qc story.ppt
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QC Story-Executives Page 1
QC Story
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QC Story-Executives Page 2
Effectiveness of QC Story and Problem solving
Where are we?
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Internal Audit Observations
S.No Audit points SIT 1 SIT 2 SIT 3
1 Data collection & Stratification of data Poor Good Good
2 Brain storming session by the team members Not done Done Not done
3 Listing of all possible causes No Yes No
4 Genba verification to eliminate unrelated causes Not done Done Not done
5 Experiments / tests for identifying the root causes Done Done Done
6 Tryouts of alternate counter-measures No Yes Yes
7 Preventive measures – poka yoke Poka-yoke Poka-yoke Poka-yoke
8 Counter-measures arrived by experience No No No
9 Unnecessary usage of QC tools No No No
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Audit Observations Summary
1. Improper stratification of data by the teams
2. Brain storming session not conducted by most of the teams
(5 out of 8)
3. In most of the teams, all possible causes are not listed
4. Only few members doing the analysis, not all the members
actively involved (4 out of 8)
5. Solutions were arrived on trial & error method ( 2 out of 5)
6. Genba people not involved in arriving at the solution
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Feed Back From Consultants…
‘Our problem solving method lacks the right approach.’
(ie., same app roach is fo l lowed for solv ing
prob lems and fo r making improvements.)
- Deming examiners
„ Analysis is not complete.’
‘No proper validation for solution is carried out.’
‘Why - Why analysis is used for all QC stories.’
‘Side effects are not checked.’ - Prof. Washio
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What is a QC Story?
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A QC story
is a methodology of
systematically and permanently
solving a problem
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What is the structure of a
story?
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It has a starting point
It has a theme
It has a „knot‟ to be untied
It has suspenses,lots ofactivities,climax and finally the
learning
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The structure of a QC
story
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It also has a starting pointIt has a „problem‟ to be solved
It has a theme
It has suspenses,lots ofactivities,the solution and
finally the learning
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The structure of QC Story is,
•A problem•The observation
•The analysis
•The action
•The checking of results
•The standardisation and•The conclusion
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Check results
OK?
Define Problem
Collect data
Analyse
Implement actions
Standardise
Conclude and reflect
No
Yes
Plan for further improvement
Flowchart for problem solving
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How are these stepsconnected to the
PDCA cycle?
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Conclusion
Analysis
ActionCheck
Standardisation
A P D C
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Observation
Analysis
Action
Check
Standardisation
Conclusion
Problem definition1
2
3
4
5
6
7
What
Why
WhoWhen
Where
How
Plan
Do
Check
Action
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Why QC Story?
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Check your understanding…
Shall we workout an exercise..
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1. The mechanic brought another battery and replaced the dead battery.
2. Krishnan and his family decided to go on a picnic on Sunday morning in
their car.
3. Krishnan made a note to start the car on alternate days to keep the batterycharged.
4. Deepak called the local Mechanic and informed him about the problem.
5. Krishnan‟s children were very much disappointed.
6. Krishnan wanted to takeout his car on Saturday evening, but it did not start.
7. Krishnan‟s wife complained that the car is old and they have to buy a new
car.8. The Mechanic said the problem is due to Krishnan not using the car regularly.
9. Deepak declared that the battery is dead.
10. Krishnan‟s family left for Picnic on Sunday morning happily.
11. Krishnan called the dealer and arranged to replace a new battery on
Monday.
12. On Monday Krishnan shared his experience with his colleagues.13. Deepak opened the bonnet and checked for battery terminal connections.
14. Krishnan called his neighbour Deepak to help him start the car.
15. After fitting the temporary battery, Krishnan started the car on Saturday. The car
started without trouble
Exercise – 1.1
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Rewrite the story in not more than 7 steps .
1.________________________________________________________
2.________________________________________________________
3.________________________________________________________
4.________________________________________________________
5.________________________________________________________
6.________________________________________________________
7.________________________________________________________
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QC Story
- Problem .
- Observation
- Analysis
-Action
- Check
-Standardisation
- Horizontaldeployment
1. Krishnan‟s car did not start on Saturday
2 . Deepak found that battery is dead
3. Krishnan was not using his car regularly
4a. Mechanic replaced a battery temporarily.
4b. Krishnan arranged for a new battery to be fitted on
Monday,.
5. After fitting the temporary battery, Krishnan startedthe car on Saturday. The car started without
trouble. Krishnan‟s family went to the picnic happily
on Sunday morning.
