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QC Story-Executives
Page 1
QC Story-Executives
Page 2
Audit points
SIT 1
SIT 2
SIT 3
Poor
Good
Good
Not done
Done
Not done
No
Yes
No
Not done
Done
Not done
Done
Done
Done
No
Yes
Yes
Poka-yoke
Poka-yoke
Poka-yoke
No
No
No
No
No
No
QC Story-Executives
Page 3
2.
3.
4.
Only few members doing the analysis, not all the members
actively involved (4 out of 8)
5.
6.
QC Story-Executives
Page 4
QC Story-Executives
Page 5
What is a QC Story?
QC Story-Executives
Page 6
A QC story
is a methodology of
systematically and permanently
solving a problem
QC Story-Executives
Page 7
QC Story-Executives
Page 8
QC Story-Executives
Page 9
The structure of a QC
story
QC Story-Executives
Page 10
QC Story-Executives
Page 11
Page 12
Analyse
Standardise
Implement actions
Page 13
No
QC Story-Executives
Page 14
Conclusion
Standardisation
A P
C D
Check
QC Story-Executives
Analysis
Action
Page 15
Problem definition
What
Observation
Analysis
Action
Check
Standardisation
Plan
Why
Who
When
Where
How
Do
Check
Action
QC Story-Executives
Conclusion
Page 16
Why QC Story?
QC Story-Executives
Page 17
QC Story-Executives
Page 18
QC Story-Executives
Page 19
Exercise 1.1
The mechanic brought another battery and replaced the dead battery.
2. Krishnan and his family decided to go on a picnic on Sunday morning in
their car.
3. Krishnan made a note to start the car on alternate days to keep the battery
charged.
4. Deepak called the local Mechanic and informed him about the problem.
5. Krishnans children were very much disappointed.
6. Krishnan wanted to takeout his car on Saturday evening, but it did not start.
7. Krishnans wife complained that the car is old and they have to buy a new
car.
8. The Mechanic said the problem is due to Krishnan not using the car regularly.
9. Deepak declared that the battery is dead.
10. Krishnans family left for Picnic on Sunday morning happily.
11. Krishnan called the dealer and arranged to replace a new battery on
Monday.
12. On Monday Krishnan shared his experience with his colleagues.
13. Deepak opened the bonnet and checked for battery terminal connections.
14. Krishnan called his neighbour Deepak to help him start the car.
15. After fitting the temporary battery, Krishnan started the car on Saturday. The car
started without trouble
1.
QC Story-Executives
Page 20
7.________________________________________________________
QC Story-Executives
Page 21
QC Story
1. Krishnans car did not start on Saturday
2 . Deepak found that battery is dead
3. Krishnan was not using his car regularly
4a. Mechanic replaced a battery temporarily.
4b. Krishnan arranged for a new battery to be fitted on
Monday,.
5. After fitting the temporary battery, Krishnan started
the car on Saturday. The car started without
trouble. Krishnans family went to the picnic happily
on Sunday morning.
6. Krishnan decided to start the car every alternate
day
7. Krishnan shared his experience with
his colleagues
QC Story-Executives
Page 22
- Problem .
- Observation
- Analysis
-Action
- Check
-Standardisation
- Horizontal
deployment
Page 24
QC Story-Executives
Page 25
Session 1 Objective
By the end of this session, you will be able to:
Appreciate the need for change in approach to
problem solving,
Define the problem
QC Story-Executives
Page 26
Step 1
PROBLEM
DEFINITION
QC Story-Executives
Page 27
What is a Problem
QC Story-Executives
Page 28
A Problem is
An undesirable result of a job
QC Story-Executives
Page 29
PROBLEM
Is this gap
Time
QC Story-Executives
Page 30
VCS
PLAN
GAP DUE TO
PROBLEMS
ACTUAL
Time
QC Story-Executives
Page 31
QC Story-Executives
Page 32
Selection of problem
How to select a problem?
