Problem Solving & 7qc Tools (Compatibility Mode)

Problem Solving & 7 QC Tools
Participants Name:-
Name:-
Company Name :-
:-
One Day Training on Problem Solving and 7 QC tools.

Conducted by: S M JAGADISH Zero Defect Consultants
Contact us:
Zero Defect Consultants
No. 150, 12th Cross, 16th Main
BTM Layout 1st Stage, Sri Manjunatha Layout,
Bangalore – 560 029
Ph: 080-26689009
Mobile : 080-9341262149
E-mail:- zdconsultant@satyam.net.in
Zero Defect Consultants Rev No:01, Date: 01.10.2001 1
WELCOME TO ALL
1
Agenda
• Objective of the Programme
• Need of the Programme
• Introduction to Problem Solving
• Introduction to 7 QC tools
• Detailed interpretation of each Quality Tool
• Case studies on each Quality Tool
• Introduction to Problem Solving using Kaizen method
• Steps for Problem Solving
• Usage of Seven QC tools in Problem Solving
• Conclusion
Objective of the Program
• To provide Knowledge and expertise in solving problems.

• To Provide knowledge of using Seven Quality Control Tools
• To Provide Knowledge of solving problems using Statistical Tools
2
Need for this Program
Generally following are the observation on kaizen’s sent by the
suppliers
- Problem Definition and identification is not specific
- No proper flow of Analysis and arriving at the Root cause
- Most of the kaizen’s are one man activity and not the team
- No relation between the Corrective Actions taken and Root
cause
- No action taken on the Potential causes to eliminate the
defects
- Actions are not always recorded in process documentation

Need for this Program - Contd..
- Benefits are not recorded specific in % of defects vs
Production
- Corrective Action Effectiveness are not monitored over a
period of time after implementation of Kaizen using Kaizen
Monitoring Chart
- Kaizen's are not submitted within a weeks time after
customer complaint ( Flash Report) by which focus and
Importance will be lost
3
Introduction
Solving a problem involves
a) Understanding and Description of the Problem
b) Analyzing the Problem and its contributors such as Operator,
Machine, Tools, Jigs, Fixtures, Material, Method and
Components in a assembly etc.
c) Identification of the cause due to which problem has occurred
presently (Root cause)
d) Usage of Statistical Tools such as Why-Why Analysis, Pareto
Diagram, and Cause & Effect Diagram are a must for
identifying the root cause, but generally we tend to use
shortcuts and Judge by present knowledge leading to re-
occurrence of problem
Introduction
e) More focus to be on permanent solutions rather than
temporary solution because customer always demand
permanent solutions which can be achieved only through
proper analysis and implementation of actions on all Potential
causes and root cause.
g) Corrective and Preventive actions needs to be brought back to
PDCA cycle and Poka Yoke to be initiated to ensure Zero
Defect.
i) Kaizen Sheet is the aid used to ensure the effective
implementation of Corrective and Preventive actions
4
Introduction to Problem Solving.
Following are the steps to be followed for solving a problem
1. Select the Team
2. Describe the Problem
3. Implement & verify Short term corrective actions
4. Define and Verify root cause
5. Verify Corrective action
6. Implement Permanent corrective actions
7. Prevent Recurrence
8. Congratulate Team

Introduction to 7 QC Tools
In order to solve the problems effectively, Seven QC tools are
available. These seven QC tools are very simple and effective
tools for data collection, analysis, monitoring and implementing
solutions. Following are the seven QC tools.
1. Check Sheet
2. Graphs
3. Pareto Diagram
4. Cause & Effect Diagram
5. Histogram
6. Scatter Diagram
7. Control Charts
We shall discuss these tools in detail
5
7 QC Tools
1. Check Sheet Data Collection Tool
2. Pareto Chart Data Analysis Tools
3. Cause & Effect Diagram
4. Histogram
5. Graphs Data Monitoring tools
6. Scatter diagram
7. Control Charts

