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Concern Resolution Concern Resolution ProcessProcess
Purpose of Concern Resolution Purpose of Concern Resolution ProcessProcess
• To establish structured approach for – Identify and eliminate causes
of non-conformance.– Planning of correction and
necessary corrective actions.– Implementation, monitoring of
actions planned to improve effectiveness.
FLOW CHART FLOW CHART (Concern Resolution Process)(Concern Resolution Process)
Phase I
Phase II
Phase III
Concern Closed
Conformity Analysis (L0)
Concern Resolved
QC Story initiated
Concern Resolved
Design related concerns escalated to PVT
NO
NO
Yes
Yes
Phase I – L0 AnalysisPhase I – L0 Analysis
• Conformity Analysis – (L0 Analysis)– Conformity Analysis is carried out for
defects identified at RFI, NOVA-C/ Ad. NOVA-C, PDI, CCAS, GD etc.
– If cause(s) for the problem is not identified in Conformity Analysis, then QC Story to be initiated
– Lead Responsibility of Analysis : Cell Leader
– Use Format (MQS/MAPS/F01)
L0 Analysis Format
L1 Analysis Format
L 0 Analysis Example 1
L1 Analysis Example 1
L1 Analysis Example 2
QC Story
7
1Plant:
Introduction to QC Story
1. Definition
"QC STORY" is a problem-solving technique based on the examination of facts and data, with no speculation, intended for problems caused by a number of issues.
8
1Plant:
Introduction to QC Story
QC story: a problem-solving method,
QC Story is not only applicable to quality problems, but also productivity, cost, logistic, power, safety, etc., problems.
9
1Plant:
Introduction to QC Story
QC story: A means of communication
QC story is both a problem-solving tool and also often a communication tool.
It is rarely the case that the problem to be dealt with does not affect colleagues or need to be communicated at company level (capitalization).
A Q.C. Story is a document that is used to explain work done during an improvement effort.
It contains elements that explain the steps in the improvement effort.
This standard format makes it easy to understand the details of an improvement project.
The Q.C. Story is intended to be written during a project to help the effort remain on track, making regular progress.
11
1Plant:
Introduction to QC Story
The partnership with Nissan has demonstrated that the use of graphs/charts, drawings, and diagrams allows better communication by eliminating the need for language.
12
1Plant:
Introduction to QC StoryQC story has been introduced in Europe, notably in Nissan's Sunderland (UK) plant in 1992, then in the Barcelona plant.
Since QC Story was implemented, Nissan has evolved, moving from an 11-step process to a more concise 9-step process.
It is this latter process that is presented in the following pages.
13
QC Story in the MAPS
6Plant:
WSS
JIT
TPM
Deployment of objectives (targets)
and action plans
Kaizen
Dexterity 5S
QC
- QC Story- Basic quality tools- Poka Yoke- MQA- C2QR - QRQE
Excellence on a routine (daily) basis
The standard = The baseline (reference)
14
The 9-step QC Story process
1- Select the subject (theme/issue)2- Justify the choice3- Understand the current situation4- Select targets
5- Analyze6- Implement corrective measures
7- Confirm the effects
9- Summarize and plan future action8- Standardize
P
C
DA
9Plant:
P
D
C
A
QC Story StepsQC Story Steps
• Step1: Select the Theme• Step 2: Justify the choice• Step 3: Understand the current situation• Step 4: Select Targets• Step 5: Analysis (Level 1 Analysis)• Step 6: Implement corrective measures• Step 7: Confirm the Effects• Step 8: Standardise• Step 9: Summarise & Plan future actions
QC STORYQC STORY
• FORMAT
Theme resolution format
Q.C. STORYQ.C. STORY
• Theme: This section of the Q.C. Story contains one simple sentence,the Issue Statement.An Issue Statement contains three elements: Direction, Measure, Reference to a process, product, or service
• For example: "Reduce (direction) the percentage of contracts that are returned for rewrite (measure) in the XYZ Contract Department (reference)."
QC Story
Step 1 – Select the theme :
To eliminate the defect of wrinkles of moulded roof from 16 per month (RFI) to zero.
Be careful of words like "improve" and "lack of.“
Statements such as "improve customer satisfaction" or "lack of training" are not issue statements because they contain no direction, measure, or reference.
The term "lack of" is really a cause in disguise, not an issue. If "lack of training" was to be accepted as an Issue Statement, the obvious solution would be to "do training." It would require no analysis to find the cause because the cause is implied from the beginning.
Another word to avoid in an Issue Statement is "and. "Usually when "and" is in the Issue Statement, it indicates the presence of two issues.
It is commendable to try to resolve two issues at once, but it can be very difficult and is sometimes impossible. If the two issues have the same set of causes, then choosing one issue will automatically lead to the resolution of the second.
If the two issues have different causes, it is a mistake to try to analyze and solve them together. In either case, they should be two separate stories.