Select problems from
ECM performance charts
Project bank
Daily management points
TQM, TPM,JIT reviews
QC Story-Executives
Page 33
Selection of problem
MP / CP or Policy
(Unit Manager / Section head)
TO DO LIST
(Module controller / Executives)
1. xxxxxxxxxxxx
2. xxxxxxxxxx
3. xxxx
PLA
N
ACTUAL
VCS CHARTS
QC Story-Executives
Page 34
Selection of problem
Give priority to the problems related to,
External customer satisfaction
QC Story-Executives
Page 35
Selection of problem
Prioritise the problems to be attended and
solved first.
Explain the importance of solving the
problem on priority.
QC Story-Executives
Page 36
Selection of problem
Prioritization of Problems
Accord First
priority for this
problem
90
Frequency
80
70
60
50
40
30
20
10
0
Problem 1 Problem 2 Problem 3
QC Story-Executives
Page 37
Others
Selection of problem
Select a problem close
to the customer
Excessive
cost
Bad tools
Poor
adjustment
Defective
product
Customer
dissatisfaction
QC Story-Executives
Page 38
Problem Statement
The problem statement should be ;
clear
specific and
measurable ( use performance charts)
It should state
What
Where
When
Who
- is the problem
- should be stated in terms of results, not causes.
- the problem occurred
Page 42
Problem Statement
The problem statement should be,
clear
specific and
measurable ( use performance charts)
Weakness orientation
QC Story-Executives
Page 43
QC Story-Executives
Page 44
Problem statement
Weakness orientation
Target
Weakness
Current
Target
Weakness
Current
QC Story-Executives
Page 45
Problem statement
QC Story-Executives
Page 46
QC STORY STEP:
TEAM REF :
1.0 PROBLEM
TOPIC :
PROBLEM :
EFFECT :
1. High SMM
2. Low Go Thru
TARGET:
4. Low Cpk
TEAM
Policy Ref
QC Story-Executives
: 1.A.1
Page 47
Not correct
Correct
QC Story-Executives
Page 48
Page 49
QC Story-Executives
Page 50
Wrong statement :
Right statement :
QC Story-Executives
Page 51
Wrong statement
Right statement
Page 52
Page 53
QC Story-Executives
Page 54
Not correct
Improve delivery,cost &
quality of motorcycle
QC Story-Executives
Correct
-
Page 55
Team formation
Form team with members from Customer and supplier
functions.
For example,
Team
Purchase
QC Story-Executives
Production
Page 56
Warehouse
Team formation
Functions Relations diagram
Purchase
QC Story-Executives
Production
Page 57
Warehouse
Activity
Usual Gantt
chart
Resp.
Week
24
25
26
Problem selection
Observation
Analysis
Action
Check
Standardisation
Conclusion
Presentation
Holding gains
QC Story-Executives
Page 58
39
ThisActivity
is a better
chart for individual project
Gantt chart
QC Story-Executives
Page 59
SOP/Guidelines
and audit as per
SOP
Problem definition
Summary:
QC Story-Executives
Page 60
Problem definition
Summary:
Reflect weakness orientation in the problem
statement and the theme
QC Story-Executives
Page 61
Steps
Understanding
problem
Cause&effect diagram,
Graphs, Control charts,
Performance charts
Stratification
Selection of problem
Pareto charts
Performance charts
Activity plan
Gantt charts
Effective
QC Story-Executives
Highly effective
Page 62
Effectiveness
of tool
Step 2
OBSERVATION
QC Story-Executives
Page 63
Exercise 2.1
QC Story-Executives
Page 64
Exercise 2.1
1.
2.
3.
4.
5.
Kamal is a buyer
Kamal was scheduled to have a meeting with
Mr Sharma at 10 O clock
Kamal slipped and fell at Sharmas office
Kamal was taken to the hospital for X-ray
No one in the hospital knew anything about Kamal
QC Story-Executives
Page 65
YES
NO
.
.
.
.
.
.
.
.
Observation
Objective:
Understanding of the current circumstances
based on facts.
QC Story-Executives
Page 66
Observation
This is the most important stage of problem solving.
Further course of action is decided based on
observation.
