【经管类】PDCA--MANUAL-FOR-QUALITY-PROGRESS-TEAMS.ppt

Quality in Action-PDCA Manual-November 00Slide 1PDCAMANUALFORQUALITYPROGRESSTEAMSDISPLAYS&COMPONENTSGlobal Tubes OperationsQuality in Action-PDCA Manual-November 00Slide 2PDCA MANUAL-CONTENTnWhy This Manual?nPDCA Cycle4phasesnPDCA Step By Step7stepswithtoolspresentationnPDCA Project Status SheetnProject Board(Visual Management)Quality in Action-PDCA Manual-November 00Slide 3WHY THIS MANUAL?nContinuous improvement is the key to long term successnIt requires involvement of all(from operators to management)nTo secure its future,Global Tube Operations initiate this ambitious programQualityProgressTeams(QPT)usingPDCAmethodologyinallplants6activeteamsineachplantbyDecember2000,muchmorein2001nThis manual aims at supporting Quality Progress Teams in a step by step work approachQuality in Action-PDCA Manual-November 00Slide 4PDCA CYCLEPDCA a method in 4 phasesPLAN:from problem definition to action planDO:implement action planCHECK:evaluate resultsACT:standardize and extendQuality in Action-PDCA Manual-November 00Slide 5PLANstep 1.Identify problem and set goals1.1Finalizeproblemstatement1.2Collectandorganizedata1.3Setobjectivesandmeasurementsstep 2.Analyze causesSeekpossiblecausesandvalidatestep 3.Generate solution(s)3.1Seekpossiblesolutions3.2Test&selectstep 4.Plan for implementationDevelopactionplan&associatedresourcesQuality in Action-PDCA Manual-November 00Slide 6DOStep 5.Implement action planImplementtheactionsasplanned(coordinateandfollow-up)CollectdataQuality in Action-PDCA Manual-November 00Slide 7CHECKStep 6.Evaluate results(analyze data)Aretheresultsinlinewithsetobjectives?Whatistheeffectivenessofeachaction?Wheredowehavegaps?Whathavewelearnt?ConfirmactionstostandardizeConfirmnewoperatingstandardsQuality in Action-PDCA Manual-November 00Slide 8ACTStep 7.Standardize and extendCreatemeasurestoensurelong-termeffectivenessDocumentthenewrules:setproceduresandindicatorsSharetheprogresstosimilarareasRe-useSolutions(bestpracticesexchange)Quality in Action-PDCA Manual-November 00Slide 9PROJECT SELECTION TEAM ASSIGNMENTManagement responsibility through PDCA steering committee is to:nSelect new projects focusing on customer requirements and internal prioritiesnSelect associated team leader and sponsornAssist team leader and sponsor at assembling the right team membersImportance for the customer(internal/external).Difficulty for the team9 BOX MATRIXSelecting the right problemQuality in Action-PDCA Manual-November 00Slide 10PDCA:STEP BY STEPPLANPLAN1.Identify problem and set goals1.1 Finalize problem statement1.2 Collect and organize data1.3 Set objectives and measurements2.Analyze causes3.Generate solution3.1 Seek possible solutions3.2 Test&select4.Plan for implementationDODO5.Implement action planCHECKCHECK6.Evaluate resultsACTACT7.Standardize and extendQuality in Action-PDCA Manual-November 00Slide 11TOOLSProblemstatement5W+1HprocessmappingPLAN-STEP 1.1FINALIZE PROBLEM STATEMENTINPUT:initial problem as formulated and