WCM精华之QC-Workshop.ppt

1 QCWorkshop Dr H YamashinaProfessorEmeritus KyotoUniversityFellowofRCA TheU K MemberofRoyalSwedishAcademyofEngineeringSciences 19thJuly 2007 2 Contents1 Japan sQCHistory2 WhatIstheQCProblemSolvingApproach 3 TheQCViewpoint VitalforQC TypeProblemSolving4 QualitySpecificationandProcessCapability5 HowtoImproveProcessCapability6 QualityAssuranceofEveryQualityItem7 TheQCSevenStepFormula SolvingProblemstheQCWay8 TheFourMajorFactors InfluencingProcessCapability9 ProcessingPointAnalysis10 DiagnosticTabletoCheckQualityControlKeyQuestions 3 CHAPTER1 Japan sQCHistory 4 TheDevelopmentofJapan sQualityControl aLongJourney Vision strategySatisfactionsofstakeholdersManagementR DMarketingProductplanningDesignProductionpreparationBusinessManufacturingtechniquesPurchasingManufacturingQualitycontrolInspectioncontrol InspectionQCProcessQCTotalQualityControlTQM 5 Majorconceptaboutqualityassurance ingeneral 1Inspection orientedqualityassuranceThefirststageofqualityassurance whichfocusesmainlyoninspectionoffinalproducts involvesonlytheinspectiondepartmentandthequalitydepartment Theirmainfunctionsaretopreventdefectiveproductsfrombeingreleasedfromthecompany Limitations a Inspectorsdonotbuildinquality Theyareextrapeople whichreduceslaborproductivity b Theresponsibilityofqualityassurancedoesnotbelongtotheinspectiondivision buttothedesignandproductiondivisions 6 c Itisliabletotaketoomuchtimetofeedbackinformationfromtheinspectiondivisiontotheproductiondivision d Astheproductionspeedisincreased itbecomesimpossibletomakeinspectionbyhumanbeingproperly e Inordertocarryoutqualitycontrolintermsofppm thestatisticalsamplingmethodforAQLdoesnotwork f Therearealotofitemswhichcannotbeguaranteedbyinspection g Ifdefectivesareproducedoneafteranotheratprocesses itisnousecarryingoutstrictinspection 7 2Process orientedqualityassuranceThesecondstageofqualityassurance whichfocusesonprocesscontrol involvestheworkshops subcontractors thepurchasingdepartment theproductionengineeringdepartmentandeventhebusinessdepartment 100 goodqualityispursuedbyinvestigatingprocesscapabilitycarefullyandcontrollingtheproductionprocessproperly Build inqualityattheprocess We Toyota arenotinterestedinbuyingproductsfromthecompanieswhichsellgoodproducts butinterestedinbuyingproductsfromthecompanieswhichhavegoodproductionprocesses 8 Thebasicprincipleofqualityassurance Buildinqualityattheprocess Theinvestigationanddeterminationofinspectionmethods measuringequipment orinspectionfacilitiesatprocessesbecomemajorissues 1 Fromthestageofdesigning qualityproblemsmustbeinvestigated 2 Throughtrials hiddenproblemsmustbediscovered 3 Theknowledgeaboutqualityandmaintenanceproblemsatexistingprocessesmustbeusedwhenestablishingnewproductionlines 9 4 100 assuranceoftheprocesscapabilityforqualitymustbemade 5 Themethodofinspectingtheinitialproduct try out anditsfeedbacktoimprovetheprocessesmustbeclarified 6 Developmentofinspectionequipmentattheprocessisvital 7 Introductionoffoolproofdevicestopreventhumanmistakesmustbemade Limitation a Theproblemswhichcamefrombaddevelopmentanddesigncannotbesolvedbytheproductionandinspectiondivisions b Themis selectionofmaterialcannotbesolvedbyprocesscontrol 10 3QualityassuranceinnewproductintroductionThethirdstageofqualityassurance whichstartsfromdevelopinganewproduct requirescompany wideactivitiesfromplanningofthenewproducttoreleasingtheproducttocustomers Qualityguaranteeatthisstageofdevelopingthenewproducteventuallymeansthatqualitycontrolmustbedonewiththeparticipationofallthedivisionsandalltheemployeesincludingsubcontractors Build inqualityatthedesignandtheprocess 11 Reasons