6. Krishnan decided to start the car every alternate
day7. Krishnan shared his experience with
his colleagues
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Objectives of This Training
Programme
At the end of this training programme youwill be able to:
• Solve problems permanently,
• Systematically make improvements,
• Horizontally deploy solutions wherever
applicable
in the shortest possible time by effectively using
QC Story methodology.
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Training Delivery and Sustenance
• The module will have two sessions of 4 hrs
each.
• Two weeks after the second session there willbe a review along with plant managers.
• Subsequent reviews once in 3 months
• Champions – For guiding users
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Session 1 Objective
By the end of this session, you will be able to:
Appreciate the need for change in approach to
problem solving,
Define the problem
Observe Genba for relevant clues/symptoms.
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PROBLEM
DEFINITION
Step 1
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What is a Problem ?
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A Problem is
• An undesirable result of a job
• One which has a negative impact oncustomer/Self
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Time
PROBLEMIs this gap
ACTUAL SITUATION / REALITY
DESIRED TARGET OUTCOME RESULT
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GAP DUE TO
PROBLEMS
PLAN
ACTUAL
Time
VCS
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The definition of a problem involves three
Stages
Selection of Problem
Problem statement
Theme and target
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Selection of problem
How to select a problem?
Select problems from
– ECM performance charts – Project bank
– Daily management points
– TQM, TPM,JIT reviews
S l i f bl
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Selection of problem
MP / CP or Policy
(Unit Manager / Section head)
TO DO LIST(Module controller / Executives)
1. xxxxxxxxxxxx
2. xxxxxxxxxx
3. xxxx
VCS CHARTS
PLA
N
ACTUAL
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Selection of problem
Give priority to the problems related to,
External customer satisfaction
Internal customer satisfaction
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Selection of problem
Prioritise the problems to be attended andsolved first.
Explain the importance of solving theproblem on priority.
S l ti f bl
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Selection of problem
Prioritization of Problems
0
1020
30
40
5060
70
80
90
F r e q u e n c y
Problem 1 Problem 2 Problem 3 Others
Accord First
priority for this problem
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Selection of problem
Bad tools
Poor
adjustment
Defective
product
Excessive
cost
Customer
dissatisfaction
Select a problem close
to the customer
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Problem StatementThe problem statement should be ;
clearspecific andmeasurable ( use performance charts)
It should state
What - is the problem- should be stated in terms of results, not causes.
Where - the problem occurred
When - the problem occurred
Who - is involved
In short, a good problem statement should explain the
4Ws – what, where, when and who.
S
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Problem Statement
The problem statement should be,
clear
specific and
measurable ( use performance charts)
The problem statement should demonstrate,
Weakness orientation
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Problem statement
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Problem statementWeakness orientation
Target
Current
Weakness
Target
Current
Weakness
Problem statement
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Characteristics of weakness orientation:
• Focus on facts - base actions on facts, not opinion
• Focus on process, not results
• Focus on root causes, not solutions
encourages objective analysis of causes (“What caused the delays?”), not
jumping first to solutions (“What can we do to improve”)
(Strength orientation focuses quickly on solutions without dwellingon data and analysis)
Problem statement
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1.0 PROBLEM TEAM REF : QC STORY STEP:
TOPIC :
EFFECT : PROBLEM :
Low productivity in machining of Prismatic
Aluminium parts .
TEAM
Policy Ref : 1.A.1
Application of Polycrystalline Diamond (PCD) Tools for machining of
Prismatic Aluminium parts.
TARGET:
Introduce advanced technology Toolings
to achieve improvement in Q,C & D
1. High SMM
2. Low Go Thru‟
3. Less tool life
4. Low Cpk
5. High Cost of consumables
Simple Problem definitions :
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Simple Problem definitions :
Customers not satisfied - Vehicles does not start within 5 kicks
in the morning with choke
Supplier payments delayed - Supplier payments delayed by 5 day
beyond the norms of 45 days.
Tyre pressure low at receipt - Tyre rejection is 3% at receipt stage.
Not correct Correct
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Problem Definition - Summary
• A Problem is an undesirable result of a job andhas a negative impact on self / customer.
• Problem definition involves selecting the problemand writing the problem statement.
• The problem statement should answer what,where, when and who.
