QC Story

QC Story
QC Story-Executives
Page 1
Effectiveness of QC Story and Problem solving
Where are we?
QC Story-Executives
Page 2
Internal Audit Observations

S.No
Audit points
SIT 1
SIT 2
SIT 3
Poor
Good
Good
Not done
Done
Not done
No
Yes
No
Not done
Done
Not done
Done
Done
Done
No
Yes
Yes
Poka-yoke
Poka-yoke
Poka-yoke
Data collection & Stratification of data
Brain storming session by the team members
Listing of all possible causes
Genba verification to eliminate unrelated causes
Experiments / tests for identifying the root causes
Tryouts of alternate counter-measures
Preventive measures poka yoke
Counter-measures arrived by experience
No
No
No
Unnecessary usage of QC tools
No
No
No
QC Story-Executives
Page 3
Audit Observations Summary

1.
Improper stratification of data by the teams
2.
Brain storming session not conducted by most of the teams

(5 out of 8)
3.
In most of the teams, all possible causes are not listed
4.
Only few members doing the analysis, not all the members
actively involved (4 out of 8)
5.
Solutions were arrived on trial & error method ( 2 out of 5)
6.
Genba people not involved in arriving at the solution
QC Story-Executives
Page 4
Feed Back From Consultants

Our problem solving method lacks the right approach.
(ie., same approach is followed for solving
problems and for making improvements.)
- Deming examiners
Analysis is not complete.

No proper validation for solution is carried out.
Why- Why analysis is used for all QC stories.
Side effects are not checked.
- Prof. Washio
QC Story-Executives
Page 5
What is a QC Story?
QC Story-Executives
Page 6
A QC story
is a methodology of
systematically and permanently
solving a problem
QC Story-Executives
Page 7
What is the structure of a

story?
QC Story-Executives
Page 8
It has a starting point

It has a theme
It has a knot to be untied
It has suspenses,lots of
activities,climax and finally the
learning
QC Story-Executives
Page 9
The structure of a QC
story
QC Story-Executives
Page 10
It also has a starting point

It has a problem to be solved
It has a theme
It has suspenses,lots of
activities,the solution and
finally the learning
QC Story-Executives
Page 11
The structure of QC Story is,

A problem
The observation
The analysis
The action
The checking of results
The standardisation and
The conclusion
QC Story-Executives
Page 12
Flowchart for problem solving

Define Problem
Check results
OK?
Collect data
Yes
Analyse
Standardise
Implement actions
Conclude and reflect
Plan for further improvement

QC Story-Executives
Page 13
No
How are these steps

connected to the
PDCA cycle?
QC Story-Executives
Page 14
Conclusion
Standardisation
A P
C D
Check
QC Story-Executives
Analysis
Action
Page 15
Problem definition
What
Observation
Analysis
Action
Check
Standardisation
Plan
Why
Who
When
Where
How
Do
Check
Action
QC Story-Executives
Conclusion
Page 16
Why QC Story?
QC Story-Executives
Page 17
QC Story-Executives
Page 18
Check your understanding

Shall we workout an exercise..
QC Story-Executives
Page 19
Exercise 1.1
The mechanic brought another battery and replaced the dead battery.
2. Krishnan and his family decided to go on a picnic on Sunday morning in
their car.
3. Krishnan made a note to start the car on alternate days to keep the battery
charged.
4. Deepak called the local Mechanic and informed him about the problem.
5. Krishnans children were very much disappointed.
6. Krishnan wanted to takeout his car on Saturday evening, but it did not start.
7. Krishnans wife complained that the car is old and they have to buy a new
car.
8. The Mechanic said the problem is due to Krishnan not using the car regularly.
9. Deepak declared that the battery is dead.
10. Krishnans family left for Picnic on Sunday morning happily.
11. Krishnan called the dealer and arranged to replace a new battery on
Monday.
12. On Monday Krishnan shared his experience with his colleagues.
13. Deepak opened the bonnet and checked for battery terminal connections.
14. Krishnan called his neighbour Deepak to help him start the car.
15. After fitting the temporary battery, Krishnan started the car on Saturday. The car
started without trouble
1.
QC Story-Executives
Page 20
Rewrite the story in not more than 7 steps .

1.________________________________________________________
2.________________________________________________________
3.________________________________________________________
4.________________________________________________________
5.________________________________________________________
6.________________________________________________________
7.________________________________________________________
QC Story-Executives
Page 21
QC Story
1. Krishnans car did not start on Saturday
2 . Deepak found that battery is dead
3. Krishnan was not using his car regularly
4a. Mechanic replaced a battery temporarily.
4b. Krishnan arranged for a new battery to be fitted on
Monday,.
5. After fitting the temporary battery, Krishnan started
the car on Saturday. The car started without
trouble. Krishnans family went to the picnic happily
on Sunday morning.
6. Krishnan decided to start the car every alternate
day
7. Krishnan shared his experience with
his colleagues
QC Story-Executives
Page 22
- Problem .
- Observation
- Analysis
-Action
- Check
-Standardisation
- Horizontal
deployment
Objectives of This Training

Programme
At the end of this training programme you
will be able to:
Solve problems permanently,
Systematically make improvements,
Horizontally deploy solutions wherever

applicable
in the shortest possible time by effectively using

QC Story methodology.
QC Story-Executives
Page 24
Training Delivery and Sustenance

