Presentation is loading. Please wait.

Presentation is loading. Please wait.

What is QUALITY CONTROL? 1.QUALITY CONTROL(QC) 1.QUALITY CONTROL (QC) is a tool / concept for objectively determining, analyzing and solving better quality.

Similar presentations


Presentation on theme: "What is QUALITY CONTROL? 1.QUALITY CONTROL(QC) 1.QUALITY CONTROL (QC) is a tool / concept for objectively determining, analyzing and solving better quality."— Presentation transcript:

1

2 What is QUALITY CONTROL? 1.QUALITY CONTROL(QC) 1.QUALITY CONTROL (QC) is a tool / concept for objectively determining, analyzing and solving better quality quality problem and for maintaining better quality. QCtwo QC has two main activities : Improvement activities : Raise the quality level Improvement activities : Raise the quality level Introduction to QC People Development Dept Maintenance activities : Keep current quality level Maintenance activities : Keep current quality level

3 2. Definition of QC in JIS Introduction to QC People Development Dept QUALITY CONTROLdo not 3. QUALITY CONTROL do not only inspection consist of only inspection. QC QC is the system of means whereby the qualities of products or services are economically produced economically to meet the requirements of the purchaser.

4 In order to implement the QC activities effectively and economically, it is important to use the fundamental ideas and tools for QC. This text introduces 7 QC concepts for Seiko Epson Group. meet our customers’ The objectives of QC activities is to meet our customers’requirement. So this idea is most important for QC. to use this idea every time We have to use this idea every time. Introduction to QC People Development Dept QC = Meeting customer’s customer’s requirements requirements

5 Contents Basic Quality Control --- an introduction 2 1 Customers First 4 2 “ Actual Facts “ 7 3 Plan - Do - Check - Act Cycle10 4 Big Problems First15 5 Variation18 6 Problem Prevention22 7 Process Control25 TQC : QC at Every Stage28 QCDMS --- the rewards of quality control30 Page P1 Introduction to QC People Development Dept

6 QUALITY POLICY 品质方针 SINGAPORE EPSON INDUSTRIAL The Quality Policy of SINGAPORE EPSON INDUSTRIAL PTE LTD PTE LTD is based on 3 principles: 1.QUALITY ASSURANCE 品质 保证 build qualityin every process We build quality into our product in every process by all the staff performing to their maximum capacity. 2.CUSTOMER FIRST 顾客第一 Customer satisfactionfirst priority Customer satisfaction is our first priority in our activity constantly improve and we always constantly improve to achieve it. 3.FACT CONTROL 实况管理 3 realities principle: We act on the decision from 3 realities principle: “Go to the real location, look at the real thing and consider the real circumstances.” consider the real circumstances.” Introduction to QC People Development Dept

7 QUALITY POLICY 品质方针 SINGAPORE EPSON The Quality Policy of SINGAPORE EPSON INDUSTRIAL PTE LTD INDUSTRIAL PTE LTD is based on 3 principles: 1.QUALITY ASSURANCE 品质 保证 build quality We build quality into our product in every process every process by all the staff performing to their maximum capacity. Introduction to QC People Development Dept

8 2.CUSTOMER FIRST 顾客第一 Introduction to QC People Development Dept QUALITY POLICY 品质方针 SINGAPORE EPSON The Quality Policy of SINGAPORE EPSON INDUSTRIAL PTE LTD INDUSTRIAL PTE LTD is based on 3 principles:

9 “Go to the real location, look at the real thing and consider the real circumstances.” thing and consider the real circumstances.” 3.FACT CONTROL 实况管理 3 realities We act on the decision from 3 realities principle principle: Introduction to QC People Development Dept QUALITY POLICY 品质方针 SINGAPORE EPSON The Quality Policy of SINGAPORE EPSON INDUSTRIAL PTE LTD INDUSTRIAL PTE LTD is based on 3 principles:

10 Basic Quality Control Recently a very successful greengrocer from Tokyo was on television. Until 10 years ago, he always bought his oranges at the market, but suddenly all the tasty oranges seemed to disappear. He decided to try and find out why. “quality factor” taste test or taste classification He discovered that each farmer took their oranges to the Farmers Union, where all the oranges became mixed together. Then the oranges were divided into 36 classes-- 6 sizes (SSS,SS,S,M,L,LL) and six grades of shape and appearance. But the most important “quality factor” for oranges is taste. At the Farmers Union there was no taste test or taste classification. Introduction to QC People Development Dept Basic Quality Control, Page 2

