QRQC

Quick Response Quality Control

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What is QRQC?

QUICK RESPONSE QUALITY CONTROL

A MANAGEMENT
attitude to
solve ANY KIND OF PROBLEM
-REAL PLACE-
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Why QRQC?

• Cost of Goods Sold

• Cost of Quality
• Scrap
• Line Interruption
• Quick Response to Customers
• Quality
• Inventory Turns
• Throughput
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How to deploy? Who should do it?

To do QRQC, we need COACHES / LEADERS

Standardize reaction to significant External/Internal Quality failures.

Instil problem solving discipline through use of a standard.

Promotes communication and sharing of knowledge through shop floor
QRQC activities.

Utilizes a visual method of displaying important information to drive
closure .

Daily on-the-job coaching to support the culture by

* Plant Manager
* Department Managers (HR, Logistic, Production, Quality,
Controlling, Maintenance, Development …)

- Learn from shop floor

- Give positive motivation, not make people afraid
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Understand QRQC?
THE 3 REALS

Real Place:
Place: Where and when it happens

Real Parts: What is really the defect and

compare to good

Reality: Expresses with data and compared

to standard
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Understand QRQC?

LOGICAL THINKING
 What is the problem?

 What is the root cause?

 What is the counter measure?

 What can I commit for the future?

At the end, the story is easy to

understand.
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The 6 Key Principles of QRQC

1. Going to the real place 1. REAL PLACE
(Workplace)
2. Compare real parts 2. REAL PARTS
- a BAD part,
- a GOOD part,
- produced at the SAME TIME
3. Speaking with data 3. REAL DATA
4. Have a quick reaction, react fast 4. QUICK RESPONSE
5. Using logical thinking to find 5. LOGICAL THINKING
root causes
6. With on the job coaching by 6. COACHING
management
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QRQC Tools and Organization

TO SUPPORT QRQC on the shop floor
A simple piece of paper on a board support visible in the real
workplace

All support functions are involved

in problem solving lead by the
owner

Plant QRQC
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Methodology

How to do
PLANT
QRQC
PLANT QRQC- 8D discipline

Customer issues

Re-occurring or more complex problems.

Internal issues , high severity ( 8 -10)

Step 1 Form the team & Define milestones

review

Step 2 : Description of the problem

Step 3 : Temporary contrameasures

Step 4 – Possible Cause and Root Cause

Step 5 - Corrective Actions & Step 6 - Verify

Results

Step 7 – Prevent Recurrence

Step 8 – Congratulate the team

 Line QRQC

Line issues(severity 1 -7)

Step 1 Form the team & Define milestones

review

Step 2 : Description of the problem

Step 3 : Temporary contrameasures

Step 4 – Possible Cause and Root Cause

Step 5 - Corrective Actions & Step 6 -

Verify Results

Step 7 – OK & NOK samples

Step 8 – Congratulate the team

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Plant QRQC

Step
D1 Form the Team &
Define Milestones
Review
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Plant QRQC

Step
D2 Problem
Description
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5Ws,2Hs

 Purpose
 Describe the situation as detailed as you can, understand the
problem.

 Method
 Adoptan interrogative attitude (abandon preconceived ideas).
Describe what you need to know to start!

WHAT WHO WHERE WHEN WHY

(is it a problem)
HOW was the HOW MUCH
problem found?
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Is / Is not and Differences

 Purpose
 Ask the questions – “not only why under some circumstances the problem occurs,
but also why, under other circumstances, the problem does not occur”. And from
there, identify differences.

 Method
 What?
 Why this part / this reference and not that one?... Difference?
 Who?
 Why Mr. X and not Mrs. Y?... Difference?
 Where?
 Why here and not there?
 Why this process and not that one?... Difference?
 When?
 Why today and not yesterday?... Difference?
 How?
 Why this way and not that ways ex: detection?... Difference?
 How many?
 Why more with A than with B?... Difference?
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Quotation

IfI had 100 minutes to solve a

problem on which my life
depended, I would spend 75
minutes to understand it, 15
minutes to find solutions, and
10 minutes to implement
them…..

…. Albert EINSTEIN
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Step D2 allowed us to…

KEY POINTS OF THE STEP BASICS TO BE RESPECTED

DURING THIS STEP

Define the problem in a factual
REAL WORKPLACE
way with the help of 5Ws2Hs

REAL PARTS

Define likely factors using the
tool IS-IS NOT –DIFFERENCE
REAL DATA

Implement problem follow-up
indicators
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COMPLETION OF QRQC FORM - ( EXAMPLE)

5W and 2Hs
D2 Problem description

DETECTION PLACE : CREATION PLACE :

What was the problem ?

