What is a Quality Circle
The Quality Circle activities are conducted;
• in small group groups
• at work place
• with the purpose of creating a cheerfully and
rewarding workplace environment on the
associates own initiative through their continuous
efforts
• with each associate respecting the different
abilities of each other and, and keeping up good
communication with others in the workplace.
Seven steps procedure for problem solving
1. Problem :
Identification of the problem.
2. Observation :
Recognition of the features of the problem
3. Analysis :
Finding out the main causes
4. Action :
Action to eliminate the causes.
Seven steps procedure for problem solving
5. Check :
Confirmation of the effectiveness of the action.
6. Standardisation :
Permanent elimination of the causes.
7. Conclusion :
Review the activities and planning for future work.
Seven steps procedure for problem solving
1. Problem
• Use as much data as possible to identify the
most important problem. Be sure of the reasons
for the selection
• If the problem is selected based on
circumstances, these are to be clearly identified.
Here too data must be used.
• Indicate the target value for achievement. A
reasonable target value must be set based on
some factors.
• State the deadline for reaching the solution of
the problem. A reasonable timeframe must be
set
2. Observation
• Observe the problem as a problem, do not go
into the reasons at this stage.
• Investigate from 4 points
– Time
– Place
– Type
– Symptoms
• Then investigate from various points for
Variation
• Go to the site and collect information
3. Analysis
"Find out what the ROOT cause is".
Select the major causes
¾ Write down a cause-and-effect diagram (a
diagram that contains all elements seemingly
related to the problem) so as to collect all
knowledge concerning possible causes.
¾ Use the information obtained in the observation
step and delete any elements, which are clearly not
relevant. Reside the cause-and-effect diagram
using the remaining elements.
Mark those elements in the latter diagram, which
seem to have a high possibility of being main
causes.
3. Analysis
"Find out what the ROOT cause is".
¾ From elements that have a high possibility of
being causes, devise new plans to ascertain the
effect that those elements have on the problem by
obtaining new data or by carrying out
experiments.
¾ Integrate all the information investigated and
decide which are main possible causes.
• If possible, intentionally reproduce the
problem
Root cause analysis
Root cause analysis
In any organization numerous problems exist in all facets of its activities. The
efficiency and survival of the organization depends on how promptly these problems
are recognized and their root causes are isolated and eliminated.
Root cause analysis
A systematic analysis of each potential problem area should be carried out
to recognize the root causes which are responsible for creating the problem.
Such analysis is called Root Cause Analysis.
Possible root causes for non conformance/ defects
Machine factors
• Inadequate process capability
• Incorrectly designed tooling
• Worn tools, jigs or dies
• Poor maintenance
• Equipment effected by environmental factors such as heat, humidity etc.
Possible root causes...
Material factors
• Use of untested materials
• Mix-up of materials
• Substandard material accepted on concession because of non-availability
of correct material
• Inconsistency in specifications on the part of vendors
Possible root causes...
Men factors
• Incorrect knowledge of setting up machines
• Careless operator and inadequate supervision
• Undue rush by the operator to achieve quality targets
• Lack of understanding of drawing instructions relating to a process
• Operator does not posses requisite skill for operating machines
Possible root causes...
Method factors
• Inadequate process controls
• Non availability of proper test equipments
• Test equipment out of calibration
• Vague inspection/ testing instructions
• Inspectors do not possess the necessary skill
Cause and effect diagram
Cause and effect diagram (also known as ishikawa diagram or fishbone
diagram) is an analysis tool to analyze many potential or actual causes of
a problem in a systematic way. It is a very effective way of improving
the quality of the product or service.
Cause & Effect diagram - Major and subsidiary causes
Material Methods Environment
Procedures Noise level
Assemblies
Temperature
Consumables Humidity
Components Accounting
Suppliers Lighting
Policies
Quality
Variability
Instruments
Training
Experience Tests
Technology
Tooling
Attitude Gauging
Skill Fixtures Counting
Men Machine Measurement
Example of Cause & Effect diagram - Low operating profit
Material Methods Environment
Inadequate High Noise level
High lead time process control
poor review Heat
system
High inventory
Poor QC
Poor quality
of vendors Poor Lighting
Poor MIS Low
operating
High profit
Inadequate
variation Instruments
Inadequate
Training
Lack
of Experience
Old machines
Poor No SPC
Maintenance
Low Frequent Inadequate
motivation breakdowns measurement
Men Machine Measurement
4. Action
"Take action to eliminate the main causes.
• A strict distinction must be made between
actions taken to cure phenomena (immediate
remedy) and actions taken to eliminate causal
factors (preventing recurrence).
• Make sure that the actions do not produce
other problems (side-effects).
• Devise a number of different proposals for
action, examine the advantages and
disadvantages of each and select those which
the people involved agree to.
5. Check
"Make sure the problem is prevented from occurring again”
• In the same format (tables, graphs, and charts); compare the
data obtained on the problem (undesirable results in the
theme) both before and after the actions have been taken.