11 After discovering this, the greengrocer from Tokyo started buying directly from the farmers. Recently, he has started going to the farms and sometimes even trims the trees! Introduction to QC People Development Dept Basic Quality Control The greengrocer has never studied QC or TQC, but he put his customer firstinvestigated the cause has put his customer first, investigated the cause of the changeto improve his product problem, and change his methods to improve his product. QC is basic good business sense. Basic Quality Control, Page 2

12 ‘It tastes good to me’ The owner of a cake shop is over 60 years old. He tastes the cakes and adjusts the flavour until he thinks it is best. Most of the shop’s customers are between 15 and 20 years old. How can an old man know what flavour young people like ? Introduction to QC People Development Dept 1 Customers First “customers first” Many companies have a policy of “customers first” but some only use it for the final customer ~ the person who buys the final product or service. Basic Quality Control, Page 3

13 Introduction to QC People Development Dept In QC we treat the people who receive the results of our the work as our customers. Sometimes this is called ‘ the next process is our customer next process is our customer ’, but ’process’ doesn’t only mean a manufacturing process. 1 Customers First Chefs (Internal customers) Eaters (External customers) Vegetable washer All employees Salary calculation Callers Telephone operator StudentsTeacher CustomersJob Here are some examples : Basic Quality Control, Page 3

14 T o satisfy our customers we must know what the customers want and expected. Good communication with the next processes” is very important. Introduction to QC People Development Dept O f course, the “processes” before your work will want to communicate with you because you are their customer. To satisfy our customers we must be responsible for our own work, and assure the quality of our work. Basic Quality Control, Page 3

15 A famous QC professor was trying to reduce the number of defective steel plates at a factory when he had the following conversation. Professor : Why don’t you invite the workers from the next and previous processes to help investigate this problem? Process Chief : Professor! Do you mean we should invite the enemy into our workplace? Professor : Hey! Wait a minute. The next processes should be your customers, not your enemies! You should go to the next process and ask ”were the steel plates that we delivered today satisfactory?” That should improve relations with them. Process Chief : Professor, we could never do that. If we go to the next process they will think we are spies! We will be chased away. Basic Quality Control, Page 4 Introduction to QC People Development Dept

16 Explain who is the customer in Customer First ? End-users and next processes are our customers. End-usersbuys or uses our products End-users : The person who buys or uses our products or services. or services. Next process Next process : The person who in next processes will receive the results of our works or services. services. Do you think your next processes are your enemies? If the people working in the process before your come and ask you questions about your work, do you think they are spies? Who are YOUR customers? Introduction to QC People Development Dept Basic Quality Control, Page 4

17 steps for Customers First We must implement following steps for Customers First: Introduction to QC People Development Dept Basic Quality Control, Page 4 1. Verify who are our customers. customers’ requirements clearly 2. Determine our customers’ requirements clearly. It is important to determine what our customers expect so that we can satisfy them. must communicatewith our customers To do this, we must communicate with our customers. Checkthe results 3. Check whether the results of our work meet customers’ before requirements before handing it to our customers.

18 On a very dark night, 3 men meet an elephant but they don’t know what it is. One man touches the nose, “It feels like a fat snake.” The next man touches an ear, ”No, it feels like a large leaf. ”The last man touches the elephant’s large teeth, ”No, it is hard like a stone, and pointed like an arrow.” 2 “ACTUAL FACTS” Introduction to QC People Development Dept Basic Quality Control, Page 5 Are your facts “ACTUAL FACTS”?

19 Introduction to QC People Development Dept

20 Each man believes his description is true and complete. If you try to improve quality without all the “actual facts”, you will be like the 3 men on the dark night. Introduction to QC People Development Dept Basic Quality Control, Page 5 2 “ACTUAL FACTS”

21 “Go to the real location, look at the real thing and consider the real circumstances.” thing and consider the real circumstances.” 3.FACT CONTROL 实况管理 We act on the decision from 3 realities principle: Always remember the 3 REALITIES PRINCIPLE!!