a IfQCisnotpursuedproperlyinnewproductintroduction satisfactoryqualityguaranteecannotbemade b Ifthecompanymakesafailureinnewproductintroduction itbecomesamatterofsurvivalordeathforthecompany c Qualityassuranceinnewproductintroductioninvolvesresearch planning designing trialproduction purchasing productiontechnology production inspection businessafterservicedepartments 12 procurement TheDeterminationCurveandtheGenerationCurveoftheProductionCost Fig 1 2 13 IdealTimeforModifications Idealtimeformodifications Worsttimeformodifications Possibilityofqualityandproductivityimprovement Costofmodifications Concept Development Validation Production Fig 1 3 14 Table1 1QAMatrix 15 Table1 2QAMatrix A effectbigB effectmedium 16 forgotten overlooked mistaken misunderstood insufficient Man Content manufacturing handling manufacturingstandard lackofaccuracy wear breakdown rawmaterial auxiliarymaterial environment Pro cedure Method Machine Material CauseOperation Processfunction Defectivemode 1234 123 Table1 34MAnalysisateachStepofOperation ArticlenameArticlenumberDate PersonHeadManagerincharge 17 Outlineofequipmentspecifications ProcessFMEA 4Manalysis QAmatrix Processchart Evaluationofequipmentspecifications 2ndDR 1 3 4 2 Fig 1 4QualityAssurancebyEquipmentfromEarlyStages 18 ExampleTQMActivityofaManufacturingCompany 19 100806040200 Fig 1 5Organization 20 Fig 1 6 OrganizationalStructureofaDivisionalHeadQuarter Roles Promotionofqualityassuranceactivitiesfornewproducts promotionofqualitycontrol Expeditingcontrolofnewproducts productioncontrol Processplanning jig inspectiontools Incominginspection Dailymanufacturing Divisionalheadquarter Engineeringdiv Manufacturingdiv Inspectionoffinalproducts Assuranceofdesignquality 21 Built inQualitytoMeetCustomer sNeeds Planning DevelopmentofDesign ProductionTechniques Manufacture AfterService AssuranceofServiceQuality AssuranceofDesignQuality AssuranceofManufacturingQuality Build inOptimalDesignQuality DesignoftheOptimalDesignQualitytoMeetCustomerNeeds Fig 1 7 OverviewOfQualityAssuranceActivities PromotionofConsistentQualityAssuranceActivities QualityControlSystemOfDesign QFD Parameterdesign Tolerancedesign D R FMEA FTA Reliabilitytesting Controlofimportantpoints QualityControlSystemofManufacture ParameterdesignTolerancedesign Investigationofprocesscapability ProcessFMEA Automaticinspection foolproofdevices QAnetworkScreening Debugging Reliabilitytesting Controlofimportantpoints QCcircles Evaluationofskills QualityControlEvaluationSystem QCdiagnosis Qualityassurancemeeting Qualityauditingimprovementmeeting 22 Toproduceattractiveproductswithattractivecosts Toproduceproductsbymostappropriatedesign Tomakethemostefficientproductionlinesystem Planning Development Design Productiontechniques Production Productiontechniquestoestablishefficientproductionsystem Productiontechniquestocreatemostappropriatelydesignedproducts Fig 1 8 Roleofproductionengineering 23 Fig 1 9 SystematicActivitiesfromDesigntoProduction 24 Developmentofproductiontechniquetosupportoptimallydesignedproducts Shorteningdevelopmentperiodbycarryingties Aims 25 NecessaryActivitiesforQualityAssurance QualityControlofDesign Reliablequalityfunction Qualityfunctiondeployment Reliableproductdesign Specificationsofparameters specificationsoftolerances Reliablequalityassurance Designreview FMEA FTA ontrolofimportantpoints Reliablequalityconfirmation Reliabilitytesting 26 b QualityControlofManufacturing Designofreliablemanufacturingprocesses Specificationofparameters specificationoftolerances investigationofprocesscapability Reliablequalityassurance ProcessFMEA