SYSTEMATIC

APPROACH
12 STEPS PROCESS
Step 1: Identification of work related problems
Generate a list of problems
using ‘BRAINSTORMING’

SAMPLE
1. High breakage rate per shift in XXX Machine
2. Higher waste% per batch or per lot
3. High attrition of workers in Festive season.
4. Lack of space during cleaning in finishing section.
5. Failure of servo motor in drawing machine
6. Non- availability of schedule on time
7. Low air pressure in loom section
8. High consumption of consumable Items
9. Lower content per package
Step 2 : Selection of problem

2.1. Categorise Problems using ‘A’ ‘B’ and ‘C’ category

Minimum/ No involvement of other

departments

Involvement of other departments is

required

Management sanction may be needed in

implementing the solution.
Step 2 : Selection of problem
2.2 Select a problem from category ‘A’. Normally

‘A’ and ‘B’ category problems can be solved quickly.

Use
• Nominal Group Technique,
• Rating/ Weighted Voting Method
• Paired Choice Method etc.
Step 2 : Selection of problem
2.3 Basis / Criteria of rating should be Defined.
Criteria and weightage of each criteria or any scale
selected for the same
Problem Selection Criterion
• Control
• Importance
• Difficulty
• Time
• Return on investment
• Resources availability
• Customer Satisfaction
• Safety
• Rejection
• Delivery
• Productivity
 SOAP
TOOLS
PETROL

OLD CLOTH
CONSUMABLES
CATEGORY
EVALUATION

HAND GLOVES

CLEANING AGENT
DEGREE OF IMPORTANCE

URGENCY
SERIOUSNESS OF THE

ECONOMIC FACTOR
NEED FOR IMPROVEMENT

WHETHER ALL THE MEMBERS

CAN PARTICIPATE
Narrowing down the problems

IN THE ACTIVITY

WHETHER THE PROBLEM

CAN BE SOLVED BY THE
Step 2 : Selection of problem

CIRCLE ITS OWN

WHETHER THE PROJECT

COMPLETED WITH IN
CAPABILITIES OF THE TEAM

08
06
08

28
08
12

TOTAL EVALUATION SCORE

GRAPH OF EVALUATION SCORE

SAMPLE

=5

=1
=3
POINTS
2.4. Use Pareto Analysis SAMPLE
ERRORS ON ORDER FORM

150 100 100

95 97
91 90
Vital Few 86

CUMULATIVE PER CENT OF

120 80
NUMBER OF ERRORS

75
Useful Many 70
90 60

TOTAL
54
50
60 40
29 30
30 20
10
0 0
A B C D E F G H
OREDER FORM ITEMS
Step 3 : Defining the Problem
3.1 ACTIVITY PLANNING

ACTIVITY TARGE ACTUA

NO. WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 T L

1 DEFINING THE PROBLEM

2 ANALYSING THE PROBLEM

3 IDENTIFYING THE CAUSES

FINDING OUT THE ROOT
4 CAUSES

5 DATA ANALYSIS

6 DEVELOPING SOLUTION
FORESEEING POSSIBLE
7 RESISTENCE
TRIAL IMPLEMENTATION
AND
8 CHECKING PERFORMANCE
REGULAR
9 IMPLEMENTATION

10 FOLLOW-UP / REVIEW
Step 3 : Defining the Problem
3.2 PROCESS DIPICTION USING FLOW DIAGRAM

Use of flow diagram helps

in having clarity of the
problem by all members.
There may be some
members who are not
aware of the entire
process.
Show Entire process and
indicate the problem area.

A problem well stated is a problem half solved.

Step 3 : Defining the Problem
3.3 PROBLEM DEFINITION

Usen Flow Diagram to

explain the
manufacturing process PORTABLE RADIO COMUNICATION SYSTEM
of component and
pointing out the
problem occurrence
and detection step. May
use labeled diagram or
photographs or models
of equipment etc.

KEY (TELEGRAPH )ASSY

Step 3 : Defining the Problem
3.4 Explanation of Problem and its impact

3.5 Set Objectives

3.6 Set Target / Goal setting

What team would like to do?

How much team would like to achieve?

By when team would like to achieve?

 Project

 Project Statement
 Specific
 Measurable
 Achievable
 Realistic
 Time bound
 Data Collection & Glossary
Step 3 : Defining the Problem

Following set of questions or similar question will help in

this step.

What Which Process is involved?

What is wrong?
What is the gap or opportunity?

How Big How big is problem / gap / opportunity?

How will we measure it?

Impact What is the impact of the problem /

opportunity?
What are the benefits of action /
consequences of inaction?
Step 4 : Problem Analysis

What : data needed to understand the problem?

What type of data: Measurable or Attribute data?
How much period : 1-3 month / At least last ….. Days ?.
From where data should be collected.?
Who should collect (name the member)?
When (which stage and by when ) data should collected?
In what format data should be collected?

With reference to How much – adequate data should be

collected on all possible aspects of problem viz.
Number of times problem occurred,
Effect of the problem in details,
Losses etc.
 Diagnostic Journey

 Symptom
 Probable Cause(s) Identification
 Testing of Theories
 Finding Root Cause(s)
Step 4 : Problem Analysis
The analysis enables us to understand what we need to
know or recognize about the opportunity for improvement
before considering changes.

