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Quality Control - Introduction
Quality Control - Introduction
To be
be the
the Strongest
Strongest Company
Company
with
with QC
QC
May 2004
Komatsu Ltd
Quality Assurance Department
1
Introduction
• There are many problems to eliminate
defects or to deal with the job well.
In this course, you learn the bases of
the quality control (QC) which is the
traditional “way of thinking and tool
for solving the problems” of Komatsu,
and which is effective in solving the
problems in such cases.
Also QC way help you when achieving
target committed.
2
Komastu has restarted TQC
1. Introduction stage:
QC activity was introduced as a company
policy in 1961.
2. Initial stage:
Drastically improved products and awarded
Deming prize in 1964.
3. Progress stage:
Further progress and Nippon QC prize was
awarded in 1984.
4. Turning stage:
QC activities were shrunk since 1984 then
in 2002, Komatsu decided to re-challenge it
covering loop of quality as New approach.
3
What Quality Control is?
4
1.
1. Why
Why do
do we
we study
study Quality
Quality Control?
Control?
There are several Quality Assurance system
in the world such as ISO, 6σ and TQC.
6
continued
Use Permanent
Permanent
Statistical Company’s
method Company’s
Progress
Progress
Selling Manufacturing
9
2.
2. What
What Komatsu
Komatsu has
has done
done about
about QC?
QC?
(QC
(QC History
History in
in Komatsu)
Komatsu)
1.Introduction Period (1960’s)
- Big shock by foreign companies due to free trade
of construction machines
- Project “A” program
The company-wide quality assurance system had
been established to improve the product quality
drastically. – Ignored JIS and released own
Engineering Standard so called KES
- Awarded the Deming Prize in 1964.
2.Development Period (1970/80’s)
- Project “B” program
Consisting of the TQC system that covered all
stages from research and development to the
sales and after sale services.
- Awarded the Japan Quality Control Prize in 1981.
10
continued
14
Economically
Economically produces
produces goods
goods and
and
services
services
• A company can not manage without
profit.
• Nobody could supply cheaper
products and/or services ignoring
cost.
• These Q, C and D are comprised and
named as “Total Quality”.
• Q, C and D can not stand alone.
15
System
System of
of Production
Production method
method
• As modernized QC originated in US
employed Statistical method, it has
been called as Statistical Quality
Control (SQC).
• SQC requires scientific approach
based on the FACT. ・・・・・ DATA
• Control Technique is essential.
16
Quality
Quality of
of Management
Management
Quality of
Competitive
Strategy
Quality of
Management
Quality of Quality of
Operation Leadership
17
What makes Company’s
Value.
WHY
VISION
COMPETITVE WHAT
STRATEGY
HOW
OPERATION
18
What makes Company's
Value
To continue proper action in right way
Daily Control
OPERATION=GEMBA
Head Office
Support
President
19
Loop of Quality
(Activities influence to the Quality)
Check Do
Evaluation Put into Practice
under the Plan
21
Toyota Way
Achievement Plan
Always verify the
result of the Action.
Never satisfy with
the Action done. Act Do
Check
22
Quality
Quality Control
Control Activity
Activity
P: Plan, D: Do, C: Check, A: Act
S: Standardize
A P
A S
C D
A P
C D
C D Improvement
Daily Management
(Job description)
Improvement
23
Continued page 15
24
Job Description
Does he understand his job
description?
Yes, he
does.
But he has No Plan and
just Do, doesn't he?
25
• Break
No. Question Answer
TQC and TPM are completely the same in contents except that their proponent is
1
different.
2 The control chart and graph among the seven tools in quality control are counted as one.
It is said that the cause and effect diagram was devised by Dr. Duran who rendered
5
distinguished service to the quality control in Japan.
9 The QC story was devised by the QC Circle Promotion Secretariat of a certain company.
26
4.
4. QC sense and
and QC
QC story
story
QC
QC is the
the solution
solution of
of problems.
problems.
[Q (Quality)] = Quality in a
wide sense
Quality of work:
Quality of products, cost,
date of delivery, quantity,
sales, service and dealing
methods and system of
work at each department
[C (Control)] is to turn the
cycle of control.
27
Feeling
Feeling and ability
ability to make
make
good
good use of QC (QC
(QC sense)
sense)
Market-in (to do work from the standpoint of the customers,
etc.)
Greater importance to the fact (no to make a judgment by
the preconception or guess)
5-Gen-Principle [Gen-ba (Site), Gen-butsu (Real thing),
Gen-jitsu (Reality) + Gen-ri (Principle), Gen-soku
(Fundamental rules)]
Greater importance to the process (the quality is
incorporated in the process)
Everybody is system-oriented.
