6TOOL

GUIDE21st.

Feb.2004India

Pvt

Ltd11.

6TOOL

?

100

PPM

QUALITY

PROCESSOS&D*Sequential

InspectionMain

Process

ControlTime

CheckQuality

AuditReview

Meeting123456PerfectCheckSystemCultivatingTeamSkillImplement6TOOL*OS&D

:

Over,

Shortage

&

Defect22.

6TOOL-1/OS&DActivity

A

system

to

improve

quality

of

components

found

defective

by

monitoring

,

analyzing

&acting

on

actual

real

time

data

&

material

supplied

by

suppliers.OS&D

ImageEstablish

full

inspection

systemEstablish

quality

information

systemReal

information

system.

Real

data.

RealmaterialComputerized

OS&D

managementEstablish

vendor

appraisal

systemQuality

contract(agreement

of

target

quality)I&P

SystemInnovation

Flow*I&P

:

Incentive

&

PenaltyFACTORYSUPPLIERSImprovementActivitiesDefectFoundReal

&QuickInformationImprovedMaterialInnovation

ActivitiesAttach

tag

after

finding

adefecton

the

linePlace

collection

box

for

defectivesin

the

lineCollect

rejection

&

analysis

of

samefrom

IQCmembersDisplay

rejection

due

to

supplierRequest

for

urgent

delivery

in

exchange of

total

rejection.Supplier

must

receive

real

informationand

have

improvement

meeting(once/week)

=>Q-managerattendReceive

improved

material

&

follow-up32.

6TOOL-1

/

OS&D

Activity

(RULE)

PRODUCTION

PURCHASE

IQC

MATERIAL

SUPPLIERActivities-Attach

tag.

Transportation

:

Blue-

Issue

OS&D

NCR(once/day).

Work

defect

:

Yellowwith

supplier-

Store

defectiveparts

.

Sunrise

M/Tin

lieu

of

defected

q’typarts

(once/day).

Classify

the

reasontheir

types

likeinternalwork

error

ortransportation

or

vendor-

Record

and

managecurrent

defect

statusand

feed

backpartsparts

to

the

line-

Find

defective

parts-

Provide

additional

pa-

rCtsollect

thedefective

-

Display

the

defective-

Receive

thedefectiveparts.

Supplier

defect

:

Red.

Emergency

delivery-

Analyze

and

evaluate-

Organize

the

receipt-/

Analyze

the

reason-

Hold

improvement

M/tThe

cause

ofrejection.issuingof

alternated-

Hold

improvementmeeting.Daily

meeting.Weekly

innovationmeeting(Q-manager

attend)-

Monthly

evaluationmeeting(Q-manager

attend)MaterialWork

defectVendor

defect

&TransportationReturnDataReplacement

for

defective

parts4MACHINE

/

MODELPROCESS

NAMEBUYERORIGIN

DATEREVISED

DATEREVISION

NODRAWINGPARTSPECIFICATIONSELF-INSPECTIONMETHODSelf-inspection

Check-listPreparedByCheckedByApprovedBy5*

OS&DStickers

1.

SUPPLIER

DEFECT2.

WORKMANSHIP

DEFECT67S/NoPartNamePart

NoVendorNameDefect

DescriptionDefect

StatusVendorWorkmanshipTotalProd.QCProd.QCRemarksQCSupervisorManagerOS&D

ReportPRODPreparedByCheckedByApprovedByProduction

Line

:

DATE

:

/

/

Pro-Inspec-tion3.

6TOOL-2

/

Sequential

inspection

To

filter

all

the

rejection

on

the

line

by

inspecting

pre-processed

work

totally

(100%)at

the

nextprocess.Sequential

inspection

imageAfter

checking

pre-processed

work,do

own

process

activities

Start

Assembly

Line1st

Process2nd

Process3rd

ProcessInspect

100%

in

assembly

processSequential

inspection

image-

Setting

sequential

inspection

pointsof

each

process-

Check

pre-process

work-

Attach

a

tag

on

the

defectedpositionFeed

back

to

the

concerned

operatorRecord

and

manage

repair

history-

Notify

the

defective

contents

to

operatorsin

the

review

meeting-

Make

countermeasuresWork-ingPro-Inspec-tionPre-Inspec-tionWork-ingPro-Inspec-tionPre-Inspec-tionWork-ing8*