Step 2 – Justify the choice :
Parato diagram for RFI Defects per month
16
8
4
11 10
0
5
10
15
20
25
Wrinkels onmo.roof
Excess gap rhw /arch
Fouling w /blade tow /s seal
W/loom on tapetcover
Missing stopperg/box lid
Defects
Def
ect
per
mo
nth
-60.00%
20.00%
100.00%
cum
ula
tive
p
erce
nta
ge
,
In this section we explain why we are working on this issue.
It is easy to say "customer satisfaction." The question that needs to be addressed here is "how do we know that this is the most important thing to work on" to improve customer satisfaction?
We need to show how we know this is an issue.
2.a 2.a Immediate Immediate Containment ActionContainment Action
To ensure that customer is protected immediately. It can include containment action and immediate action throughout the supply chain. Some times this step is not applicable
3. Understand the current 3. Understand the current situationsituation
Observation of process:
Results of process walk through / any non adherence to standard practice or specifications, add process flow chart if required
Add details like : Time to time, location to location, person to person, stream to stream differences as applicable
Use of Sketches, photos, stratification, run chart, concentration diagram, histogram, control chart etc as applicable
Understand the current situation.
Here is where we explain the status of the issue before we started working to improve it.
Several things need to be explained for the reader to understand the Initial Status.
Step 3 – Understand the current situation.
• There is no SOS available but SOP is available for moulded roof fitment and it indicates the main (key) points "How to fit the moulded roof with the reason for the key point.
• The operator is correctly trained on the workstation, is Level Q3(L) and qualified for the workstation.
• There is no SOS is available for sunwiser ,grip handle and mirror fitment.
• This defect is not a part of a checkman list
Step 3 – Understand the current situation.
• Wrinkles observed on roof at various locations.
• There is variation in Roof thickness at various locations.
4. Select Target4. Select Target
Present Level:
Target:---------------------------------------------------------------------------------------------------------------------- based on average data of last --- months
---------------------------------------------------------------------------------------------------------------------- based on average data of last --- months
Identify the target. A target is a number indicating the level of improvement to be achieved.
Step 4 – Select the target.
Pick up data
Analysis & 1 st trail.
Again pick up data.
Analysis
2 nd trail
4 th trail
Wk 38
wk40
wk42
wk44
wk46
wk48
5. Analysis 5. Analysis
5.1 Identify possible causes:
Use following formats
-Cause & Effect Diagram (CED) : MQS/MAPS/ F04 to identify potential causes.
-To identify root cause use Why Why Analysis (MQS/MAPS/F05)
- Level 1 Analysis report : MQS/MAPS/F02 to be used to document all observations, trial results, inspection record, visuals, sketches, part conformity, Fixture inspection/ Calibration details etc.
Step 5 – Analysis.
Wrinkles on moulded roof
Operator not follow the sos
SOS not available
WSS CONCEPT NOT APPLIED
Operator not fixed
ManMethod
SOS for for all the fitment not available.
Material
Hole mismatch
Mould not o.kHoles not match with body
Holes on body shifted.
Foam gets collapse
No step below all these acc.
Machine
Torque of battery operated gun not o.k.
Calibration not done.
WHY - WHY AnalysisWHY - WHY Analysis5.3 Identify the root causes: (Use Format MQS/MAPS/F05)
Please tick mark N= not ok ; G-Good/OK
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause8
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause7
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause6
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause5
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause4
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause3
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause2
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause1
Remarks / CountermeasureWhy5Why4Why3Why2Why1
Phenomenon:
Stage/OPN No.:PU / CellSector
Prepared by:Date/Time of comp:Date/Time of B/d or Defect Incidence
Automotive
:Cell Leader:Equipment No.:Equipment nameMahindra Ltd.
CED Ref. No.::Module Manager:Date :Report No.Mahindra &
Why Why Analysis
Please tick mark N= not ok ; G-Good/OK
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause8
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause7
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause6
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause5
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause4
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause3
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause2
GNGNGNGNGNGN
CauseCauseCauseCauseCauseCause1
Remarks / CountermeasureWhy5Why4Why3Why2Why1
Phenomenon:
Stage/OPN No.:PU / CellSector
Prepared by:Date/Time of comp:Date/Time of B/d or Defect Incidence
Automotive
:Cell Leader:Equipment No.:Equipment nameMahindra Ltd.
CED Ref. No.::Module Manager:Date :Report No.Mahindra &
Why Why Analysis
TEST OF HYPOTHESISTEST OF HYPOTHESIS
No Probable Cause
Testing and Observations Conclusion
5.2 Confirm the probable cause:
Data are collected to determine and verify which of the several possible causes is, in fact, the cause of the problem.
There are several analytical tools to help with this effort:checksheets, histograms, or scatter diagrams are very useful.