• The problem statement demonstrate weaknessorientation
“A well defined problem is half solved”
Theme and target
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Theme and targetTheme and target
Good statement of theme will be
• A problem, not a solution
• Results,not a solution
• Market in orientation
• Neither broad nor narrowly defined
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Wrong statement :
Improve on time delivery rate from 75 % to 85 %
Right statement :
Decrease delayed delivery rate from 25 % to 15 %
Weakness orientation
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Wrong statement
Understand customer delivery, quality and pricing
requirements
Right statement
We do not meet requirements of the customer in delivery,
quality and pricing
Weakness orientation
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Define the method to identify the long term opportunity
customers
We don‟t know the long term opportunity customer
We don‟t have good forecast of the sales
Decrease misforecast of sales
This is a solution, convert to problem
This is broader statement
Convert to weakness orientation
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Optimise face to face selling time
Decrease time spent with other than end user
Decrease orders lost
This is a solution, convert to problem
This is better, but does it intend the
correct meaning
Theme and target
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g
Improve delivery,cost & - Reduce delivery delay from 3wk to 1 wk
quality of motorcycle - Reduce cost of the product by
Rs.300/ vehicle.
- Eliminate Scooty starting problem to
„Zero‟.
Not correct Correct
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Team formation
Form team with members from Customer and supplier
functions.
For example,
ProductionPurchase Warehouse
Team
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Team formationFunctions – Relations diagram
ProductionPurchase Warehouse
SCHEDULE FOR IMPROVEMENT
Usual Gantt
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Problem selection
Observation
Analysis
Action
Check
Standardisation
Conclusion
Presentation
WeekResp. Activity
Holding gains
24 25 26 39
Usual Gantt
chart
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Problem definition
Summary:
• Select a problem from the performance chart
• Prioritise the problems to be solved first
• Explain the importance of the solving that
problem
• Have weakness orientation
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Problem definition
Summary:
• Reflect weakness orientation in the problem
statement and the theme• Clearly define the problem
• Don‟t jump into conclusion at this stage itself
• Have a detailed action plan (use Gantt chart)
Tools and techniques used in
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Tools and techniques used in
Problem definition stage# Steps Tools & techniques Effectiveness
of tool
1 Understanding
problem
Cause&effect diagram,
Graphs, Control charts,
Performance charts
Stratification
2 Selection of problem Pareto charts
Performance charts
3 Activity plan Gantt charts
Effective Highly effective
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OBSERVATION
Step 2
Exercise – 2.1
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Kamal, a buyer in the XYZ company was scheduled for a 10
O‟clock meeting in Sharma‟s office to discuss the terms of alarge order. On the way to that office, the buyer slipped on a
freshly waxed floor and as a result received a badly bruised
leg. By the time Sharma was notified of the accident Kamal
was on the way to the hospital for X-rays. Sharma called the
hospital to inquire and no one there seemed to know anything
about Kamal. It is possible that Sharma called the Wrong
hospital.
Exercise – 2.1
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YES NO
1. Kamal is a buyer …. ….
2. Kamal was scheduled to have a meeting with
Mr Sharma at 10 O‟ clock …. ….
3. Kamal slipped and fell at Sharma‟s office …. ….
4. Kamal was taken to the hospital for X-ray …. ….
5. No one in the hospital knew anything about Kamal …. ….
Ob ti
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Observation
Objective:
Understanding of the current circumstances
based on facts.
Ob ti
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Observation
• This is the most important stage of problem solving.
• Further course of action is decided based on
observation.
• No observation is complete without observation at
the genba.
Observation
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Observation
Problem solving emphasizes the
actual work place and actual
objectsIt has to take place in Genba
Observation
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Observation
Three immediates and Three actuals
Immediately go to actual workplace
Immediately examine the actual part/object
Immediately implement the corrective action
at the actual time when problem occur
Verification of genba standardsProblem :
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S.No Process / Product Description Spec / Std Genba
observation
( Actual )
Deviation
Problem :
Verification of genba standards
P bl P bilit i XLO fi b i hi f
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Problem : Poor process capability in XLO fine boring machine of
XL Cyl.block cell
SAMPLE
S.No Process / Product Description Spec / STD Genba
observation
( Actual )
Deviation
01 FEED 0.1 mm / min 0.1 mm / min NIL
02 SPEED 1100 RPM 1100 RPM NIL
03 INSERT TCGX 110204 TCGX 110208 INSTEAD OF
R 04 ,R 08
IS BEING USED
Verification of genba standards
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Sense Problem
Check the Specs. at GENBA as per present standard
Actual s confirm
to the standard
The
problem persists?
Take up the project for solution
Follow the standard
No
Yes
Yes
Plan for next
improvement
cycle
No
Do
Action
Check
Standard
Know the STANDARD
CHECK the
work against
the standard
ACT toimprove the
standard or
its use
DO the work
according to the
standard
Observation
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Observation
• Look for – nature of occurrence
– any clues on failed parts
• Stratify the data to the extent possible
• All the data (Quantitative),observations (Qualitative)
should be tabulated
- clearly and
- in an easy-to-understand manner.
• Do not be biased. Go with an open mind.