The module will have two sessions of 4 hrs
each.
Two weeks after the second session there will
be a review along with plant managers.
Subsequent reviews once in 3 months
Champions For guiding users
QC Story-Executives
Page 25
Session 1 Objective
By the end of this session, you will be able to:
Appreciate the need for change in approach to
problem solving,
Define the problem
Observe Genba for relevant clues/symptoms.
QC Story-Executives
Page 26
Step 1
PROBLEM
DEFINITION
QC Story-Executives
Page 27
What is a Problem
QC Story-Executives
Page 28
A Problem is
An undesirable result of a job
One which has a negative impact on

customer/Self
QC Story-Executives
Page 29
DESIRED TARGET OUTCOME RESULT
PROBLEM
Is this gap
ACTUAL SITUATION / REALITY
Time
QC Story-Executives
Page 30
VCS
PLAN
GAP DUE TO
PROBLEMS
ACTUAL
Time
QC Story-Executives
Page 31
The definition of a problem involves three

Stages
Selection of Problem
Problem statement
Theme and target
QC Story-Executives
Page 32
Selection of problem
How to select a problem?
Select problems from
ECM performance charts
Project bank
Daily management points
TQM, TPM,JIT reviews
QC Story-Executives
Page 33
MP / CP or Policy
(Unit Manager / Section head)
TO DO LIST
(Module controller / Executives)
1. xxxxxxxxxxxx
2. xxxxxxxxxx
3. xxxx
PLA
N
ACTUAL
VCS CHARTS
QC Story-Executives
Page 34
Give priority to the problems related to,
External customer satisfaction
Internal customer satisfaction
QC Story-Executives
Page 35
Prioritise the problems to be attended and
solved first.
Explain the importance of solving the
problem on priority.
QC Story-Executives
Page 36
Prioritization of Problems
Accord First
priority for this
problem
90
Frequency
80
70
60
50
40
30
20
10
0
Problem 1 Problem 2 Problem 3
QC Story-Executives
Page 37
Others
Select a problem close
to the customer
Excessive
cost
Bad tools
Poor
adjustment
Defective
product
Customer
dissatisfaction
QC Story-Executives
Page 38
Problem Statement
The problem statement should be ;
clear
specific and
measurable ( use performance charts)
It should state
What
Where
When
Who
- is the problem
- should be stated in terms of results, not causes.
- the problem occurred
- the problem occurred

- is involved
In short, a good problem statement should explain the

4Ws what, where, when and who.
QC Story-Executives
Page 42
Problem Statement
The problem statement should be,
clear
specific and
measurable ( use performance charts)
The problem statement should demonstrate,
Weakness orientation
QC Story-Executives
Page 43
QC Story-Executives
Page 44
Problem statement
Target
Weakness
Current
Target
Weakness
Current
QC Story-Executives
Page 45
Problem statement
Characteristics of weakness orientation:
Focus on facts - base actions on facts, not opinion

Focus on process, not results
Focus on root causes, not solutions

encourages objective analysis of causes (What caused the delays?), not
jumping first to solutions (What can we do to improve)
(Strength orientation focuses quickly on solutions without dwelling
on data and analysis)
QC Story-Executives
Page 46
QC STORY STEP:
TEAM REF :
1.0 PROBLEM
TOPIC :
Application of Polycrystalline Diamond (PCD) Tools for machining of

Prismatic Aluminium parts.
PROBLEM :
EFFECT :
1. High SMM
Low productivity in machining of Prismatic

Aluminium parts .
2. Low Go Thru
3. Less tool life
TARGET:
4. Low Cpk
Introduce advanced technology Toolings

to achieve improvement in Q,C & D
5. High Cost of consumables
TEAM
Policy Ref
QC Story-Executives
: 1.A.1
Page 47
Simple Problem definitions :
Not correct
Correct
Customers not satisfied
Vehicles does not start within 5 kicks

in the morning with choke
Supplier payments delayed
Supplier payments delayed by 5 day

beyond the norms of 45 days.
Tyre pressure low at receipt
- Tyre rejection is 3% at receipt stage.
QC Story-Executives
Page 48
Problem Definition - Summary

A Problem is an undesirable result of a job and
has a negative impact on self / customer.
Problem definition involves selecting the problem
and writing the problem statement.
The problem statement should answer what,
where, when and who.
The problem statement demonstrate weakness
orientation
A well defined problem is half solved

QC Story-Executives
Page 49
Theme and target

Theme and target
Good statement of theme will be
A problem, not a solution

Results,not a solution
Market in orientation
Neither broad nor narrowly defined
QC Story-Executives
Page 50
Wrong statement :
Improve on time delivery rate from 75 % to 85 %

Right statement :
Decrease delayed delivery rate from 25 % to 15 %
QC Story-Executives
Page 51
Wrong statement
Understand customer delivery, quality and pricing

requirements
Right statement
We do not meet requirements of the customer in delivery,

quality and pricing
QC Story-Executives
Page 52
Define the method to identify the long term opportunity

customers
This is a solution, convert to problem
We dont know the long term opportunity customer
This is broader statement
We dont have good forecast of the sales
Convert to weakness orientation
Decrease misforecast of sales

QC Story-Executives
Page 53
Optimise face to face selling time

This is a solution, convert to problem
Decrease time spent with other than end user

This is better, but does it intend the
correct meaning
Decrease orders lost
QC Story-Executives
Page 54
Theme and target
Not correct
Improve delivery,cost &
quality of motorcycle
QC Story-Executives
Correct
-
Reduce delivery delay from 3wk to 1 wk

Reduce cost of the product by
Rs.300/ vehicle.
- Eliminate Scooty starting problem to
Zero.
Page 55
Team formation
Form team with members from Customer and supplier
functions.
For example,
Team
Purchase
QC Story-Executives
Production
Page 56
Warehouse
Team formation
Functions Relations diagram
Purchase
QC Story-Executives
Production
Page 57
Warehouse
Activity
Usual Gantt
chart
Resp.
SCHEDULE FOR IMPROVEMENT
Week
24
25
26
Problem selection
Observation
Analysis
Action
Check
Standardisation
Conclusion
Presentation
Holding gains
QC Story-Executives
Page 58
39
ThisActivity
is a better
chart for individual project
Gantt chart
Identify training needs

for implementing project
and train members
for sustenance
Identify training needs

for workmen and train
for sustenance
QC Story-Executives
Page 59
SOP/Guidelines
and audit as per
SOP
Problem definition
Summary:
Select a problem from the performance chart

