WCM精华之QCWorksho.ppt

1,QC Workshop,Dr. H. Yamashina Professor Emeritus, Kyoto University Fellow of RCA (The U.K.) Member of Royal Swedish Academy of Engineering Sciences,19th July, 2007,2,Contents 1. Japans QC History 2. What Is the QC Problem Solving Approach? 3. The QC Viewpoint Vital for QC-Type Problem Solving 4. Quality Specification and Process Capability 5. How to Improve Process Capability 6. Quality Assurance of Every Quality Item 7. The QC Seven Step Formula Solving Problems the QC Way 8. The Four Major Factors Influencing Process Capability 9. Processing Point Analysis 10.Diagnostic Table to Check Quality Control Key Questions,3,CHAPTER 1,Japans QC History,4,The Development of Japans Quality Control : a Long Journey,Vision, strategy Satisfactions of stakeholders Management R & D Marketing Product planning Design Production preparation Business Manufacturing techniques Purchasing Manufacturing Quality control Inspection control,Inspection QC Process QC Total Quality Control TQM,5,Major concept about quality assurance (in general) 1 Inspection-oriented quality assurance The first stage of quality assurance, which focuses mainly on inspection of final products, involves only the inspection department and the quality department. Their main functions are to prevent defective products from being released from the company. Limitations (a) Inspectors do not build in quality. They are extra people, which reduces labor productivity. (b) The responsibility of quality assurance does not belong to the inspection division, but to the design and production divisions.,6,(c) It is liable to take too much time to feed back information from the inspection division to the production division. (d) As the production speed is increased, it becomes impossible to make inspection by human being properly. (e) In order to carry out quality control in terms of ppm, the statistical sampling method for AQL does not work. (f) There are a lot of items which cannot be guaranteed by inspection. (g) If defectives are produced one after another at processes, it is no use carrying out strict inspection.,7,2 Process-oriented quality assurance The second stage of quality assurance, which focuses on process control, involves the workshops, subcontractors, the purchasing department, the production engineering department and even the business department. “100% good quality is pursued by investigating process capability carefully and controlling the production process properly.” “Build-in quality at the process.” We(Toyota) are not interested in buying products from the companies which sell good products, but interested in buying products from the companies which have good production processes.,8,The basic principle of quality assurance : Build in quality at the process. The investigation and determination of inspection methods, measuring equipment, or inspection facilities at processes become major issues. 1. From the stage of designing, quality problems must be investigated. 2. Through trials, hidden problems must be discovered. 3. The knowledge about quality and maintenance problems at existing processes must be used when establishing new production lines.,9,4. 100% assurance of the process capability for quality must be made. 5. The method of inspecting the initial product (try-out) and its feedback to improve the processes must be clarified. 6. Development of inspection equipment at the process is vital. 7. Introduction of fool proof devices to prevent human mistakes must be made. Limitation (a) The problems which came from bad development and design cannot be solved by the production and inspection divisions. (b) The mis-selection of material cannot be solved by process control.,10,3 Quality assurance in new product introduction The third stage of quality assurance, which starts from developing a new product, requires company-wide activities from planning of the new product to releasing the product to customers. Quality guarantee at this stage of developing the new product eventually means that quality control must be done with the participation of all the divisions and all the employees including subcontractors. “Build-in quality at the design and the process.”,11,Reasons (a) If QC is not pursued properly in new product introduction, satisfactory quality guarantee cannot be made. (b) If the company makes