What is What is QUALITY CONTROL QUALITY CONTROL ? ? 1. 1. QUALITY CONTROL QUALITY CONTROL (QC) (QC) is a tool / concept for objectively determining , analyzing and solving quality problem and for maintaining better quality better quality. QC QC has two two main activities : Improvement Improvement activities activities : : Raise Raise the quality level the quality level troduction to QC People Development D Maintenance Maintenance activities activities : : Keep Keep current quality leve current quality leve
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What is QUALITY CONTROL? 1.QUALITY CONTROL(QC) 1.QUALITY CONTROL (QC) is a tool / concept for objectively determining, analyzing and solving better quality.
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What isWhat is QUALITY CONTROLQUALITY CONTROL??
1.1. QUALITY CONTROLQUALITY CONTROL (QC)(QC) is a tool / concept for objectively determining , analyzing and solving quality problem and for maintaining better qualitybetter quality.
QCQC has twotwo main activities :
ImprovementImprovement activities activities : : RaiseRaise the quality level the quality level
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
MaintenanceMaintenance activities activities : : KeepKeep current quality level current quality level
2.2. Definition ofDefinition of QCQC in JISin JIS
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
3. QUALITY CONTROLQUALITY CONTROL do notdo not consist of only inspectiononly inspection.
QCQC is the system of means whereby the qualities of products or services are produced economicallyeconomicallyto meet the requirements of the purchaser.
In order to implement the QC activities effectively and economically,it is important to use the fundamental ideas and tools for QC.
This text introduces 7 QC concepts for Seiko Epson Group.
The objectives of QC activities is to meet our customers’ meet our customers’ requirement.requirement.So this idea is most important for QC.We have to use this idea every timeto use this idea every time.
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ContentsContentsBasic Quality Control --- an introduction 2
1 Customers First1 Customers First 4 4
2 “ Actual Facts “2 “ Actual Facts “ 7 7
3 Plan - Do - Check - Act Cycle3 Plan - Do - Check - Act Cycle 1010
4 Big Problems First4 Big Problems First 1515
5 Variation5 Variation 1818
6 Problem Prevention6 Problem Prevention 2222
7 Process Control7 Process Control 2525
TQC : QC at Every StageTQC : QC at Every Stage 2828
QCDMS --- the rewards of quality controlQCDMS --- the rewards of quality control 3030
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QUALITY POLICY QUALITY POLICY 品质方针品质方针The Quality Policy of SINGAPORE EPSON INDUSTRIALSINGAPORE EPSON INDUSTRIALPTE LTDPTE LTD is based on 3 principles:
1.1. QUALITY ASSURANCE QUALITY ASSURANCE 品质品质 保证保证 We build qualitybuild quality into our product in every processin every process by allthe staff performing to their maximum capacity.
2.2. CUSTOMER FIRST CUSTOMER FIRST 顾客第一顾客第一Customer satisfactionCustomer satisfaction is our first priorityfirst priority in our activityand we always constantly improveconstantly improve to achieve it.
3.3. FACT CONTROL FACT CONTROL 实况管理实况管理 We act on the decision from 3 realities principle3 realities principle::
““Go to the real location, look at the real thing and Go to the real location, look at the real thing and consider the real circumstances.” consider the real circumstances.”
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
QUALITY POLICYQUALITY POLICY品质方针品质方针
The Quality Policy of SINGAPORE EPSON SINGAPORE EPSON INDUSTRIAL PTE LTDINDUSTRIAL PTE LTD is based on 3 principles:
1.1. QUALITY ASSURANCEQUALITY ASSURANCE
品质品质 保证保证
We build qualitybuild quality into our product in every processevery process by all the staff performingto their maximum capacity.
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
2.2. CUSTOMER FIRSTCUSTOMER FIRST
顾客第一顾客第一
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
QUALITY POLICYQUALITY POLICY品质方针品质方针
The Quality Policy of SINGAPORE EPSON SINGAPORE EPSON INDUSTRIAL PTE LTDINDUSTRIAL PTE LTD is based on 3 principles:
““Go to the real location, look at the real Go to the real location, look at the real thing and consider the real circumstances.”thing and consider the real circumstances.”