QC Story-Executives
Page 67
Observation
Problem solving emphasizes the
QC Story-Executives
Page 68
Observation
Three immediates and Three actuals
Immediately go to actual workplace
Immediately examine the actual part/object
Immediately implement the corrective action
at the actual time when problem occur
QC Story-Executives
Page 69
QC Story-Executives
Spec / Std
Page 70
Genba
observation
( Actual )
Deviation
Spec / STD
0.1 mm / min
Genba
observation
( Actual )
0.1 mm / min
Deviation
01
FEED
NIL
02
SPEED
1100 RPM
1100 RPM
NIL
03
INSERT
TCGX 110204
TCGX 110208
INSTEAD OF
R 04 ,R 08
IS BEING USED
SAMPLE
QC Story-Executives
Page 71
Action
Sense Problem
ACT to
improve the
standard or
its use
Know the
STANDARD
DO the work
according to the
standard
Check
Actual s confirm
to the standard
Yes
No
Do
The
problem persists?
No
Yes
Page 72
Observation
Look for
nature of occurrence
any clues on failed parts
Stratify the data to the extent possible
All the data (Quantitative),observations (Qualitative)
should be tabulated
- clearly and
- in an easy-to-understand manner.
Do not be biased. Go with an open mind.
QC Story-Executives
Page 73
2: Poor
5: Very Good.
3: Average 4:
Page 74
Page 75
Learning:
If you decide based on incomplete
data, your decision may be wrong.
QC Story-Executives
Page 76
QC Story-Executives
Page 77
QC Story-Executives
Page 78
QC Story-Executives
Page 79
P1
P2
P3
P4
Problem
occurs
here
Principle
Take process P3 and process P2 for further study,
Why P2 ?
Process P2 may have an effect on process P3
QC Story-Executives
Page 80
P5
Problem
observed
here
Stratification of data
QC Story-Executives
Page 81
Process
Output Symptom
Instability
Problem
Definition
QC Story-Executives
Variation
Off-Target
Page 82
Variability
Variation Vs Variability
Variation is the subset of variability. Variation is present due to
common causes whereas variability is present due to
assignable causes as well as common causes.
Variability
QC Story-Executives
Variation
Page 83
Components of variability
Trend
Shift
Instability
Cycle
Freak
Variability
Variation
Aim is Off
Off-target
QC Story-Executives
Page 84
Structural
limitation
QC Story-Executives
Page 85
Stratification:Examples
12
Machine A
Machine B
19
17
15
13
11
12
Machine A
4
11
13
15
17
19
11
13
15
17
19
12
Machine B
QC Story-Executives
Page 86
Example:
Gear KS driven- Ax100.
Gear tooth found with
heavy tearing mark after Nos
gear hobbing.
Scrap details
91
100
90
80
70
60
50
40
30
20
10
0
Wk. 8
Wk. 9
Wk. 10
Machining details.
Hob material : ASP 30- Tin coated
Job RPM
: 18
Hob RPM
: 276
Feed
: 2 mm/min
Cutting fluid : ILO Cut 1945
Job hardness : 80 82 HRB ( Spec.80-90 HRB)
QC Story-Executives
Page 87
Hobbing
machine
Cutting oil
tank
Page 88
Page 89
Session 2
QC Story-Executives
Page 90
Page 91
Session 2 Objectives
By the end of this module, you will be able to:
QC Story-Executives
Page 92
Step 3
ANALYSIS
QC Story-Executives
Page 93
Cause vs problems
Possible cause
Possible cause
Problem
Possible cause
Possible cause
Possible cause
Only one problem
Page 94
Cause Vs Problems
Possible
cause
Possible
cause
Problem
Possible
cause
Possible
cause
Page 97
QC Story-Executives
Page 98
Case 2
Tool 1
Problem 1
Tool 2
Problem 2
Problem 6
Tool 6
Tool
Tool 3
Tool 5
Problem 5
Problem 3
Tool 4
Problem 4
Pre- TQC Council/RL
QC Story-Executives
Jan 02/HorDep.ppt
Page 99
QC Story-Executives
Page 103
QC Story-Executives
Page 104
Shortlist probable
causes using
preliminary analysis
All Possible
causes
Probable
causes
Root
cause
QC Story-Executives
Page 105
Level 2
Sporadic Cause
Level 3
Cause verification
Probable and
possible
causes
QC Story-Executives
Cause
Root
Cause
Temp
Countermeasure
Preventive countermeasures
Probable
causes
Page 106
Level 2
Chronic Causes
Level 3
Probable and
possible
causes
QC Story-Executives
Probable
causes
Causes
Page 107
Plan countermeasures
Root
Causes
Example:
Scrap details
91
100
90
80
70
60
Nos 50
40
30
20
10
0
Wk. 8
Wk. 9
Wk. 10
Machining details.