Prioritise the problems to be solved first
Explain the importance of the solving that
problem
Have weakness orientation
QC Story-Executives
Page 60
Problem definition
Summary:
Reflect weakness orientation in the problem
statement and the theme
Clearly define the problem

Dont jump into conclusion at this stage itself
Have a detailed action plan (use Gantt chart)
QC Story-Executives
Page 61
Tools and techniques used in

Problem definition stage
#
Steps
Tools & techniques
Understanding
problem
Cause&effect diagram,
Graphs, Control charts,
Performance charts
Stratification
Pareto charts
Performance charts
Activity plan
Gantt charts
Effective
QC Story-Executives
Highly effective
Page 62
Effectiveness
of tool
Step 2
OBSERVATION
QC Story-Executives
Page 63
Exercise 2.1
Kamal, a buyer in the XYZ company was scheduled for a 10

Oclock meeting in Sharmas office to discuss the terms of a
large order. On the way to that office, the buyer slipped on a
freshly waxed floor and as a result received a badly bruised
leg. By the time Sharma was notified of the accident Kamal
was on the way to the hospital for X-rays. Sharma called the
hospital to inquire and no one there seemed to know anything
about Kamal. It is possible that Sharma called the Wrong
hospital.
QC Story-Executives
Page 64
Exercise 2.1
1.
2.
3.
4.
5.
Kamal is a buyer
Kamal was scheduled to have a meeting with
Mr Sharma at 10 O clock
Kamal slipped and fell at Sharmas office
Kamal was taken to the hospital for X-ray
No one in the hospital knew anything about Kamal
QC Story-Executives
Page 65
YES
NO
.
.
.
.
.
.
.
.
Observation
Objective:
Understanding of the current circumstances
based on facts.
QC Story-Executives
Page 66
Observation
This is the most important stage of problem solving.
Further course of action is decided based on
observation.
No observation is complete without observation at

the genba.
QC Story-Executives
Page 67
Observation
Problem solving emphasizes the
actual work place and actual

objects
It has to take place in Genba
QC Story-Executives
Page 68
Observation
Three immediates and Three actuals
Immediately go to actual workplace
Immediately examine the actual part/object
Immediately implement the corrective action
at the actual time when problem occur
QC Story-Executives
Page 69
Verification of genba standards

Problem :
S.No
Process / Product Description
QC Story-Executives
Spec / Std
Page 70
Genba
observation
( Actual )
Deviation

Problem : Poor process capability in XLO fine boring machine of
XL Cyl.block cell
S.No
Process / Product Description
Spec / STD
0.1 mm / min
Genba
observation
( Actual )
0.1 mm / min
Deviation
01
FEED
NIL
02
SPEED
1100 RPM
1100 RPM
NIL
03
INSERT
TCGX 110204
TCGX 110208
INSTEAD OF
R 04 ,R 08
IS BEING USED
SAMPLE
QC Story-Executives
Page 71

Standard
Action
Sense Problem
ACT to
improve the
standard or
its use
Know the
STANDARD
Check the Specs. at GENBA as per present standard

CHECK the
work against
the standard
DO the work
according to the
standard
Check
Actual s confirm
to the standard
Yes
No
Do
Follow the standard
The
problem persists?
No
Yes
Take up the project for solution

QC Story-Executives
Page 72
Plan for next

improvement
cycle
Observation
Look for
nature of occurrence
any clues on failed parts
Stratify the data to the extent possible
All the data (Quantitative),observations (Qualitative)
should be tabulated
- clearly and
- in an easy-to-understand manner.
Do not be biased. Go with an open mind.
QC Story-Executives
Page 73
Read the following. At each asterisk write your

ranking of Fatima using the scale:
1: Very poor
Good
2: Poor
5: Very Good.
3: Average 4:
Srinivasan, Kurien and Fatima are tailors in a garment

Company. Their average stitching speeds (garments per
day) for the last three months have been:Srinivasan = 60; Kurien = 50; Fatima = 30.
*What do you think of Fatimas performance?
Srinivasan and Kurien had other jobs before joining this
Company three years ago. This is Fatimas first job.
She joined three months ago.
QC Story-Executives
Page 74
While Srinivasan and Kuriens have new

imported sewing machines. Fatima has an old
local machine which gets stuck frequently.
Most of Srinivasan and Kuriens work is steady, simple
garment stitching, yet they have considerable number
of re-works. Fatima on the other hand is usually given
difficult jobs and her work is practically errorless.
Fatima does her stitching easily without much strain

whereas Srinivasan and Kurien struggle to stitch the
garments.
QC Story-Executives
Page 75
What was your first image of Fatima? What was your

last? Why your opinion was changed?
Learning:
If you decide based on incomplete
data, your decision may be wrong.
QC Story-Executives
Page 76
Use checksheets for collecting data

Design your own check sheet to collect data
Do not believe in the past data;always suspect it
If you design the experiments for collecting data,
collect and record as much data as possible
experiments are costlier.
Example: Record the roundness errors and cylindricity
errors and the direction of the high points (orientation) etc.,
while collecting data on diameter
QC Story-Executives
Page 77
QC Story-Executives
Page 78
Data collection process described

Data collected and stratified
Data appropriate to the process

Logic and logical consistency
Standard format of tools
QC Story-Executives
Page 79
How and Where Do We Start?