3.3. FACT CONTROLFACT CONTROL
实况管理实况管理 We act on the decision from 3 realities 3 realities principleprinciple:
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
QUALITY POLICYQUALITY POLICY品质方针品质方针
The Quality Policy of SINGAPORE EPSON SINGAPORE EPSON INDUSTRIAL PTE LTDINDUSTRIAL PTE LTD is based on 3 principles:
Basic Quality ControlBasic Quality Control
Recently a very successful greengrocer from Tokyo was on television. Until 10 years ago, he always bought his oranges at the market, but suddenly all the tasty oranges seemed to disappear. He decided to try and find out why.He discovered that each farmer took their oranges to the Farmers Union, where all the oranges became mixed together. Then the oranges were divided into 36 classes--6 sizes (SSS,SS,S,M,L,LL) and six grades of shape and appearance. But the most important “quality factor”“quality factor” for oranges is taste. At the Farmers Union there was no taste taste test or taste classificationtest or taste classification.
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Basic Quality Control , Page 2
After discovering this, the greengrocer from Tokyo started buying directly from the farmers. Recently, he has started going to the farms and sometimes even trims the trees!
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
Basic Quality ControlBasic Quality Control
The greengrocer has never studied QC or TQC, but he has put his customer firstput his customer first, investigated the causeinvestigated the cause of the problem, and changechange his methods to improve his productto improve his product.
QC is basic good business sense.QC is basic good business sense.QC is basic good business sense.QC is basic good business sense.
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‘It tastes good to me’
The owner of a cake shop is over 60 years old. He tastes the cakes and adjusts the flavour until he thinks it is best. Most of the shop’s customers are between 15 and 20 years old. How can an old man know what flavour young people like ?
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1 Customers First1 Customers First1 Customers First1 Customers First
Many companies have a policy of “customers first”“customers first” but some only use it for the final customer ~ the person who buys the final product or service.
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In QC we treat the people who receive the results of our work as our customers. Sometimes this is called ‘ the the next process is our customernext process is our customer ’, but ’process’ doesn’t only mean a manufacturing process.
1 Customers First1 Customers First1 Customers First1 Customers First
TTo satisfy our customers we must know what the o satisfy our customers we must know what the customers want and expected. Good communication customers want and expected. Good communication with the next processes” is very important.with the next processes” is very important.
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OOf course, the “processes” before your work will want to f course, the “processes” before your work will want to communicate with you because you are their customer.communicate with you because you are their customer.To satisfy our customers we must be responsible for our To satisfy our customers we must be responsible for our own work, and assure the quality of our work.own work, and assure the quality of our work.
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A famous QC professor was trying to reduce the number of defective steel plates at a factory when he had the following conversation.
Professor : Why don’t you invite the workers from the next and previous processes to help investigate this problem?
Process Chief : Professor! Do you mean we should invite the enemy into our workplace?
Professor : Hey! Wait a minute. The next processes should be your customers, not your enemies! You should go to the next process and ask ”were the steel plates that we delivered today satisfactory?” That should improve relations with them.
Process Chief : Professor, we could never do that. If we go to the next process they will think we are spies! We will be chased away.
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Explain who is the customer in Customer First ?
End-usersEnd-users and and next processesnext processes are our customers. are our customers.
End-usersEnd-users : The person who buys or uses our products buys or uses our products or services.or services.
Next processNext process : The person who in next processes will receive the results of our works or receive the results of our works or
services.services.
Do you think your next processes are your enemies?Do you think your next processes are your enemies?
If the people working in the process before your come and ask If the people working in the process before your come and ask you questions about your work, do you think they are spies? you questions about your work, do you think they are spies?
Who are Who are YOURYOUR customers? customers?
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We must implement following steps for Customers Firststeps for Customers First:
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1. Verify who are our customers.
2. Determine our customers’ requirements clearlycustomers’ requirements clearly. It is important to determine what our customers expect so that we can satisfy them. To do this , we must communicatemust communicate with our customerswith our customers.
3. CheckCheck whether the resultsthe results of our work meet customers’ requirements beforebefore handing it to our customers.
On a very dark night, 3 men meet an elephant but they don’t know what it is.
One man touches the nose, “It feels like a fat snake.”
The next man touches an ear, ”No, it feels like a large leaf.
”The last man touches the elephant’s large teeth, ”No, it is hard like a stone, and pointed like an arrow.”