22 Basic Quality Control, Page 6 Introduction to QC People Development Dept Experience and Facts experience AND facts Experience is important when making decisions ; but facts are also important.You should base your actions on experience AND facts. Three Actualities Principle The Three Actualities Principle helps us to collect facts scientifically. The Three Actualities Principle ACTUAL location Go to the ACTUAL location ACTUAL thing look at the ACTUAL thing ACTUAL circumstances and consider the ACTUAL circumstances ACTUAL location “ACTUAL location ” means the workshop, office, warehouse or wherever the problem is. ACTUAL thing “ACTUAL thing” means actual products, services, machines etc. ACTUAL circumstancesreal situation “ACTUAL circumstances” means the real situation. Look at the objectivelywithout preconceptions problem objectively and without preconceptions.

23 When we tackle quality problem, we must objectively observe actual facts it by collecting actual facts. 1.very dangerous 1.It is very dangerous to make a judgment based on only experience our experience. Actual FactsExperience 2. We not deny our experience, but we should determine problems based on Actual Facts and Experience to observe quality problem objectively and to reach correct conclusion the correct conclusion. Basic Quality Control, Page 6 Introduction to QC People Development Dept When a quality problem has occurred, we should not stay in meeting a room to discuss the problem, but go to the placeobjectively place where the problem occurred. We should objectively observe observe the products, services, machines etc. whichever without preconceptions having the problem without preconceptions.

24 ACT CHECK DO LANP Basic Quality Control, Page 7 Introduction to QC People Development Dept 3 Plan-Do-Check-Act PDCA Cycle PDCA Cycle is very important in the following activities: maintenance maintenance improvement improvement PDCA We turn the PDCA wheel and follow each step: PLAN, DO, CHECK, ACT.

25 4 Act Was the improvement successful? If not, take further measures 3 Check Check the effects of the improvement. (collect data And compare with data before improvement.) 2 Do Training and education. Explain the plan to everyone implementing the plan. (ie.”do” ) 1 Plan Decide your target or objective. Decide how to reach your target Basic Quality Control, Page 7 Introduction to QC People Development Dept 3 Plan-Do-Check-Act Don’t forget this step!! Don’t forget this step!!

26 Detailed plan how to achieve the theme or target Theme & Target plan Education & Training Do according to the detailed plan Evaluate Do result Check Do result Measure Do result Temporarily emergency action Permanent action & prevention P DC A ∞ THEME What to do IMPROVEMENT How to do P DC A Introduction to QC People Development Dept

27 PDCA cycle“Deming Cycle” The PDCA cycle is based on the “Deming Cycle”. Dr. Deming introduced QC to Japan from the US after World War 2. Basic Quality Control, Page 7 Introduction to QC People Development Dept The Union of Japanese Scientists and Engineers (JUSE) invited Dr. Deming July 1950 to Japan in July He held a series of lectures and seminars during which basic principles of he taught the basic principles of statistical quality control statistical quality control to executives, managers and engineers of Japanese His teachings industries. His teachings made a deep impression on the participants' minds provided great impetus in and provided great impetus in implementing quality control in Japan implementing quality control in Japan.

28 Japanese achieved quality Japanese achieved quality not by an inspection system by a that spots the defects on an assembly line, but by a concerted effort to“get it right the first time” concerted effort to “get it right the first time”. This lesson was taught to the receptive Japanese in 1950 by a then little-known American business management expert, W. Edwards Deming, who died at age 93. Until 10 days before his death, Deming was still conducting seminars for American companies, belatedly eager for his advice. Corporate America, after World War II, told Deming to get lost and he did, in Japan.

29 Deming advised the Japanese, who sought him out, not to copy the American-style inspection system, but to incorporate quality control principles into the manufacturing process. He was rejected by the American managers because of the belief that poor quality products resulted mostly from management’s failures, not from worker ineptness. Japanese companies, however, were all ears. When Deming first arrived in Tokyo, the top men in the Companies didn’t send just their engineers for an Eight-day seminar --- they came themselves!!

30 Move forward 前进 Concern for quality 与品质的关系 The Philosophy of the Control of Quality: The Deming Cycle Planning and design 计划与设计 Production 生产 / 制造 Marketing After-sales service & market surveys 售后服务与 市场调查 Redesign设计

31 In Seiko Epson we emphasize the “check” step to take more effective action and draw the PDCA cycle like this (right). When you have arrived at the ACT step, don’t stop.You should return to the PLAN stage and plan more improvements. Act Plan Do Check Basic Quality Control, Page 8 Introduction to QCPeople Development Dept It is important to find the root of a problem. It is not good enough to only stop the problem, you must find the cause of the problem and remove that (see Section 6, Problem Prevention for more details).