Part with missing hanger

Why was it a problem ?

It is impossible to assemble the part in the car

When was the problem found ? When produced ?

10/02/2009 first shift 05/02/09, 1st shift

Who found the problem ? Who inspected the parts ?

Evandro Rodrigues (GMB) Operator in 1st shift (Marcus)

Where was the problem found ? Where was the problem created ?

Assembly Line Gmdo Brasil (CQPC) At the manual welding station for the hangers
How was it found ? How it was created ?

During the assembly of the part Operator only welded 3 / 4 hangers

How many where found ? How many suspect parts ?
1 part 920 parts at customer, 324 parts in KSS Plant
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COMPLETION OF QRQC FORM - ( EXAMPLE)

Factors to
IS IS NOT & DIFFERENCES investigate
D2 Problem description

Part was not produced during 2nd shift

Part was produced during 1st shift
(there exists no 3rd shift)
The problem occured at the manual The problem did not occur in the robotized
welding station for the 4 hangers welding (neither GM nor VW)
The work instruction does not specify The work instruction for the intermediate
the sequence of the welding of the 4 line PSA T3 does specify the welding
hangers. sequence (part no 3140850100)
In the specific part we can say that the The hanger was not spot welded (no
welding was not done at all for this
hanger since there are no signs of
welding in the concerned area remains of welding in the specific area).
Operator does have Polyvalence level 3 Operator was not in training with evident
lack of experience in the workstation
Workstation was working in normal condition No evidence of abnormal situation as per
corrective maintenance logsheet and
(Poka Yoke was in operation) logsheet for level1 preventive maintenance
Operator did not produce a series of non
Operator did produce 1 single not ok part
conform parts
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Process Mapping

 What is its purpose?

- Formalise the real progression of the process,

 - Help share the same vision of the process,
 - Identify all inputs/outputs data of the process.

 What method?
 Review
all elements that constitute the process (manufacturing
equipment, various flows).

 The group must review all the phases of the process.

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Step D2 allowed us to…

KEY POINTS OF THE STEP BASICS TO BE RESPECTED

DURING THIS STEP
Thanks to Process Mapping:
LOGICAL THINKING

Understand the manufacturing
process

Identify similar products and
processes risks
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Plant QRQC

Step
D3
Containment
Actions
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Containment Actions
 Goals:
 Define
actions to be taken within 24 hours in order to protect the
customer.

 Method:
 Implement these actions and validate their efficiency.
 In a few hours maximum, ensure that no non-conforming part
persists between you and your customer, at your customer, or in
the market.
 Deploy those actions on all similar products / processes listed
during Step D2.

 Tools:
 Actions plan (PDCA)
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Action Plans

PDCA

MODIFY
DESCRIBE
GENERALISE
ANALYSE
STANDARDISE
FIND

Act Plan

Check Do

MEASURE THE EFFECTIVITY EXECUTE

OF THE RESULTS
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Step D3 allowed us to…

KEY POINTS OF THE STAGE BASICS TO BE RESPECTED

DURING THIS STAGE
Define actions plan to protect the
QUICK REACTION
customer with PDCA
Examples:

Systematic sorting of existing
stocks

Implement 100 % check during
production phase (Quality Wall)
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COMPLETION OF QRQC FORM - ( EXAMPLE)

Target date > 11-02-09
Action: Pilot Dead line Check by shift / Sorting results
Visual inspection of 100% of stock at customer Fábio start Check realized through contracted company
Somenci 10/02/09 ACS: 920 peças checked 0 NOK parts found
end
14/02/09
12:00hs
100% visual inspection of Faurecia stock Roberto 11/02/09 1º Shift: 124 parts checked – 0 NOK found
(finished goods in safety stock, TPA) Souza 14:00hs 2º Shift: 200 parts checked – 0 NOK found

Emission of Quality Alert for the Production Roberto 10/02/09 Quality Alert Nº 02/09 emitted 10/02/09 and
line Souza 16:30hs received (signed) by both shifts’ operators

Inclusion of production process the visual
check of 4 hangers and marking of each
hanger with industrial marker by operator.
Identification of the racks with paper “100%
inspected for hanger”
Willian Bozzi 11/02/09 Marking of rack specified in Quality Alert
09:00hs 002/09 started from 09:00 hrs.
Telephone Contact with Quality representative
at GM plant to confirm reception of first lot of
controlled parts by 11/02/09 (18:00).

