Unit of Competence: Apply problem solving tools and techniques
1. THE CONCEPT OF QC STORY/PDCA CYCLE QC Circles
were organized in Japan as a way of getting operators to participate in quality control activities.
In order to be efficient and effective in their problem-solving activities, members follow the
Plan-Do-Check-Act (PDCA) cycle, in which they plan for improvement, implement what is
planned, check and analyze what has been implemented, and act based on the results of the
checks. This problem-solving process is commonly referred to as the QC Story. Each Story shows
how QCC members solve a problem in a systematic PDCA manner. By looking at these stories,
therefore, those who are not part of the QCC can also learn the problem-solving processes for
their own use. This chapter will direct leaders on what a QC Story is, how it is organized, what its
benefits are, and how it is to be monitored. Evaluation and monitoring are play very important
roles in improving QCC activities. The chapter also discusses the role of management in
evaluating a QC Story. 1.1 What is a QC Story? The problem-solving processes of QCC activities
will be often presented in the form of a QC Story. Initially this method was used to report
Circles’ activities after they had solved their problems. Later it became what is now a problem-
solving process. This process is a very effective method for addressing not only chronic problems
in the workplace but also unforeseen problems and issues for which the causes have not been
identified. Following the standard flow of stories, the QCC members summarize the procedures
and identify the main factors in the processes. The following is a depiction of the seven major
steps in establishing a QC Story.
.2 Why do we use the QC Story? QC Circles follow a problem-solving process that provides
guidelines for processes to be taken in order to run QCC activities. But why do we need to follow
a process? Why not follow our own ideas and procedures? Why are guidelines so important?
The reason is that in problem-solving procedures, it is very important to analyze the data and
provide appropriate judgment according to scientific evidence. In other words, operators on the
floor should observe conditions, collect data, and analyze the problems using the evidence
taken from the observation. If one does not rely on data, but rather make judgment based on
one’s own experiences and instinct, the problem is unlikely to be solved in the fastest and most
efficient way. However, if, instead, one uses an already existing procedure, while making use of
one’s own specialized skills, it will lead to an efficient way of solving problems. Some have noted
that problem-solving procedure is patterned and organized in a way that everybody is assured
to reach a solution in the most efficient way. Most anyone who uses this procedure can solve
even difficult problems in a fast and efficient way. 1.3 QC Story/problem solving / Procedure 1.
Theme Selection: At the first stage, members select a theme from among the problems in the
workplace—a theme concerning problems for which they think solutions would be most
beneficial. This is to provide clear vision on the objectives for the activity. Members ask
themselves, ―What kinds of problems do we have and how do we improve them?‖ 2. Grasping
Status and Goal Setting: After a theme is selected, members try to understand the current
situation of the problem. They list all of the possible problems related to the process, use data
to validate that the ―problems‖ are indeed problems, select the priority problem, and again use
data to define the extent of this problem. The main objective of these steps is to gather
information and grasp the status of the problem so that members can establish a detailed set of
goals. 3. Establishment of Activity Plan: Based on the data acquired in the second stage, the
members establish an activity plan, according to the 5W1H concept. In this concept, five W
questions and one H question are addressed. The members decide the issues to be tackled
(what), the rationale for tackling them (why), the detailed time scheduling of the program
(when), and the place and resource allocation (where, and who and how). 4. Cause Analysis: The
main objective of this stage is to confirm which measures can be taken for what kinds of
problems. After a theme is selected, the causes and effects of problems are to be identified. This
is the most important stage of the process, as it identifies the root causes of the problems and
shows what needs to be changed. In problem-solving processes, it is very important that results
are examined in line with causes, thus identifying the cause–effect relationship. Members
consider all possible causes of the problem and see if there is any correlationamong them. Then
they use data to verify the causes, narrow these down to root causes, and finally select the most
critical root cause. They then consider all possible solutions to eliminate the most critical root
cause, select the best solution, and establish a detailed plan on how to implement it. 5. Their
examination of countermeasures and their Implementation After causes are identified,
countermeasures are examined, evaluated, and selected. This stage aims both to correct the
root causes and to establish the most effective measures to prevent the reoccurrence of the
problems. All the people concerned on the issue are gathered to discuss it, considering factors
such as effectiveness, cost, condition of restrictions, and impacts on the other factors. Members
then implement countermeasures in daily operations, according to the plan, and monitor the
results. 6. Assessment of Effectiveness: Then an assessment is carried out to see whether the
impediments have been overcome or to what extent the initial objectives have been met. It is
carried out together with evaluation for further improvement of the work. The Circle identifies
the tangible and intangible results, verifies those using data, and compares them with the initial
goal. Tangible results are results targeted through changes in processes, whereas intangible
results are those in areas such as improvement in employee learning skills and education. If the
results do not meet the goal, then the Circle needs to return to previous stages and reexamine
the processes. 7. Standardization and sustain operation: Finally after effective methods are
identified, they are standardized and made a permanent part of daily operations. Based on the
standardization, members train the people concerned. Also, new training manuals are created
and disseminated among the people concerned, and evaluation is carried out from time to time,
aimed at ensuring that the process is maintained appropriately. The last step in this stage is for
the Circle to determine the next problem to tackle, which may be chosen from the list generated
in the beginning of the first QC Story.