The objective of the questions can be a combination of the

following:

• Clarifying why the process or system produces the effect

that you aim to change.

• Measuring the performance of the process or system that

produces the effect.

• Understanding the situation that led to the problem.

 Step 5 : Identification of causes

The Cause and Effect Diagram helps at this step.

Circle have an idea of causes of problem.

Remember that problem may have multiple causes.

Team must find out all the possible causes.

All causes are expressed verbally.

List them and put in an orderly manner for better

understanding and also to arrive at the root causes or
causes.
 MACHINE SOLDER FLUX

EXHAUST
ANGLE UNEVEN WAVE SPECIFIC GRAVITY
ALLOY
WAVE HEIGHT
MAINTENANCE CONTAMINATION WAVE DYNAMIC AMOUNT

AIR SUPPLY FLUDITY

CONTACT TIME STORAGE
CONTAMINATION
TEMPERATURE INCOMING SOLDER ACTIVITY
CONTAMINATION
CONVEYOR SPEED DROSS

SOLDER DEFECTS
CONTROLLER LOW HIGH SPEED

INTERPRETATION CONTAMINATED WEIGHT

LEADS WRAPPED
TEMPERATURE OUTGASSING
STORAGE
PAD GEOMETRY
GEOMETRY ORIENTATION
PLACEMENT
DROSS TIME
VALIDITY LENGTH TAR
METALLURGY MASKING
SOLDERABILITY OF LEADS

MOVEMENT STORE MASK TEMPERATURE

FLUDITY
TYPE

SPECIFICATION COMPONENTS PRINTED WIRE CARD PRE HEAT

Possible Causes of Solder Defects

Step 6 : Finding out root causes

After making the cause and effect diagram, team should

discuss and arrive at what they consider are root
causes.

Collecting data and then analysing them establish root

causes.

Analysis may call for floor exercises. SAMPLE

 Step 7 : Data Analysis
Analysis may call for further floor exercise, work spot
Follow up and study.

For this circles may use Histogram, Stratification, Scatter

Diagram etc. which would help easy comprehension and
make comparison possible.
CAP BODY SAMPLE
Description Standard Observations Status 1
Inner Dia 12.5 +0.05 Within Spec. Ok
Centre Distance 19.0 ±0.1 Within Spec Ok

2
CAP BODY (50 NOS.) FOUND OK
 Remedial Journey

 Finding Alternatives
 Evaluate Alternatives
 Implement Remedy
 Record Benefits
Step 8 : Developing Solutions
Quality Circle members should use the technique called
counter measure matrix or an action plan which shows
time bound and responsibility shared activity in the
following format.
No Counter measures/ Target Actual
Root Causes Responsibility Results Remarks
. Solutions Date Date
Step 8 : Developing Solutions

For each solution do consider the advantages &

disadvantages prioritize them.

SAMPLE
Step 8 : Developing Solutions

Quality Circle may use some criteria also to rank the

alternate solutions.

SAMPLE
Step 9 : Foreseeing Probable SAMPLE
Resistance

Circle must take care of the resistance of people &

situations around us against the implementation of
developed solutions.
Step 10 : Trial Implementation & Check
Performance
Step 10 : Trial Implementation & Check
Performance
Step 11 : Regular Implementation
Step 11 : Regular Implementation
Step 11 : Regular Implementation
Step 11 : Regular Implementation
 Holding Gains

 Check for sustainability

 Check Points & Periodical Review
 Replication in similar processes
Step 12 : Follow Up / Review
Need Based Check List, Graph, Control Chart to sustain the Process
Step 12 : Follow Up / Review
Step 12 : Follow Up / Review
Step 12 : Follow Up / Review
Project Activity Plan
Quality Circle Department Core/Steering Committee Date:
Facilitator
Name Member

Registration No.
Target
Meetining Day

Date of Begnining Leader Area Coordinator Chief Coordinator

Date of Completion

No. Of Project Comp.

Nos. of Projects Completed:

Project/Theme:

Activity Month/Week/Days
Step No.
Activities
Plan
3 Difine the Problem
Actual
Plan
4 Analysis of problem
Actual
Plan
5 Cause & Effect Analysis
Actual
Plan
6 Root Cause Analysis
Actual
Plan
7 Data Analysis on the Root Cause
Actual
Plan
8 Devlopment the Solution
Actual
Plan
9 Forseeing Probable Resistance
Actual
Trial Implementation & Checking Plan
10
Performance Actual
Plan
11 Regular Implementation
Actual
Followup/Review & Reocurrance Plan
12
Prevention Actual
 EVALUATION CRITERIA
1. Project Identification Process
2. Data Collection
2.1 Measurement of current performance
2.2 Data collection & analysis
2.3 Quantification of base line performance
3. Diagnosis
3.1 Identification of high level causes
3.2 Root cause analysis
3.3 Validation of root causes
4. Remedy
4.1 Identification & selection of best solution
4.2 Validation of the solution
5. Implementing Solution
5.1 Process for implementing solution
5.2 Tackling resistance to change
6. Benefits
6.1 Tangible
6.2 Intangible
7. Holding and Sustaining Improvement
7.1 Process for holding gains
7.2 Replicating of gains across organisatio
Journey Starts from Here..........

BEST OF LUCK