CHECK SHEET
• The function of a check sheet is to present information in an
efficient, graphical format
format.. Check Sheet is a simple process of
translating Opinions into Facts
Facts.. This may be accomplished
with a simple listing of items.
items.
• There are two types of check sheets
sheets..
• Location type check sheet
• Data collection check sheets
6
CHECK SHEET
Why Data?
The data are essential

• To analyze the past and present situation
• To initiate control/counter measures
• To find out root cause
• For prevention and recurrence
• To understand the improvement results

CHECK SHEET
CONSTRUCTION OF A CHECK SHEET
• Clearly identify the purpose of the data collection

• Decide on how to gather data
• Decide on the time period during which data will be
collected
• Design a form that is clear and easy to use
• Collect the data consistently & honestly
7
CHECK SHEET
Data Collection check sheet

CHECK SHEET
Location type check sheet
8
CHECK SHEET
Uses of Check sheet
• To grasp the past and present situation
• To stratify
• To monitor the changes through time
• To monitor the improvement result
• To confirm the standards

GRAPHS:--
GRAPHS:
• Graphs are used for data collection
• Graphs used for monitoring the performance and compare
with the targets
• Provides visual & simple representation of data
data..
• Easy for understanding the situation
situation..
9
GRAPHS - TYPES:
TYPES:--
• Line Graphs
• Bar Graphs
• Pie Charts
• Multiple Charts

GRAPHS - TYPES:
TYPES:--
Line Graphs
Graphs::-
47.5
47
46.5
46
45.5
45
44.5
44
43.5
43
42.5
42
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
10
GRAPHS - TYPES:
TYPES:--
Bar Graphs
Graphs::-
47.5
47
46.5
46
45.5
45
44.5
44
43.5
43
42.5
42

GRAPHS - TYPES:
TYPES:--
Pie Charts:
Charts:-
East
West
North
south
11
GRAPHS - TYPES:
TYPES:--
Multiple Charts:
Charts:-
90
80
70
60
50
East
40
West
30
20
10
0

GRAPHS - APPLICATION:
APPLICATION:--
Graph Application
Line Graph Online monitoring of sales, rejection,
rework, etc. wrt targets.
Bar Graph Useful for presenting the

performance for a period.
Pie Graph Presenting % contribution(% share of
business).
Multiple graph Monitoring two or more factors in a
single graph.
12
PARETO DIAGRAM
• Pareto charts are used to identify and prioritize problems to
be solved
solved..
• They are actually histograms aided by the 80/
80/20 rule adapted
by Pareto an Italian Economists
Economists..
• Remember the 80/
80/20 rule states that approximately 80%
80% of
the problems are created by approximately 20%
20% of the causes
causes..
Vital Few,
Trivial Many

PARETO DIAGRAM
• Helps to give direct attention & effort to important problems
• Helps to determine Priorities
• Helps to find vital few and Trivial Many
• Use Pareto to focus on the principal aspect of problem
• Helps to select specific causes to make effective

improvement
13
CONSTRUCTION OF PARETO DIAGRAM
• Information must be selected based on types or classifications
of defects that occur as a result of a process.
process.
• Re-
Re-order the frequency of occurrences of defect type in the
descending order - Column 2.
• Determine the cumulative percentage of the total for each
defect type -Column 3.
• Draw and label the left vertical axis
axis..
• Draw and label the horizontal axis
axis..
• Draw and label the right vertical axis
axis..

• Draw the bars to represent the effect of each contribution
contribution..
• Draw a line graph to represent the cumulative percent of the
total..
total
14
Factor Frequency % Frequency Cum %
A
B
C
..
Total N

• Frequency should be plotted in a bar graph and cum % should
be plotted in a line graph
graph..
Pareto Chart
100 100.0
90 90.0
80 80.0
70 70.0
Cum %
60 60.0
Qty
50 50.0
40 40.0
30 30.0
20 20.0
10 10.0
0 0.0
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15
HISTOGRAM
• Histogram is a graphical representation of data and shows the
frequency of data.
• Histogram provides the easiest way to understand the
distribution of data. It gives the Birds eye view of the
variation in Data set.
• Portrays the information on location, spread and shape that
enables the user to interpret the Process behavior.
• It indicates whether the process is operating under Normal /
stable conditions.