R d th f ll i At h t i k it
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Read the following. At each asterisk write your
ranking of Fatima using the scale:
1: Very poor 2: Poor 3: Average 4:
Good 5: Very Good.
Srinivasan, Kurien and Fatima are tailors in a garment
Company. Their average stitching speeds (garments per
day) for the last three months have been:-Srinivasan = 60; Kurien = 50; Fatima = 30.
*What do you think of Fatima‟s performance?
Srinivasan and Kurien had other jobs before joining this
Company three years ago. This is Fatima‟s first job.
She joined three months ago.
*What do you think of Fatima‟s performance?
While Srinivasan and Kurien‟s have new
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While Srinivasan and Kurien s have new
imported sewing machines. Fatima has an old
local machine which gets stuck frequently.
*What do you think of Fatima‟s performance?
Most of Srinivasan and Kurien‟s work is steady, simple
garment stitching, yet they have considerable number
of re-works. Fatima on the other hand is usually given
difficult jobs and her work is practically errorless.*What do you think of Fatima‟s performance?
Fatima does her stitching easily without much strainwhereas Srinivasan and Kurien struggle to stitch the
garments.
*What do you think of Fatima‟s performance?
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What was your first image of Fatima? What was your
last? Why your opinion was changed?
Learning:
If you decide based on incomplete
data, your decision may be wrong.
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•Use checksheets for collecting data
•Design your own check sheet to collect data
•Do not believe in the past data;always suspect it
•If you design the experiments for collecting data,
collect and record as much data as possible –
experiments are costlier.
Example: Record the roundness errors and cylindricity
errors and the direction of the high points (orientation) etc.,
while collecting data on diameter
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• Data collection process described
• Data collected and stratified
• Data appropriate to the process
• Logic and logical consistency
• Standard format of tools
How and Where Do We Start?
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How and Where Do We Start?
Map the process
Record where and when it is happening
Principle
Take process P3 and process P2 for further study,
Why P2 ?
Process P2 may have an effect on process P3
Problemobserved
here
P1 P2 P3 P4 P5
Problem
occurs
here
Stratification of data
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Stratification of data
• Design the data collection sheet which will help stratification of
data
Major categories for stratification
1) Within unit variation
2) Unit to unit variation
3) Time to time variation
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Instability
Variation Off-Target
Process
Variability
Problem
Definition
Output Symptom
Variation Vs Variability
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Variability Variation
Variation Vs Variability
Variation is the subset of variability. Variation is present due to
common causes whereas variability is present due toassignable causes as well as common causes.
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Variability Variation
Instability
Off-target
Shift
Trend
Cycle
Freak
Aim is Off
Structural
limitation
Components of variability
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Stratification:Examples
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0
4
8
12
1 3 5 7 9 1 1 1 3 1 5 1 7 1 9
Machine A
Machine B
Machine A
Machine B
0
4
8
12
1 3 5 7 9 1 1 1 3 1 5 1 7 1 9
0
4
8
12
1 3 5 7 9 1 1 1 3 1 5 1 7 1 9
Scrap detailsExample:
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Machining details.Hob material : ASP 30- Tin coated
Job RPM : 18
Hob RPM : 276
Feed : 2 mm/minCutting fluid : ILO Cut 1945
Job hardness : 80 – 82 HRB ( Spec.80-90 HRB)
Gear KS driven- Ax100.
Gear tooth found with
heavy tearing mark aftergear hobbing.
0 0
91
0 0
10
20
30
40
50
60
70
80
90
100
Wk. 8 Wk. 9 Wk. 10
Nos
Problem : Tearing mark on component
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Burr collecting
conveyer
Cutting oil
tank
Problem : Tearing mark on component
Hobbing
machine
Clue: After conveyer repair, no rejection
What Did You Learn?
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What Did You Learn?
How to define a problem?How to make a „Problem statement‟?
- what is the problem,
- where it occurred,
- who will solve it,
- when it will be solved.
How to make genba Observation
- have an open mind,- look for clues,
- nature of occurrence of problem.
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Session 2
What Did You Learn in Session 1?
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What Did You Learn in Session 1?
How to define a problem?
How to make a „Problem statement‟?
- what is the problem,
- where it occurred,
- who will solve it,- when it will be solved.
How to make genba Observation?
- have an open mind,
- look for clues,
- nature of occurrence of problem.
Session 2 Objectives
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Session 2 Objectives
By the end of this module, you will be able to:
Analyse and identify the root cause.
Plan and implement actions
Check for results and review
Identify applicable areas and horizontally
deploy the learning.
