tcb_roadmap_to__qualitiy_vol1

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Unformatted text preview: xamples from your own experience of recurrence prevention measures. b. Parag. 2: Have you also found that often the root causes of abnormalities are the same? Give an example of a time when you thought you had identified the cause of an abnormality, but later found there was a more fundamental cause. c. Parag. 3: Look at this example. Can you give a similar example from your own experience of working back to the fundamental cause of an abnormality? d. Parag. 4: Do you agree with this definition of a recurring abnormality? Give one or two examples of abnormalities that you would regard as recurring. e. Parags. 5 and 6: Give one or two examples of recurrence prevention measures that follow these three stages. f. Parag. 7: In what ways do you think managers and supervisors can provide leadership in taking action to prevent abnormalities recurring? 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 15 Unit 9 - Problem solving 05-87581_unit 9.qxd 09/09/2005 11:49 Page 16 9.5 Rules for procesing abnormalities 1. It is important to have a set of rules for dealing with abnormalities. These rules set out the methods and responsibilities for all the actions that have to be taken to process abnormalities. The rules are: a. Take emergency actions. b. Investigate the causes of the abnormality. c. Implement countermeasures. d. Confirm the effects of countermeasures. e. Standardise the successful countermeasures. 2. The abnormality processing flow chart in Figure 9.5a, after this text, gives a detailed example of such rules. The main rules are: a. When abnormalities appear, classify them into three ranks (A, B or C: serious, medium and minor) based on the impact they would have on quality, cost and the volume of production. b. Report abnormalities as soon as they appear in the ‘Prompt report of abnormality situations’ form in Figure 9.2a. Enter the nature of the abnormalities, their immediate causes and any actions taken with products. c. Take emergency actions immediately, and then prepare an abnormality report like the one in Figure 9.5b for class A and B abnormalities. Abnormality reports are designed to record the true causes and the recurrence prevention plans and to confirm the effectiveness of these plans. d. Use a table for managing the progress of abnormality processing like the one in Figure 9.5c to check the progress of recurrence prevention with reference to the plans. Figure Figure Figure Figure 9.5a Abnormality processing flow chart (page 18) 9.2a Prompt report of abnormality situations 9.5b Abnormality reports 9.5c Table for managing the progress of abnormality processing 3. Deal with the three classifications of abnormalities as follows: a. Class A: Report serious abnormalities to CEOs, and confirm the progress of recurrence-prevention plans at monthly meetings of the Council on Quality Assurance chaired by the manufacturing plant director. b. Class B: Report medium-level abnormalities to the manufacturing plant director. Section managers manage the recurrence-prevention plans, and report the progress of recurrence-prevention measures to the Council on Quality Assurance three months after the emergence of abnormalities. c. Class C: Process minor abnormalities in the sections where they emerged. Try to resolve them within a time limit, stratifying them according to recurrence frequency and converting them into themes for discussion in QC circles. Unit 9 - Problem solving 16 A Roadmap to Quality 05-87581_unit 9.qxd 09/09/2005 11:49 Page 17 4. There is however one risk in classifying abnormalities based on their impact. If a large impact is produced by chance, it can be treated as a Class A, and recurrence prevention measures taken accordingly. However, an abnormality may have the potential to have a big impact but be identified quickly before anyone recognises this, and be processed as a Class C. It is therefore always important to carry out recurrence-prevention measures as thoroughly as possible. If this is done, it will be quite safe to classify abnormalities according to their results, prioritise them, and carry out recurrence-prevention measures according to this priority. 5. When reports to the management on quality assurance are made obligatory, progressive recurrence-prevention measures can be implemented successfully. 6. When the targets for recurrence prevention measures are not met (i.e. the measures are not confirmed as successful) they are registered as chronic deficiencies. They should be prioritised as themes for improvement, and action taken to resolve them. Figure 9.5a Abnormality processing flow chart (page 18) Discussion The following questions ask you to think about how the ideas in the text could be applied in your company. Som...
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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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