To be the Strongest Company
with QC
May 2004
Komatsu Ltd
Quality Assurance Department
1
Introduction
• There are many problems to eliminate
defects or to deal with the job well.
In this course, you learn the bases of
the quality control (QC) which is the
traditional “way of thinking and tool
for solving the problems” of Komatsu,
and which is effective in solving the
problems in such cases.
Also QC way help you when achieving
target committed.
2
Komastu has restarted TQC
1. Introduction stage:
QC activity was introduced as a company
policy in 1961.
2. Initial stage:
Drastically improved products and awarded
Deming prize in 1964.
3. Progress stage:
Further progress and Nippon QC prize was
awarded in 1984.
4. Turning stage:
QC activities were shrunk since 1984 then
in 2002, Komatsu decided to re-challenge it
covering loop of quality as New approach.
3
What Quality Control is?
1.
2.
3.
4.
Why do we study Quality Control?
What has Komatsu been done?
What is Quality Control?
QC sense and QC story
4
1. Why do we study Quality Control?
There are several Quality Assurance system
in the world such as ISO, 6σ and TQC.
Komatsu has long history, more than 40
years, of QC and has been supplying the
best products to the Customer improving
Quality based on QC time by time.
Therefore the “word of QC” has to be a
common language globally in all of our
group.
5
History of Quality Control
In 1924 in the United States, Dr. W. A.
Shewhart created a Control Chart to
control brightness when producing an
electric bulb. This was the start of
modernized Quality Control.
Since then, US Army adopted this
method when procuring goods. This
resulted SQC activity in the companies.
Quality Control was originated in USA.
6
continued
After the 2nd World War, Dr.
W. E. Deming had
introduced “Deming Cycle”
to encourage Japanese
economy in Japan.
This cycle showed redesign
shall be done after the
check then improvement
of production processes
and improvement of
inspection and or sales
method be followed.
Survey
Service
(Check)
Design
(Plan)
Original
Deming Cycle
Inspections
Sales
(See)
Prod.
(do)
7
DEMING CYCLE
Rely on the
Company
Servicing
Surveying
Designing
Use
Statistical
method
Permanent
Company’s
Progress
Selling
Manufacturing
Sense of Quality mind and Responsibility for Quality
8
continued
Thus QC had been growing up in Japan and
the Deming cycle is modified slightly and
now so popular among us as a Control
cycle.
As this Quality Control system has been
improving Quality of products drastically,
we can not establish Quality Assurance
system without consideration of Quality
Control.
9
2. What Komatsu has done about QC?
(QC History in Komatsu)
1.Introduction Period (1960’s)
- Big shock by foreign companies due to free trade
of construction machines
- Project “A” program
The company-wide quality assurance system had
been established to improve the product quality
drastically. – Ignored JIS and released own
Engineering Standard so called KES
- Awarded the Deming Prize in 1964.
2.Development Period (1970/80’s)
- Project “B” program
Consisting of the TQC system that covered all
stages from research and development to the
sales and after sale services.
- Awarded the Japan Quality Control Prize in 1981.
10
continued
3.Transition Period (1990’s)
-QC circle activities were being actively done at any
department in each plant. It’s recognized that QC
was one of the most useful tools for
manufacturing and other field.
4.New era (2000’s)
-Focus on more advantage of QC activity and
eliminate the disadvantage. Not discuss just
about concept or idea but get the actual data and
facts.
-New QC campaign called “NQ-5” had started in
2002 to revitalize Komatsu’s unique QC activities
11
3. What is Quality Control?
• To carry out severer Check and or
Inspection
• QC circle and/or improvement activities
implemented in work shop
• To utilize QC method referring to
statistical method
• Job for Quality Assurance Department
?????
These are a part of QC activity.
12
Continued
refer to page 19
JIS defines “Quality Control” as follows.
A system of production methods
which economically produces quality
goods or services meeting to the
requirements of Customers.
13
To meet customer’s requirement
(Customer and Management)
• Commitment of Quality Assurance to
the customer by management side
• To get higher customer’s satisfaction
These are related to not only Quality
but also Cost and Delivery.
14
Economically produces goods and
services
• A company can not manage without
profit.
• Nobody could supply cheaper
products and/or services ignoring
cost.
• These Q, C and D are comprised and
named as “Total Quality”.
