{"id":23835,"date":"2023-03-22T11:37:16","date_gmt":"2023-03-22T03:37:16","guid":{"rendered":"https:\/\/www.icw.io\/?page_id=23835"},"modified":"2023-07-19T12:40:28","modified_gmt":"2023-07-19T04:40:28","slug":"qc-story-diagnostic-process","status":"publish","type":"page","link":"https:\/\/www.icw.io\/cn\/qc-story-diagnostic-process\/","title":{"rendered":"QC Story \u2013 Diagnostic Process"},"content":{"rendered":"\t\t
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QC Story \u2013 The Diagnostic Process                              <\/span>

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QC Story \u2013 The Diagnostic Process<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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by: Quest Claire<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Find this article helpful? Share it with others.<\/i><\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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I like to continue discussing an important phase of the QC Story Procedure with the concerned parties for some of our vendors. This important phase, the diagnostic process, is considered to be the core of the Pareto Principle and the problem-solving process.<\/span><\/p>

\u00a0<\/span><\/p>

The first step of this diagnostic process is to understand the symptoms correctly. If this understanding is derived solely from\u00a0regular\u00a0field\u00a0and shop reports,\u00a0the nominated person or assigned team can be misled through undiscovered confusion and\u00a0vagueness.<\/span><\/p>

\u00a0<\/span><\/p>

In terms of clear concepts, the team members should develop\u00a0an awareness of\u00a0the\u00a0distinctions among essential concepts such as defect, symptom, theory,\u00a0cause, remedy, etc., as outlined in the previous article \u201cDefine the Problem\u201d.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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The meanings of Words Used to describe symptoms should be defined and consistently used.\u00a0It is very common for these\u00a0words to have multiple meanings.\u00a0Some descriptive words, e.g., “oversize,” may\u00a0cover several degrees of seriousness.\u00a0 In such cases, it is helpful in the diagnosis\u00a0of symptoms to use several terms to describe these degrees, e.g., “Oversize (critical),” “Oversize\u00a0(major),” and “Oversize\u00a0(minor).”\u00a0Other descriptive words are\u00a0generic in nature, e.g., “malfunction.”\u00a0Such a word may describe several\u00a0very different symptoms (e.g., open circuit, reversed wiring, dead battery), which\u00a0trail\u00a0back\u00a0to\u00a0very\u00a0different\u00a0causes.\u00a0<\/span><\/p>

\u00a0<\/span><\/p>

A\u00a0widespread source of\u00a0confusion is variation in departmental\u00a0dialect.\u00a0For example, to the accountant, “scrap” may mean\u00a0anything\u00a0thrown\u00a0away, no matter\u00a0what\u00a0the reason; to the quality specialist, “scrap” is something\u00a0thrown\u00a0away\u00a0because of nonconformance or unfitness for use.<\/span><\/p>

\u00a0<\/span><\/p>

This\u00a0lack\u00a0of\u00a0standardization\u00a0in\u00a0the\u00a0meanings\u00a0of\u00a0words\u00a0can\u00a0confuse\u00a0managers\u00a0regarding the effect of defects. For\u00a0example,\u00a0in a toy manufacturing company, the term \u201caesthetic defect was the company dialect for surface marks (scratches on the outer surface of a doll or molding defect from plastic injection). This term failed to distinguish many different aspects of fitness\u00a0for\u00a0use:<\/span><\/p>

\u00a0<\/span><\/p>

1.\u00a0\u00a0\u00a0Damage\u00a0in\u00a0the\u00a0outer surface,\u00a0which\u00a0significantly\u00a0impairs\u00a0fitness\u00a0for\u00a0use<\/span><\/p>

2.\u00a0\u00a0\u00a0Damage that does not significantly\u00a0impair\u00a0fitness for\u00a0use as it is located on a secondary surface of less importance but which may be visible to the user during normal use<\/span><\/p>