handed-over by the managementTIPSdonotformulateproblemasacauseavoidformulationasquestionorsolutiondefineproblemusingavailablefactsisitapriority/realisticproject?OBJECTIVEGiveoperationaldefinitionofproblemPROCESS1.Reviewexistingdatadescribingproblem2.Getteamfeedback-additionalfactualdata3.Goandseetheproblemifpossible4.Completedescription-what/where/who/when/howmuch5.IdentifyhowthingswouldbeifproblemwassolvedOUTPUTWhat:problemdescription-whatarethesymptoms?Whereisitdetected?Whoisconcerned?When?Sincewhen?Recurrent?Forever?Whyisitimportant?How much-quantifyintermsof%,n,ppm,time.cleardefinitionofproblem(recordedonprojectsheet)firstdefinitionofobjectivetobereachedprocessmapQuality in Action-PDCA Manual-November 00Slide 12PLAN:STEP 1.2COLLECT AND ORGANIZE DATAOBJECTIVECollectdatatobetterunderstandtheproblemPROCESS1.Brainstormrequiredadditionaldata2.Mapprocess3.Preparedatacollectionplan(who/what/when/how)4.Executeplan5.Organizedatainmeaningfulform(chart,graphs,Pareto)6.AnalyzestructuredinformationOUTPUT(input for step 1.3)allchartsdescribingproblemcompletedescriptionofproblemTIPSunderstandwhyyoumakecharts“Proliferation of charts without purpose is to be avoided”-DemingTOOLSDatacollectionplanChecksheetParetodiagramControlchartHistogramProcessmappingotherchartsQuality in Action-PDCA Manual-November 00Slide 13Upper control limitAverageLower control limitOut of controlTimeUnitControl ChartTOOLS FOR DATA COLLECTION AND ANALYSISDefectMOTUWETHFRTotalA3B1C5D15E18Total17866542Week/March 2-6Resp.Supervisor:GlenDEFECTS IN FINAL ASSEMBLYCheck sheetRanking of problems(number of events)Frequency(defects/week)Pareto DiagramQuality in Action-PDCA Manual-November 00Slide 14TOOLS FOR DATA COLLECTION AND ANALYSIS-ContdHistogramProcess MappingDEBCGFAOther ChartsQuality in Action-PDCA Manual-November 00Slide 15THE CHECK SHEETGathering and organizing dataVALUEWhatfactsordatapatternswillhelpustobetterunderstandtheproblemanditscause(s)?Howdowetranslateouropinionsabouttheproblemintofacts?Checksheetsareusedtocapturefactualdatafromthebeginning.Theyarefilledbyoperatorstodescribethesituationfollowingthedatacollectionplan.DefectMOTUWETHFRTotalA3B1C5D15E18Total17866542WEEK/March 2-6Resp.Supervisor:GlenDEFECTS IN FINAL ASSEMBLYQuality in Action-PDCA Manual-November 00Slide 16THE PARETO DIAGRAMShowing the relative importance of problemsRanking of problems(number of events)Frequency(defects/week)DefectRanking of problems(cost)Rework cost/week,dollarsDefectVALUEWhatistherelativeimportanceofeachpartoftheproblems?Whatshouldbethestartingpointforproblemsolving?Whereshouldwefocusourattention?Quality in Action-PDCA Manual-November 00Slide 17THE CONTROL CHARTUnderstanding variability in a processVALUEInthevariationweobserveinaproblemcharacteristicorparameter,whatpartisnaturalvariation(withintheprocesscontrollimits)andwhatpartisduetospecificspecialcauses?Howoftendoestheprocessgooutofcontrol?Arethereanydiscernabletrendsthatshouldconcernus?Cananypreventiveactionsbetakenbasedonthesetrends?Upper control