a failure in new product introduction, it becomes a matter of survival or death for the company. (c) Quality assurance in new product introduction involves research, planning, designing, trial production, purchasing, production technology, production, inspection, business after service departments.,12,procurement,The Determination Curve and the Generation Curve of the Production Cost,Fig. 1.2 :,13,Ideal Time for Modifications,Ideal time for modifications,Worst time for modifications,Possibility of quality and productivity improvement,Cost of modifications,Concept,Development,Validation,Production,Fig. 1.3,14,Table 1.1 QA Matrix,15,Table 1.2 QA Matrix,A: effect big B: effect medium,16,*forgotten *overlooked *mistaken *misunderstood *insufficient,Man,Content,*manufacturing *handling *manufacturing standard,*lack of accuracy *wear *breakdown,* raw material * auxiliary material * environment,Pro-cedure,Method,Machine,Material,Cause Operation,Process function,Defective mode,1 2 3 4,1 2 3,Table 1.3 4M Analysis at each Step of Operation,Article name Article number Date,Person Head Manager in charge,17,Outline of equipment specifications,Process FMEA,4M analysis,QA matrix,Process chart,Evaluation of equipment specifications,2nd DR,(1),(3),(4),(2),Fig. 1.4 Quality Assurance by Equipment from Early Stages,18,Example TQM Activity of a Manufacturing Company,19,100 80 60 40 20 0,Fig. 1.5 Organization,20,Fig. 1.6 : Organizational Structure of a Divisional Head Quarter (Roles),Promotion of quality assurance activities for new products, promotion of quality control,Expediting control of new products, production control,Process planning, jig, inspection tools,Incoming inspection,Daily manufacturing,Divisional headquarter,Engineering div.,Manufacturing div.,Inspection of final products,Assurance of design quality,21,Built-in Quality to Meet Customers Needs,Planning,Development of Design,Production Techniques,Manufacture,After Service,Assurance of Service Quality,Assurance of Design Quality,Assurance of Manufacturing Quality,Build-in Optimal Design Quality,Design of the Optimal Design Quality to Meet Customer Needs,Fig.1.7 : Overview Of Quality Assurance Activities,Promotion of Consistent Quality Assurance Activities,Quality Control System Of Design QFD Parameter design Tolerance design D.R. FMEA, FTA Reliability testing Control of important points,Quality Control System of Manufacture Parameter design Tolerance design Investigation of process capability Process FMEA Automatic inspection, fool proof devices QA network Screening, Debugging Reliability testing Control of important points QC circles Evaluation of skills,Quality Control Evaluation System QC diagnosis Quality assurance meeting Quality auditing improvement meeting,22,To produce attractive products with attractive costs,To produce products by most appropriate design,To make the most efficient production line system,Planning,Development Design,Production techniques,Production,Production techniques to establish efficient production system,Production techniques to create most appropriately designed products,Fig. 1.8 : Role of production engineering,23,Fig. 1.9 : Systematic Activities from Design to Production,24,* Development of production technique to support optimally designed products * Shortening development period by carrying ties,Aims,25,Necessary Activities for Quality Assurance,Quality Control of Design * Reliable quality function Quality function deployment * Reliable product design Specifications of parameters, specifications of tolerances * Reliable quality assurance Design review, FMEA ,FTA, ontrol of important points * Reliable quality confirmation Reliability testing,26,b) Quality Control of Manufacturing * Design of reliable manufacturing processes Specification of parameters, specification of tolerances, investigation of process capability * Reliable quality assurance Process FMEA, quality assurance over the entire process, control of important points, reliability testing during production preparations * Total inspection at the critical processes Automatic testing, fool proof devices, screening system, debugging system * Reliable workforce QC circles, evaluation of skills,27,c) Evaluation of quality control activities * Evaluation of product quality (Evaluation of the result) * Evaluation of the quality assurance organization (Evaluation of the quality assurance process),QA meeting Quality auditing system QC diagnosis,28,Table 1.4 Quality Assurance System,Assessment of Engineering Requirements,Quality Function Deployment,Product Planning,Production Design,Research of Production Technology,Quality Specifications,FMEA/FTA,Designation of Early-stage Manufacturing Control,Quality Audit / Reliability Test,Prototype,First Design Review/ First Quality Assurance meeting,Product planning,Product Design/Prototype,29,Quality Assurance System (contd),Product preparation,Mass Production,Process Planning,Planning of Machines and Tools,Process FMEA,Quality Audit/Reliability Test,Mass Production (Early-Stage),Inspection Specifications,Quality Audit/ Reliability Test,Preparation of machines and Tools,Assessment of Quality Process,Mass Production (routine),Second Design Review/ Second Quality Assurance meeting,Third Design Review/Third Quality Assurance meeting,Release from Early-Stage Manufacturing Control,Work Standard,Training of workers,30,Fig. 1.10 : Concept of Parameter Design (Stability Design),It is useful to make parameter design in order to assure product reliability,demanded characteristics,external noise,(Environmental used conditions such as temperature, humidity, voltage and use condition),Given conditions,A1,B1 and C1, are stable design parameters to meet demanded characteristics.,31,Fig.1.11 : The Structure of Reliability Testing,Development,Design,Prototypes,Process planning,Trial mass production,Mass production,Design change process,(Step),Reliability testing of the trial products,Reliability testing plan,Reliability testing of the products of trial mass production,Reliability test of the mass produced products,0th DR, 0th QA meeting,Secondary DR, Secondary QA meeting,Firstly DR, Firstly QA meeting,*1 - Checking the conditions which lead to the failure. Checking the applicability of the product in use environments.,*2 - Checking the reliability including the variations cause by manufacturing.,*1,*2,32,Table 1.5 QA Meetings,1st QA meeting,2nd QA meeting,3rd QA meeting,4th QA meeting,5th QA meeting,Planning the product that will satisfy customers. Realization of quality targets. Important quality specifications Confirmation of design quality Evaluation of degree to which quality targets have been achieved Stipulation of quality control criteria Securing machine and process capacity Confirmation of inspection processes and methods Confirmation of manufacturing quality and process capability Striving for quality in manufacturing Ensuring the quality of incoming materials and parts Confirmation of the quality of the new products,Product planning,Product design,Prototype design/ manufacture/ test/ evaluation,Production preparing,Mass production (early stage),Trial production test/evaluation,Mass production,33,Fig. 1.12 : Quality Control at the Manufacturing Process,early stage production,type of the distribution,systematic change takes place,Investigation of process capability Machine, lot Material Time,Specific tables for process control,statistical,Control of process Control chart Check sheet histogram,Automatic testing Fool proof devices,sporadic,Control point Control items,trial mass production,normal production,Quality Characteristics,Time,abnormal,34,Product plan,Product design,Testing product,Trial mass production,Early stage production,Use of process capability information,QA of the equipment,Equipment planning,Process planning,Equipment design,Manufacturing adjustment,Trial production,Early stage production,QA of the product,Use of process capability information,Fig. 1.13 : The Structure of Process Capability Checking,Establishment of quality standards,Checking of process capability Analysis of cause and effects Improvement of process Standardization, evaluation,Maintenance and improvement of process capability,Production engineering div. Equipment manufacturing div. Quality control div. Manufacturing div.,Manufacturing div.,Normal production,35,Fig. 1.14 Controlling Variations of Process Characteristics,d - ,d,d + ,d - ,d + ,d,tolerance limits,OUTCOME OF PROCESS CAPABILITY STUDY,length,d + ,36,Fig. 1.15 The roles of equipment design engineers and its operators,37,Fig. 1.16 Assuring the reliability of production Facilities,38,ENGINEER TRAINING PROGRAM,Table 1.6 ENGINEER TRAINING PROGRAM,39,Table 