“A journey of a thousand miles must begin with a single step.” Lao Tsu.

““A journey of a A journey of a thousand miles must thousand miles must begin with a single begin with a single step.”step.”

Lao Tsu

Basic Quality Concept

Understanding and Implementing of Quality Control; QC Mind, QC Story, QC Method

Sharing Subjects

1. The Meaning of Quality

2. What is TQM and other related terms.

3. Quality Control (QC) QC Mind, QC Story (Problem Solving), QC

Tools

4. Quality Assurance

The Importance of Quality

Company’s Goal:

To gain good profit

Others

Meet with the market demand

Reduce Defect

Increase effectiveness and efficiency

Company Image

Quality =

•Standard

•Checking and Control

•Maintaining

• Improvement

•Assurance

The Growth of TQMThe Growth of TQM

Quality Control

Productivity

Control by Product

First First GenerationGeneration

Total Quality Control

Second Second GenerationGeneration

Product Competitive

Control by Process

Total Quality Management

Third Third GenerationGeneration

Good Image of Product

Control by Management

TQM Concept

Focus onCustomer

ContinuousImprovement

TotalParticipation

TQM Activitie

s

House of Total Quality Management

General Education /Political StabilityGeneral Education /Political Stability

Intrinsic Technology (Capability)Intrinsic Technology (Capability)

Motivational Approach (Willingness)Motivational Approach (Willingness)

Bas

ic C

once

pt

(QC

)

Tec

hn

iqu

es

Veh

icle

Strategy

Customer & Employee Satisfaction (QA)

Things to be Concerned

Commitment of Top Management

Execute by all department and staff and coordination among department and staff.

Works in several committed criteria beside the “Quality”; e.g. Cost, Delivery, Safety, Moral, etc.

TQM Related Terms

Quality Control QC Mind QC Problem Solving QC Tools/Method

Quality Assurance

Definition of QC

System that will make the product or service meet the the customer’s need/demand

Sometime being called as Statistical Quality Control (SQC)

Implementation of QC at the Company Wide can be called as Total Quality Control

QC Mind

Base on Concept of Quality by Company Part of organization improvement, Company wide, Standardize capability, Base on the human capacity, etc.

Using basic QC Concept Base on fact and using the QC Method/Tools Controlling Improvement (Kaizen) Assurance

Basic QC Concept

Quality First Never sacrifice the quality

Customer Oriented Product out become Market in

Implement in the Company wide

Process Control Managing result become Managing process

Basic QC Concept

Use PDCA Cycle as a vehicle; For regular activities can be implemented CAPD Cycle. Function of CA = Corrective, Maintain, Improvement

Focus on the Important Problem

Management of Differences Eliminated deviant product and maintain performance

Basic QC Concept

Managing source of problem Analyze the process, and related sources of problem

Customers are the receiver of post production (Total Customer Satisfaction)

Always provide Preventive Action

Standardization

QC 7 Tools

Tools/Method Function

1. Pareto Diagram Find the major problem.

2. Cause & Effect Diagram

Determine all causes.

3. Graphic Present data to be more understood

4. Check Sheet To get complete data

5. Scatter Diagram To see relation between variables

6. Histogram To see distribution of data

7. Control Chart To see the stability of data/production

Relation Between New 7 Q.C. Tools and Basic 7 Tools

FACTS

Data

Numerical Data Verbal Data

Organize

The Seven New Tools

Information

The Basic Seven Tools

•Generate Ideas

•Formulate plans

•Analytical approach

Define problem after collecting numerical data

Define problem before collecting numerical data

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

Enhanced Capabilities Organize verbal data Generate ideas

Improve planning Eliminate errors and omissions Explain problems intelligibly Secure full cooperation Persuade powerfully

Benefits of Incorporating New Seven Q.C. Tools

Enhanced Keys to Organizational Reform Assess situations from various angles Clarify the desired situation

Prioritize tasks effectively Proceed systematically Anticipate future events Change proactively Get things right the first time

Benefits of Incorporating New Seven Q.C. Tools

Five Objectives of Organizational Reform which will establish a Culture that:1. Identifies problems 2. Gives importance to planning 3. Stresses the importance of the process 4. Prioritizes tasks 5. Encourages everyone to think systematically

Benefits of Incorporating New Seven Q.C. Tools

Benefits of Incorporating New Seven Q.C. Tools

Unstructured Problem [must be put into solvable form]