qualityassuranceovertheentireprocess controlofimportantpoints reliabilitytestingduringproductionpreparations Totalinspectionatthecriticalprocesses Automatictesting foolproofdevices screeningsystem debuggingsystem Reliableworkforce QCcircles evaluationofskills 27 c Evaluationofqualitycontrolactivities Evaluationofproductquality Evaluationoftheresult Evaluationofthequalityassuranceorganization Evaluationofthequalityassuranceprocess QAmeetingQualityauditingsystemQCdiagnosis 28 Table1 4QualityAssuranceSystem AssessmentofEngineeringRequirements QualityFunctionDeployment ProductPlanning ProductionDesign ResearchofProductionTechnology QualitySpecifications FMEA FTA DesignationofEarly stageManufacturingControl QualityAudit ReliabilityTest Prototype FirstDesignReview FirstQualityAssurancemeeting Productplanning ProductDesign Prototype 29 QualityAssuranceSystem cont d Productpreparation MassProduction ProcessPlanning PlanningofMachinesandTools ProcessFMEA QualityAudit ReliabilityTest MassProduction Early Stage InspectionSpecifications QualityAudit ReliabilityTest PreparationofmachinesandTools AssessmentofQualityProcess MassProduction routine SecondDesignReview SecondQualityAssurancemeeting ThirdDesignReview ThirdQualityAssurancemeeting ReleasefromEarly StageManufacturingControl WorkStandard Trainingofworkers 30 Fig 1 10 ConceptofParameterDesign StabilityDesign Itisusefultomakeparameterdesigninordertoassureproductreliability demandedcharacteristics externalnoise Environmentalusedconditionssuchastemperature humidity voltageandusecondition Givenconditions A1 B1andC1 arestabledesignparameterstomeetdemandedcharacteristics 31 Fig 1 11 TheStructureofReliabilityTesting Development Design Prototypes Processplanning Trialmassproduction Massproduction Designchangeprocess Step Reliabilitytestingofthetrialproducts Reliabilitytestingplan Reliabilitytestingoftheproductsoftrialmassproduction Reliabilitytestofthemassproducedproducts 0thDR 0thQAmeeting SecondaryDR SecondaryQAmeeting FirstlyDR FirstlyQAmeeting 1 Checkingtheconditionswhichleadtothefailure Checkingtheapplicabilityoftheproductinuseenvironments 2 Checkingthereliabilityincludingthevariationscausebymanufacturing 1 2 32 Table1 5QAMeetings 1stQAmeeting 2ndQAmeeting 3rdQAmeeting 4thQAmeeting 5thQAmeeting Planningtheproductthatwillsatisfycustomers Realizationofqualitytargets ImportantqualityspecificationsConfirmationofdesignqualityEvaluationofdegreetowhichqualitytargetshavebeenachievedStipulationofqualitycontrolcriteriaSecuringmachineandprocesscapacityConfirmationofinspectionprocessesandmethodsConfirmationofmanufacturingqualityandprocesscapabilityStrivingforqualityinmanufacturingEnsuringthequalityofincomingmaterialsandpartsConfirmationofthequalityofthenewproducts Productplanning Productdesign Prototypedesign manufacture test evaluation Productionpreparing Massproduction earlystage Trialproductiontest evaluation Massproduction 33 Fig 1 12 QualityControlattheManufacturingProcess earlystageproduction typeofthedistribution systematicchangetakesplace Investigationofprocesscapability Machine lot Material Time Specifictablesforprocesscontrol statistical Controlofprocess Controlchart Checksheet histogram AutomatictestingFoolproofdevices sporadic ControlpointControlitems trialmassproduction normalproduction QualityCharacteristics Time abnormal 34 Productplan Productdesign Testingproduct Trialmassproduction Earlystageproduction Useofprocesscapabilityinformation QAoftheequipment Equipmentplanning Processplanning Equipmentdesign Manufacturingadjustment Trialproduction Earlystageproduction QAoftheproduct Useofprocesscapabilityinformation