1.7 WORKER TRAINING PROGRAM, 5S Sorting in Japanese “Seiri” Cleanliness in Japanese “Seiketsu” Organization in Japanese “Seiton” Discipline in Japanese “shitsuke” Cleaning in Japanese “Seiso”,40,Fig.1.17 : Concept of QA Network,（Notes) 100% checking by visual sense fool proof device 100% checking by measuring random checking by visual sense random checking by measuring,41, Assuming that the life time of the product is equal to the life time of the constituent parts Taking balances of the life times of the constituent parts and, finally Reducing the variations of the life times of the constituent parts. improving the life time of the product.,Fig.1.18 : How to Use the Data of Reliability Test Results,42,Fig. 1.19 Top Management Participation in TQM System,43,Table 1.8 : Quality Control Evaluation System,44,Table 1.9 OVERALL TQM SYSTEM IMPROVEMENT TQM AUDIT BY TOP MANAGEMENT ,All Product divisions (Once per Year),Division to Be Audited,Regular Members : President and Executive Senior Managing Directors Alternating Members : Related Directors and General Managers,Auditing Member,1. Presentation (60 Min) Quality Improvement Plan/Approach/Priority Quality Improvement Activity - Q.A. Dept. - Product Eng. Dept. - Mfg. Dept. 2. On-Site Audit (60 Min) 3. Review and Discussion (60 Min),Program, Audit Focused on Implementation Progress and How to Further Enhance QC Efforts. Exchange of Top Management and Employee Viewpoint on QC at the “Grass Roots” Level.,Aim,45,Fig.1.20 : QC Circle Structure, Decision of the policy of the QC circle activities. Planning the activities of the QC circles., Decision of the orientation of the QC circle activities. Support of sub-circles and mini-circles, Advice of selecting QC themes. Solving big problems Study of QC methods, Activities of solving individual QC problems,46,Fig.1.21 : How to Run QC Circle Activities,1. Formation of QC Circles,2. Annual activities plan,3. Running daily QC circle activities Establishment of QC themes and QC goals Practice of activities Record and summing up of the activities Confirmation of the results with the goals,4. QC presentation,5. Evaluation and awards,Supervisor,Secretariat,Daily Control Division,Participation of ex-company activities,QC Circle within-company meeting,Total evaluation,(Production and Supporting personnel),47,Fig. 1.22 GUIDANCE SYSTEM FOR SUPPLIERS,48,Table 1.10 OVERALL GUIDANCE FOR SUPPLIER TQM ACTIVITIES,Guidance for Supplier, FIAT AUTOQC Prize,Quality Improvement Guidance,Q.A. Audit for Special Process,Q.A. Inspection, Follow-up,Q.A. Audit for Very Important Parts,TIE Guidance,Joint Production Engineering Research Meeting,Safety, Health & Environment Audit and Guidance,Accounting, Finance Guidance,QC Training,TIE, QC Circle, Measuring- Instrument Training,Engineering Management Training,49,CHAPTER 2,What Is the QC Problem-Solving Approach?,2.1 What Is a Problem? Narrowing the gap between the ideal and the real 2.2 The Definition of the QC Problem-Solving Approach Use the QC approach to crack your problems 2.3 The Ten Commandments for Becoming a Competent Problem Solver Some tips for becoming good problem-solving leaders,50,2.1 What Is a Problem? Narrowing the gap between the ideal and the real,A “problem” is the gap between the present situation and the ideal situation or objective (see Fig. 2.1),Fig. 2.1 What is a Problem?,GapProblem= (ideal situation or objective)-(present level),present level,Good,Control characteristic,Ideal situation or objective,2.1.1 The definition of a problem,The QC problem-solving approach defines a problem as follows:,51,Loss C,Loss B,Loss A,Rank,Zero losses,Theoretically standard loss,Standard loss,Name,Loss C 40 60%,Loss B 20 40%,Loss A 10 20%,The standard of detecting losses,Remodel the equipment, introduce a new machine and/or reengineer the process by good engineers,Detect losses from the viewpoints of the principle and operating standards and eliminate the detected losses.,Observe based on 5G principles. Losses created by the digression from the standard.,Concept of the improvement,Losses identified by WC benchmarking Losses identified from the viewpoint of the ideal case based on zero losses Losses identified by an innovative solution without the current constraints.,Losses created by the digre- ssion from the theoretically ideal situation based on the current