Hob material : ASP 30- Tin coated
Job RPM
: 18
Hob RPM
: 276
Feed
: 2 mm/min
Cutting fluid : ILO Cut 1945
Job hardness : 80 82 HRB ( Spec.80-90 HRB)
QC Story-Executives
Page 109
Component jammed
Hobbing
machine
QC Story-Executives
Page 110
Burr collecting
conveyer
Burr collecting
conveyor
Mesh provided
Component
jammed
Cutting oil
tank
QC Story-Executives
Page 111
NOT OK
NOT OK
NOT OK
Validate
result
Check side
Effect for Q&S
OK
Estimate
cost
OK
OK
Select appropriate
countermeasure
Action
QC Story-Executives
Estimate
Time
Page 112
OK
Level of prevention
Effectiveness of Countermeasure
QC Story-Executives
SPC charts
Page 113
Analysis - Summary
Identify whether the problem is chronic or sporadic.
Select appropriate tool depending on problems
For chronic problems, cause verification to be
validated statistically.
Never assume things.
Select appropriate countermeasures from alternate
countermeasures.
Countermeasures should be for root causes and not
for phenomena / problem
Check for side effects.
The quality level in any case should not deteriorate
from the existing level
QC Story-Executives
Page 114
Step 4
ACTION
QC Story-Executives
Page 115
Implementation Plan
Discuss with concerned persons for
implementation of countermeasures.
- use 3w1h formats for action and
Gantt chart for monitoring the progress
QC Story-Executives
Page 116
Meeting :
Write the problem here
Subject :
Members
present
S.No.
Venue:
WHAT
From
To
(y - a)
1.1
1.2
-----------------
WHEN
(DATE/WK)
WHO
Date of
review
Next
review date
HOW
1.1.1.
1.1.2 - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - (y - a)
2.1
The " When & Who " is for the activity
How ' column& not for ' What ' column
QC Story-Executives
Page 117
Venue: Plant I
EXAMPLE
S.No.
WHAT
From
WHEN
(DATE/WK)
WHO
Wk.no 49
AD
Wk.no 50
Wk.no 51
Wk.no 52
MAV
AD
AD
To
Date of
review
Next
review date
HOW
1.1
2.1
91%
1.1.1
Arrange samples in powder coated
condition from M/s Fiem Auto Ltd
1.1.2
Approve samples
1.1.3
Arrange pilot batch
1.1.4
Arrange Bulk supplies
EXAMPLE
QC Story-Executives
Page 118
Activity Plan
Action 1.1
Sl.
Action
No
VBS
Get quote
VBS
Negotiate
KR
Raise PR/PO
KR
VBS
QC Story-Executives
Date
2 4 5 6 7 8 9 11 12 13 14 15
Page 119
16
18
19
March'02
20
21
22
23
25
26
27
28
29
Example:
Scrap details
91
100
90
80
70
60
Nos 50
40
30
20
10
0
Wk. 8
Wk. 9
Wk. 10
Page 120
Venue: Plant I
EXAMPLE
S.No.
WHAT
From
To
91
WHEN
(DATE/WK)
WHO
Wk.no 10
VBS
Date of
review
Next
review date
HOW
Cause:
No burr filtration
Root cause:
Conveyor jammed since component
fell inside conveyor
Action:
Eliminate component falling
into conveyor
QC Story-Executives
Page 121
1.1
1.2
1.3
Action - Summary
Clearly spell out the actions.
Fix responsibility to an individual and not a dept.
Fix target dates
Have regular reviews till implementation is
completed.
QC Story-Executives
Page 122
Step 5
CHECK
QC Story-Executives
Page 123
How to Check
Compare the results before and after implementation
of countermeasure.