Step 3
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ANALYSIS
Step 3
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Cause vs problems
Possible cause
Problem
Only one problem
but many possible causes
Possible cause
Possible cause
Possible cause
Possible cause
Cause Vs Problems
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Possible
cause
Possible
cause
Possible
cause
Combination of causes but
many possible combinations
Problem
Possible
cause
„Combination of causes‟ is similar to „bat the rat‟
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Application of Tools for Analysis
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Pre- TQC Council/RL
Jan „02/HorDep.ppt
Tool
Tool 6
Tool 5
Tool 4
Tool 3
Tool 2
Tool 1
Case 1 Case 2
Problem 1
Problem 5
Problem 6
Problem 4
Problem 3
Problem 2
Root Cause Identification
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All Possible
causes
Identify by Cause and
effect diagram using brain
storming
Root Cause Identification
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All Possible
causes
Probable
causes
Identify by Cause and
effect diagram using brain
storming
Shortlist probable
causes using
preliminary analysis
Root Cause Identification
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All Possible
causes
Probable
causes Root
cause
Identify by Cause and
effect diagram using brain
storming
Shortlist probable
causes using
preliminary analysis
Identify root cause(s)
by Cause verification/experiments/testing
Cause and Effect Diagram : Sporadic Cause
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Probable and
possible
causes
Level 1 Level 2 Level 3
Probable
causes
Why, why analysis
Validate the effect of
countermeasureCause verification
Cause
Temp
Countermeasure
RootCause
Preventive countermeasures
Cause and Effect Diagram : Chronic Causes
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Level 1 Level 2 Level 3
Probable and
possible
causes
Probable
causesCauses
Validate the effect of causes
& its interaction by experiment
Root
Causes
Plan countermeasures
Example:
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Machining details.Hob material : ASP 30- Tin coated
Job RPM : 18
Hob RPM : 276
Feed : 2 mm/minCutting fluid : ILO Cut 1945
Job hardness : 80 – 82 HRB ( Spec.80-90 HRB)
Gear tooth found with
heavy tearing markafter gear hobbing.
Scrap details
0 0
91
0 0
10
20
30
40
50
60
70
80
90
100
Wk. 8 Wk. 9 Wk. 10
Nos
Problem : Tearing mark on component
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Burr collecting
conveyer
Cutting oil tank
Component jammed
What is the root cause?
Hobbingmachine
Problem : Tearing Mark on Component
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Burr collecting
conveyor
Cutting oil tank
Mesh provided
g p
Burr collecting
conveyer
Cutting oil
tank
Component
jammed
Identify root cause
Flow chart for counter measure validation
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Identify root cause
Plan countermeasure
with alternatives
Check sideEffect for Q&S
Validateresult
Estimatecost
EstimateTime
OK OK OK OK
NOT OK NOT OK
NOT OK
NOT OK
Select appropriatecountermeasure
Action
Effectiveness of Countermeasure
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Visual Control System - „Q‟ Alert, One point lessons
Updation of standards,SOP
SPC charts - for products and processes parameters
Automatic warning signal – Low battery alarm, low oil alarms
Auto shut off/switch on -- Switch off machine for tool breakage/
or motor on when water level low in tank
Auto adjusting system – Tool measuring devices adjusting sizes
according to wear out
L e v e l o f p
r e v e n t i o n
Analysis - Summary
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• Identify whether the problem is chronic or sporadic.
• Select appropriate tool depending on problems
• For chronic problems, cause verification to bevalidated statistically.
• Never assume things.
• Select appropriate countermeasures from alternate
countermeasures.• Countermeasures should be for root causes and not
for phenomena / problem
• Check for side effects.
„The quality level in any case should not deterioratefrom the existing level‟
Step 4
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ACTION
Implementation Plan
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Implementation Plan
• Discuss with concerned persons for
implementation of countermeasures.
- use 3w1h formats for action and
Gantt chart for monitoring the progress
Meeting Venue: Date of
Subject review
Members Next
Write the problem here
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Members Next
present review date
S.No. WHEN WHO
From To DATE/WK
Write the problem here x y
1 x (y - a)
1.1 Write the actions here1.1.1
1.2 - - - - - - - - - - - - - - - - - 1.1.2 - - - - - - - - - - - - - - - - - - - - - - - - - - -- - - - -
2 (y - a) y
2.1
The " When & Who " is for the activity
The achievements of 1and 2 should be How ' column& not for ' What ' column
equal to the gap explained in the problem.
(List actions individually,
do not combine them)
Write ' Activity/Activities ' for the action
listed in ' what ' column
Write the root causes & their
contribution in the order of
pareto (1.1, 1.2, 1.3 …..)