• Q, C and D can not stand alone.
15
System of Production method
• As modernized QC originated in US
employed Statistical method, it has
been called as Statistical Quality
Control (SQC).
• SQC requires scientific approach
based on the FACT.・・・・・DATA
• Control Technique is essential.
16
Quality of Management
Quality of
Competitive
Strategy
Quality of
Management
Quality of
Operation
Quality of
Leadership
17
What makes Company’s
Value.
VISION
COMPETITVE
STRATEGY
WHY
WHAT
HOW
OPERATION
18
What makes Company's
Value
To continue proper action in right way
Daily Control
OPERATION=GEMBA
Head Office
Support
President
19
Loop of Quality
(Activities influence to the Quality)
Marketing and
Market Survey
Scrap or Recycle
at end of life
Market investigation
after launching
Technical Support
and Supplementary
Service
Installation and
start operation
Sale and delivery
Design and
Development
Process planning
Of Development
Typical Life
cycle steps
Purchasing
Production or
Servicing
Inspection
Verification
Packing and
Stock
20
Daiｌｙ Management
Control
Cycle
（PDCA)
Improvement
Evaluation
Act
Plan
Check
Do
Decide the target
based on
Job Standard
Job Description
and make
schedule
Put into Practice
under the Plan
21
Toyota Way
Achievement
Plan
Always verify the
result of the Action.
Never satisfy with
the Action done.
Act
Do
Check
22
Quality Control Activity
P: Plan, D: Do, C: Check, A: Act
S: Standardize
A
A
P
C
D
C
S
A
P
C
D
D
Daily Management
(Job description)
Improvement
Improvement
23
Continued
page 15
Control means to follow the procedure
(PDCA) below surely.
•
•
•
•
Plan
: Decide and/or set Target and
make schedule to achieve it
Do
: Implement as scheduled
Check: Investigate result and evaluate
Act : Take proper action as necessary
24
Job Description
Does he understand his job
description?
Yes, he does.
But he has No Plan and
just Do, doesn't he?
Also, he does No Check
and No Action.
25
• Break
No.
Question
1
TQC and TPM are completely the same in contents except that their proponent is
different.
2
The control chart and graph among the seven tools in quality control are counted as one.
3
QC Circle activities were born in America, and improved in Japan.
4
Thickness of paper used for copying is approximately 0.1 mm.
5
It is said that the cause and effect diagram was devised by Dr. Duran who rendered
distinguished service to the quality control in Japan.
6
The QC method demonstrates its effect in QC problem solutions such as QC Circle
activities, but is less effective when it is used otherwise.
7
PDCA is referred to as the circle of control, and cannot be applied to the improvement
activities.
8
Deviation over 3 is referred to as 3 in 1000 (0.3%), and deviation over 2 is
approximately 5%.
9
The QC story was devised by the QC Circle Promotion Secretariat of a certain company.
Answer
26
4. QC sense and QC story
QC is the solution of problems.
[Q (Quality)] = Quality in a
wide sense
Quality of work:
Quality of products, cost,
date of delivery, quantity,
sales, service and dealing
methods and system of
work at each department
[C (Control)] is to turn the
cycle of control.
27
Feeling and ability to make
good use of QC (QC sense)
 Market-in (to do work from the standpoint of the customers,
etc.)
 Greater importance to the fact (no to make a judgment by
the preconception or guess)
5-Gen-Principle [Gen-ba (Site), Gen-butsu (Real thing),
Gen-jitsu (Reality) + Gen-ri (Principle), Gen-soku
(Fundamental rules)]
 Greater importance to the process (the quality is
incorporated in the process)
Everybody is system-oriented.
 Priority-oriented (to start from more serious problem)
 Greater importance to the plan, and sure turn of the cycle of
control
 Attention to the variance (objective way of view)
 Priority to problems (discovery, solution) than to methods
 Acquirement of the procedures (QC story) of solving
problems
28
Market-in Concept
・Take great care of the customers
・The post-process of one’s own
work is also the customer.
・Do the work taking into
consideration the standpoint
of the other party.
29
Greater Importance to the Facts
・Fact control
・Do not make a judgment
by the preconception or guess.
・Real site, real thing, and reality
30
Greater Importance to the Process
・The quality is established in the process.