Use the same charts, measures used in
define/ observation phase.
Monitor the results at least for 3 months.
QC Story-Executives
Page 124
After
20
improvement
done
No.of Defects
15
10
5
0
1
QC Story-Executives
6
7
Date
Page 125
9 10 11 12 13 14 15
Before
After
80
70
60
Nos
50
40
30
20
10
0
Wk. 8
QC Story-Executives
0 0
0
Wk. 9
Wk. 10
Page 126
Wk. 11
Wk. 12
Wk. 13
Step 6
STANDARDISATION
QC Story-Executives
Page 127
What is a Standard?
A standard is made up of only those elements
which, when not followed, results in a predictable
defect or waste.
QC Story-Executives
Page 128
Examples of Standardisation
Road signals,
Bulb fittings,
Fasteners,
Floppies,
Credit cards,
Toilet symbols etc.
QC Story-Executives
Page 129
Benefits
It helps in doing a specific activity :
- the same way
- by different people
- at all times
without leading to any mistake.
Man dependant to man independent
Creates a rich knowledge base for future
reference.
QC Story-Executives
Page 130
Standardisation
Process
Release modified
Drawing
OK
Not OK
Check results
Page 131
Reject Change
request
Means of Standardisation
Documents
Drawings
Standards
QC Story-Executives
Types
Responsible Dept.
Component drawing
- R&D
Fixture drawing
Tool drawing
Inspection stds.
- QAD/VQ
Engineering stds.
- R&D, PED
Operation stds.
- Engg./PED
QCPC
- Engg./PED
Page 132
Means of Standardisation :
Documents
Responsible Dept.
Process sheet
- PED
Manuals
- Respective Depts.
- TQC
- SAP
- Service Dept.
QC Story-Executives
Page 133
QC Story-Executives
Page 134
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QC Story-Executives
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Page 135
20
PART DESCRIPTION:
GEAR PRIMARY DRIVEN
LINE NAME:
GEAR SHOP - SOFT
PROCESS PARAMETERS
CONTROL ITEMS ( CAUSES )
FACTOR
(4M)
PARAMETER
SPECIAL
PROGRAMME
M ETHOD
SOFT
LAYOUT/SHEET
JAW
SHOP:
GEAR SHOP
SPECIFICATION.
PART PARAMETERS
CONTROLLING METHODS
CHECK CHECK TOOL OF
METHOD FREQ. CONTROL
PERSON
RESPONSIBILITY
CONTROL
INSTRUCTIO
N
20
TOOL / FIXTURE
No.
OPERATION
DESCN. /
MACHINE No /
MACHINE DESCN.
LAOS No.
PART No.:
306 005 0
OPERATION No.
MODEL:
AX100
AS PER
PRG.MASTER
VISUAL
EVERY
WEEK
CELL
LEADER
M ODULE
CONTROLLER
DAILY
CELL
LEADER
M ODULE
CONTROLLER
CELL
LEADER
M ODULE
CONTROLLER
MAN
JAWS
NO DAMAGE TO
BE SMOOTH
VISUAL
M A CHINE
CHUCK CLAMPING
PRESSURE
16-18 Kg/Cm2
INDICATO EVERY
R
WEEK
CONTROL ITEM
PARAMETER
SPECIFICATION
/CONTROL
LIMITS
CONTROLLIN
VIEWER
INSPECTION
CHECK
METHOD
FREQ.
TOTAL HEIGHT
33.2/33.4
607 0519
THICKNESS
-0.1
10.0
607 0523
GROOVE POSITION
-0.20
29.8
607 0702
16 +/-0.05
606 1595
FACE OUT
0.05 Max
612 0011
PARALLELISM
0.04
GAUGE
SLOT SYMMETRY
0.08 Max
GAUGE
607 0548
607 0529
10
30
30
FIXTURE
2010019
M ETHOD
SPINDLE SPEED
100 RPM
LEVER
POSN.