Map the process
Record where and when it is happening
P1
P2
P3
P4
Problem
occurs
here
Principle
Take process P3 and process P2 for further study,
Why P2 ?
Process P2 may have an effect on process P3
QC Story-Executives
Page 80
P5
Problem
observed
here
Stratification of data
Design the data collection sheet which will help stratification of

data
Major categories for stratification
1) Within unit variation
2) Unit to unit variation
3) Time to time variation
QC Story-Executives
Page 81
Process
Output Symptom
Instability
Problem
Definition
QC Story-Executives
Variation
Off-Target
Page 82
Variability
Variation Vs Variability
Variation is the subset of variability. Variation is present due to
common causes whereas variability is present due to
assignable causes as well as common causes.
Variability
QC Story-Executives
Variation
Page 83
Components of variability
Trend
Shift
Instability
Cycle
Freak
Variability
Variation
Aim is Off
Off-target
QC Story-Executives
Page 84
Structural
limitation
QC Story-Executives
Page 85
Stratification:Examples
12
Machine A
Machine B
19
17
15
13
11
12
Machine A
4
11
13
15
17
19
11
13
15
17
19
12
Machine B
QC Story-Executives
Page 86
Example:
Gear KS driven- Ax100.
Gear tooth found with
heavy tearing mark after Nos
gear hobbing.
Scrap details
91
100
90
80
70
60
50
40
30
20
10
0
Wk. 8
Wk. 9
Wk. 10
Machining details.
Hob material : ASP 30- Tin coated
Job RPM
: 18
Hob RPM
: 276
Feed
: 2 mm/min
Cutting fluid : ILO Cut 1945
Job hardness : 80 82 HRB ( Spec.80-90 HRB)
QC Story-Executives
Page 87
Problem : Tearing mark on component

Burr collecting
conveyer
Hobbing
machine
Cutting oil
tank
Clue: After conveyer repair, no rejection

QC Story-Executives
Page 88
What Did You Learn?

How to define a problem?
How to make a Problem statement?
- what is the problem,
- where it occurred,
- who will solve it,
- when it will be solved.
How to make genba Observation
- have an open mind,
- look for clues,

- nature of occurrence of problem.
QC Story-Executives
Page 89
Session 2
QC Story-Executives
Page 90
What Did You Learn in Session 1?

How to define a problem?
How to make a Problem statement?
- what is the problem,

- where it occurred,
- who will solve it,
- when it will be solved.
How to make genba Observation?
- have an open mind,
- look for clues,

- nature of occurrence of problem.
QC Story-Executives
Page 91
Session 2 Objectives
By the end of this module, you will be able to:
Analyse and identify the root cause.
Plan and implement actions
Check for results and review
Identify applicable areas and horizontally

deploy the learning.
QC Story-Executives
Page 92
Step 3
ANALYSIS
QC Story-Executives
Page 93
Cause vs problems
Possible cause
Possible cause
Problem
Possible cause
Possible cause
Possible cause
Only one problem
but many possible causes

QC Story-Executives
Page 94
Cause Vs Problems
Possible
cause
Possible
cause
Problem
Possible
cause
Possible
cause
Combination of causes but

many possible combinations
QC Story-Executives
Page 97
Combination of causes is similar to bat the rat
QC Story-Executives
Page 98
Application of Tools for Analysis

Case 1
Case 2
Tool 1
Problem 1
Tool 2
Problem 2
Problem 6
Tool 6
Tool
Tool 3
Tool 5
Problem 5
Problem 3
Tool 4
Problem 4
Pre- TQC Council/RL
QC Story-Executives
Jan 02/HorDep.ppt
Page 99
Root Cause Identification

Identify by Cause and
effect diagram using brain
storming
All Possible
causes
QC Story-Executives
Page 103

Shortlist probable
causes using
preliminary analysis

storming
All Possible
causes
Probable
causes
QC Story-Executives
Page 104

storming
Shortlist probable
causes using
preliminary analysis
All Possible
causes
Probable
causes
Root
cause
Identify root cause(s)

by Cause verification/
experiments/testing
QC Story-Executives
Page 105
Cause and Effect Diagram :

Level 1
Level 2
Sporadic Cause
Level 3
Validate the effect of

countermeasure
Cause verification
Why, why analysis
Probable and
possible
causes
QC Story-Executives
Cause
Root
Cause
Temp
Countermeasure
Preventive countermeasures
Probable
causes
Page 106
Cause and Effect Diagram :

Level 1
Level 2
Chronic Causes
Level 3
Validate the effect of causes

& its interaction by experiment
Probable and
possible
causes
QC Story-Executives
Probable
causes
Causes
Page 107
Plan countermeasures
Root
Causes
Example:
Scrap details

heavy tearing mark
after gear hobbing.
91
100
90
80
70
60
Nos 50
40
30
20
10
0
Wk. 8
Wk. 9
Wk. 10
Machining details.
Hob material : ASP 30- Tin coated
Job RPM
: 18
Hob RPM
: 276
Feed
: 2 mm/min
Cutting fluid : ILO Cut 1945
Job hardness : 80 82 HRB ( Spec.80-90 HRB)
QC Story-Executives
Page 109
Problem : Tearing mark on component

What is the root cause?
Burr collecting
conveyer
Component jammed
Hobbing
machine
Cutting oil tank
QC Story-Executives
Page 110
Problem : Tearing Mark on Component
Burr collecting
conveyer
Burr collecting
conveyor
Mesh provided
Component
jammed
Cutting oil tank
Cutting oil
tank
QC Story-Executives
Page 111
Flow chart for counter measure validation

