4
“Steps” 5/6

v. Check for correlations

Prepare scatter diagrams and check for correlations between paired
sets of data --- between causes and characteristics, causes and
causes, characteristics and characteristics
Relationship between hole depth and amount of material ejected

July 2009 42
Step 4: Analyze causes
STEP 4
“Steps” 6/6

vi. Investigate the workplace and the hardware

Carefully observe the workplace and the people and things in it. If
complaints have been made about nonconforming items or
products, use equipment such as electron microscopes if needed
iii. Summarize the results of the analysis
iv. Decide what items to tackle
v. On the previous items (what we want to tackle), apply the proper
path to define proper countermeasure against rout causes

July 2009 43
7 Steps of QC Problem Solving
Step 5: Consider and implement countermeasures
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 44
Step 5: Consider and implement countermeasures
STEP 5
“Consider and implement countermeasures” 1/2

i. Propose ideas for countermeasures

To collect a wide range of ideas, it is best to use knowledge-pooling
techniques such as brainstorming.
Other effective methods for eliciting ideas include "idea-generating
strategies," defect listing, requirements listing, characteristics
listing, and the question-and-answer method (the checklist
method).
Some idea-generating strategies are given in the following tables.
ii. Select countermeasures proposals
Evaluate the countermeasure proposals under the following
viewpoints:
 Effectiveness: does it seem likely to crack the problem effectively?
 Feasibility: is it technically possible?
 Costs: how expensive is it to implement?

July 2009 45
Step 5: Consider and implement countermeasures
STEP 5
“Consider and implement countermeasures” 2/2

iii. Discuss how to put the countermeasures into effect

Answering the 5Ws and 1H is a good way to approach this
iv. Implement countermeasures
Consider carefully how each countermeasure is to be implemented,
prepare provisional production standards and provisional work
standards, and implement the countermeasure in accordance with
these standards

July 2009 46
Step 5: Consider and implement countermeasures
STEP 5
“Idea generating strategies” 1/2

Strategy Key point Example

Elimination What would happen if we did Replace milk bottles by cardboard cartons
away with this? (eliminating collection of empties)
Reversal What would happen if we did Replace static blood-donor centers with mobile
the opposite? vans (bring things to people instead of having
people go to things – i.e. do things the
opposite way round)
Normal and Is this unusual, or does it Abolish timecards, monitor late arrivals and
exceptional happen all the time? overtime only (control abnormal situation only)
Consistent What would happen if we Divide dining-hall menu into set menu and a la
and variable only controlled the things carte (control exceptions)
that change?
Expansion and What would happen if we Portable televisions and cassette recorders
contraction made this bigger or smaller? (decrease size to make transportation easier)
Combination What would happen if we Combine hammer and nail puller (combine
and separation combined or separated functions)
these?

July 2009 47
Step 5: Consider and implement countermeasures
STEP 5
“Idea generating strategies” 2/2

Strategy Key point Example

Collection and Try bringing things together Combine telephone with answering machine,
dispersion or placing them apart use trailers for storage (streamlining)

Addition and Try adding something or Combine broom, brush and dustpan-vacuum
subtraction taking it away cleaner (integrate functions)
Changing Try assembling in a different Keep out of debt by earning money before
order order or changing the work spending it rather than buying now and paying
sequence later

Same and Try making use of Use bolts of different color or shape for error-
different differences proofing (highlight differences)

Sufficient and Can it be used for some Remove material from old umbrella and use
substitution other purposes? Can it be frame to dry rags on (re-use of scrap)
replaced by something else?
Parallel and Try doing things Use a blind brush to dust several slats of a
series simultaneously or after Venetian blind at once (arranging tasks in
another parallel)

July 2009 48
Step 5: Consider and implement countermeasures
STEP 5
“Tools”

The tools used in this step include systematic diagrams, matrix

diagrams, affinity diagrams, process decision program charts,
cause-and effect diagrams for pursing countermeasures, and idea-
generating strategies.

The following table shows an example of the use of a systematic

diagram to evaluate proposals for improving the environment of a
design office

July 2009 49
7 Steps of QC Problem Solving
Step 6: Check Results
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 50
Step 6: Check Results
STEP 6
“Check tangible benefit”

i. Check results of improvements

Differentiate data between before and after the improvements and
compare the two different situation using Pareto diagrams,
histograms, and control charts.
ii. Compare results with target values
If the result cannot be considered sufficient (targets have not been
reached) return to Step 4 or Step 5.
iii. Identify the benefits
It is good idea to calculate the financial benefits as much accurately
as possible, since this provides a common yardstick for evaluating
results.