limitAverageLower control limitOut of controlTimeUnitControl chartrandom variation Vs.special eventsQuality in Action-PDCA Manual-November 00Slide 18THE HISTOGRAMShowing the distribution of dataVALUEHowfrequentlydoesacertaineffectoccur?Whatdoesthefrequencydistributionlooklike-anormalcurveorsomeotherstatisticalform?Howfrequentlyistheprocessoutsideofspecifications?Whatisthenatureofthedeviationoutsideofspecifications,e.g.,syntheticallyornot,.Shaft diameterFrequencyQuality in Action-PDCA Manual-November 00Slide 19CHARTS AND GRAPHSAnalyzing and presenting different types of dataRun chartBar chartABCDEFGPie chartDEBCGFAVALUEWhatarethetrendsorpatternsinthedataovertime?Istheaveragechangingovertime?Dotheresultsvaryovertime?Istherecyclically(e.g.,dayofweekorseason)Doparticulartimes,shifts,oroperatingpracticesshowmoreproblemsthanothers?Radar chartQuality in Action-PDCA Manual-November 00Slide 20PLAN-STEP 1.3SET OBJECTIVES AND MEASUREMENTSPROCESS1.Fromdataanalysisconfirmproblemstatementandassociatedobjectives(time/cost/quality)andmeasures2.ValidaterestatedobjectiveswithmanagementOBJECTIVEclearlydefineandvalidateobjectivesOUTPUT(=input for step 2)measurableobjectivesagreedbymanagementEXAMPLEWhat:screenscratchesdefectreportedby2customersforA59productsWhere:scratchesaredetectedatcustomerXandYfinalinspectionstationandareexistingatunpacking.NoscratchattubeplantinspectionWho:customerX&Y,warehousing?transport?packing?When:permanentdefectatX,newsinceSeptemberatYhowmuch:defectwas500ppmatX,jumpat3800ppminSeptember,defectwasnotreportedatY,jumpat2900ppminSeptemberGOAL:Solvetobringto0thisdefectwithin3monthsTIPSdonotjumptosolutionatthisstageQuality in Action-PDCA Manual-November 00Slide 21PLAN-STEP 2ANALYZE CAUSESOUTPUT(=input of step 3)problemcausesidentifiedandmeasuredOBJECTIVESseekpossiblecausesandvalidaterootcausesPROCESS1.Brainstormallpossiblecauses2.Organizedata(Ishikawadiagram)3.Select(throughteamconsensus)2or3maincausesfromtheIshikawadiagram4.Analyzedeeper,themaincauses,5whys5.Confirmbytestsandmeasurementsthatthecausesselectedaretherealones(rootcauses)TIPSdonteliminatecausestooquickly!TOOLSBrainstormingParetodiagramIshikawaScatterDiagram5whysQuality in Action-PDCA Manual-November 00Slide 22TOOLS USED AT THIS STAGEPROBLEMMETHODMATERIALMACHINEMANENVIRONMENTISHIKAWARanking of problems(number of events)Frequency(defects/week)Pareto DiagramVariable 1Variable 2Scatter DiagramIdentify the main root causes of the problemwhy why why why why rootcause5 WhysBrainstormingQuality in Action-PDCA Manual-November 00Slide 23BRAINSTORMINGSynergy of the team and review of all ideasAll Team Members Have to Be InvolvednUnderstand the exact issue,topicnGenerate thoughts,ideas without criticismnBe brief when developing an ideaAfter the Session Is CompletednOrganize,categorize and evaluateQuality in Action-PDCA Manual-November 00Slide 24THE CAUSE-AND-EFFECT OR ISHIKAWA DIAGRAMShowing possible causes of a specific