32 4. Act 3. Check 2. Do 1. Plan Target : To reduce the office heating costs by 30% in 3 months. After investigation, we found that people open the windows in the winter because it is too hot. Target : To reduce the office heating costs by 30% in 3 months. After investigation, we found that people open the windows in the winter because it is too hot. Example of a QC circle using the PDCA cycle: “Reducing the cooling costs in our office.” Basic Quality Control, Page 8 Introduction to QCPeople Development Dept We explained how to use the thermostats to all staff. We also asked all staff not to open the windows when the heating is switched on. We explained how to use the thermostats to all staff. We also asked all staff not to open the windows when the heating is switched on. Everyone knows how to use the thermostats. The windows are not opened when the heater is on. We calculated that heating costs were reduced by 20% in 3 months. Everyone knows how to use the thermostats. The windows are not opened when the heater is on. We calculated that heating costs were reduced by 20% in 3 months. Standardization : Check every 3 months that all staff can still use the thermostats. Train all new staff. We have not reached our target by 10%, so repeat the PDCA cycle again. Standardization : Check every 3 months that all staff can still use the thermostats. Train all new staff. We have not reached our target by 10%, so repeat the PDCA cycle again. Rotate the PDCA cycle Again. Rotate the PDCA cycle Again.

33 MAINTENANCE : PDCA Cycle for MAINTENANCE : keep current quality level When we keep current quality level, we rotate this cycle as following : Introduction to QCPeople Development Dept If it has been maintained, we rotate the same PDCA Cycle again. If it has not been maintained, causes of the problem should be investigated and found out. Then we must take countermeasures countermeasures against the important causes. We should rotate new PDCA Cycle. Plan :keep current quality Plan : Decide on a work procedure to keep current quality level. level. Do :work standard Do : Work according to the work standard. Check :maintained Check : Check whether the quality level is maintained or not. Act :results of Act : Take corrective action depending on the results of check. check.

34 How are improvement activities performed according to PDCA cycle? For IMPROVEMENT : raise the quality level When we want to raise the quality level, we rotate this cycle as following : Introduction to QCPeople Development Dept Plan :higher target Plan : Decide on a new higher target and decide how to reach it. Do : Do : Carry out the plan. Check :resultsset target Check : Check the results (compare against the set target) Act : Act : Take corrective action depending on the result of check. If the target is achieved, then rotate the PDCA cycle for maintenance. investigate the causes of the problem Else, investigate the causes of the problem and take countermeasures countermeasures against the significant root causes improvement. and rotate the new PDCA cycle for improvement.

35 3. Plan-Do-Check-Act ( 计划 - 实践 - 检证 - 对策 ) Improvement 1 Improvement 2 Improvement 3 革新 ( 一 ) 革新 ( 二 ) 革新 ( 三 ) Poor QC No. 1 拙劣的品管 ( 一 ) Quality level 品质水平 没有维持 No Maintenance time Quality level 品质水平 Poor QC No. 2 拙劣的品管 ( 二 ) No Improvement 没有革新 维持 Maintenance Introduction to QCPeople Development Dept

36 3. Plan-Do-Check-Act ( 计划 - 实践 - 检证 - 对策 ) Quality level 品质水平time时日 P DC A 维 持 Maintenance P DC A Maintenance P DC A Improvement 革新 P DC A Improvement 革新 Good QC 优良的品质管理 Is our job and responsibilities 这是我们的工作 与责任 Introduction to QCPeople Development Dept

37 Actual Situation 实况 时间 TimeInnovation革新 没有维持 Maintenance No BAD劣 What should be 标准理想(Standard) Introduction to QCPeople Development Dept

38 工 作 工 作 工 作 工 作 PD CA Working GOOD 良 Improvement 改善 维 持 维 持Maintenance 工 程 标 准 工 程 标 准 工 程 标 准 工 程 标 准 Engineering Standard 工序标 准 Process Standard 规 格 标 准 规 格 标 准 规 格 标 准 规 格 标 准 Specification 业 务 设 施业 务 设 施业 务 设 施业 务 设 施 Business Facilities 知识 管 理 Management Facilities 成 功 成 功 成 功 成 功Successful 失 败 失 败 失 败 失 败 Failure Introduction to QCPeople Development Dept


Download ppt "What is QUALITY CONTROL? 1.QUALITY CONTROL(QC) 1.QUALITY CONTROL (QC) is a tool / concept for objectively determining, analyzing and solving better quality."

Similar presentations


Ads by Google