2 “ACTUAL FACTS”2 “ACTUAL FACTS”Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
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Are your factsAre your facts “ACTUAL FACTS”? “ACTUAL FACTS”?
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Each man believes his description is true and complete.
If you try to improve quality If you try to improve quality withoutwithout all the “actual facts”, all the “actual facts”, you will be like the 3 men on the dark night.you will be like the 3 men on the dark night.
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2 “ACTUAL FACTS”2 “ACTUAL FACTS”
““Go to the real location, look at the real Go to the real location, look at the real thing and consider the real circumstances.”thing and consider the real circumstances.”
3.3. FACT CONTROLFACT CONTROL
实况管理实况管理 We act on the decision from We act on the decision from 3 realities 3 realities principleprinciple::
Always remember the
3 REALITIES3 REALITIESPRINCIPLE!!PRINCIPLE!!
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Introduction to QCIntroduction to QC People Development DeptPeople Development DeptExperience and Facts
Experience is important when making decisions ; but facts are also
important.You should base your actions on experience AND experience AND factsfacts.
The Three Actualities PrincipleThree Actualities Principle helps us to collect facts scientifically.
The Three Actualities PrincipleThe Three Actualities Principle
Go to the ACTUAL locationACTUAL locationlook at the ACTUAL thingACTUAL thingand consider the ACTUAL circumstancesACTUAL circumstances
“ACTUAL locationACTUAL location ” means the workshop, office, warehouse or wherever the problem is.“ACTUAL thingACTUAL thing” means actual products, services, machines etc.“ACTUAL circumstancesACTUAL circumstances” means the real situationreal situation. Look at the problem objectivelyobjectively and without preconceptionswithout preconceptions.
When we tackle quality problem, we must objectively observeit by collecting actual factsactual facts.
1. It is very dangerousvery dangerous to make a judgment based on only our experienceexperience.
2. We not deny our experience, but we should determine problems based on Actual FactsActual Facts and ExperienceExperience to observe quality problem objectively and to reach the correct conclusioncorrect conclusion.
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When a quality problem has occurred, we should not stay in meeting a room to discuss the problem, but go to the placeplace where the problem occurred. We should objectivelyobjectively observeobserve the products, services, machines etc. whicheverhaving the problem without preconceptionswithout preconceptions.
AACTCT
CCHECKHECK DDOO
LANLANPP
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3 Plan-Do-Check-Act3 Plan-Do-Check-Act
PDCAPDCA Cycle Cycle is very important in the following activities: • maintenancemaintenance• improvementimprovement
4 Act4 ActWas the improvement successful?If not, take further measures
3 Check3 CheckCheck the effects of theimprovement. (collect data And compare with data before improvement.)
2 Do2 DoTraining and education.Explain the plan to everyone implementing the plan. (ie.”do” )
1 Plan1 PlanDecide your target or objective. Decide howto reach your target
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3 Plan-Do-Check-Act3 Plan-Do-Check-Act
Don’t forgetthis step!!
Don’t forgetthis step!!
Detailed plan how to achieve the
theme or target
Theme & Target plan
Education & Training
Do according to the detailed
plan
Evaluate Do result
CheckDo
result Measure Do
result
Temporarilyemergency
action
Permanent action &
prevention
PDC
A
∞
THEMETHEME What to doWhat to do
IMPROVEMENTIMPROVEMENT How to doHow to do
P
DC
A
Introduction to QCIntroduction to QC People Development DeptPeople Development Dept
The PDCA cyclePDCA cycle is based on the “Deming Cycle”“Deming Cycle”. Dr. Deming introduced QC to Japan from the US after World War 2.
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The Union of Japanese Scientists and Engineers (JUSE) invited Dr. Deming to Japan in July 1950July 1950. He held a series of lectures and seminars during which he taught the basic principles of basic principles of statistical quality controlstatistical quality control to executives, managers and engineers of Japanese industries. His teachingsHis teachings made a deep impression on the participants' minds and provided great impetus in provided great impetus in implementing quality control in Japanimplementing quality control in Japan.
Japanese achieved qualityJapanese achieved quality not by an inspection system that spots the defects on an assembly line, but by a by a concerted effort toconcerted effort to “get it right the first time”“get it right the first time”.
