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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
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
On-the-Spot Confirmation of the Same Goods
Implementation of Actions
Prompt Reportage of
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
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:
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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.
- Spring '12