Identify root cause
Plan countermeasure
with alternatives
NOT OK
NOT OK
NOT OK
NOT OK
Validate
result
Check side
Effect for Q&S
OK
Estimate
cost
OK
OK
Select appropriate
countermeasure
Action
QC Story-Executives
Estimate
Time
Page 112
OK
Level of prevention
Effectiveness of Countermeasure
QC Story-Executives
Visual Control System
SPC charts
- Q Alert, One point lessons

Updation of standards,SOP
- for products and processes parameters
Automatic warning signal Low battery alarm, low oil alarms

Auto shut off/switch on
-- Switch off machine for tool breakage/

or motor on when water level low in tank
Auto adjusting system
Tool measuring devices adjusting sizes

according to wear out
Page 113
Analysis - Summary
Identify whether the problem is chronic or sporadic.
Select appropriate tool depending on problems
For chronic problems, cause verification to be
validated statistically.
Never assume things.
Select appropriate countermeasures from alternate
countermeasures.
Countermeasures should be for root causes and not
for phenomena / problem
Check for side effects.
The quality level in any case should not deteriorate
from the existing level
QC Story-Executives
Page 114
Step 4
ACTION
QC Story-Executives
Page 115
Implementation Plan
Discuss with concerned persons for
implementation of countermeasures.
- use 3w1h formats for action and
Gantt chart for monitoring the progress
QC Story-Executives
Page 116
Meeting :
Write the problem here
Subject :
Members
present
S.No.
Venue:
WHAT
From
To
Write the problem here
Write the root causes & their

contribution in the order of
pareto (1.1, 1.2, 1.3 ..)
(y - a)
1.1
Write the actions here
1.2
-----------------
WHEN
(DATE/WK)
WHO
Date of
review
Next
review date
HOW
1.1.1.
Write ' Activity/Activities ' for the action

listed in ' what ' column
1.1.2 - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - (y - a)
2.1
The " When & Who " is for the activity
How ' column& not for ' What ' column
The achievements of 1and 2 should be

equal to the gap explained in the problem.
(List actions individually,

do not combine them)
QC Story-Executives
Page 117
Executive Committee Meeting

Meeting :
Subject :
Members
present
Venue: Plant I
EXAMPLE
Spares service level
S.No.
WHAT
From
WHEN
(DATE/WK)
WHO
Wk.no 49
AD
Wk.no 50
Wk.no 51
Wk.no 52
MAV
AD
AD
To
Date of
review
Next
review date
HOW
Improve spares service level - Vehicle

81% 96%
unit
1
1.1
2.1
Clutch cover assembly short supply

Supplier capacity less
81%
91%
Develop Fiem Auto as alternate

source to .
1.1.1
Arrange samples in powder coated
condition from M/s Fiem Auto Ltd
1.1.2
Approve samples
1.1.3
Arrange pilot batch
1.1.4
Arrange Bulk supplies
V pulley - short supply due to machine

91% 96%
breakdown
Reduce breakdown of
welding machine at Rajsriya ltd
PT( Buyer name) Temp .

Wk.no 49 Rausriya 2.1.1Add capacitor to compensate
the voltage drop
Wk.no 50 Rausriya 2.1.2
Replace the timer relays
Perm.
Wk.no 52 Rausriya 2.1.3
Switchover to microprocessor .
controlled spot welding machine
EXAMPLE
QC Story-Executives
Page 118
Activity Plan
Action 1.1
Sl.
Action
No
Arrange samples in powder coated cndition from

FIEM Auto ltd.
Resp
Ask for quotation

from FIEM AUTO
VBS
Get quote
VBS
Negotiate
KR
Raise PR/PO
KR
Get saqmples for

approval
VBS
QC Story-Executives
Date
2 4 5 6 7 8 9 11 12 13 14 15
Page 119
16
18
19
March'02
20
21
22
23
25
26
27
28
29
Example:
Scrap details

heavy tearing mark
after gear hobbing.
91
100
90
80
70
60
Nos 50
40
30
20
10
0
Wk. 8
Wk. 9
Wk. 10
The scrap to be brought down to zero.

The tearing was due to burr carried by coolant to the cutting
edge.
The burr was not filtered due to conveyer not working.
The conveyer was not working since component got jammed in
between conveyer and coolant tank.
Component falling into the tank was avoided by providing a filter
on the coolant flow path by VBS, during wk.10
QC Story-Executives
Page 120
Executive Committee Meeting

Meeting :
Subject :
Members
present
Venue: Plant I
EXAMPLE
Eliminate Gear KS driven scrap
S.No.
WHAT
Tearinc mark on gear tooth
From
To
91
WHEN
(DATE/WK)
WHO
Wk.no 10
VBS
Date of
review
Next
review date
HOW
Cause:
No burr filtration
Root cause:
Conveyor jammed since component
fell inside conveyor
Action:
Eliminate component falling
into conveyor
QC Story-Executives
Page 121
1.1
1.2
1.3
Provide filter on the coolant flow chute

Update machine manual
Identify applicable machine for
horizondal deployment.
Action - Summary
Clearly spell out the actions.
Fix responsibility to an individual and not a dept.
Fix target dates
Have regular reviews till implementation is
completed.
QC Story-Executives
Page 122
Step 5
CHECK
QC Story-Executives
Page 123
How to Check
Compare the results before and after implementation
of countermeasure.
Use the same charts, measures used in
define/ observation phase.
Monitor the results at least for 3 months.
Monitor that the actions are in place.
QC Story-Executives
Page 124
Comparison of Results - Example

Before
After
20
improvement
done
No.of Defects
15
10
5
0
1
QC Story-Executives
6
7
Date
Page 125
9 10 11 12 13 14 15
Comparison of Results - Example