・ It is no good if only the result is
acceptable.
・What is important is how to do the work
(I.e., the process).
31
Priority Orientation
・Start first with a problem
which is serious or
greatly influential.
32
Rotate the Cycle of the Plan with Greater
Importance and Cycle of Management.
・To clarify the measures, etc.
to achieve the design and
the target value of the plan
・To rapidly and surely rotate
the management cycle
33
Pay attention to the variance.
・Discard the preconception,
and make an objective
view or judgment.
34
Priority to problems (discovery and
solution) over the method
・Priority to the discovery and
solution of problems over the use
of the QC method
・It is incorrect to recognize that the
QC level is so high if a new
method is used.
35
QC stories
page 20
 Selection of themes
 Understanding of the present status
and setting of the target
 Preparation of the activity plan
 Analysis of factors or causes
 Consideration and implementation of
countermeasures
 Confirmation (review) of the effect
 Controls (standardization,
documentation, educational training)
 Unsolved problems (to be reflected on
in the next plan)
36
Decision of Themes
・Discover and recognize
problems,
and decide the theme.
37
Understanding of the present status
and setting of the target
・Collect the data
based on the fact.
・Decide the object to
be challenged,
and the target.
Data
Data
Data
Data
Data
Data
38
Preparation of the activity Plan
・Decide the items to be
executed.
・Decide the role-sharing,
and the schedule.
39
Analysis of factors
・Write the cause and effect diagram,
and identify the factors to affect the
result.
・Evaluate the degree of importance of
the factors, and decide the items to
take action on.
40
Examination and implementation of
countermeasures
・State the ideas for the
countermeasures.
・Check how to proceed the
countermeasures through 5W1H.
・Obtain the data for comparison before
and after the countermeasures are
taken.
41
Check (review) of the effect
・Confirm the result of the
countermeasures by the data,
and compare the result
with the target value.
・Repeat the countermeasures
until the target is achieved
(until approaching the target).
42
Controls (standardization,
documentation, educational training)
・Standardize the contents
and the proceeding method
of the countermeasures.
・Confirm that the result is
maintained.
43
Unsolved problems
(to be reflected on the next plan)
・ Record the good points
and the bad points.
・Clarify the unsolved problems.
44
Seven Tools for QC
page 60
• Followings are the basic methods and
can be used when following QC stories.
Stratification
Check sheets
Pareto diagram
Cause and effect diagram
Histogram
Scatter chart
Control chart and graph
45
Stratification
 Classify the defects into similar groups (of
similar character) to clarify the causes of
the problems and how to take action.
(Example) Number of defects by the
machine
Machine
Number of Defects
A
11
B
6
C
23
46
Check sheet
 Data sampling and results of examination are recorded
in the check sheet.
(Example) Understanding the working condition
and the parts of failure generation
Location of
repair of work
equipment
Working condition
Slope face
finishing
Scrapping
Continuous
hitting
Ditch digging
Ａ
Ｂ
Ｃ
Ｄ
Ｅ
Ｆ
計
６
６
１３
５
47
Pareto Diagram
page 64
 The Pareto diagram objectively indicates the order
of the items of larger influence on the problems and
the degree of the items on the whole:
(Example) Number of defects by the machine
Cumulative ratio (%)
Number of defects
A B C D E Others
Machine
48
49
Histgram
 The mean value and the dispersion, and the degree of
variance (shape) of the data can be observed at a
glance.
(Example) Dispersion of dimensions
Upper limit standard
Lower limit standard
50
How to check the histgram
Upper limit
standard
Lower limit
standard
Lower limit
standard
Upper limit
standard
⑥
⑤
④
③
②
①
51
Scatter chart
 The scatter chart indicates presence/absence of
the relationship between two items.
(Example)
Relationship between
around seal and service
Service life
Strength of material
Relationship between hardness
temperature
and strength of material
life
↑
Positive correlation
Negative correlation
↑
52
→ Hardness
→ Temperature
Control chart
 The control chart indicates presence/absence of
abnormalities in the process.
(Example) Weight of the casting (
χ
Ｒ
x
-R control chart)
14
UCL
13
χ
12
LCL
3
2
1
UCL
R
0
53
How to check the control chart
①
④
②
⑤
③
⑥
UCL
LCL
54
To be continued.
See you next time.
55