Quality Circle and 8 D
Methodology
Dr. Mohamed Riyazh Khan - DoMS
Walter A. Shewhart
Walter A. Shewhart could be considered the "Father of Quality."
This title is most often associated with W. Edwards Deming, but
Deming learned "at the feet" of Shewhart.
Shewhart laid the first seed of the quality movement with his book
"Economic Control of Quality of Manufactured Product."
This book introduced the concept of Statistical Process Control.
SPC has become the cornerstone for process control in industry.
Walter A. Shewhart
An idea that is commonly credited to Deming, but in actuality
belongs to Shewhart is the PDCA (or PDSA) cycle of
management.
This is the Plan-Do-Check (or Study)-Act cycle that should be
used for all management projects.
Plan what you want to do, do it, study the results, make
corrections, and then plan for the improvements (starting the cycle
again).
Walter A. Shewhart
The Shewhart Cycle - The Deming Wheel Plan-Do-Check-Act
Walter A. Shewhart
PLAN
Establish the objectives and processes necessary to deliver
results in accordance with the specifications.
DO
Implement the processes.
CHECK
Monitor and evaluate the processes and results against
objectives and Specifications and report the outcome.
ACT
Apply actions to the outcome for necessary improvement. This
means reviewing all steps (Plan, Do, Check, Act) and
modifying the process to improve it before its next
implementation.
Shigeo
Shigeo Shingo's life-long work has contributed to the well being of
everyone in the world. Shigeo Shingo along with Taiichi Ohno,
Kaoru Ishikawa and others has helped to revolutionize the way we
manufacture goods.
His improvement principles vastly reduce the cost of
manufacturing - which means more products to more people.
They make the manufacturing process more responsive while
opening the way to new and innovative products with less defects
and
better
quality.
Shigeo
He is one of the pioneers of change management.
He brought about many new concepts such as
ZD (Zero Defects),
shifting use of statistics for acceptance or rejection from SQC
(Statistical Quality Control) to SPC (Statistical Process Control),
SMED (Single Minute Exchange of Dies),
POKA-YOKE (mistake proofing),
Defining Processes & Operations in two-dimensions of VA (Value
Addition)
and
non-VA,
etc.
Inspire
Employees
to come
together
Team work
Reduce
job
errors
Develop
safety
awareness
Develop
knowledge
and skill
Increase
Motivation
Create the
will to work
Improve
communication
QUALITY
CIRCLE
Create
positive work
attitude in
employees
Create
problem
solving
capability
Build an
attitude
of problem
prevention
Develop
harmonious
supervisor
employees
relationship
STRUCTURE OF QUALITY
CIRCLES IN AN INDUSTRY
COORDINATOR
Steering
Committee
TOP MANAGEMENT
• Chairman and managing director, directors, chief
executives, general managers and other top executives
• Lends total support to the philosophy and activities of QC
• Motivates by meeting circle leaders and members
occasionally.
• Incorporates QC promotion as one of the company's broad
objective.
STEERING COMMITTEE
• Comprises of representatives of all major functions
• Responsible for establishing objectives and resources
• Meets regularly once in two months with facilitators as
invitees
• Provide guidance and direction
• Gives thrust by promoting qc as a way of life
FACILITATOR
• Responsible for the successful operation of the circles on his area
• Trains members by assisting leaders
• Solves interface problems between circles
• Demonstrates support of the management
• Works closely with steering committee
• Maintains activity level records of circles
• Reports to the steering committee
• Takes timely corrective action to revitalize inactive circles.
LEADER
• Chosen by members
• Guides, trains members
• Involves every member in circle activities
• Prepares agenda and conducts meetings regularly and
effectively and ensures discipline and decorum.
• Chalks out action plan
Members
• Voluntary group of people coming from the same work area
• Meet regularly (One hour in week) and actively participate in
circle meetings
• Identify, analyses and recommend solutions to work related
problems
• Assist leader
8D METHODOLOGY
•8D is a problem-solving methodology for product and process
improvement.
•It is structured into eight disciplines, emphasizing team synergy.
•The team as whole is better and smarter than the quality sum of
the individuals.
•Each discipline is supported by a checklist of assessment
questions, such as “what is wrong with what”, “what, when, where,
how much”.
8D METHODOLOGY
1. Use Team Approach
Establish a small group of people with the knowledge, time,
authority and skill to solve the problem and implement
corrective actions. The group must select a team leader.
2. Describe the Problem
Describe the problem in measurable terms. Specify the internal
or external customer problem by describing it in specific terms.
8D METHODOLOGY
3. Implement and Verify Short-Term Corrective Actions
Define and implement those intermediate actions that will
protect the customer from the problem until permanent
corrective action is implemented. Verify with data the
effectiveness of these actions.
4. Define end Verify Root Causes
Identify all potential causes which could explain why the
problem occurred. Test each potential cause against the
problem description and data. Identify alternative corrective
actions to eliminate root cause.
8D METHODOLOGY
5. Verify Corrective Actions
Confirm that the selected corrective actions will resolve the
problem for the customer and will not cause undesirable side
effects. Define other actions, if necessary, based on potential
severity of problem.
6. Implement Permanent Corrective Actions
Define and implement the permanent corrective actions
needed. Choose on-going controls to insure the root cause is
eliminated. Once in production, monitor the long-term effects
and implement additional controls as necessary.
8D METHODOLOGY
7. Prevent Recurrence
Modify specifications, update training, review work flow, improve
practices and procedures to prevent recurrence of this and all
similar problems.
8. Congratulate Your Team
Recognize the collective efforts of your team. Publicize your
achievement. Share your knowledge and learning.