Sequential

inspection

Guide

Sequential

inspection

guideITEMPROCESS

NAME<CHECK

POINT>9*

Sequential

inspection

Sticker

1011Individual

result

-

Sequential

inspectionLINE

: MONTH

:

PreparedByCheckedByApprovedByNONamePt12345678910111213141516171819202122232425262728293031PtPtPtPtPtPtPtPtRepair

RecordSHOP

/

: DATE

:

/

/

PreparedByCheckedByApprovedByNOItemFaultQtyCauseAction

TakenConcernedOperationTOTALRemarksPROD.QTY%

REPAIR124.

6TOOL-3

/

Main

Process

Control

Establish

visual

management

for

main

process

(Heavy

rejection,Customer

complaints,critical

etc.)

and

concentrate

on

improvementactivity

like

Fool

Proof.Main

Process

OperationInstall

sign

boards

such

as

:.

Major

process

:

Customer

Complain,

Line

Defect.

Specific

process

:

Time

Check

process,Customer’s

requirement.

Critical

process

:

Critical

items,

Standard

itemsRegister

defective

process

:

When

defect

occursWithdraw

main

process

:

when

no

defect

occursIf

rejection

occurs

establish

countermeasure

:

attach

the

processTDRE*

activity

when

defect

occurs

continuouslyMake

a

permanent

countermeasure

:

Fool

ProofEstablish

check

&

appraisal

system*TDRE

:

Tear

Down

&

Re-

Engineering13*

Sign

Board

SPECIFIC

PROCESSCRITICAL

PROCESS550MM145MMMAJORPROCESS14Main

Process

Control

SheetPSHOPCATEGORYPROCESS

NAMEOPERATOROPENING

DATESUPERVISOR<DRAWING><CONTROL

POINT>(ppm)2,0001,000DefectRateTARGETDate12345678910111213141516171819202122232425262728293031Totalroduction

Q’tyDefective

Q’tyDefective

Rate155.

6TOOL-4/TimeCheck

To

assure

component

quality

which

are

processed

in

house,check

main

control

point

regularlyTime

Check

ImageFlow

ChartActivityCheck

quality

periodicallyand

takeactionInitial

inspection

:.

Assure

initial

settingconditionIntermediate

inspection

:Check

4M

variation.

Correct

specificationvariation

of

4M

at

midof

production

dayFinal

inspection

:Assure

the

quality

offinished

productDecidecheck

pointTake

sampleCheckKeep

sampleRecordingInitialIntermediateFinalEvery

two

hourOKNGStopproduction&

check

early

LotRecheck

all(100%)Change

workingcondition

&

repair-

Isolate

rejectedlotStop

the

defective

input

tothe

nextprocessDecide

limit

level

and

segregateRepair

or

disposalFind

out

defect

causeEstablish

permanent

solutionwith

concerned

dept.16TIME

CHECKSHEETLINEPROCESS

NAMECYCLEEVERY

( )

HRDURATION(

/

/ )

~

(/

/)OPERATOR’S

NAMESUPERVISOR’S

NAMENoCheckitemsSpecsMON

(

/)TUE

(

/)WED

(/

)THU

(

/)FRI

(/

)SAT

(

/)09:00~

11:0011:00~

01:0002:00~

04:0004:00~

06:0009:00~

11:0011:00~

01:0002:00~

04:0004:00~

06:0009:00~

11:0011:00~

01:0002:00~

04:0004:00~

06:0009:00~

11:0011:00~

01:0002:00~

04:0004:00~

06:0009:00~

11:0011:00~

01:0002:00~

04:0004:00~

06:0009:00~

11:0011:00~

01:0002:00~

04:0004:00~

06:00Signature

by

supervisor<WEEKLY>CHECKED

BY(SUPERVISOR):APPROVED

BY(MANAGER):17*

Time

Check

ProcessBoard

550MM145MMTIME

CHECK

PROCESSTime

Check

Sheet09:00~11:00

11:00~01:00

02:00~04:00

04:00~06:00TIME

CHECK

BOARDLINE:

OPERATORITEM:

SUPERVISOR186.