The story should include the time period over which the data were collected. We sometimes run small-scale experiments to collect Data about causes or to verify that we have found the actual causes .When the results from these experiments show that our theories are correct, we can include them in this section of the story. How causes are verified is an important but Commonly overlooked part of the story.
This section of the Q.C. Story concludes with a statement of "Necessary Action." This is not a plan; it is a statement that summarizes what needs to be done to eradicate the cause.
6. Implement the corrective 6. Implement the corrective measuresmeasures
6.1 Actions Decided
Root Cause Action Plan Target Dt
Resp. Status
Step 6 – Implement corrective measures• Customer protection. -Operator ask to take care while fitment of
roof rexine.Sr. no.
Cause Solution Q C D Total Pilot Target date
Status.
1 WSS not available
1.SOS to be written
2.ILU plan to be prepare
3.3 Step learning to be given to operator
4.Operator to be fixed.
8 9 9 648 Y R Patil
15.10.0716.11.07
16.1116.11
ClosedOpen
Openopen
2 Body holes not match with roof holes
1.Body shop to ensure that body dimentions are maintain2.Master body to be given to vendor
8 6 7 336 N G Wani
15.10.07
15.10.07
Closed
closed
3 No step below all accessories
Trail with Spacers to betaken for full one day
8 6 7 336 Jayant& Borkar
06.11.07
open
4 Mould not o.k Mould like scorpio required
9 3 7 189 Bhamre/Borkar/Jayant
open
Step 6) Implement Corrective Measures:- Consider various probable actions- Ensure that probable action selected does not create side
effects- Before implementation, decide on the role of each member and
a schedule.- Assign each corrective action a priority and stick to it.- Involve the operators.- Do things yourself, the approach will be all the more concrete!- More than half of the corrective actions will require changes to
be made: tests and checks are extremely important when implementing corrective actions.
- Confirm the effect using the same method and same observer.- The use of color, limits, graphics, and instructions at the place
where the corrective measure is to be applied are effective means of drawing attention to it.
- Share the results with all interested parties!
Guidelines to userGuidelines to user
Step 7) Confirm the results & effects:7.1 Verify Results:- Compare with the initial conditions (step 3) using the data
(charts).- Effects must be explained with respect to the direct effect,
indirect effect (repercussions), or non-material effect aspects.
7.2 Full Scale Implementation plan: - The situation before and after the corrective action must
be shown and the same charts used as in step 4.
7.3 Tangible & Intangible benefits: - If the effects can be converted into gains (financial), this is
preferable e.g. Return on investment, annualized savings- In as far as possible, the effect of each action on the final
result must be shown (by numbering them).
Guidelines to userGuidelines to user
Step 7 – Confirm the effect
Monitoring for Wrincles in RFI
49
13106
1218
22
3
13
23
Aug Sep Oct Nov Dec Jan Feb MarMonth
Qu
anti
ty QRQC Methodology started (03.10.2007)
Step 8) Standardise:8.1 Updation of documents:- Revise or establish the working "standard".- Review cycle time, standard stocks, standard machine
conditions, etc.- Visual tools are highly effective in standardization.- Update all the relevant documents like
Drawings/specifications, Process Sheets, PFC, PFMEA, Control plan, SOP or SOS, Check list etc, & mention the reference of the same
8.2 Training:- If the problem stems from the operating procedure, train the
operator on the new standard- Train people on new/modified SOP- Train people to modify / develop SOS
8.3 Additional Audit / Check- Check the quality level and how the operator functions with
the new method/procedure for at least two weeks.- Carry out additional audit/check to ensure adherence to the
new system & monitoring results achieved
Guidelines to userGuidelines to user
Step 8 – Standardisation.
•SOS writing is completed•ILU plan will be prepared
Standardization
Here we explain the steps that were taken to ensure that the implemented solution will remain in effect. We want to prevent the process from reverting to its previous state so we can continue to hold the gains achieved through the process improvement.
Step 9) Summarise and future action plans :
9.1 Conclusion- Once target has been achieved, progress and results are reported
to management. Future plans are drawn for causes that cannot be currently resolved. If concern is not resolved & product design change is necessary then it is to be escalated to PVT/PDT/PET for PHASE III actions.
9.1 Horizontal deployment- Check the possibility of extending the actions to similar product or
process9.2 Lessons learnt- Summarize the learning from the project
Note : 1.Use QC Story Format to document & communicate summary of
PHASE II activities of all 9 steps for future reference. (Use Format MQS/MAPS/F03)
Guidelines to userGuidelines to user
Step 9 – Summarised and plan future action,
•WSS to be implemented to reduce the defect•Body dimensions to be maintain•Solution no. 4 will be required for eliminating the problem but the cost will be more so it will be implemented in due course till then all the other solution are implemented by concern people. SOS writing is completed
Future PlanFuture Plan
In this last section we list the problems that could be addressed next and the issue that has been selected to be the next project.
Paint Shop Nashik Paint Shop Nashik ExampleExample
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