WHAT HOW
Meeting : Venue: Plant I Date ofS i l l
Executive Committee Meeting
EXAMPLE
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Meeting : Venue: Plant I Date of
Subject : review
Members Next
present review date
S.No. WHEN WHO
From To (DATE/WK)
Improve spares service level - 81% 96%
1 Clutch cover assembly short supply
Supplier capacity less 81% 91%
1.1 Develop Fiem Auto as alternate Wk.no 49 AD 1.1.Arrange samples in powder coated
source to ………………………. condition from M/s Fiem Auto Ltd
Wk.no 50 MAV 1.1.Approve samples
Wk.no 51 AD 1.1.Arrange pilot batch
Wk.no 52 AD 1.1.Arrange Bulk supplies
2 V pulley - short supply due to 91% 96%
breakdown
PT( Buyer name) Temp .
2.1 Reduce breakdown of Wk.no 49 Rausriya 2.1. Add capacitor to compensate
welding machine at Rajsriya ltd the voltage drop
Wk.no 50 Rausriya 2.1.Replace the timer relaysPerm.
Wk.no 52 Rausriya 2.1.Switchover to microprocessor .
controlled spot welding machine
Spares service level
WHAT HOW
EXAMPLE
EXAMPLE
Arrange samples in powder coated cndition from
FIEM A to ltd
Activity Plan
March'02Action 1.1
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Sl.
No Action Resp Date 2 4 5 6 7 8 9 11 12 13 14 15 16 18 19 20 21 22 23 25 26 27 28 29
Get saqmples for
approvalVBS5
KR
4 Raise PR/PO
3
KR
Negotiate
2
1
Ask for quotation
from FIEM AUTO VBS
VBSGet quote
FIEM Auto ltd.
Example:Scrap details
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Gear tooth found with
heavy tearing markafter gear hobbing.0 0
91
0 0
10
20
30
40
50
60
70
80
90
100
Wk. 8 Wk. 9 Wk. 10
Nos
The scrap to be brought down to zero.
The tearing was due to burr carried by coolant to the cutting
edge.
The burr was not filtered due to conveyer not working.
The conveyer was not working since component got jammed in
between conveyer and coolant tank.
Component falling into the tank was avoided by providing a filter
on the coolant flow path by VBS, during wk.10
Meeting : Venue: Plant I Date of
Subject : review 2 3 0 3 0 2
Members Next
Eliminate Gear KS driven s
Executive Committee Meeting
EXAMPLE
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present review date
S.No. WHEN WHO
From To (DATE/WK)
Tearinc mark on gear tooth 91 0
Cause:
No burr filtration
Root cause:
Conveyor jammed since component
fell inside conveyor
Action: Wk.no 10 VBS 1.1 Provide filter on the coolant flow chute
1 Eliminate component falling 1.2 Update machine manualinto conveyor 1.3 Identify applicable machine for
horizondal deployment.
WHAT HOW
EXAMPLE
Action Summary
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Action - Summary
• Clearly spell out the actions.
• Fix responsibility to an individual and not a dept.
• Fix target dates
• Have regular reviews till implementation is
completed.
Step 5
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CHECK
How to Check
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How to Check
• Compare the results before and after implementation
of countermeasure.
• Use the same charts, measures used in
define/ observation phase.
• Monitor the results at least for 3 months.
• Monitor that the actions are in place.
Comparison of Results Example
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Comparison of Results - Example
0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
N o . o
f D e f e c t s
Date
improvement
done
Before After
Comparison of Results - Example
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Comparison of Results - Example
Scrap details
0 0
91
0 0
10
20
30
40
50
60
70
80
90
100
Wk. 8 Wk. 9 Wk. 10
Nos
000
0
Wk. 11 Wk. 13 Wk. 12
Before After
Step 6
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STANDARDISATION
What is a Standard?
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What is a Standard?
A standard is made up of only those elements
which, when not followed, results in a predictable
defect or waste.
Examples of Standardisation
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Examples of Standardisation
Road signals, List down a few more
Bulb fittings, ………………………..
Fasteners, ……………………….
Floppies, ………………………..
Credit cards, ………………………..
Toilet symbols etc. …………………………
Benefits
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• It helps in doing a specific activity :
- the same way
- by different people
- at all timeswithout leading to any mistake.
• Man dependant to man independent
• Creates a rich knowledge base for future
reference.
Raise change request
G t i t ti f
StandardisationProcess
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Get registration no. from.
(R&D or PED)
Check results
Get change note no from
(R&D or PED)
Conduct trails thru‟
Experimental job order.
Not OKRelease modified
Drawing
Update all in-house
standards likeLAOS,QCPC,etc..
