qcc facilitator

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2. QCC 3. FLOW CHART 4. ( ) 5. QCQC QC FACILITATOR 6. -- -- P-D-C-AP-D-C-A QC FACILITATOR 7. QUALITYQUALITY COSTCOST DELIVERYDELIVERY MORALEMORALE SAFETYSAFETY ENVIRONMENTENVIRONMENT ETHICSETHICS QQ CC DD MM SS EE EE 8. PSPS Quality of Product & Service)Quality of Product & Service) QWLQWL Quality of Working Life)Quality of Working Life) 9. S DC A P DC A S DC A P DC A S DC A 10. 11. 12. 13. 14. 15. ((ParticipativeParticipative Management)Management) TopTop MiddleMiddle ForemanForeman WorkerWorker Top-DownTop-Down Buttom-UpButtom-Up 16. Continuous Improvement Low Quality High Quality 17. 18. 5 19. 5 20. KAIZENKAIZEN 21. Kaizen Kai To modify or to change Zen Think about making good or better Kaizen Make things easier by studying them and improve through the elimination of waste or Continuous Improvements 22. Kaizen means improvement. Moreover, it means continuing improvement in personal life, home life and working life. When applied to the workplace, Kaizen means continuing improvement involving everyone - managers and workers alike. 23. INNOVATIONINNOVATION THE IDEAL ACTUALITY DRAMATIC BUT INTERMITTENT PROGRESS 24. KAIZENKAIZEN INCREMENTAL BUT CONTINUOUS PROGRESS 25. 26. 27. (( 28. 1. 2. 3. 29. 1.1. 2.2. 3.3. 4.4. 5.5. SOFTWARESOFTWARE 6.6. 30. 1.1. 2.2. 3.3. 4.4. 31. (( .).) 1. Kaizen Suggestion 2. Automation Kaizen 3. Karakuri Kaizen 4. Kaizen for Office 32. 1. Kaizen Suggestion System 2. Automation Kaizen 3. Karakuri (Un-plug) Kaizen 4. Kaizen for Office 33. 6 34. 1.1. 2.2. 3.3. 4.4. 35. 1. -- -- 36. 2. 37. 3. IDEA 38. 4. 39. 5. // 40. 6. -- -- - 41. NAME(S): Kazuo Tsuchiya UNIT: Lubricant Distribution Center DATE: 10/12/1994 BEFORE KAIZEN: AFTER KAIZEN: BENEFITS (SAVINGS): COMMENT BY DIRECT SUPERVISOR: The heavy drum of lubricant was to be lifted up on to the weighing scale each time. Two operators were required to handle the drum. A wooden sloping platform has been installed for rolling the drum on to the weighing scale. Now, one operator can handle the drum easily and safely, Weighing drums has become more efficient by reducing one operator. Operation has become safer for people involved than before. Cost of improvement (installation of additional wooden platform) was very small. This improvement was accepted and it can be applied to similar operations in the center. 15/12/1994 Y.F. KAIZEN REPORT INSTALLED PROPOSEDX 42. 43. QCC : QUALITY CONTROL CIRCLE (Participative Management) 44. QCC QC TECHNIQUES PDCA 45. QC 46. (Problem Solving)(Problem Solving) (Theme Achieveme(Theme Achieveme MODEL 47. Problem-Solving Theme Achievement / 48. 49. QCC QC Sto 50. m Solving 51. . 1897 80% 52. 20 % 20 % 80 % 80 % 53. 