HISTOGRAM – Contd..
DEFINITIONS
Class:-- Is a category with lower and upper boundary value.
Class:
Class Width:-
Width:- Width of the class.
Frequency:-- No. of observations falling in the class.

Frequency:
16
HISTOGRAM – Contd..
STEPS FOR CONSTRUCTING HISTOGRAM
• Collect Min 50 no. of readings (N). 50 readings should be
continuous data.
• Determine Max value and Min value & Calculate Range.
Range = Max – Min.
• Record the measurement unit (MU) used. This is usually
controlled by the measuring instrument least count.
count.

STEPS FOR CONSTRUCTING HISTOGRAM – Contd..
• Determine No. of classes (k), as below.
No. of Class (k) = √N
• Determine Class Width (CW), as below
Class Width (CW) = Range / k
• Construct the Frequency Distribution Table, as shown in the
next slide.
17
Class Tally Frequency
L1 – U1
L2 – U2
…
Upto Max value
Total N
Where L1 = Minimum value – (1/2*Measurement Unit)
U1 = L1 + Class Width
L2 = U1,
U2 = L2 + Class Width & so on.

• Determine the axis for the graph
graph.. Place “Class” on X axis and
“Frequency” on Y axis
axis..
• Mark off the classes, and draw rectangles with heights
corresponding to the measurement frequencies in that class
class..
• Title the histogram
histogram.. Give an overall title and identify each
axis..
axis
18
HISTOGRAM – GRAPHICAL REPRESENTATION.

HSITOGRAM – INTERPRETATIONS:
NORMAL
• Depicted by a bell
bell--shaped curve
curve.. Most frequent measurement
appears as center of distribution & less frequent
measurements taper gradually at both ends of distribution.
distribution.
• Indicates that a process is running normally (only common
causes are present)
present)..
19
BIMODAL
• Distribution appears to have two peaks

peaks.. May indicate that
data from more than one process are mixed together
• Materials may come from 2 separate vendors
• Samples may have come from 2 separate machines.
SKEWED
• Appears as an uneven curve; values seem to taper to one side.

• Can be skewed left side or right side.
20
CAUSE & EFFECT DIAGRAM
• The cause and effect diagram is also called the Ishikawa
diagram or the fishbone diagram
diagram.
• It was developed by Dr.K.Ishikawa.
• It is a tool for discovering all the possible causes for a
particular effect
effect..
• It is a tool to represent the relationship between Effect /
Problem and all the possible cause.
cause.
• The major purpose of this diagram is to act as a first step in
problem solving by creating a list of possible causes.
causes.

CAUSE & EFFECT DIAGRAM
• For every Effect there are likely to be several causes
causes.. The
major causes can be summarized under four categories known
as Man, Machine, Material and Method
Method.
21
BRAINSTORMING
WHAT IS BRAIN STORMING?
Brain Storming is a technique to obtain creative ideas from a
group of persons in a shortest possible time on an effect
effect.. Brain
Storming plays an important role to build a Cause & Effect
Diagram..
Diagram
WHY BRAIN STORMING?
• To Identify the Problem
• To Identify the critical Causes
• To find the solution
• To Prevent the Problem

BRAINSTORMING
BRAIN STORMING SESSIONS
• Let all the members speak freely & give ideas
• Encourage wild ideas
• Quantity rather quality of ideas
• Suspend judgment on good or bad
• Ride on another ideas
• Never criticize other persons opinions
• Never prohibit a person from different angles / facets
• Write down all the view points
• List to causes / ideas
• Leader / facilitator need to guide the members in generating
ideas
22
CONSTRUCTION OF CAUSE & EFFECT DIAGRAM
• First, clearly identify and define the problem or effect for
which the causes must be identified
identified.. Place the problem or
effect at the right or the head of the diagram
• Identify all the Main Cause of the problem(I
problem(I..e Man, Machine,
Method & Material)
• Write in all the detailed possible causes in each of the Main
Causes.
Causes
• Each cause identified should be looked upon for further more
specific causes
• View the diagram and evaluate the main causes
causes..

