tcb_roadmap_to__qualitiy_vol1

Qxd 09092005 1155 page 36 911 the qc story iii

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Unformatted text preview: gible effects: those that cannot easily be quantified such as improved teamwork and quality consciousness. 6. To a. b. c. d. confirm the tangible effects compare the actual figures with the target figures. Confirm whether the target values were achieved. Use the same criteria that were used to get a grasp of the present situation. Confirm the effects of each countermeasure. If the problem is part of a larger problem, take the broader influences into account. Standardize the new methods 7. When the recurrence prevention measures have proven effective standardize them as new operational methods, otherwise their good effects will not last. a. Establish standards, including regulations, revise them and scrap whatever may not be appropriate. b. Investigate the effects on upstream and downstream operations, and revise the standards to take these into consideration. c. Make sure that related departments and sections are fully informed of the new standards. d. Clearly specify who, what, where, when and how. e. Specify the implementation period. f. Clearly record the reasons for establishing and revising the standards. g. Educate and train employees in using the standards. h. Follow up on the results: Use control charts and control graphs to monitor the continuation of the good effects. Reflect on the problems left unsolved 8. Problems are rarely solved completely. Always make clear which problems have been resolved and which have not. Then make plans to handle the unsolved problems in the future. 9. Analyse the methods that were used to solve the problems so that these can be improved in the future: a. Compare the actual figures produced in the attempt to solve the problems with the action plans and identify the differences. b. Reflect on the methods used for making plans, setting targets, and improving activities, in order to find out the reasons for these differences. c. Put together themes for future activities. Discussion Continue with your theme from Texts 9.9 and 9.10. a. Parag. 2: Give one or two examples from your own experience that clarify the distinction between emergency actions and recurrence prevention measures, and that show how important it is to make this distinction. b. Parags 3 and 4: Either apply these guidelines to the problem you chose earlier, or give examples that illustrate their usefulness. c. Parag. 5: Which of these effects, tangible or intangible, are most likely to occur when you solve some of your typical problems? Give one or two examples. A Roadmap to Quality 37 Unit 9 - Problem solving 05-87581_unit 9.qxd 09/09/2005 11:55 Page 38 d. Parag. 6. Discuss how you would apply these points to your problem, or describe an example that shows their usefulness. e. Parag. 7: Do you normally establish standards for new methods of preventing problems recurring? Apply the RADAR questions to the steps given in this paragraph. f. Parag. 8: What would you normally do about problems that have been left unsolved? Take one or two examples and discuss how they might be handled in the future. g. Now that you have gone through all the steps of the QC Story, discuss its overall usefulness, and how you would apply it in your company. You may like to use the RADAR questions as a framework for this discussion. Action plan Draw up an action plan for introducing the QC Story in your company, using the 6-Point Structure. Unit 9 - Problem solving 38 A Roadmap to Quality 05-87581_unit 9.qxd 09/09/2005 11:55 Page 39 9.12 Preventing problems arising Introduction 1. The best way to avoid problems is to anticipate them, and stop them before they happen. This is known as preventive action. It is especially important at the planning stage. All employees should be on the alert for any factors that can lead to problems, and should be ready to take appropriate action when they do spot them. 2. These factors should then be examined carefully in workplace meetings, assessed, and one or more of the following types of countermeasure taken. For example, with a problem that has emerged where two passage ways cross: S. Get rid of the operation in question (e.g. replace it with a two-level crossing). A. Remove the possibility of recurrence (e.g. attach a cut-off). B. Reduce the possibility of recurrence (e.g. install an automatic alarm device). C. Increase the level of caution (e.g. post a “Caution” sign). 3. If you consistently implement measures of the S and A type you will have a stable work environment. Creating a workplace where employees are aware of the possibility that problems can always arise is the best preventive measure of all. Methods for predicting problems 4. The ability to predict problems is normally directly proportional to the amount of experience that people have of such problems. However, there are also creative ideas and methods that allow us to predict problems even if we do not have a vast store of experience. 5. One method is to focus on a narrow range of possibilities. For example, it may be hard to predict the problems that could emerge while driving a car, but it becomes easier if we restrict ou...
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