• Convert the effects into monetary terms, and compare the
results with the target value.
• If there are any other effects, good or bad list them.
"How well the recurrence been prevented?"
6. Standardisation
• "Eliminate the cause of the problem permanently"
¾ The five W's and one H:
H who, when, where, what, why and
how, for the improved job must be clearly identified and
used as a standard.
¾ Necessary preparations and communication in regards to the
standards should be carried out correctly.
¾ Education and training should be implemented.
A system of responsibility must be set up to check
on whether the standards are being observed.
observed
7. Conclusion
"Review the problem-solving procedure and plan future
work"
¾Sum up the problems remaining.
¾Plan what is to be done to solve those problems.
¾Think about what has gone well and badly in the
improvement activities.
Problem solving
A. Agree the problem
1 2 3
Select Understand Discuss and clarify the problem
the the and come to a common
Problem Problem understanding about the same
B. Eliminate Causes
4 5 6
Identify possible Gather data Select applicable
causes of the problem and test causes causes
C. Options for Improvement
7 8 9
Identify potential Gather data and Select applicable
options for test options for options
improvement improvement for improvement
D. Implement solutions
10 11 12
Plan implementation Implement Monitor success of
of solutions solutions implementation
E. Complete the process
13 14
Standardize Can the idea be used
solution somewhere else
1 Cause and Effect Diagram
2 Graphs (stratification)
3 Pareto analysis
4 Checksheets
5 Control charts
6 Scatter diagram
7 Histogram
FISH BONE DIAGRAM
MATERIAL MARKET STOCKYARD
MARUTI
No Lighting in Makeshift Paucity of Parking Space
Fluctuating Demand stockyards Parking pattern
Dead Batteries
Sluggishness Long Grass and Parking Manners
slush
Low Throughput of
Punctured tyres
Vintage vehicles
No Flexibility
Extreme Heat/ Cold
High Response Time
Work Pressure
Scheduled Quantity
Attitude
PRODUCTION
MAN
P D
A C
CAUSE & EFFECT DIAGRAM
METHOD MATERIAL
PROCESS
CAR SHAMPOO
PROCESS SEQUENCE TIME
RUBBING CLOTH WATER
WASHING
NOT OK
EXPERIENCE
NOZZLE DIA JOB SKILL
TRAINING
WORK LOAD
PUMP PRESSURE
MACHINE MAN
CAUSE & EFFECT ANALYSIS
METHOD MAN
TRAIN ING
BUFFER
Jig
SKILL
FATIGUE
ATTITIUD E
COMPONENT Tip gap CLAMP
PROFILE
DESIGN
Fool
proofing
MATERIAL MACHINE
Bar Graph
DENT ANALYSIS(OMNI)
25
21.6
20 18.8
15 12.8 14.8 13.6
% OF DENTS
9.8
10 8.6
0
BODY
FRONT
ROOF
FR. DOOR
[Link]
PANEL
REAR
CTR PLLR
PERIOD FROM JULY 00 TO DEC 00 [Link] AREA - V.I.
[Link] VEHICLES CHECKED 25400
Pie Chart
Others Spot Dent
10% 20%
2 4
9
5
Handling Gun Touch
Dents Dents 25%
45%
AREA OMNI W/B
PERIOD 05/01/2001
[Link] 150
Data sheet
Pareto Analysis %
100 100
90 90
80 80
70 70
No of defects
60 60
50
50 50
40 40
30 30
20
18
20 20
8
10 4 10
0 0
Dent L/D Shower Gap Others
No of Vehicles Checked : 25,400
Period : Jul ‘00 to Dec ‘00
Area : V.I
Defective item
check sheet
Defective
Location check
sheet
Control Charts
50
45
UCL 42
40
38
35 34
30 29
LCL
25
20
9:00 AM 12:00 PM 3:00 PM 6:00 PM
Scatter Diagram
variation of strength with varying air
pressure
1.8
1.6
Strength
1.4
1.2
1
3.5 4 4.5 5 5.5 6
02-Mar 03-Mar 04-Mar Air pressure
05-Mar 06-Mar
HISTOGRAM
Parameter Major evaluation points
Problem
Selection Reason for selection of problem
Importance of this problem as compared to other
Analysis problems in the area
Extent to which facts were analysed
Correct identification of root cause
Solution
Extent ofof involvement
Number of all considered
countermeasures members ofandtheimplemented
group
Cost effectiveness of the countermeasures
Holding the gains
Extent to which,
Effectiveness of the problem has been
counter-measures solved.
against recurrence of
the problem
Standardization (modification of MOS, etc. )
Quality of
Training given to all concerned regarding counter- measures
Presentation Quality of slides/models, etc.
taken
Teamwork displayed in presentation
Clarity in presentation
Effective use of
QC Tools Use of appropriate QC tools at appropriate stages.
Response to questions
No. of QC tools used.
Time management
Special features
Understanding
Creativity and correct usage of QC tools
Innovation
Impact on audience