1/
3M ONT
H
M ETHOD
TABLE FEED
250 mm/min
STOP
WATCH
MAN
CUTTER CHANGE
HISTORY
CARD
CELL
LEADER
M ODULE
CONTROLLER
EVERY
WEEK
CELL
LEADER
M ODULE
CONTROLLER
EVERY
WEEK
CELL
LEADER
M ODULE
CONTROLLER
SLOT WIDTH
SLOT DEPTH
METHOD OF MEASUREMENT
TOOL OF CONTROL/ RECORDING METHOD CONTROL INSTRUCTION
1 - RAISE NCR
ISSUE
CHECK
CONTROL
INSTRUMENT : TYPE
2 - STOP AND CORRECT
DATE
SHEET
PRE
CONTROL CHART
GAUGE
: TYPE & GAUGE No.
3 - CHECK EARLIER PRODUCTION
SIGN
QC Story-Executives
REVISION
a
1/06/01
VBS
Page 136
+0.1/+0.2
8.0
-0.30/-0.50
27.5
Step 7
HORIZONTAL
DEPLOYMENT
QC Story-Executives
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How Do We Do It?
Identify areas where the learning / benefits can be made use of.
Look for
- Similar parts
- Similar process
- Other machines
- Other cells
- Other departments
- Other plants
- Other models
Implement wherever applicable.
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Communicate through:
- Exchange of Kaizen sheets
-TQC Council
- QCC/SIT/CFT presentations
- Learning forum
- VCS in unit office
- Discussion database
QC Story-Executives
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QC Story-Executives
Page 140
QC Story
is a systematic method to solve
problems.
QC Story-Executives
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Steps involved
Measure & Improve
1. Define
problem
Observation
for clues, nature of occurrence.
3. Analysis
for root cause / causes.
4. Action
implement countermeasures.
5. Check
for results.
6. Standardisation
of the learning.
7. Horizontal deployment of benefits.
. 2.
QC Story-Executives
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Page 143
- Prof. Washio
QC Story-Executives
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Application of Tools
QC story
TOOLS
Problem
Observation Analysis Action
Identification
Check sheet
Pareto diagram
Stratification
Cause & effect diagram
Histogram
Scatter diagram
Control chart,graphs
DOE
Test of significance
Why, why analysis
PM analysis
Gantt chart
QC Story-Executives
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Check
Standardization HD
Experience
only
Experience
&
Scientific
Scientific
Less risk
*
Confirmative
Approach
QC Story-Executives
Medium
risk
Investigative
High risk
Page 147
Best
guess
Reference Books
1.Statistical methods Hitoshi Kume
2.Four practical revolutions in
Management
- Shoji Shiba and
David Walden
QC Story-Executives
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QC Story-Executives
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QC Story-Executives
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Nature of Occurrence
Instability
Sporadic
Off target
Problem
Chronic
Variation
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Nature of Occurrence
20
No.of Defects
15
Target
Instability
(Sporadic loss)
ZERO
10
5
0
1
9 10 11 12 13 14 15
Date
20
20
No.of Defects
15
15
Target
Variation
due to chronic
loss
Target
ZERO
ZERO
10
10
0
1
9 10 11 12 13 14 15
Date
Date
QC Story-Executives
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9 10 11 12 13 14 15
Thank you
QC Story-Executives
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Improvement
activities
DO
CHECK
improvement
improvement
results
PLAN
improvement
Focus on
vital view
ACT to
standardize to
results or plan for
next
improvement
cycle
Initiate
Standardisatio
improvement
n
Know the
Routin
e work
QC Story-Executives
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STANDARD
A
C
S
D
DO the work
according to
the standard
7.Reflect on
process and next
6.Standardi
ze solution
problem
Sense
problem
1.Select
theme
4.Plan and..
Level of
thought
Explore
situation
Formulate
problem
2.Collect and
analyze data
3.Analyze
causes
Implement
solution
Level of
experience
Data 1
Data 2
Data 3
Control
Reactive
QC Story-Executives
Proactive
Page 160
5.Evaluate
effects
2.Problem Exploration
Excessive cost
Bad tools
Poor
adjustment
Defective
product
Customer dissatisfaction
QC Story-Executives
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Stratification : Examples
Petrol tank rejection at leak testing.
1. Shift wise
2. Operator wise
3. Operation wise
4. Location wise
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