This lesson was taught to the receptive Japanese in 1950 by a then little-known American business management expert, W. Edwards Deming, who died at age 93. Until 10 days before his death, Deming was still conducting seminars for American companies, belatedly eager for his advice.
Corporate America, after World War II, told Deming toget lost and he did, in Japan.
Deming advised the Japanese, who sought him out, not to copy the American-style inspection system, but to incorporate quality control principles into the manufacturing process. He was rejected by the American managers because of the belief that poorquality products resulted mostly from management’sfailures, not from worker ineptness.
Japanese companies, however, were all ears. When Deming first arrived in Tokyo, the top men in the Companies didn’t send just their engineers for an Eight-day seminar --- they came themselves!!
Move forwardMove forward前进前进
Concern for qualityConcern for quality 与品质的关系与品质的关系
The Philosophy of the Control of Quality: The Philosophy of the Control of Quality: The Deming CycleThe Deming Cycle
Planning and design
计划与设计
Production
生产 / 制造
Marketing
After-salesservice &
market surveys售后服务与市场调查
RedesignRedesign设计设计
In Seiko Epson we emphasize the “check” step to take more effective action and draw the PDCA cycle like this (right).When you have arrived at the ACT step, don’t stop.You should return to the PLAN stage and plan more improvements. Act
Plan
Do
Check
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It is important to find the root of a problem.It is not good enough to only stop the problem, you must find the cause of the problem and remove that (see Section 6, Problem Prevention for more details).
4. Act 4. Act 4. Act 4. Act
3. Check 3. Check 3. Check 3. Check
2. Do2. Do2. Do2. Do
1. Plan1. Plan1. Plan1. Plan Target : To reduce the office heating costs by 30% in 3 months.
After investigation, we found that people open the windows in the winter because it is too hot.
Target : To reduce the office heating costs by 30% in 3 months.
After investigation, we found that people open the windows in the winter because it is too hot.
Example of a QC circle using the PDCA cycle: “Reducing the cooling costs in our office.”
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We explained how to use the thermostats to all staff. We also asked all staff not to open the windows when the heating is switched on.
We explained how to use the thermostats to all staff. We also asked all staff not to open the windows when the heating is switched on.
Everyone knows how to use the thermostats. The windows are not opened when the heater is on. We calculated that heating costs were reduced by 20% in 3 months.
Everyone knows how to use the thermostats. The windows are not opened when the heater is on. We calculated that heating costs were reduced by 20% in 3 months.
Standardization : Check every 3 months that all staff can still use the thermostats. Train all new staff. We have not reached our target by 10%, so repeat the PDCA cycle again.
Standardization : Check every 3 months that all staff can still use the thermostats. Train all new staff. We have not reached our target by 10%, so repeat the PDCA cycle again.
Rotate theRotate thePDCA cyclePDCA cycle
Again.Again.
Rotate theRotate thePDCA cyclePDCA cycle
Again.Again.
PDCA Cycle for MAINTENANCEMAINTENANCE : :
When we keep current quality levelkeep current quality level, we rotate this cycle as following :
Introduction to QC People Development Dept
If it has been maintained, we rotate the same PDCA Cycle again. If it has not been maintained, causes of the problem should be investigated and found out. Then we must take countermeasurescountermeasures against the important causes. We should rotate new PDCA Cycle.
Plan :Plan : Decide on a work procedure to keep current quality keep current quality level.level.Do :Do : Work according to the work standardwork standard.
Check :Check : Check whether the quality level is maintainedmaintained or not.
Act :Act : Take corrective action depending on the results of results of check.check.
How are improvement activities performed according to PDCA cycle?
For For IMPROVEMENT :IMPROVEMENT :When we want to raise the quality levelraise the quality level, we rotate this cycleas following :
Introduction to QC People Development Dept
Plan :Plan : Decide on a new higher targethigher target and decide how to reach it.
Do :Do : Carry out the plan.
Check :Check : Check the resultsresults (compare against the set targetset target)
Act :Act : Take corrective action depending on the result of check. If the target is achieved, then rotate the PDCA cycle for maintenancemaintenance.. Else, investigate the causes of the probleminvestigate the causes of the problem and take countermeasurescountermeasures against the significant root causes and rotate the new PDCA cycle for improvement.improvement.