CONSTRUCTION OF CAUSE & EFFECT DIAGRAM
23
SCATTER DIAGRAM
• Scatter Diagrams are used to study and identify the possible
relationship between the two different sets of variables.
variables. Two
factors which are considered to be having Cause & Effect
Linkage..
Linkage

CONSTRUCTION OF SCATTER DIAGRAM
• Begin with Cause & Effect you think that they are related
related..
• Collect two pieces of data and create a summary table of the
data..
data
• Draw a diagram labeling the horizontal and vertical axes
axes.. It is
common that the “cause” variable be labeled on the X axis
and the “effect” variable be labeled on the Y axis
axis..
• Plot the data pairs on the diagram
diagram..
• Interpret the scatter diagram for direction and strength
strength..
24
SCATTER DIAGRAM – INTERPRETATIONS
POSITIVE RELATION
RELATION::- Increasing trend indicates the positive
relation..
relation

NEGATIVE RELATION
RELATION::- Decreasing trend indicates the Negative
relation..
relation
25
NO RELATION
RELATION::- Indicates there is no relation between two
variables..
variables

CONTROL CHARTS:-
CHARTS:-
• Graphical representation of data to understand the behavior
of the process
process..
• Developed by Dr
Dr..Walter
Walter..A.Shewart in 1920
1920ss in Bell Telephone
Labs..
Labs
• Is a statistical approach to study the continuous process
variation in order to make improvements in the process
effectiveness..
effectiveness
• The chart contains three horizontal line
line.. One centre line and
other two called as Upper control limit (UCL) and lower
control limit (LCL)
(LCL)..
26
CONTROL CHARTS:-
CHARTS:-
• Centre line represents the Average line
line.. UCL & LCL are the
limits for process.
process.
• These control limits are chosen so that if the process is in
control, nearly all of the sample points will fall between
them..
them
• As long as the points fall within the control limits, the process
is assumed to be in control, and no action is necessary
necessary..
Upper Limit
X
Lower Limit
Unacceptable
deviation
27
CONTROL CHARTS:-
CHARTS:-
• Even if all the points plot inside the control limits, if they
behave in a systematic or nonrandom manner, then this is an
indication that the process is out of control.
control.
• Very Useful for online monitoring and controlling the process
process..

CONTROL CHARTS-
CHARTS-USES:
USES:--
• It is a proven technique for improving productivity.
productivity.
• It is effective in defect prevention
• It prevents unnecessary process adjustments.
adjustments.
• It provides diagnostic information
information..
• It provides information about process capability
28
CONTROL CHARTS-
CHARTS-TYPES:
TYPES:--
• Variable types.
types.
• Xbar--R Chart
Xbar
• Median--R Chart
Median
• Xbar--S Chart
Xbar
• Pre Control Chart
• I-MR Chart

CONTROL CHARTS-
CHARTS-TYPES:
TYPES:--
• Attribute type
• P Chart
• np Chart
• C Chart
• U Chart
29
PROBLEM SOLVING – USING KAIZEN APPROACH
Definitions:--
Definitions:
Problem:-
Problem:-
Is defined as negative deviation from the expected result.
Disposition Action:-
Is the action taken immediately on the Nonconformance
situation. Eg:- Rework / Reject / Accept under deviation
Containment Action:-
Temporary actions taken on the process to ensure defective
parts are not produced. Eg:- 100% Inspection, Increased audits,
etc..