3.\u00a0Damage that does not impair fitness for use at all as it is located on the surface of an internal part and which is not visible to the user during normal\u00a0use<\/span><\/p>

\u00a0<\/span><\/p>

The\u00a0lack\u00a0of\u00a0standardization\u00a0can also\u00a0confuse\u00a0managers\u00a0regarding the\u00a0causes\u00a0of\u00a0defects. In a plant making rubber products, there were several sources of torn products:\u00a0the stripping operation, the machine cutting operation, and the assembly operation.\u00a0The single word “tears” failed\u00a0to distinguish\u00a0among strip\u00a0tears, click\u00a0tears and\u00a0assembly tears.\u00a0One of these categories was largely operator-controllable but involved only 15% of all tears.\u00a0\u00a0However, a manager may have assumed all\u00a0the\u00a0defects\u00a0to\u00a0be\u00a0operator controllable.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Autopsy of Product:<\/span><\/p>

This could be an\u00a0essential device for\u00a0cutting\u00a0through\u00a0the\u00a0confusion in terminology. It means literally to see with\u00a0one’s\u00a0own\u00a0eyes.\u00a0The nominated\u00a0team, and\u00a0of\u00a0course, the\u00a0members who conduct the diagnostics, should get their hands on\u00a0the\u00a0product and learn first-hand how the\u00a0words used relate to the observed conditions of the\u00a0product.\u00a0This seeing with one’s\u00a0own eyes is of added value in stimulating realistic theories of causation.<\/span><\/p>

\u00a0<\/span><\/p>

Quantification:<\/span><\/p>

The frequency and intensity\u00a0of\u00a0symptoms\u00a0are significant in pointing to directions for analysis.\u00a0The Pareto principle, applied to past performance records, can significantly aid in\u00a0quantifying the symptom\u00a0pattern. For example, a toy company undertook a project to reduce quality losses\u00a0in the spray-painting department. The previous article, \u201cThe Pareto Principle,\u201d showed the Pareto study of\u00a0the defects within the department based on production data from four consecutive weeks.\u00a0The intensity of the problem reflected that the first three painting operators account for 73.8% of all rejections. This information is an obvious aid to the nominated team in setting their study priorities.\u00a0<\/span><\/p>

\u00a0<\/span><\/p>

Formulation and Confirmation of Theories:<\/span><\/p>

As symptoms of defects are studied, the question is raised ”What causes\u00a0defect X?”\u00a0 The responses are mainly assertions or theories. The diagnostic process includes a test of these theories, disproving\u00a0some assertions and affirming the possibilities of others until there\u00a0is established a cause-and-effect relationship which then leads to the remedy process. The need for\u00a0a\u00a0supply\u00a0of\u00a0theories\u00a0is\u00a0obvious.<\/span><\/p>

\u00a0<\/span><\/p>

Formulation of Theories:<\/span><\/p>

There are several sources of theories of what causes defects, including:<\/span><\/p>

\u00a0<\/span><\/p>

1. The manufacturing management: These men\u00a0have long been associated with chronic problems. They have given it much thought, harbor some apparent theories, and\u00a0have done inconclusive experimenting. When some\u00ad\u00a0one writes on the blackboard, “What causes defect X?” the team members\u00a0have many theories to offer.\u00a0However, the causes that finally became genuinely dominant were mostly on the list of theories initially claimed\u00a0by\u00a0the\u00a0manufacturing management.<\/span><\/p>

2. The diagnosticians:\u00a0Once they come to grips with the data, they identify possible relationships and advance theories.\u00a0Usually, that serves to unify theories advanced by the manufacturing management,\u00a0but\u00a0sometimes\u00a0there\u00a0are\u00a0brand\u00a0new ones.<\/span><\/p>

3.\u00a0The workforce.\u00a0The workforce evolves its theories through intimate association with material,\u00a0process, and product details.\u00a0Whether these\u00a0theories are contributive\u00a0depends largely on the relationship climate\u00a0between the managers and the production operators. This climate may inhibit the managers from asking and the workforce from responding.<\/span><\/p>