Scrap details
91
100
90
Before
After
80
70
60
Nos
50
40
30
20
10
0
Wk. 8
QC Story-Executives
0 0
0
Wk. 9
Wk. 10
Page 126
Wk. 11
Wk. 12
Wk. 13
Step 6
STANDARDISATION
QC Story-Executives
Page 127
What is a Standard?
A standard is made up of only those elements
which, when not followed, results in a predictable
defect or waste.
QC Story-Executives
Page 128
Examples of Standardisation
Road signals,
Bulb fittings,
Fasteners,
Floppies,
Credit cards,
Toilet symbols etc.
QC Story-Executives
List down a few more

..
.
..
..
Page 129
Benefits
It helps in doing a specific activity :
- the same way
- by different people
- at all times
without leading to any mistake.
Man dependant to man independent
Creates a rich knowledge base for future
reference.
QC Story-Executives
Page 130
Standardisation
Process
Raise change request

Get registration no. from.
(R&D or PED)
Get change note no from
(R&D or PED)
Conduct trails thru
Experimental job order.
Release modified
Drawing
OK
Not OK
Check results
Update all in-house

standards like
LAOS,QCPC,etc..
Implement change
details
QC Story-Executives
Page 131
Reject Change
request
Means of Standardisation
Documents
Drawings
Standards
QC Story-Executives
Types
Responsible Dept.
Component drawing
- R&D
Fixture drawing
- Tool Design Dept.
Tool drawing
- Engg. Dept. & PED
Inspection stds.
- QAD/VQ
Engineering stds.
- R&D, PED
Operation stds.
- Engg./PED
QCPC
- Engg./PED
Page 132
Means of Standardisation :
Documents
Responsible Dept.
Process sheet
- PED
Manuals
- Respective Depts.
Creation and revision of SOPs
- TQC
Revision of SAP / intranet directories
- SAP
Product information bulletin
- Service Dept.
QC Story-Executives
Page 133
QC Story-Executives
Page 134
y B ;k pm {l ;nl h f hk ;b ghbd z ;l ;! ;./

X N h;
k hl y ; ghh;l ; be.
t p
f ;l h; N 208 034 0
M gnu\ d ;! ;l hz ;l h;L
ghh;l ; bga h;
M gnu\ d ; be.
M gnu\ d ; bga h;
\ hg;
bk \ p
d ;
f p
a h;III o ut d ;
010
g[n uhr ;r p
' ;
f p
a h;\ hg;
APEX g[n uhr ;r p

' ;b k \ p
d ;
bk \ p
d ; be.
br f ;br a ;a nt z ;o a g;uhr ! ;ghuhk P

l ;l h;
b e.
g;uh! ! ;nguhk P
l ;l h; ! ;b gr p
~ gp
n f \ d ; b r f ;f p
' ;t Hp
Ki w
f l ;o ' ;! ;g P
L
2
3
4
rp
! ;l k ;gp
u\ h;
i A o uhy p
f ;M a p
y;
f l ;o ' ;M a p
y;
br f ;
~ g;hp
f ;b t d ;! p
1 / WEEK
5 mts/min
ehg; b r l ;o ' ;
30 kgf/cm2
gp
u\ h;, z ;o nf l ;l h; 1 / WEEK
1 / DAY
t p
\ &t y ;
1 / DAY
t p
\ &t y ;
f p
hP
d ;b y t y ;
f p
hP
d ;b y t y ;
f z ;l ;n uhy ;
bk j l ;
^ y ;k hw;wnt z ;o a , i l bt s p
b e.
1
2
! ;b gr p
~ gp
nf \ d ;
^ y ;b ga h;
g[n uhr ;r p
' ;gp
f ;r h;
! ;g ;i y d ;g[n uhr ;
220 0031
nr " ;# ;
~ g;hp
f ;b t d ;! p
PULL AND REAR END TO DIN1415
f z ;l ;n uhy ;
bk j l ;
A p
! ;l hpf hh;L
bu! ;o ' ;~ ng! p

y;
gh;, y ;y hk y ;
c s ;s j h
br f ;br a ;a nt z ;o a f hk ;b ghbd z ;l ;ghuhk P

l ;l h;
b e.
~ ng! p
y;
gd ;r ;r p
' ;k hh;f ;
, y ;y hk y ;
c s ;s j h
f hk ;b ghz d ;l ;o y ;
g[nuhr ;v d ;l h;
M f p
wj h
! g
;p
i yd p
y;
! ;b l g;
, y ;y hk y ;
c s ;s j h
1
2
3
4
5
ghh;l ; f t; hy p
o
nf # ;/
br f ;
! ;b gr p
~ gp
nf \ d ;
nguhk P
l ;l h;b r y ;~ g;
, d ;! ;l ;U b k z ;l ;
~ g;hp
f ;b t d ;! p
! ;g ;i y d ;t p
l ;j ;n f # ;
4.035 / 4.064
1 / b r l ;o ' ;
! ;g ;i y d ;t p
l ;j ;
6080406
! ;g ;i y d ;g;s f ;nf # ;
20.045 / 20.070 6100009
1/50Nos.
nk # h;l a h
0.05 max
nl g;g h;k hz ;o hp
y ; 1/50Nos.
~ ng! ;m t [l ;
OD ud ;m t [l ;
0.05 max
1/50Nos.
607 4493
Tearing k hh;f ;
1/50Nos.
, U f ;f f ;T l hJ t p
\ &t y ;
b y hnf l ;
M gnu\ D f ;F K d ;g[
b r f ; b r a ;a nt z ;o a i t
f ;s hk ;g ;
M gnu\ d ;
c
gp
hp
n gh;L
b r f ;L
m g;%t ;L
b u! ;l ;
b t up
~ gp
nf \ d ;
EJO
0.04 mm
i f b a hg;g k ;
X hp
a z ;l ;
f z ;l ;n uhy ;
bk j l ;
, \ ;a {
i f b a hg;g k ;
up
t p
\ d ;
nj j p
nj j p
K . V i j a y a B a ska r
08/11/01
08/11/01
C. S a thish
v y ;.v .X.v ! ;.v z ;:

