tcb_roadmap_to__qualitiy_vol1

Figure figure figure figure 95a abnormality

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Unformatted text preview: e of the ideas may not be relevant to you. Concentrate on what is relevant. Keep notes of your conclusions – you will need them to prepare your action plan afterwards. Where appropriate ask yourself the RADAR questions. Note: Always include in your discussion any figures referred to in the text, if you feel these are relevant to your company. a. Parag. 2: Have a look at the detailed flowchart in Figure 9.5a. Then apply the RADAR questions to the four primary rules. Include Figures 9.2a, 9.5b and 9.5c in your discussion. b. Parag. 3: Apply the RADAR questions to these guidelines for dealing with the three classes of abnormality. c. Parag. 4: Can you think of any examples of abnormalities whose potential impact was not recognised because they were identified quickly? d. Parag. 6: Which abnormalities in your company could you imagine coming into the category of chronic deficiencies? Action plan Take the ideas you have found useful in the text, and in your discussion, and present them in a well-structured action plan for introducing improvements in your company. You might like to follow the 6-Point Structure. Alternatively you may choose to prepare one action plan when you have discussed several texts. A Roadmap to Quality 17 Unit 9 - Problem solving 05-87581_unit 9.qxd 09/09/2005 11:49 Page 18 Figure 9.5a Abnormality processing flow chart Emergence of Abnormality Situations Emergency Actions On-the-Spot Confirmation of the Same Goods Implementation of Actions Prompt Reportage of Abnormality Situations Ranking of Abnormalities by Level of Importance A,B C • Section managers confirm the contents of abnormalities and determine their rank according to the separately prescribed ranking criteria. (Prevention of Recurrence of Class A and B Abnormalities) Issuance of Abnormality Reports Abnormality Report Case-by-Case Examination of RecurrencePrevention Measures Table for Managing the Progress of Abnormality Processing Confirmation of Effects N • Section managers issue “abnormality reports” (Form 2) for abnormalities categorized as Class A or B. • Section managers report on the progress of recurrence-prevention measures to the Council on Quality Assurance. • The Quality Assurance Office registers abnormalities using the “Table for managing abnormality processing” and manages its progress accordingly (Form 3). Implementation of Actions OK • Those who discovered abnormalities in production processes fill out the form the “prompt reportage of abnormality situations,” regardless of the type or degree of abnormality, and then submit the report to section managers by way of their work supervisor. Refer to Form 1. (Prevention of Recurrence of Class C Abnormalities) • Section managers implement recurrenceprevention measures against abnormality situations that occurred in their sections. • Section managers appraise the results of implemented measures and report their findings to the Council on Quality Assurance. Analysis of Abnormalities That Occurred During a Certain Period Selection of Prioritized Implementation Items Similar Abnormality Situations That Occur Frequently By Phenomena, By Causes • Prioritized implementation items against Class C abnormality situations that occur during a given period should be selected based on causal classifications and similar processes in which abnormalities occur frequently. Implementation of Actions for Countermeasure OK Confirmation of Effects N (Improvement of Chronic Deficiencies) Conversion of Chronic Deficiencies into Themes Preparation of Improvement Plans 1) Prioritized Issues for the Fiscal Year 2) Themes for QC Circles • Targets that are found to have been left unachieved should be registered as chronic deficiencies. Improvement should be attempted by incorporating the chronic deficiencies into an annual plan. Written Improvement Plan Implementation of Improvement Activities and OK Confirmation of Effects NO Implementation of Standardization Institution and Revision of QC Process Charts Institution and Revision of Manufacturing Standards Institution and Revision of Control Charts Written Improvement Implementation Report Unit 9 - Problem solving 18 A Roadmap to Quality • Effective recurrence-prevention measures should be standardized. • Section managers in charge record and store the implementation status of recurrenceprevention measures. 05-87581_unit 9.qxd 09/09/2005 11:49 Page 19 9.6 Base problem solving on facts 1. Problem solution should be based on facts, rather than on subjective judgements. Problem solution does of course require experience and intuition. Without experience it is impossible to know what kind of facts to look for, and how to interpret these facts once they have been identified. However it is dangerous to rely only on experience. Subjective impressions must be objectified. This means gathering and quantifying the facts. Data, when it has been collected and arranged, reveals facts that subjective observation could fail to reveal. Such data provides clear support for hypotheses, and allows us to take positive, effective action. 2. To establish the facts take the following steps: a. E...
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This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.

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