QC STORY

Deepak Kumar N.V

NTTF BTC(Trg).
 QC Story
Seven-step problem solving
methodology

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QC STORY

The Shortest distance between the greatest

truth and human understanding is a story.
Story needs a theme, script, actors, director,
beginning, denouement and conclusion. The
Story is interesting because of the series of
incidents, which arise through expectation

and curiosity.

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QC STORY

 A logical and scientific method of solving

workplace problems using the seven

basic tools of Quality Control.

 Attempting to reduce variation in any

process is like waging a war on errors.

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Approaches to Problem Solving

Hunch-Based
 Trying out different ideas
irreversibly until we find a solution
which appears to work.
 Otherwise, repeat the cycle

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Approaches to Problem Solving

Scientific Method

 Focusing on current results.

 Work backward to improve our process

knowledge.

 Fact- based problem solving

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Rationale and Benefits

 Scientific and systematic method of problem

solving.
 Easy to adopt and practice.

 Easy to present and understand.

 Involves the use of the Basic Seven Tools of

quality Control.
 Lower cost of solving the problem .

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Premise of QC story

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PDCA and QC Story
Problem
Plan Observation
Analysis

Do Action

Check Check

Standardisation
Action
Conclusion
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1. Problem

 Define the problem Clearly

 A Problem is an undesirable effect / result
 The result of a defined process giving
negative effect (Unexpected but negative)
 Define Problem condition in terms of instability or
variation or off – target.
 Focus is “Get Close to the product / Results /
Output / Performance”.

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1. Problem contd...

 Understand the problem from the

customer’s Perspective.
 Next process

 Ultimate Customer

 Trace the background of the problem.

 State reasons for working on the theme.

 Make a plan of action for the improvement.

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Setting Targets

 Express in clear terms the undesirable effects.

 Quantify the loss in performance.

 Determine the theme.

 Set the target for improvement.

A goal not expressed in specific terms is

merely a slogan Masaki Imai

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Setting Targets contd...

 The target Should have

 Existing Status

 Improvement Status

 Time Span from

Improvement.

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Examples of Problems Statements

 To reduce the waiting time in queues from 35

minutes to 10 minutes by 30th July 2002.
 To reduce the weight from 79.40 kg to 69.00 kg
by January 2003
 To reduce the PCB rejection rate from 12% to
1% by week no.38.
 To improve on – time delivery from 87% to 98%
by March 31,2004

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How to Fix Targets?

 50 % improvement is good starting point.

 Observing previous trend.

 Management directive.

 Customer demands.

 Goals should be SMART.

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Useful Q7 Tools for Step 1

 Check Sheet for Data Collection.

 Problem Status can be monitored

through Line Graph.
 Other useful tools are

 Bar graph
 Pie Chart

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2. Observation

 Investigate the problem from different

viewpoints.
 Go to Gemba
 Gemba is a place where value is added.
 Collect all the relevant data from the Gemba.
 Investigate the time, place, location, type and
symptoms of the problem.

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Rationale and Benefits

 Question the fundamentals

 5W1H in the “0 to 7

fundamentals of QM”.

 Focus is “Get Close to the process”

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Useful Q7 Tools for Step 2

 Check Sheet

 Stratification

 Flow Chart

 Pareto Chart

 Control Chart

 Histogram

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3. Analysis

 Identify potential causes

 Select major elements that contribute

for causes.
 Examine the causes in conjunction with
the information collected in step 2.
 Short list the causes based on the data
collected.

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3. Analysis contd...

 Validate the potential causes and establish

root causes.

 Experiment with the process.

 Investigate the relationship between the

possible causes and effect.

 Establish the root causes of the problem.

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Useful Q7 Tools for Step 3

 Brain storming

 Causes and Effect Diagram

 Scatter Diagram

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4. Action

 Identify the solution for the root causes

 Choose a solution that is acceptable to the
other people involved.
 Understand the technical and economical
implications.
 Implement the solution on a trial basis
 Ensure the validity of the solution.
 Side-effect can be identified and
eliminated.

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5. Check

 Check the effectiveness of the

implementation.
 Find out how well the recurrence has been
prevented.
 Convert the results in terms of money, quality,
ease of operation etc.
 If the problem still persists go back to
step 2.

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6. Standardization

 Eliminate the problem permanently by

standardizing.
 Standardize to
 Prevent reverting to old ways.
 Educate new employees.
 Standardize using 5W 1H format.
 Educate everyone concerned on the revised
standards and explain why they have to follow
it.

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6. Standardization contd..

 Conduct periodic audit to ensure adherence

to standards.
 Maintenance of standards consists of:
 Establish standards.
 Educate people on standards.
 Review the effects of standards.
 Ensure adherence.

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7. Conclusion

 Document the QC Story.

 Review
 What you did well
 What you could have done better.
 Present the QC Story to subordinates, peers
and superiors.
 Plan for future improvements.

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