Fig 1 13 TheStructureofProcessCapabilityChecking Establishmentofqualitystandards Checkingofprocesscapability Analysisofcauseandeffects Improvementofprocess Standardization evaluation Maintenanceandimprovementofprocesscapability Productionengineeringdiv Equipmentmanufacturingdiv Qualitycontroldiv Manufacturingdiv Manufacturingdiv Normalproduction 35 Fig 1 14ControllingVariationsofProcessCharacteristics d d d d d d tolerancelimits OUTCOMEOFPROCESSCAPABILITYSTUDY length d 36 Fig 1 15Therolesofequipmentdesignengineersanditsoperators 37 Fig 1 16AssuringthereliabilityofproductionFacilities 38 ENGINEERTRAININGPROGRAM Table1 6ENGINEERTRAININGPROGRAM 39 Table1 7WORKERTRAININGPROGRAM 5SSortinginJapanese Seiri CleanlinessinJapanese Seiketsu OrganizationinJapanese Seiton DisciplineinJapanese shitsuke CleaninginJapanese Seiso 40 Fig 1 17 ConceptofQANetwork Notes 100 checkingbyvisualsensefoolproofdevice100 checkingbymeasuringrandomcheckingbyvisualsenserandomcheckingbymeasuring 41 Assumingthatthelifetimeoftheproductisequaltothelifetimeoftheconstituentparts Takingbalancesofthelifetimesoftheconstituentpartsand finally Reducingthevariationsofthelifetimesoftheconstituentparts improvingthelifetimeoftheproduct Fig 1 18 HowtoUsetheDataofReliabilityTestResults 42 Fig 1 19TopManagementParticipationinTQMSystem 43 Table1 8 QualityControlEvaluationSystem 44 Table1 9OVERALLTQMSYSTEMIMPROVEMENT TQMAUDITBYTOPMANAGEMENT AllProductdivisions OnceperYear DivisiontoBeAudited RegularMembers PresidentandExecutiveSeniorManagingDirectorsAlternatingMembers RelatedDirectorsandGeneralManagers AuditingMember 1 Presentation 60Min QualityImprovementPlan Approach Priority QualityImprovementActivity Q A Dept ProductEng Dept Mfg Dept 2 On SiteAudit 60Min 3 ReviewandDiscussion 60Min Program AuditFocusedonImplementationProgressandHowtoFurtherEnhanceQCEfforts ExchangeofTopManagementandEmployeeViewpointonQCatthe GrassRoots Level Aim 45 Fig 1 20 QCCircleStructure DecisionofthepolicyoftheQCcircleactivities PlanningtheactivitiesoftheQCcircles DecisionoftheorientationoftheQCcircleactivities Supportofsub circlesandmini circles AdviceofselectingQCthemes Solvingbigproblems StudyofQCmethods ActivitiesofsolvingindividualQCproblems 46 Fig 1 21 HowtoRunQCCircleActivities 1 FormationofQCCircles 2 Annualactivitiesplan 3 RunningdailyQCcircleactivities EstablishmentofQCthemesandQCgoals Practiceofactivities Recordandsummingupoftheactivities Confirmationoftheresultswiththegoals 4 QCpresentation 5 Evaluationandawards Supervisor Secretariat DailyControlDivision Participationofex companyactivities QCCirclewithin companymeeting Totalevaluation ProductionandSupportingpersonnel 47 Fig 1 22GUIDANCESYSTEMFORSUPPLIERS 48 Table1 10OVERALLGUIDANCEFORSUPPLIERTQMACTIVITIES GuidanceforSupplier FIATAUTOQCPrize QualityImprovementGuidance Q A AuditforSpecialProcess Q A Inspection Follow up Q A AuditforVeryImportantParts TIEGuidance JointProductionEngineeringResearchMeeting Safety Health EnvironmentAuditandGuidance Accounting FinanceGuidance QCTraining TIE QCCircle Measuring InstrumentTraining EngineeringManagementTraining 49 CHAPTER2 WhatIstheQCProblem SolvingApproach 2 1WhatIsaProblem Narrowingthegapbetweentheidealandthereal2 2TheDefinitionoftheQCProblem SolvingApproachUsetheQCapproachtocrackyourproblems2 3TheTenCommandmentsforBecomingaCompetentProblemSolverSometipsforbecominggoodproblem solvingleaders 50 2 1WhatIsaProblem Narrowingthegapbetweentheidealandthereal A problem isthegapbetweenthepresentsituationandtheidealsituationorobjective seeFig 2 1 Fig 2 1WhatisaProblem Gap Problem idealsituationorobjective presentlevel