Definitions:--
Definitions:
Corrective Action:-
Action:-
Action taken on the actual root cause of the problem
to ensure the problem does not reoccur.
Preventive Action:-
Is the action taken on the potential problems / causes
to ensure Problems does not occur.
30
Objective Of KAIZEN Approach

To solve the Quality issues
Systematically
Immediately
Permanently
Jointly
Team : Reg. No.: Unit Sub

Harita Seating Kaizen Idea - Sheet Comm
Category: Cannot Be Inspected
Systems Press/Fab/Rubber/Others- Did Not Inspect
Theme: Pl.Specify. Start :
End :
Problem/Present Status : Action Taken : Benefits
This Kaiz en is
Reversible
Ir-reversible
Analysis Results:
If Reversible updated in
OS/Process Sheet
JH Check Sheet
PM Check Sheet
Eqpt. / Fixture Drawing
Scope & Plan for Horizontal Deployment

S.No. Item Resp
1
2
3
4
5
6
7
Remarks : If It is Poka Yoke - Type & Function
31
Establish Team
Describe the problem
Take containment actions
Do Root Cause Analysis
Arrive Corrective Actions
Implement Corrective Actions
Take Preventive measures
Congratulate the Team
ESTABLISH TEAM
Mix-up of
required All areas should
skills be represented
The team should be a small group with a Team Leader
32
Customers
language Quantum of
rejection
Specification
Describe
the problem Failure mode
Period Frequency
Location
Problem Should be specific to area, location, part, machine, etc.
Attack vital few problems rather than all. Use Pareto chart for
prioritizing the identification of problem.
33
Take containment actions
Identify the effective containment method

Take action in all sites like suppliers, ware house etc.
Take action in Transit stock
Have the % effectiveness of the containment actions
Have short term corrective actions
Verify the corrective actions
Root Cause Analysis
• Do Fish Bone analysis

• Verify the every Root Cause
• Do not use operator error, setup piece etc
• Estimate the % Contribution of every root cause
• Simulate root cause to get confidence
34
Corrective Actions
• Cover process root cause

• Cover system root cause
• Actions should not be based on detection
• Take actions preventive in nature
• Assume negative effects of corrective actions
Implement Corrective Actions
• Start Date of corrective actions

• Percentage of effectiveness
• Validate the actions
35
Preventive Measures
• Revise Quality Plan / Control Plan
• Update Work Instructions/Process instructions
• Updation of process sheet,
• Visual aids etc
• Poka – Yoke
• Documentation
Congratulate
• Ensure closing of all actions
• Zero recurrences of failure mode for 6 months
• Good recognition.
36
Usage of 7 QC tools in 8D approach
Steps/Tools Chec Graphs Pareto Histogram Cause & Effect Scatter Control
k Diagram Diagram diagram Chart
Shee
t
Team
Problem Defin

Interim Action

Root Cause
Analysis
Corrective
Action
Implement CA

Preventive
Measures
Congratulation
Team : J.VIMAL BABU & Ka izen Supplie r code &

KAIZEN - SHEET D.Raveendran
No : Na me :
DPAP/KA
Category: Cannot Be Inspected IZEN/ 5&6 Pa rt no & Rev :
Press/Fab/Plastic/Rubber/Others - pl.specify Did Not Inspect Pa rt De s :
Theme & Target :TO AVOID WRINKLES NOTICED IN FRONT AREA Fla sh re port no.
& Date
Start Dt.12/07/05
problem / present status : WRINKLES NOTICED AT Action T aken / coundermeasure : FORMING TOLL WAS Results / Benefit : T HE COMPONENT LOOKS LIKE
THE FRONT AREA PALLISHED AND THE WRINKLES WERE REMOVED. PALLICED NO WRINKLES WERE FOUND
INST RUCTION WAS GIVEN T O T HAT MACHINE OPERAT ORS
Before improv ement :WRINKLES NOTICED IN ARM REST