Problem is mapped

Problem becomesobvious to all

Problem is in solvable formProblem is in solvable form

The Seven New ToolsThe Seven New Tools

Thoughts are easily organized

Things go well

People understandproblem

Cooperation is obtained

Countermeasuresare on target

Problem becomesobvious to all

Nub of problem is identified

Problem can be clearly articulated

Plans are easily laid

Nothing is omitted

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

New QC 7 ToolsTools/Method Function

1. Relation Diagram To find relation among logically related fact

2. Systematic Diagram Systematical approach to achieve target.

3. Matrix Diagram Explain problem with multidimensional factors

4. Affinity Diagram Rearrange the problem to find the important one.

5. Arrow Diagram To see activities network and control the schedule

6. PDPC Chart Set the each process to find the correct one.

7. Data Analysis Matrix Arrange all data to be more understood

Mental Attitudes - Keen awareness to the actual problem - Eagerness to solve problem - Be highly motivated for the challenge

Keys to Successfully Using the New Q.C. 7 Tools

Four Specific Keys Understand the problem Select the right tool for the job Obtain appropriate verbal data Interpret analytical results

Understand the problem

Stage 1 - problem is unclear and not obvious what exact issue should be addressed

Stage 2 - problem is obvious, but causes unknown explore causes and single out valid ones

Stage 3 - problem and causes are known required action is unknown strategies and plan must be developed

4 Specific Keys (1)

Selecting Right tool for the Job

Stage 1 - Collect verbal information on events (Affinity Diagram)

Stage 2 - Choose tool to identify causes (Relations Diagram / Matrix Diagram)

Stage 3 - List strategies and activities (Tree Diagram / Relations Diagram) Plan actual activities (Arrow Diagram / PDPC Chart)

4 Specific Keys (2)

Obtaining appropriate verbal data

Three types of verbal data:- Facts; factual observations expressed in words

- Opinions; factual information colored by opinion - Ideas; New concepts created by analyzing facts

Group Discussions:- Ensures common understanding- All data should be without bias or distortion- Data should fit objective of the analysis

4 Specific Keys (3)

Interpreting Analytical Results Information must be obtained for

accomplishing objectives from: - Completed diagrams; or

- Process of completing diagrams

Analyze actual information obtained: Prepare summarized report with findings,

conclusions, and processes used Check if necessary data has been obtained, if

not… Discover the cause and take appropriate action

4 Specific Keys (4)

QC Story (Problem Solving)

1. Create Theme of Problem

2. Understanding the Existing Condition

3. Set Up Activities Plan

4. Analyze Causes

5. Execution/Consideration and Testing Activities

6. Result Confirmation (Checking Result)

7. Standardizing

8. Evaluation and Determine Next Theme.

Create Theme of Problem

Look at the items that cause the problem.

Compare with the ideal condition.

Compare with the policy

Look at the item that will have bad impact to other processes.

Compare with the Specification

Compare with the standard.

Compare with the past condition.

Compare with other place’s doing

1. Find Problems

2. Organize

3. Evaluate

4. Choose the

“THEME of PROBLEM”

Existing Condition

Understand the problem and set a target

Good Target Prefer thins that have big impact than need more cost

and effort to achieve it. Have a strong motivation. There is a possibility and opportunity. Can be checked Gaining trust from related people. Encourage group willingness and movement. Considering the upper level policies and relation with

other department.

Activities Plan

Activities List

Time Frame

Person In-charge

Addition info such as: Target/Result, Requirement,etc

Analyze CausesFind as much as possible causes (5W1H, 3M Muda/Pemborosan, Mura/Tidak Teratur, Muri/Tidak Memungkinkan)

Never refuse to take any input related to the causes.

Organize causes into major topics (e.g. Man, Machine, Method, Material, Environment, Infra-Structure, etc.)

Use a method Fish Bone, Tree, some of New QC 7 Tools.

Testing Causes

Choose the most significant causes to be checked.

Take data from several treatments for each causes.

Record each improvement that came from treatment at each causes.

Result Confirmation

Write down the improvement from the treatment and connect to the economical aspect.

Check the final result from the treatment to make sure the improvement is significant.

Standardizing

Create system that will maintain the improvement such as:

Standard Operation Procedure Basic requirement Control Chart/Table

Create control system that can be implemented.

Review & Find Next Theme

Have to make a “serious” review to the:

Result of improvement.

Each step of Problem Solving.

Improvement Process.

Quality Assurance

Scope of Activities:

Find the customer’s need.

Create system for quality improvement in all stage of process; Development/design sales activities

Provide evidence or facts as s support of above activities.

QA Activities TransitionReducing Defect

Function and Performance Improvement

Emphasis on the Reliability

Emphasis on the Customer Satisfaction

Emphasis on the Social Quality

Quality Policies

…is the priority that focus on the approaches.

Should be realistic and achievable.

Must go through to planning stage.

Can be differentiated between “Should do” and “Want to do”.

It showing the employee’s understanding.

Clearly notice the basic policies.