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Theories\u00a0may\u00a0be\u00a0secured\u00a0from\u00a0the\u00a0workforce\u00a0in\u00a0several\u00a0ways:<\/span><\/p>

1.\u00a0by a direct request:\u00a0A factory making mechanical springs experienced field\u00a0usage trouble due to some springs being too weak.\u00a0The foreman answered that he had observed that during the counting of springs (by\u00a0weight), the weigher would pull springs out of the entangled supply box to complete\u00a0the count.\u00a0The foreman believed that this pulling weakened some springs\u00a0caught in the entanglement.\u00a0\u00a0 He was the sole source of this theory, which identified the sole dominant cause.<\/span><\/p>

2.\u00a0by a standing suggestion system: The regular suggestion\u00a0systems\u00a0always turn\u00a0up some ideas relating to quality.\u00a0The Process Improvement Program becomes one of the motivational programs that result in an effective suggestion system\u00a0directed specifically\u00a0to\u00a0quality\u00a0matters.<\/span><\/p>

3.\u00a0from defenses set up by the workforce:\u00a0Operators who are criticized for\u00a0making errors often defend themselves by assertions that the defects are caused in other ways.<\/span><\/p>

4.\u00a0from involuntary theories:\u00a0Whenever it is observed that some operators consistently turn out work superior to others,\u00a0a shop study may disclose\u00a0the cause of this difference as a form of secret knowledge, which is unknown to the production manufacturing management.<\/span><\/p>

\u00a0<\/span><\/p>

Theories of Defective Systems:\u00a0Theories of causation should not be limited to\u00a0products and processes; they should also extend to broader systems. At a meeting of managers, one man reported the observation: That’s the third\u00a0time this month we lost many products due to instruments out of calibration. It is\u00a0a shrewd observation since the three lots consisted of different products.\u00a0The system for maintaining the devices\u00a0in\u00a0calibration is now placed under suspicion. He was always thinking outside the box, being creative, and never trotting on the same old path often, allowing real causes of a problem to surface. Otherwise, such causes remain hidden for a much longer time.<\/span><\/p>

\u00a0<\/span><\/p>

Upon completion of the diagnostic process, a cause-and-effect diagram could be written down showing all elements seemingly related to the problem while removing all that is irrelevant. The following represents a simple Rice Cooking cause-and-effect diagram for reference.<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Preliminary Diagram:\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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A detailed cause-and-effect diagram could then be developed, showing all elements seemingly related to the problem. It is important to know that these elements must include those pertaining to sporadic and chronic problems, which require different methods and processes to restore control of the process or remove the sporadic problems. As far as dealing with chronic problems is concerned, pulling in company-wide breakthrough efforts is often required.<\/span><\/p>

\u00a0<\/span><\/p>

Therefore, identifying the vital few defects as the first milestone and using the Pareto principle, as discussed in The QC Story Procedure, is worth attention in the diagnostic process.<\/span><\/p>

The following is a comprehensive representation of a simple Rice Cooking cause-and-effect diagram.<\/span><\/p>

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Comprehensive Diagram:<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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I want to cover the remedial process in the forthcoming articles.<\/span><\/p>

\u00a0<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

QC Story \u2013 The Diagnostic Process                               QC Story \u2013 The Diagnostic Process by: Quest Claire Find this article helpful? Share it with others. I like to continue discussing an important phase of the QC Story Procedure with the concerned parties […]<\/p>\n","protected":false},"author":4,"featured_media":23838,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"full-width.php","meta":{"_acf_changed":false,"footnotes":""},"class_list":["post-23835","page","type-page","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nQC Story \u2013 Diagnostic Process | ICW<\/title>\n<meta name=\"description\" content=\"The first step of the diagnostic process is to understand the symptoms correctly. 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