problemValuenusedtoidentifyexplore,anddisplaythepossiblecausesofaspecificproblemnWhataretherootcause(s)oftheproblem?nWhichfactorsareimportantinsize?nWhichfactorsarepotentiallyopentochangebytheteam?nWhatspecificcauseordriveroftheproblemdowewanttotackleinourperformancegoal?PROBLEMMETHODMATERIALMACHINEMANENVIRONMENTQuality in Action-PDCA Manual-November 00Slide 25THE SCATTER DIAGRAMTesting a theory about a relationship between variablesVALUEnConfirmthat2variablesarecorrelatednWhatisthenatureoftherelationshipbetweenthevariables?Variable 1Variable 2Quality in Action-PDCA Manual-November 00Slide 26OBJECTIVEIdentifyallpotentialsolutionsandthepossibilityoftestingthemeasilyandquicklyPLAN-STEP 3.1SEEK POSSIBLE SOLUTIONSPROCESS1.Brainstormpotentialsolutions2.Verifysuggestedsolutionsversusrootcauses3.Selectbestcandidatesolutions4.Clearlydescribesolutions5.DeterminewhethersimpletestispossibleTIPSlimitsolutionstonomorethan10OUTPUT(=input for step 3.2)shortlistofsolutionsTOOLSbrainstormingandvotingQuality in Action-PDCA Manual-November 00Slide 27VOTINGTechniques to select the solutionn1 Voteeach team member chooses one of the proposed solutionsthe solutions receiving the most votes will be acceptedn3 Voteseach team member has 3 votes with values of 1,2 and 3each team member uses these 6 points to rate the suggested solutions.the solutions with the highest score will be retainedQuality in Action-PDCA Manual-November 00Slide 28PLAN-STEP 3.2TEST AND SELECTOBJECTIVEselectfinalsolutionstobeimplementedPROCESS1.Determineandimplementtestplanforeasytotestsolutions2.Validatetestresults3.Buildselectionmatrix4.Makefinalselection5.Validate(asnecessary)withmanagementOUTPUT(=input of step 4)rankedselectedsolutions(tobeimplemented)TIPSformulatecriteriasothatrankingaddsupTOOLSDatacollectionScatterDecisionmatrixQuality in Action-PDCA Manual-November 00Slide 29DECISION MATRIX ContdDeterminetheEvaluationCriteriaQuality in Action-PDCA Manual-November 00Slide 30PLAN-STEP 4PLAN IMPLEMENTATIONPROCESS:for each solution,define:1.Whattodo2.Whoisincharge3.Forwhen4.Whataretherequiredresources5.WhataretheexpectedresultsTIPSensurecoordinationtoavoidredundanciesamongtasksinvolveactionownerifnotpartoftheteamOBJECTIVEbuildeffectiveandoperationalactionplanOUTPUTcompleteactionplanTOOLSactionplanGanttchartQuality in Action-PDCA Manual-November 00Slide 31ACTION PLANDefine/what/where/who/resources/when/resultsQuality in Action-PDCA Manual-November 00Slide 32GANTT CHARTPlanning for implementationActivityWho1Developimplementationplan2Holdkick-offmeeting3Startmachinemodification4Runtrail5Confirmparts6Reportstatus7Modifyifnecessary8StandardizedTimeKick-off meetingDevelop planModify equipmentRun trialConfirmpartsReview resultsModifyStandardizeGantt chart shows steps to be implemented and timing for the beginning and ending of each activity along with links between critical path itemsFlow charts are utilized to show logical steps involved in implementing planQuality in Action-PDCA Manual-November 00Slide 33DO-STEP 5IMPLEMENT ACTION