6TOOL-5

/

Q-AUDIT

We

will

compare

the

required

quality

level

&

the

quality

level

of

ourproducts

/

processes

and

then

narrow

thegap.Flow

ChartSelect

modelKeep

RecordImprovementManage

till

innovated

ProcessClassStep

1Step

2Step

3Outgoing

AuditStep

1

+LineAuditStep

2

+

Process(Parts)

AuditMAINFOCUSUnderstandcustomer’s

needsEstablish

outgoing inspection parameters.Do

100%

inspectionFind

out

weak

point&

improve.-Establish

line

processparameters.-Do

regular

audit.-Find

out

line

problems&

improve.-

Find

out

process

orparts

problem

&

solvethem

permanentlyRem-arksRegular

Audit

by

QA

along

with

production

&

sometimesfrom

Customer.Find

problems/Register

taskEstablish

controlParameters.DoQ-Audit197.

6TOOL-6

/

ReviewMeeting

We

must

naturalize

ourselves

to

prevent

defect

input

&

improvementof

such

defects

through

systematic

review

.Daily

MeetingWeekly

MeetingMonthly

Meeting-

Describe

process

&

parts

defectwith

actual

material-

Conducted

by

supervisor

withall

operators-

Do

daily-

Weekly

meeting

to

make

counter-measure

(OS&D,

Line

Rejection)-

Supervisor

&

Manager-

Once

per

week-

Review

monthly

target

&

result,establish

next

month

plan-

Supervisor

&

All

Managers-

Once

permonth20Quality

Review

Report<Daily>LINEPreparedbyA

P

P

R

O

V

A

LPreparedbyCheckedbyHODLQC

Status1.

Rejection

rate(

/ )

~

(

/

)ProdQ’tyRejQ’tyPPMAPCusedAPCrejPPMrej2.

Worst

5

items(

Customer

/

Line)1234521DATE

/

/Problem

&

CauseCountermeasureDateResp.SignAPCSHOPREJECTION

STATUSMONTH

1

2

3

4

5

6

7

8 9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

2526

27

28

29

30

31TotalDateRate(Unit

:PPM)50100200150300ProductionQ’tyRejectionQ’tyShop

Rejection

RateAPC

usedQtyAPC

rej.QtyAPC

Rej.Rate<DAILY>APC

TARGET22Monthly

Line

Rejection

Rate2004REJECTION

RATEJAN

FEB

MAR

APRMAY

JUN

JUL

AUG

SEP

OCT

NOV

DEC50100150(PPM)200ProdQ’tyRej.Q’tyShop

Rej.RateAPC

usedAPC

rej.APC

Rej.RateAPC

TARGET231-1 6

Sigma

Conceptσ

level

PPM6

3.4Sweet

Fruits(

Perfect

Des5

233Bulk

of

fruits(

Optimizatio4

6210Lower

fruits(

7

QC

tools)3

66,8072

308,537Process

DefectsCapability

Opportunityign)n)Groundfruits(

Straightviewpt)24251-1 6

Sigma

Concept-I3

Sigma

Level

Company6

Sigma

Level

Company10

~

15%

of

sales

is

failure

costHaving

66,807

defects

per

MillionDepends

on

the

detection

of

defectsBelieves

that

high

Quality

is

expensiveDoesn’t

follow

systematic

approachBenchmarking

against

competingcompaniesBelieves

99%

is

good

enoughDefines

CTQ’s

internally5%

of

sales

is

failure

cost3.4

defects

per

MillionFocus

on

process

not

to

produce

DefectsBelieves

that

high

Quality

creates

low

costUsesD-M-

A-I-C

Know

howBenchmarking

to

be

the

Best

in

the

WorldBelieves

99%

is

unacceptable.Defines

CTQ’s

from

customer

point

ofview261-1 6

Sigma

Concept-II3

Sigma

Level

Company6

Sigma

Level

Company54,000

wrong

drug

prescriptions

/yearUnsafe

drinking

water

2hrs/

monthNo

telephone

service

for

27

min

/

week5

Short

or

long

landings

at

the

heatheroairport

in

a

day.1,350

inco