0 500 1000 1500 2000 2500 3000 3500 4000 ( ) 0.00 20.00 40.00 60.00 80.00 100.00 : % % % % %% % % The Vital Few The Trivial Many 54. ? ? A A B B C 55. 56. ( / ) / 57. ? ( 58. / 59. P - D - C - A 60. -- 11 22 33 44 55 66 77 88 99 1010 1111 1212PP DD CC AA (Grantts 61. 62. / 63. 4 M 1 E ManManMachineMachine MethodMethod MaterialMaterial EnvironmentEnvironment 64. 65. / ( ) (--- -) 66. 1 2 3 4 67. 68. / 69. :: 70. .. .. .. .. .. .. 71. 200200 200200 72. PlanPlan DDCC AAPlan 73. PlanPlan DDCC AAPlan 74. 1 2 75. PlanPlan DDCC AAPlan 76. 77. (//) / 78. .. .. .. 79. ( ) 80. 81. 2 10 5 10 15 10 82. 5 10 10 5 3 QC Techniques 10 5 83. 7 QC Tools 1. Check Sheet 2. Stratification 3. Graph & Histogram 4. Pareto Diagram 5. Cause & Effect Diagram 6. Control Chart 7. Scatter Diagram 84. CHECK SHEET A B C D E F 85. .1 123 1 1.1 1.2 2 2.1 2.2 ( ) 3 3.1 86. 1.2 ...... : : 1525 ..... .... .. . .. ... ... 42 62 17 11 26 3 5 87. 1 2 1.3 88. TRATIFICATIN 89. / / / / / / 90. RAPH 0 20 40 60 80 100 0 20 40 60 80 100 91. 0 20 40 60 80 100 :: 92. 0 20 40 60 80 100 . . .. 93. 24 % 30 % 46 % : 94. HISTOGRAM Sl Su 95. PARETO DIAGRAM 0 500 1000 1500 2000 2500 3000 3500 4000 ( ) 0.00 20.00 40.00 60.00 80.00 100.00 : % % % % %% % % 96. A 25 B 20 C 15 D 10 30 0 10 20 A B C D 35.7% A 28.5% B 21.4% C 14.4% D 0 80 20 40 60 A B C D 100 % 50 % 97. 0 500 1000 1500 2000 2500 3000 3500 4000 ( ) 0.00 20.00 40.00 60.00 80.00 100.00 : % % % % %% % % 98. CAUSE & EFFECT DIAGRAM EFFECT 99. 4 M - 1 E 100. AUSES & EFFECTS DIAGRAM) WHYWHY WHYWHY WHYWHY WHYWHY WHYWHY WHYWHY 101. CONTROL CHART CL UCL LCL 102. CATTER DIAGRAM * * * * * * ** * * * * * x y 0 ** ** * * * ** 103. QC Story 104. Theme Achievement Task Achieving Task Achievement 105. - - - - : Sato In-jehi 106. 107. - - 108. - - / 109. Theme Achievem / (Risk Managemen 110. Achievement () 111. - Theme / / / Scenario / Scenario / / P D C A 112. / 113. EP 2.1 (4M / 7M + E + T ) Man Machine Method Material Measurement Management Morale Environment Time 114. System Skill Strategy Structure Style Staff Shared Value 7S 115. EP 2.2 ) ..... / / / 116. P 3.1 (Thinking Process) nate bine rrange lify (Ergonomic / Poka-Yoke / 117. EP 3.2 118. Scenario ) / ) P 4.1 Scenario Scenario EP 4.2 119. Sce 4.3 Scenario 4 Scenario 120. / Grant Chart / Arrow Diag. / 4W1H) 1 Scen Scenario ) TEP 5.1 121. TEP 6. 122. 123. 1 P 8.2 124. Problem Solving OR Theme Achievement 125. 2 10 15 5 10 15 126. 5 10 5 5 3 QC Techniques 10 5 127. Kadai Tassei 7 Tools 128. K7 Theme Achievement Tools / 129. / ( Step 1) Theme 130. ( Step 1) ? ? ? ? ? 1 2 3 4 5 Problem SolvinTheme Achievement NONO YESYESNONO NONO NONO NONO YESYES YESYES YESYES 131. ( Step 2) 1 2 3 1 2 3 : 3 : 2 : 1 132. ( Step 2) Theme THEME 133. ( Step 3) 134. 1 2 3 135. ( Step 4) Scenario / 136. ( A B C D H F G J E K I L 2 4 4 2 2 5 2 1 3 5 1 PDPC Arrow Diagram