N2080340/010
1. \ p
g;l ;M uk ;gj ;j p
y ;, b r l ;o ' ;b r a ;j t [l d ;, ^ y ;nr " ;# ;b r a ;j t [l d ;k w;Wk ;b k a p
d l d d ;! ;f ;F gp
d ;ghh;l ;nguhk P
l ;l i u b r f ;b r a ;a nt z ;L k ;2. mL j ;j L j ;j M gnu\ d ;f i s x nu egh;b r a ;j hy ; K j y hk ;M gnu\ d p
d ; "g;upb r f ;" k l ;L k ;b r a ;j hy ;nghJ k ;.
nl l h \ P
l ;
QC Story-Executives
g;upf z
;l ;nuhy ; r hh;l ; / nl y p\ P
l ;
Page 135
QUALITY CONTROL PROCESS CHART
LAKSHMI AUTO COMPONENTS
(BLANK TURNING II)

TURNING,FACING AND
GROOVING
20
PART DESCRIPTION:
GEAR PRIMARY DRIVEN
LINE NAME:
GEAR SHOP - SOFT
PROCESS PARAMETERS
CONTROL ITEMS ( CAUSES )
FACTOR
(4M)
PARAMETER
SPECIAL
PROGRAMME
M ETHOD
SOFT
LAYOUT/SHEET
JAW
ACE LT2 CNC LATHE
SHOP:
GEAR SHOP
SPECIFICATION.
PART PARAMETERS
CONTROLLING METHODS
CHECK CHECK TOOL OF
METHOD FREQ. CONTROL
PERSON
RESPONSIBILITY
CONTROL
INSTRUCTIO
N
20
TOOL / FIXTURE
No.
OPERATION
DESCN. /
MACHINE No /
MACHINE DESCN.
LAOS No.
PART No.:
306 005 0
OPERATION No.
MODEL:
AX100
AS PER
PRG.MASTER
VISUAL
EVERY
WEEK
CELL
LEADER
M ODULE
CONTROLLER
DAILY
CELL
LEADER
M ODULE
CONTROLLER
CELL
LEADER
M ODULE
CONTROLLER
MAN
JAWS
NO DAMAGE TO
BE SMOOTH
VISUAL
M A CHINE
CHUCK CLAMPING
PRESSURE
16-18 Kg/Cm2
INDICATO EVERY
R
WEEK
CONTROL ITEM
PARAMETER
SPECIFICATION
/CONTROL
LIMITS
CONTROLLIN
VIEWER
INSPECTION
CHECK
METHOD
FREQ.
TOTAL HEIGHT
33.2/33.4
607 0519
THICKNESS
-0.1
10.0
607 0523
GROOVE POSITION
-0.20
29.8
607 0702
GEAR FACE WIDTH
16 +/-0.05
606 1595
FACE OUT
0.05 Max
612 0011
PARALLELISM
0.04
GAUGE
SLOT SYMMETRY
0.08 Max
GAUGE
607 0548
607 0529
Operation No. 10 and 20 Offloaded
10
30
DRIVE SLOT MILLING
30
FIXTURE
2010019
PROTEL MILLING M/C
M ETHOD
SPINDLE SPEED
100 RPM
LEVER
POSN.
1/
3M ONT
H
M ETHOD
TABLE FEED
250 mm/min
STOP
WATCH
MAN
CUTTER CHANGE
EVERY 4000 Nos
HISTORY
CARD
CELL
LEADER
M ODULE
CONTROLLER
EVERY
WEEK
CELL
LEADER
M ODULE
CONTROLLER
EVERY
WEEK
CELL
LEADER
M ODULE
CONTROLLER
SLOT WIDTH
SLOT DEPTH
METHOD OF MEASUREMENT
TOOL OF CONTROL/ RECORDING METHOD CONTROL INSTRUCTION
1 - RAISE NCR
ISSUE
CHECK
CONTROL
INSTRUMENT : TYPE
2 - STOP AND CORRECT
DATE
SHEET
PRE
CONTROL CHART
GAUGE
: TYPE & GAUGE No.
3 - CHECK EARLIER PRODUCTION
SIGN
QC Story-Executives
REVISION
a
1/06/01
VBS
Page 136
+0.1/+0.2
8.0
-0.30/-0.50
27.5
Step 7
HORIZONTAL
DEPLOYMENT
QC Story-Executives
Page 137
How Do We Do It?
Identify areas where the learning / benefits can be made use of.
Look for
- Similar parts
- Similar process
- Other machines
- Other cells
- Other departments
- Other plants
- Other models
Implement wherever applicable.
QC Story-Executives
Page 138
Communicate through:
- Exchange of Kaizen sheets
-TQC Council
- QCC/SIT/CFT presentations
- Learning forum
- VCS in unit office
- Discussion database
QC Story-Executives
Page 139
QC Story Methodology - Summary
QC Story-Executives
Page 140
QC Story
is a systematic method to solve
problems.
QC Story-Executives
Page 141
Steps involved
Measure & Improve
1. Define
problem
Observation
for clues, nature of occurrence.
3. Analysis
for root cause / causes.
4. Action
implement countermeasures.
5. Check
for results.
6. Standardisation
of the learning.
7. Horizontal deployment of benefits.
. 2.
QC Story-Executives
Page 142
Golden Rules in Problem Solving

1. Go with an open mind.
2. Observe the Genba where it occurred for clues.
3. There is no Bhramhastra for solving all our problems.