FRONT AREA
This Kaizen is
Reversible
Ir-reversible
Analysis: 1) DIE AND PUNCH WORN OUT AT THE
FRONT AREA . 2) AFTER ASSY BUFFING PROCESS If Reversible updated in
IS NOT PROPERLY OS/Process She et
After improvement : NO WRINKLES WERE NOT ICED Control Plan
Drawing Change

S.No. Ite m
1
2
3
4
Root caus e : DIE & PUNCH WORN OUT 5
6
7
Prevention
Detection
Prepared By: Checked By: Approved By:
37
No : Na me :
DPAP/KA
Theme & Target :TO AVOID TOOL MARK & DEEP SCORING MARK Fla sh re port no.
& Date
Start Dt.06/07/05
problem / present status : TOOL MARK & DEEP Action T aken / coundermeasure :REWORKED T HE EXISTING Results / Benefit : T OOL MARK AND DEEP
SCORING MARK TOOL AS A TEMPROUARY SOLUT ION NEW FORMING SCORING MARK WERE NOT FOUND
TOOL MANUFACT0URING IS IN PROGRESS. INST RUCT ION
WAS GIVEN TO T HE MACHINE OPERAT ORS
Before improv ement :TOOL MARK & DEEP SCORING

MARKS NOTICED IN ARM REST
This Kaizen is
Reversible
Ir-reversible
Analysis:1) TOOL MARK NOTICED DUE TO THE
SCORING MARK IN THE FORMING TOOL. If Reversible updated in
2) IMPROPER BUFFING PROCESS OS/Process She et
After improvement : T HE COMPONENT S LOOKS GOOD Control Plan
Drawing Change

S.No. Ite m
1
2
3
4
Root caus e : DIE & PUNCH WORN OUT 5
6
7
Prevention
Detection

No : Na me :
DPAP/KA
Theme & Target :TO AVOID M8 THREAD WAS NOT ANSWERING TO THREAD PLUG GAUGE Fla sh re port no.
& Date
Start Dt.06/07/05
problem / present status : M8 THREAD WAS NOT Action T aken / coundermeasure : 100% INSPECTION OF ARM Results / Benefit : 100% INSPECTION FOR ALL
ANSWERING TO THREAD PLUG GAUGE REST TO BE CHECKED BY VISSUALLY AND ALSO COMPONENT S. PREPARING FULL PROOFING
CHECKED BY THREAD PLUG GAUGE. THE OPERAT ORS METHOD
WERE GIVEN INST RUCT ION T O DO THE RET APPING
PROPERLY AND WIT HOUT MATERIAL MIXUP.
Before improv ement : M8 THREAD IS NOT ANSWERING T O

THREAD PLUG GAUGE
This Kaizen is
Reversible
Ir-reversible
Analysis:1) RETAPPING PROCESS WAS NOT DONE
2) MATERIAL MIX UP If Reversible updated in
OS/Process She et
After improvement : T HREAD GAUGE ENT ERS FREELY Control Plan
Drawing Change