July 2009 51
Step 6: Check Results
STEP 6
“Check intangible benefit”

The intangible benefits should be identified as well as the tangible

ones. Some typical intangible benefits are :
 Understanding of problem-solving methodology has deepened, and
problem-formulating and solving abilities have improved
 Leadership and teamwork have improved
 The QC mindset has taken hold
 Problem-consciousness, quality-consciousness, and improvement-
consciousness have been raised
 Problem-solving activities have become self-starting
 People have become able to utilize the QC tools skillfully
 A cheerful, competent workplace has been created

July 2009 52
Step 6: Check Results
STEP 6
“Tools”
Histograms, control charts, graphs, and Pareto charts are effective for
checking the results of improvements

After
Afterimprovements,
improvements,thethe
process
processwas
wasstable
stableand
andthe
the
process
processcapability
capabilitysatisfactory
satisfactory

July 2009 53
7 Steps of QC Problem Solving
Step 7: Standardize and establish control
STEP7

Standardize and
establish control
STEP6

Check results
STEP5
Consider and
implement
countermeasures
STEP4

Analyze causes
STEP3

Plan activities
STEP2
Understand
situation
and set targets
STEP1

Select topic

July 2009 54
Step 7: Standardize and establish control
STEP 7
“Standardize and establish control” 1/2

The purpose of this step is to "apply the brakes" in order to lock our
hard-won improvements into place and to prevent backsliding. It
includes the twin aspects of standardizing and establishing control.
The following actions must be taken at this stage:
i. Make the temporary standards official
Doing this it is important to observe the following points:
 clearly spell out all the key points
 note in the revisions column the reason for and date of any revision
 obtain the agreement of relevant work areas
 obtain the approval of superiors
 follow the official guidelines for establishing and revising company
standards
ii. Define a proper method of control
To check whether or not the benefits of the improvements are being
maintained and the improved situation is continuing, we must
specify what control items and checkpoints should be used and
how the process should be controlled
July 2009 55
Step 7: Standardize and establish control
STEP 7
“Standardize and establish control” 2/2
iii. Disseminate the correct control methods thoroughly among
everyone concerned
In this step special meetings or the regular morning assemblies are
utilized to explain the specified control methods and ensure that
everybody affected is familiar with them
iv. Educate and train responsible in the new working methods
Some workers will not read the standards carefully enough, while
others will misunderstand them. Those in positions of authority
must lead their subordinates by the hand and give them thorough
education and training in the standards and the importance of
obeying them
v. Check whether the benefits are being maintained
Process abnormalities can be classified into the following three
types:
 abnormalities in control characteristics on control charts
 product abnormalities, such as a sudden jump in numbers of defective
articles
 abnormalities to do with the 4Ms, such as equipment failure
July 2009 56
Step 7: Standardize and establish control
STEP 7
“Tools”
In this step, the countermeasures seen to be effective are standardized, and
tools such as graphs and control charts are used to check whether a
state of control is being maintained.

July 2009 57
Step 7: Standardize and establish control
STEP 7
“Seven keys to skillful standardization and control”

1. Raise everybody's quality-consciousness

We must raise everybody's awareness that quality is built in via the process .
2. Track down the causes of defects and mistakes and take action to prevent
them recurring
3. Lock the new working methods permanently into place
To effect improvements, we have to do something about the 4Ms (Manpower,
Machines, Materials, and Methods), and this means that our working methods are
naturally bound to change.
4. Follow work standards closely
5. Lock the control methods permanently into place
Documents specifying control methods are called "control standards." In setting
them, we must take care to answer the 5Ws and 1H in order to decide how data are
to be collected and processed, how the normal and abnormal states are to be
distinguished, what sort of corrective action is to be taken, and so on .
6. "Apply the brakes" by making use of control tools
7. Disseminate the new methods through education and training
It is not good enough simply to hand over new standards and tell the workers to get
on with the job. We must educate them in the reasons for the improvements and the
key points of the new methods to ensure that they are thoroughly understood. When
the workers have to master new skills in order to switch over to the new methods,
they must also be given the necessary training.

July 2009 58