Implement change
details
OK Reject Change
request
Means of Standardisation
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Documents Types Responsible Dept.
Component drawing - R&D
Drawings Fixture drawing - Tool Design Dept.
Tool drawing - Engg. Dept. & PED
Standards Inspection stds. - QAD/VQ
Engineering stds. - R&D, PED
Operation stds. - Engg./PED
QCPC - Engg./PED
M f St d di ti
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Means of Standardisation :
Documents Responsible Dept.
Process sheet - PED
Manuals - Respective Depts.
Creation and revision of SOPs - TQC
Revision of SAP / intranet directories - SAP
Product information bulletin - Service Dept.
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m
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khl y ; ghh;l ;be. ghh;l ;bga h; M gnu\ d ;be. M gnu\ d ;bga h; \ hg; bk\ pd ; bk\ pd ;be.
t pf ;l h; N 208 034 0 f pa h;III o ut d ; 010 g[nuhr ;r p' ; f pa h;\ hg; APEX g[nuhr ;rp' ;bk\ pd ;
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be. g;uh! ! ;nguhkPl ;l h; ! ;b gr p~ gpnf \ d b r f ;f p ;t HpK i w~ hf bt d ! bk l
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2 nk#h;l ah 20.045 / 20.070
! ;g;i y d ;g;s f ;nf # ;
6100009 1/50Nos.
3 ~ng! ;mt [l ; 0.05 max 1/50Nos.
4 OD ud ;m t [l ; 0.05 max 1/50Nos.
5 Tearing k hh;f ; , U f ;f f ;T l hJ t p\ &t y ; 1/50Nos.
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a b
0.04 mm
c
CHECK
VIRESPON-
SIBILITYPARAMETER
SPECIFICATION
/CONTROLINSPECTION
METHOD
PART PARAMETERS
CONTROL ITEMS ( CAUSES ) CONTROLLING METHODS
S T R U C T I O
N
CONTROL ITEM C
FACTOR
(4M)
CHECK
METHOD
CHECK
FREQ
TOOL OF
CONTROL L A O S
N o .
O L
/ F I X T U R E
N o .
PROCESS PARAMETERS
PERSONPARAMETER SPECIFICATION.
QUALITY CONTROL PROCESS CHARTMODEL:
AX100
PART No.:
306 005 0
PART DESCRIPTION:
GEAR PRIMARY DRIVEN
SHOP:
GEAR SHOP
LINE NAME:
GEAR SHOP - SOFT
P E R A T I O N
N o .
OPERATION
DESCN. /
MACHINE No /
MACHINE DESCN.
LAKSHMI AUTO COMPONENTS
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CHECK
FREQ.
20 20
SPECIAL
SOFT
JAW
METHODPROGRAMME
LAY OUT/SHEET
AS PER
PRG.MASTERVISUAL
EVERY
WEEK-
CELL
LEADER
MODULE
CONTROLLER2
MAN JAWSNO DAMAGE TO
BE SMOOTHVISUAL DAILY -
CELL
LEADER
MODULE
CONTROLLER2
MACHINECHUCK CLAMPING
PRESSURE 16-18 Kg/Cm2
INDICATO
R
EVERY
WEEK -
CELL
LEADER
MODULE
CONTROLLER 2
TOTAL HEIGHT 33.2/33.4 607 0519 -
THICKNESS -0.1
10.0607 0523 -
GROOVE POSITION -0.20
29.8607 0702 -
GEAR FACE WIDTH 16 +/-0.05 606 1595 -
FACE OUT 0.05 Max 612 0011 -
PARALLELISM 0.04 GAUGE -
30 30FIXTURE
2010019METHOD SPINDLE SPEED 100 RPM
LEVER
POSN.
1/3MONT
H-
CELL
LEADER
MODULE
CONTROLLER2
METHOD TABLE FEED 250 mm/minSTOP
WATCH
EVERY
WEEK-
CELL
LEADER
MODULE
CONTROLLER2
MAN CUTTER CHANGE EVERY 4000 NosHISTORY
CARD
EVERY
WEEK-
CELL
LEADER
MODULE
CONTROLLER2
SLOT SYMMETRY 0.08 Max GAUGE -
SLOT WIDTH +0.1/+0.2
8.0607 0548 -
SLOT DEPTH -0.30/-0.50
27.5607 0529 -
1 - RAISE NCR ISSUE a
INSTRUMENT : TYPE 2 - STOP AND CORRECT DATE 1/06/01
GAUGE : TYPE & GAUGE No. 3 - CHECK EARLIER PRODUC SIGN VBS
PROTEL MILLING M/C
REVISIONCONTROL INSTRUCTIONOL OF CONTROL/ RECORDING METHETHOD OF MEASUREMEN
SIBILITYLIMITS
METHOD
I N S(4M) METHOD FREQ. CONTROL
T O
O P
DRIVE SLOT MILLING
(BLA NK TURNING II)
TURNING,FACING AND
GROOVING
ACE LT2 CNC LATHE
CHECK CONTROL
PRE CONTROL CHART
Operation No. 10 and 20 Offloaded
b
10
Step 7
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HORIZONTALDEPLOYMENT
How Do We Do It?