S.No. Ite m
1
2
3
4
Root caus e : M 8 THREAD IS NOTANSWERING TO THE GAUGE 5
6
7
Prevention
Detection
38
KAIZEN - SHEETS Core Teams:CS/VRK/CK/M D/SA/SRM Kaizen No Supplier Code& Name
Category Can not be Inspected Part no & Rev B 147 24188/BR18102066 DO1
Press/Fab Did not Inspect 28 Part Name ASSY2/3 S/F
Theme & Target : ELEMINATE CUSTOMER COMPLAINTS IN Assy 2/3 S/FICF AC Flash Report No & Date 3194/4093-28.6.05
DIM VARIATION Start Date : 29.6.05 End Date: 19.7.05
PROBLEM / PRESENT STATUS CORRECTIVE ACTION RESULTS / BENEFIT
481+/-2 MEASURES 471 TO 484 1.BOWNESS TO BE REMOVED IN ALL STAGES No complaints
6 MM SEAT BASE TUBE BOWNESS NOTICED. ( SQ. TUBE ASSY , FIRST STAGE , FINAL STAGE )
DIM 1270+/-2 MEASURES 1267/ 1271 2.ARMREST PLATE INNER DTISTANCE CHECKING REVERSIBLE
BUSH TAPPER 2.75 MM NOTICED GAUGE MADE.
3.MTG PITCH GAUGE MADE . IR - REVERSIBLE
POTENTIAL CAUSES If Reversible Updated in
DIM VARIATION OS / Process sheet
WHY? Control plan
FRAME BOWNESS Drawing Change
WHY? BEFORE IMPROVEMENT Edpt. / Fixture Drawing
1426 MM LENGTH FRAME 481+/-2 MEASURES 471 TO 484
4 PIVOT BRKT WELDED IN S/B TUBE DIM 1270+/-2 MEASURES 1267/ 1271
MORE WELDING LENGTH
EVERY STAGE REVISING OPERATION NOT DONE
1 ST STAGE WELDING DONE AT 2 STAGES Scope & plan for Horizontal Improvement
HALF LENGTH CLAMPING. SNO ITEM RESP. TARGET STATUS
1
2
3
4
ROOT CAUSE AFTER IMPROVEMENT 5
1. MTG PITCH ANSWERING TO GAUGE 6
BOWNESS 2.A/R INNER DT ANSWERING TO GAUGE 7
8
If It is Poka Yoka - Type & Function
REMARKS : Prevention Shoutdown
Detection Warning
Prepared by Checked by Approved by
Category Can not be Inspected Part no & Rev B 147 24 296 DO1
Press/Fab Did not Inspect 28 Part Name ASSY 2 S/F VO3
Theme & Target : ELEMINATE CUSTOMER COMPLAINTS IN Assy 2 S/F VO3 Flash Report No & Date 3374/13.6.05
REAR TUBE MISSED Start Date : 14.6.05 End Date: 18.7.05
REAR TUBE MISSED(ONE FRAME) 1.S/B MTG GAUGE MADE. No complaints
2.REAR TUBE WELDED AT SUBASSY STAGE. REVERSIBLE
IR - REVERSIBLE
REAR TUBE MISSED(ONE FRAME) OS / Process sheet
WHY? Control plan
REAR TUBE NOT WELDED AT SUBASSY STAGE Drawing Change
FRAME MIXUP(REAR TUBE NOT WELDED FRAMES BEFORE IMPROVEMENT Edpt. / Fixture Drawing
MIXED WITH WELDED FRAMES) REAR TUBE MISSED
S/B MTG GAUGE NOT DONE FOR C/S FRAME
VISUAL INSPECTION NOT DONE

Scope & plan for Horizontal Improvement
SNO ITEM RESP. TARGET STATUS
1
2
3
4
REAR TUBE NOT WELDED AT SUBASSY STAGE PROBLEM ELIMINATED 6
S/B MTG GAUGE NOT DONE FOR C/S FRAME 7
8
Detection Warning
39
KAIZEN - SHEETS Core Teams:CS/VRK/CK/MD/SA/SRM Kaizen No Supplier Code& Name
Category Can not be Inspected 26 Part no & Rev B 167 10 173 D01
Press/Fab Did not Inspect Part Name Assy 3 s/f JAICO
Theme & Target : ELEMINATE CUSTOMER COMPLAINTS IN A ssy 3 S/F JAICO Flash Report No & Date 3191/9.6.05
Dim 28+/-0.2 measures 18.05 Start Date : 10.6.05 End Date: 12.7.05
Dim 28+/-0.2 measures 18.05 No complaints
Full proff pin provided in piercing tool &
sub assy f ixture REV ERSIBLE
Dia 10 rod used for checking hole concentricity 1 mm IR - REVERSIBLE