presentlevel Good Controlcharacteristic Idealsituationorobjective 2 1 1Thedefinitionofaproblem TheQCproblem solvingapproachdefinesaproblemasfollows 51 LossC LossB LossA Rank Zerolosses Theoreticallystandardloss Standardloss Name LossC40 60 LossB20 40 LossA10 20 Thestandardofdetectinglosses Remodeltheequipment introduceanewmachineand orreengineertheprocessbygoodengineers Detectlossesfromtheviewpointsoftheprincipleandoperatingstandardsandeliminatethedetectedlosses Observebasedon5Gprinciples Lossescreatedbythedigressionfromthestandard Conceptoftheimprovement LossesidentifiedbyWCbenchmarkingLossesidentifiedfromtheviewpointoftheidealcasebasedonzerolossesLossesidentifiedbyaninnovativesolutionwithoutthecurrentconstraints Lossescreatedbythedigre ssionfromthetheoreticallyidealsituationbasedonthecurrentprocess Lossescreatedbythedigre ssionfromthestandard often budget Howtograsptheloss Roleassign ment Manufacturing Factorystaff Technicalstaff Stafffromthemainoffice Actualcost Standardcost Targetcost Idealcost Lossimprovement Lossimprovement Losseswhichcanbeeliminated Achallengetozerolosses totalloss Cost LossA LossB LossC Fig 2 2 Costandwaste losses 52 Fig 2 3TheFourTypesofProblem Countermeasure Known Notknown B A C D 2 1 2Classifyingproblems Problemscanbeclassifiedaccordingtotheobviousnessoftheircausesandthedifficultyoftheirsolution seeFig 2 3 53 2 2 1Problem solvingmethods 2 2AdefinitionoftheQCProblem solvingapproachUsetheQCapproachtocrackyourproblems 1 Thetheoreticalapproach deductive 2 TheQCproblem solvingapproach inductive Inthisapproach wetracethecausesofthephenomenonbyrepeatedlyasking Why andidentifytherootcausesoftheproblemfromthefacts 54 Fig 2 4WhatistheQCProblem SolvingApproach Problem solving KeyNo1 QCviewpoint KeyNo2 QC7 StepFormula KeyNo3 QCtools Thethreekeystoachievingthis TheQCproblem solvingapproachisamethodofsolvingproblemsrationally scientifically efficientlyandeffectivelyusingtheQCviewpoint theQC7 StepFormulaandtheQCtools seeFig 2 4 2 2 2TheQCproblem solvingapproachanditsbenefits 55 TheQCproblem solvingapproachisbeingusedifthefollowingconditionsaremet 1 Thereasonsforselectingthetopicareknownandthecontrolcharacteristicsandobjectivesareclear 2 ExhaustiveanalysisisbeingperformedusingQCtools 3 Analysishasrevealedaconvincingrelationshipbetweenthecausesandtheeffectsoftheproblem 4 Ingenuityandoriginalityarebeingfullyexercisedindevisingcountermeasures 5 TheQCviewpointisbeingusedinsolvingtheproblem 56 TheQCproblem solvingapproachmakesthefollowingtenbenefitspossible 1 Itenablesproblemstobesolvedmorerationally scientifically efficiently andeffectivelythananyothermethod 2 Itheightenseveryperson sproblem formulatingandproblem solvingabilitiesandenableseverybodytofulfillanimportantroleintheworkplace 3 ItenablespeopletoacquiretheQCviewpointthroughsolvingproblems 4 ItenablespeopletobecomecompetentinapplyingtheQCtoolsandallowsthemtomasterthescientificapproach 5 Itgivestangiblebenefits mainlyintermsofquality butalsointermsofcost delivery safety morale sales andsoon 6 Itimprovesworkpracticesandraisesmanagementstandards 7 Itbooststheleadershipandmanagementabilitiesofworkplaceleaders 8 Itpromotesthepersonalgrowthofindividualworkplacemembers 9 Itimprovesworkplacecommunicationandmoraleandcreatescheerful effectiveworkplaces 10 ItstimulatesQCcircleandQCtermactivities 57 FirstCommandment Itisalietosay Wehavenoproblems Problemsareeverywhere Activelysearchthemout SecondCommandment Useaccuratedata notguesswork Observetheworkplacecarefullyandgraspthefactsaccuratelyusingdata ThirdCommandment Youcannotwinempty handed StudytheQCtoolswellandapplythemthoroughlyan