Identify areas where the learning / benefits can be made use of
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Identify areas where the learning / benefits can be made use of.
Look for
- Similar parts
- Similar process
- Other machines
- Other cells
- Other departments
- Other plants
- Other models
Implement wherever applicable.
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Communicate through:- Exchange of Kaizen sheets
-TQC Council
- QCC/SIT/CFT presentations
- Learning forum
- VCS in unit office
- Discussion database
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QC Story Methodology - Summary
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QC Story
is a systematic method to solve
problems.
Steps involved
Meas re & Impro e
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Measure & Improve
1. Define problem
. 2. Observation for clues, nature of occurrence.
3. Analysis for root cause / causes.
4. Action implement countermeasures.
5. Check for results.
6. Standardisation of the learning.
7. Horizontal deployment of benefits.
Golden Rules in Problem Solving
1 Go with an open mind
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1. Go with an open mind.
2. Observe the Genba where it occurred for clues.3. There is no “Bhramhastra” for solving all our problems.
4. Select the appropriate tool and apply them effectively.
5. Involve more than one person and especially people atthe Genba.(Ten persons idea is better than one
person‟s knowledge)
6. Validate the countermeasures for effectiveness and
side effects.
7. Standardise the learning.
8. Never give up.
Guidelines for Use of QC Story
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„For small problems without much of data analysis,use kaizen sheets.‟
„For other problems, use QC Story
with data analysis.‟
- Prof. Washio
Application of Tools
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Problem
Identification Observation Analysis Action Check Standardization HD
Check sheet
Pareto diagram
Stratification
Cause & effect diagram
Histogram
Scatter diagram
Control chart,graphs
DOE
Test of significance
Why, why analysis
PM analysis
Gantt chart
QC story
TOOLS
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Best
guess
Investigative
Scientific Less risk
Confirmative
High risk
Medium
risk
Experience
only
Experience
&
Scientific
*
*
*
Approach
Reference Books
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Reference Books
1.Statistical methods – Hitoshi Kume
2.Four practical revolutions in
Management
- Shoji Shiba and
David Walden
How Will We Sustain It ?
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• At least two „Champions‟ for each plant.
• Best QC Story award- Quarterly
Nature of Occurrence Vs Action
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• Instability - Measure & Control
• Off target - Control,Modify or Recreate
• Variation - Modify or Recreate
Nature of Occurrence
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Sporadic
Problem
Chronic
Off target
Variation
Instability
Nature of Occurrence20
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0
5
10
15
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
N o . o
f D e f e c t s Instability
(Sporadic loss)
Date
Target
ZERO
0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Variation
due to chronic
loss
Date
Target
ZERO
0
5
10
15
20
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
N o . o
f D e f e c t s
Date
Off target (Chronic loss)
Target
ZERO
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Thank you
Improvement
DO improvement
CHECK improvement
results
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Focus on
vital view
Improvement
activitiesPLAN
improvement
D C
P A
A S
DC
ACT to improve the
standard or its use
CHECK the work
against the standard
Routine work
results
ACT tostandardize to
results or plan for
next
improvement
cycle
Standardisation
Initiateimprovement
Know the STANDARD
DO the work
according to
the standard
7.Reflect on
process and next
problem
6.Standardi
ze solution
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Sense
problem
1.Select
theme
4.Plan and..
Explore
situation Formulate
problem
2.Collect and
analyze data3.Analyze
causes
Implement
solution
5.Evaluate
effects
Data 1 Data 2 Data 3
Control
Reactive
Proactive
Level of
thought
Level of
experience
2.Problem Exploration
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Bad toolsPoor
adjustment
Defective
product
Excessive cost
Customer dissatisfaction
A cause and Result Chain
Stratification : Examples
Petrol tank rejection at leak testing.
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Petrol tank rejection at leak testing.
1. Shift wise2. Operator wise
3. Operation wise
4. Location wise
Cylinder head rejection for blow holes at shop
1. Location of blow holes
2. Identify supplier
3. Blow holes or porosity4 Die no
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