4. Select the appropriate tool and apply them effectively.
5. Involve more than one person and especially people at
the Genba.(Ten persons idea is better than one
persons knowledge)
6. Validate the countermeasures for effectiveness and
side effects.
7. Standardise the learning.
8. Never give up.
QC Story-Executives
Page 143
Guidelines for Use of QC Story

For small problems without much of data analysis,
use kaizen sheets.
For other problems, use QC Story
with data analysis.
- Prof. Washio
QC Story-Executives
Page 144
Application of Tools
QC story
TOOLS
Problem
Observation Analysis Action
Identification
Check sheet
Pareto diagram
Stratification
Cause & effect diagram
Histogram
Scatter diagram
Control chart,graphs
DOE
Test of significance
Why, why analysis
PM analysis
Gantt chart
QC Story-Executives
Page 146
Check
Standardization HD
Experience
only
Experience
&
Scientific
Scientific
Less risk
*
Confirmative
Approach
QC Story-Executives
Medium
risk
Investigative
High risk
Page 147
Best
guess
Reference Books
1.Statistical methods Hitoshi Kume
2.Four practical revolutions in
Management
- Shoji Shiba and
David Walden
QC Story-Executives
Page 148
How Will We Sustain It ?

At least two Champions for each plant.
Best QC Story award- Quarterly
QC Story-Executives
Page 149
Nature of Occurrence Vs Action
Instability - Measure & Control

Off target - Control,Modify or Recreate
Variation - Modify or Recreate
QC Story-Executives
Page 150
Nature of Occurrence
Instability
Sporadic
Off target
Problem
Chronic
Variation
QC Story-Executives
Page 151
Nature of Occurrence
20
No.of Defects
15
Target
Instability
(Sporadic loss)
ZERO
10
5
0
1
9 10 11 12 13 14 15
Date
20
20
No.of Defects
15
15
Target
Variation
due to chronic
loss
Target
ZERO
ZERO
10
10
Off target (Chronic loss)

0
0
1
9 10 11 12 13 14 15
Date
Date
QC Story-Executives
Page 152
9 10 11 12 13 14 15
Thank you
QC Story-Executives
Page 153
Improvement
activities
DO
CHECK
improvement
improvement
results
PLAN
improvement
Focus on
vital view
ACT to
standardize to
results or plan for
next
improvement
cycle
Initiate
Standardisatio
improvement
n
Know the
ACT to improve the

standard or its use
Routin
e work
CHECK the work

against the standard
QC Story-Executives
Page 159
STANDARD
A
C
S
D
DO the work
according to
the standard
7.Reflect on
process and next
6.Standardi
ze solution
problem
Sense
problem
1.Select
theme
4.Plan and..
Level of
thought
Explore
situation
Formulate
problem
2.Collect and
analyze data
3.Analyze
causes
Implement
solution
Level of
experience
Data 1
Data 2
Data 3
Control
Reactive
QC Story-Executives
Proactive
Page 160
5.Evaluate
effects
2.Problem Exploration
Excessive cost
Bad tools
Poor
adjustment
Defective
product
Customer dissatisfaction
A cause and Result Chain
QC Story-Executives
Page 161
Stratification : Examples
Petrol tank rejection at leak testing.
1. Shift wise
2. Operator wise
3. Operation wise
4. Location wise
Cylinder head rejection for blow holes at shop

1.
2.
3.
4.
5.
Location of blow holes

Identify supplier
Blow holes or porosity
Die no.
Batch no
QC Story-Executives
Page 162

QC Story

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

QC Story

Uploaded by

Copyright:

Available Formats

QC Story

Effectiveness of QC Story and Problem solving

Where are we?

Internal Audit Observations

Data collection & Stratification of data

Brain storming session by the team members

Listing of all possible causes

Genba verification to eliminate unrelated causes

Experiments / tests for identifying the root causes

Tryouts of alternate counter-measures

Preventive measures poka yoke

Counter-measures arrived by experience

Unnecessary usage of QC tools

Audit Observations Summary

Improper stratification of data by the teams

Brain storming session not conducted by most of the teams

In most of the teams, all possible causes are not listed

Solutions were arrived on trial & error method ( 2 out of 5)

Genba people not involved in arriving at the solution

Feed Back From Consultants

Analysis is not complete.

What is the structure of a

It has a starting point

It also has a starting point

The structure of QC Story is,

Flowchart for problem solving

Conclude and reflect

Plan for further improvement

How are these steps

Check your understanding

Rewrite the story in not more than 7 steps .

Objectives of This Training

Solve problems permanently,

Systematically make improvements,

Horizontally deploy solutions wherever

in the shortest possible time by effectively using

Training Delivery and Sustenance

Observe Genba for relevant clues/symptoms.

One which has a negative impact on

DESIRED TARGET OUTCOME RESULT

ACTUAL SITUATION / REALITY

The definition of a problem involves three

Internal customer satisfaction

- the problem occurred

In short, a good problem statement should explain the

The problem statement should demonstrate,

Characteristics of weakness orientation:

Focus on facts - base actions on facts, not opinion

Focus on root causes, not solutions

(Strength orientation focuses quickly on solutions without dwelling

on data and analysis)

Application of Polycrystalline Diamond (PCD) Tools for machining of

Low productivity in machining of Prismatic

3. Less tool life

Introduce advanced technology Toolings

5. High Cost of consumables

Simple Problem definitions :

Customers not satisfied

Vehicles does not start within 5 kicks

Supplier payments delayed

Supplier payments delayed by 5 day

Tyre pressure low at receipt

- Tyre rejection is 3% at receipt stage.