Priority-oriented (to start from more serious problem)
Greater importance to the plan, and sure turn of the cycle of
control
Attention to the variance (objective way of view)
Priority to problems (discovery, solution) than to methods
Acquirement of the procedures (QC story) of solving
problems 28
Market-in
Market-in Concept
Concept
・ Take great care of the customers
・ The post-process of one’s own
work is also the customer.
・ Do the work taking into
consideration the standpoint
of the other party.
29
Greater
Greater Importance
Importance to
to the
the Facts
Facts
・ Fact control
・ Do not make a judgment
by the preconception or guess.
・ Real site, real thing, and reality
30
Greater
Greater Importance
Importance to
to the
the Process
Process
・ The quality is established in the process.
・ It is no good if only the result is
acceptable.
・ What is important is how to do the work
(I.e., the process).
31
Priority
Priority Orientation
Orientation
32
Rotate
Rotate the
the Cycle
Cycle of
of the
the Plan
Plan with
with Greater
Greater
Importance
Importance and
and Cycle
Cycle of
of Management.
Management.
・ To clarify the measures, etc.
to achieve the design and
the target value of the plan
・ To rapidly and surely rotate
the management cycle
33
Pay
Pay attention to the
the variance.
・ Discard the preconception,
and make an objective
view or judgment.
34
Priority to
to problems
problems (discovery and
solution)
solution) over
over the
the method
method
35
QC stories page
page 20
20
Selection of themes
Understanding of the present status
and setting of the target
Preparation of the activity plan
Analysis of factors or causes
Consideration and implementation of
countermeasures
Confirmation (review) of the effect
Controls (standardization,
documentation, educational training)
Unsolved problems (to be reflected on
in the next plan)
36
Decision
Decision of
of Themes
Themes
37
Understanding of the present status
and setting of the target
Data
Data Data
Data
Data
38
Preparation
Preparation of
of the
the activity
activity Plan
Plan
39
Analysis
Analysis of
of factors
factors
・ Write the cause and effect diagram,
and identify the factors to affect the
result.
・ Evaluate the degree of importance of
the factors, and decide the items to
take action on.
40
Examination
Examination and
and implementation
implementation of
of
countermeasures
countermeasures
・ State the ideas for the
countermeasures.
・ Check how to proceed the
countermeasures through 5W1H.
・ Obtain the data for comparison before
and after the countermeasures are
taken.
41
Check
Check (review)
(review) of
of the
the effect
effect
・ Confirm the result of the
countermeasures by the data,
and compare the result
with the target value.
・ Repeat the countermeasures
until the target is achieved
(until approaching the target).
42
Controls
Controls (standardization,
(standardization,
documentation,
documentation, educational training)
43
Unsolved
Unsolved problems
problems
(to
(to be
be reflected
reflected on
on the
the next
next plan)
plan)
・ Record the good points
and the bad points.
・ Clarify the unsolved problems.
44
Seven Tools for QC page
page 60
60
• Followings are the basic methods and
can be used when following QC stories.
Stratification
Check sheets
Pareto diagram
Cause and effect diagram
Histogram
Scatter chart
Control chart and graph
45
Stratification
Classify the defects into similar groups (of
similar character) to clarify the causes of
the problems and how to take action.
(Example) Number of defects by the
machine
Number of Defects
Machine
A 11
B 6
C 23
46
Check sheet
Data sampling and results of examination are recorded
in the check sheet.
(Example) Understanding the working condition
and the parts of failure generation
A
B
C
D
E
F
計 6 6 13 5
47
Pareto Diagram page 64
A B C D E Others
Machine 48
49
Histgram
Histgram
The mean value and the dispersion, and the degree of
variance (shape) of the data can be observed at a
glance.
(Example) Dispersion of dimensions
50
51
Upper limit
standard
histgram
the histgram
Lower limit
standard
③
⑥
check the
to check
②
How to
Upper limit
⑤
standard
How Lower limit
④
standard
Scatter
Scatter chart
chart
The scatter chart indicates presence/absence of the
relationship between two items.
(Example)
Relationship between hardness Relationship between temperature
and strength of material around seal and service life
Strength of material
Service life
↑
52
Control
Control chart
chart
The control chart indicates presence/absence of
abnormalities in the process.
(Example) Weight of the casting ( x -R control chart)
14 UCL
χ 13 χ
12 LCL
3 UCL
R 2
1 R
0
53
How
How to
to check
check the
the control
control chart
chart
① ② ③
④ ⑤ ⑥ UCL
LCL
54
To be continued.
See you next time.
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