Dim 28+/-0.2 measures 18.05 OS / Process sheet
Why? Control plan
Support brkt hole shif ted noticed ( 10mm) Drawing Change
Why? BEFORE IMPROVEMENT Edpt. / Fixture Drawing
Opposite side butting in piercing tool Dim 28+/-0.2 measures 18.05
Why?
Full proff not provided in piercing tool & sub assy
fixture
This dim not inspected. Scope & plan for Horizontal Improvement
1
2
3
4
sno 1 2 3 6
Full proff not provided 28+/-0.2 27.9 28.1 28 7
8
Detection Warning

Category Can not be Inspected Part no & Rev B 147 31 013 DO1
Press/Fab Did not Inspect 25 Part Name Assy 2 s/f - TN (DLX)
Theme & Target : ELEMINATE CUSTOMER COMPLAINTS IN A ssy 2 S/F TN - DLX Flash Report No & Date 1952/20.5.05
Pivot bush inner dia variation Start Date : 21.5.05 End Date: 13.7.05
Not answ ering to gauge in pivot bush inner dia Flash report given to supplier - Kavitha engg. And No complaints
corrective action plan received & verif ied.
REV ERSIBLE
Gauge inspected , it is ok
IR - REVERSIBLE
POTENTIAL CAUSES w e are receving only reamered bush. If Reversible Updated in
Not answ ering to gauge in pivot bush inner dia OS / Process sheet
w hy? Control plan
Gauge under size.(Drg : 16+0.13) Drawing Change
Reaming operation not done BEFORE IMPROVEMENT Edpt. / Fixture Drawing
Ruf f f inish
Burr folde in ID area
Hole shrinkage Not answ ering to gauge in pivot bush inner dia
Hole damage
Scope & plan for Horizontal Improvement
1
2
3
4
Reaming operation not done Go answ ered . 16.02 6
No go not answ ered -16.13 7
8
Detection Warning
40
Category Can not be Inspected 27 Part no & Rev B 167 15 429
Press/Fab Did not Inspect Part Name ASSY 3 S/F AL SRILAANGA
Theme & Target : ELEMINATE CUSTOMER COMPLAINTS IN A ssy ASSY 3 S/F AL SRILANGA Flash Report No & Date 3373/13.6.05
Back rest Hook w rongly w elded. Start Date : 14.6.05 End Date: 11.7.05
Back rest Hook w rongly w elded. No complaints
Instruction given to Operator to use
mistake proof poration. REV ERSIBLE
2 bin provided f or separate storage
IR - REVERSIBLE
POTENTIAL CAUSES Gauge provided. If Reversible Updated in
OS / Process sheet
Back rest Hook w rongly w elded. Control plan
Why? Drawing Change
Same side b/r tube w elded.w hy? BEFORE IMPROVEMENT Edpt. / Fixture Drawing
Mistake proof not used. Why?
operator not AWA RE Back rest Hook w rongly w elded.
Material mixup. Why?

Ineff ective storage(open area ) Scope & plan for Horizontal Improvement
This dim not inspected. SNO ITEM RESP. TARGET STATUS
1
2
3
4
6
Mistake proof not used. Problem eliminated. 7
8
Detection Warning

Conclusion : Following Losses can be eliminated by effective
implementation of Problem Solving Tools
Losses due to Internal Defects :
High Cost of Poor Quality increase based on the stage at which it is
detected
Failure in meeting Delivery Requirements
Probability of higher customer rejection
Reduction in Profit Margin
Losses due to defects identified at Customer end :
Loss of Business and Loss of reputation
Loss of New Products
Loss due to unnecessary overheads like fright, Penalty etc.
41
THANK YOU
42

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Problem Solving & 7 QC Tools

One Day Training on Problem Solving and 7 QC tools.

Zero Defect Consultants Rev No:01, Date: 01.10.2001 1