Transfer of claimed part from customer for Fábio 11/02/09 Part available in Pinda plant by 17:00 hrs
root cause analysis. Somenci 17:00 revealed that it was produced in 1st shift on
Feb 5th by operator Marcus
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Plant QRQC

Step
D4
Possible Causes
(Root Cause)
Cause)
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Possible causes (Root cause)

 Method:
 1- Analyze 5 Whys for escape
 2- Analyze 5 Whys for “How the part was made”?
 3- Analyze 5 Whys for “Why it was not prevented”?
 4- Define and implement associated actions' plan
 5- Validate likely causes

Tools:
 1- Brainstorming , Ishikawa or 6M.
 2- Weighted Vote
 3- Action plan
 4- 5 Why's, Gage R&R, Action plan
 5- Therefore Test
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Root Cause
Flowchart
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Fishbone Diagram

Measurement Methods Machinery

Enter Problem / Issue

Here

Mother Nature People Materials

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5 Why Analysis
Escape Cause

Why ?

Problem Statement Why Made Cause Why ?

Why ? Why ?

Why Not Prevented Cause Why ? Why ?

Why ? Why ? Escape Cause

Why ? Why ?

Why ? Why Made Cause

Why ?

Why Not Prevented Cause

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Root Cause Analysis Notes:

Multiple possible causes can and probably do exist for; why it
escaped? why it was made? and why it was not prevented?

A Why Chain is required for each possible cause

Root Cause must be verified or eliminated. You must be able to

turn the problem on and off.

Possible sources of data to verify Root Cause:

ERP LCS
Testing Measurement
First Time Through Visual
Final Audit Sorting
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Plant QRQC

Step
D5
Corrective
Actions
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Corrective Actions

 Goals:

 Define actions to be taken in order to eradicate problem causes

 Follow-up of action implementation
 Be careful that the implementation of the actions does not cause
other problems
 Identified corrective actions that must be implemented

 Tools:

Brainstorming

Action Plan (PDCA)
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COMPLETION OF QRQC FORM - ( EXAMPLE)

Target date > 10-04-09
Action Responsible Deadline Check by shift
Modify the concept of the PY in a sense Willian Bozzi 10/03/09 12-03-09 Shift 1º (OK) Shift 2º (OK)
that the equipment will not only
detect the presence of the hangers
but also:
a) the amount of welding seams and
b) the time spent for each seam.

The equipment will release the part once

the correct amount of welding
seams has been realised with the
standard time for each seam.
Update Work instruction and Instruction Willian Bozzi 11/03/09 12-03-09 Shift 1º (OK) Shift 2º (OK)
for PY

Update the training of the Operators in Willian Bozzi 12/03/09 13-03-09 Shift 1º (OK) Shift 2º (OK)
line with the adaptations of the process.

Realize Lessons Learned Sheet Daniel Ferrari 18-03-09 OK Done 17-03-09

Shift 1º (OK) Shift 2º (OK)
Ask Division Management to include P- Roberto Carlos / 18.03.09 Training realized 26.02.2009 by SGS
FMEA training for key individuals of Willian Scopinho
Pinda Plant
Assure strict respect of Work Package Roberto Carlos 28.02.09 Realized since Phase 3 PSA T3 Program
“Lessons Learned Revsion” for each (Mar 10th 2009)
respective Program Phase
Assure participation of key persons in P- Roberto Carlos From Done 11.03.2009
FMEA creation (Prod, ME, Q, D&D, Purch.) 18.03.09
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Plant QRQC

Step
D6 Verification / Action
Plan effectiveness
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Verification /Action Plan Effectiveness

 Goals:

 Validate effectiveness of the actions taken,

 Validate problem control during at least one month before closing

it in step D8

 Verify implemented actions did not create new problems

 Tools:

Tracking Chart
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Tracking Chart

 What is its use?

 Allows a follow-up of the evolution of the chosen indicator and
the efficiency of actions taken.

 What method?

1. Follow indicator's evolution (phase D1) .

2. List the various actions to be taken and planned
3. Note down the date of real implementation
4. Validate each action's effectiveness.
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Step D6 allow us to…

KEY POINTS OF THE STEP BASICS TO BE RESPECTED

DURING THIS STEP

Verify effectiveness of the actions
REAL DATA
taken to remove containment
measures
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Plant QRQC

Stage
D7
Prevention
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Step D7 allow us to…

KEY POINTS OF THE STEP BASICS TO BE RESPECTED

DURING THIS STEP

Who needs to be informed of the
REAL DATA
solution?