PLANOBJECTIVEGetthejobdonePROCESS1.Executetrainingandinformationplan2.Implementthesolutiononanexperimentalbasis3.Evaluatetheresults4.Full-scaleapplicationofsolution5.CheckofallactionscompletionOUTPUTallactionscompletedassociatedmeasurementanddatacollectedTIPSdrive/followonshopfloormakeactions/resultsvisibleTOOLSactionplanGanttchartQuality in Action-PDCA Manual-November 00Slide 34ACTION PLANStatus as of March 25Quality in Action-PDCA Manual-November 00Slide 35CHECK-STEP 6EVALUATE RESULTSPROCESS1.Collectdataandauditthearea/process.2.Organizedatainmeaningfulform3.Analyzeinformation:1.Aretheresultsshowingimprovement?howdoresultscomparetotarget?,Analyzegaps?(5whys),4.Completesolutionsifpossible5.Confirmeachsolutioneffectiveness1.Ifresultsokoracceptable-gotostep72.Ifresultsnotokatall-returntostep26.DecideonnextstepsOBJECTIVESconfirmwhethersolutionsdeliverexpectedresultscheckwhetherprojectobjectivesaremetOUTPUTagreementonsolutionstobestandardizedFormalizationofwhathasbeenlearnedTOOLSallcharts(see1.2)5whysQuality in Action-PDCA Manual-November 00Slide 36ACT-STEP 7STANDARDIZE AND EXTENDOBJECTIVEkeeptheimprovement,spreadthelearningsandsolutionstosimilarareasPROCESS1.Definerequiredrulesandindicators2.Setassociatedmeasurements3.Updateoperatinginstructions,setpointsandprocedures,verifyfordiffusion4.Ensurecommunication/trainingonnewoperatingpractices5.Listotherareaswhereimplementedsolutionscanalsobeused6.Presentteamprocess/solutionsandstandardizationtomanagement7.SuggestwheresimilarsolutionscanalsobeusedOUTPUTSNewstandardestablishedreadyfornewPDCAcycleTeamdisbandedorgatheredaroundnewopportunityofimprovementTOOLSprocedure.ActPDCQuality in Action-PDCA Manual-November 00Slide 37TOOL MATRIX“Which tool can I use in the PDCA steps?”Quality in Action-PDCA Manual-November 00Slide 38PDCA PROJECT STATUS SHEETProject Description:Objectives:Project Title:Date:Team Leader:Team Members:PLANKey Measurements Main Root Causes Solutions Selected DOImplemented solutions Tracking Indicators Quality in Action-PDCA Manual-November 00Slide 39PDCA PROJECT STATUS SHEET(Contd)CHECKAchieved results Analysis of gaps ACTStandardize-actions implemented:Assure maintenance-actions implemented Suggestions for solutions extension Problems Remaining and Future Projects:Date:Lessons Learned(+and-):Quality in Action-PDCA Manual-November 00Slide 40PROJECT BOARD(Visual Management)nEach team will develop its own project boardmakevisibletheteamprogressandresultsallowquickteammeeting(fewminutes)atmanagementreviewnTypical Project board:1,5 m x 1m or 5ft x 3 ftnSuggestionQuality in Action-PDCA Manual-November 00Slide 41PDCA-end of the manualQuality in Action-PDCA Manual-November 00Slide 42噵凞颗菕吻轖雋掲陞角拵騵鋴恖騎螶洄暝鞬燰瘹摱昼篯噵凞颗菕吻轖雋掲陞角拵騵鋴恖騎螶洄暝鞬燰瘹摱昼篯獝膱蠬喲赱峜軠顮浕熉卄捿喹拕齳禺枑課檲揤鹂津諂瀾獝膱蠬喲赱峜軠顮浕熉卄捿喹拕齳禺枑課檲揤鹂津諂瀾躖灧畜阐肨磸舞承抶菹洔鈕梙愇竢餿礒略痆暩勆堓均倓躖灧畜阐肨磸舞承抶菹洔鈕梙愇竢餿礒略痆暩勆堓均倓棱愗拽灔餀湩惙歟資啵萆赐苑椓籟炵鋑箫蘧須堰践动馇棱愗拽灔餀湩惙歟資啵萆赐苑椓籟炵鋑箫蘧須堰践动馇髕鴼鉦迠镞蘆湓揁樅鹱腪灭箅笙窻勓裂喏嗳婀甍鵠懁聊髕鴼鉦迠镞蘆湓揁樅鹱腪灭箅笙窻勓裂喏嗳婀甍鵠懁聊膑囫斮樘咍坒璚猀傀薌贔逌犐恛与蹿请趙塃暽近墆鎄击膑囫斮樘咍坒璚猀傀薌贔逌犐恛与蹿请趙塃暽近墆鎄击刌廙牞儑侵覉邬櫺倠喃鋢屸嘊睟鯕儉庇渞魤榻藿侭員塣刌廙牞儑侵覉邬櫺倠喃鋢屸嘊睟鯕儉庇渞魤榻藿侭員塣鹎湗滀嗐粖潌晑鐵孶彸殐瑏峅阫犖尥煎斖乩熵哿應荴异鹎湗滀嗐粖潌晑鐵孶彸殐瑏峅阫犖尥煎斖乩熵哿應荴异鑱隼価焟癞櫳辋逖炏聵圭釙译蒼冊俳璆霴眝瓤