What did you change that will
prevent reoccurrence of the Root
Cause?

Was the D/P FMEA updated ?

Was the Control plan updated?

Was the corrective Actions
implemented on similar products?
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Plant QRQC

Step
D8 Congratulate
the team
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Step D8 allow us to…

KEY POINTS OF THE STEP BASICS TO BE RESPECTED

DURING THIS STEP

Verify goals have been achieved

ON THE JOB COACHING

Inform the personnel

Update workstations‘ documentation

Update FMEA’s and Control Plans

Modify design standards

Obtain final validation of the plant
Management for the QRQC closure
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COMPLETION OF QRQC FORM - ( EXAMPLE)

Target date > 10-04-09

Action Responsible Date

Objectives met Wiliian Bozzi 10-03-09

Done

Operators informed Willian Bozzi 12-03-09

Done

Workstation docs. Daniel Ferrari 11-03-09

Updated Done

FMEA updated Daniel Ferrari 11-03-09

Done

Control plan updated Daniel Ferrari 11-03-09

Done

Design standards NA -----

updated
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Daily Management of QRQC

QRQC
Management
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QRQC - Development conditions for daily meetings?

Who attends?
Production manager drives the meeting with Quality manager.
Inter-departmental team established at the beginning of analyze .

What?
Review the analysis according with schedule.
Check the action which were schedule to be completed until revision.
Evidence gathering and archiving.

When?
SET TIME, Every day.

How long ?
30 minutes

Where ?
At Plant QRQC area.
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Conclusion - Key messages

Eyes and legs to see quickly reality.

Quick Response / Daily meeting / Logical thinking.

3 Reals: Real Part / Real Data / Real Place.

Compare good parts / bad parts and the standard .

Manager task: on job training and task assignment.

Visual display area.

Lessons learned to share and build standards for future.

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The leader daily obsession

Did you IMPROVE something today?

Did you LEARN something today?

Did you TEACH something today?

Did you CONGRATULATE somebody today?

Don’t forget:
Your hands must be „dirty“ when you do QRQC
correctly !!

Good and bad practices

TOP-DOWN Support

Enforcement of 3 ‘Reals’,
commitments met

Daily reviews, at set time, with
set attendance. Punctuality.

Managers assigning tasks

Tasks reported in reviews, with
data.

Logical thinking . Challenged,
step by step approach.

Managers escalating
roadblocks.

Coaching as a daily duty
‘What did you learn today?’
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Managers not involved, QRQC
driven by Quality.

Bla - bla. Opinions. No part. No
listening to operators. Deadlines
not committed.

‘No time today’. Deadlines drifting

Reviews used for discussion /
brainstorming.

No real report, data missing.

No challenge. Rush to actions
without root causes proven.

No escalation. Problems left
reoccurring

Did not achieve learning
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Typical Behaviours observed Key Point / Recommendations

'Normally…', 'To me…', 'I think…', Real Data -> Correct your team upon hearing such statements!!!
'Probably…' , 'I am quite sure that…', -> 'I am not supposed to trust what you say'. Demand evidence of what
'This occurs quite often'; 'It should people say. Go yourself to the real place to check.
work now…'

Team rushing to actions Logical Thinking -> Get reports structured as:
1. What is the problem?
2. What are root causes?...and countermeasures?
3. How do you prevent reoccurrence?

. Wait for reviews to start thinking about Quick Response -> Check deadlines.
problem
. Let deadlines drift, allow long response
time

'We are so busy we have no time for On Job Coaching -> Doing QRQC properly will save you time and avoid you
QRQC' running inefficiently in all directions

No lessons learned Logical Thinking -> 'Did you understand why the problem can happen ? What
did you do to capitalize ?' Promote Lesson Learned Sheet

'No support from Division, engineering…' Management -> The design office is one of your suppliers. You have a role to
play to escalate problems.
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CONGRATULATE
THE TEAM!!!
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Next Steps

Define “Red Bin” Defect codes with Severity
Ranking

Develop Implementation Pilot Program

Training Module

Who will be trained (Line Leader, Supervisor,
Plant Management)

Roles and responsibilities Defined

Kick-off of the Pilot Program

Evaluate Pilot Program Results