Welcome to

OD & Learning Unit

Corporate HR

Learning to Lead- OD & Learning Unit, Corporate HR

 Training on
Quality Control Tools & Techniques

Venue: Corporate Office

Date: 27.07.23

Learning to Lead- OD & Learning Unit, Corporate HR

 Introducing

Learning to Lead- OD & Learning Unit, Corporate HR

 What is QC?

Quality control circle is a group of employees who do the same

or similar work, who meet regularly to identify, analyze and
solve work-related problems.

It consists of 3-5 members.

Learning to Lead- OD & Learning Unit, Corporate HR

Objectives of the Training

 To learn about Quality Control tools.

 To apply Quality Control tools in kaizen events.

Learning to Lead- OD & Learning Unit, Corporate HR

Methodologies of Quality Control

 Planning
 Problem Identification
 Collect the data of problem
 Select the best suitable problem
 Analyze the problem-find out the root causes of problem
 Find out the solutions
 Select most feasible appropriate solution

Learning to Lead- OD & Learning Unit, Corporate HR

Methodologies of Quality Control
Present to management

Implement the solution

Analyze / Evaluate the result

Management approval

Find tangible & intangible output

Standardize the solution

Sustain the solution/ result

Learning to Lead- OD & Learning Unit, Corporate HR

Deming/PDCA cycle

Learning to Lead- OD & Learning Unit, Corporate HR

 38

Learning to Lead- OD & Learning Unit, Corporate HR

Basic Tools of Quality Control
 PDCA Cycle
 Gantt Chart
 Brain Storming
 Check Sheet
 Matrix
 Pareto Chart…
 Cause-effect / Fish bone Diagram
 5W 1H Question Technique
 Bar graph
 Line graph
 Pie chart
 Comparison table

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 Use of Tools in Quality Control
Planning- PDCA Cycle, Gantt Chart

Problem Identification- Brainstorming

Collect the data- Check sheet

Select the best suitable problem- Pareto chart, Matrix,

Analyze the problem- Fish bone diagram

Select most feasible root causes- Matrix, Pareto chart

Find the feasible & alternate solution- 5W -1H techniques

Learning to Lead- OD & Learning Unit, Corporate HR

Methodologies of Quality Control

Analyze the result – Bar graph, pie chart, video, data

table, line graph etc.

Implement the solution- video

Standardize the solution- SOP

Cost –benefit analysis

Sustain the solution/ result- training, awareness,

poster, booklet

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 Gantt Chart (Engr. Henry Laurence Gantt)

A P Span
Steps Position
C D December-2016 January-2017 February-2017

Weeks
Description
1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th

Plan
Plan Problem
Identification
Done

Analysis of the Plan

Do problem
Done

Plan
Check Implementation &
follow up
Done

Act according to Plan

Act correction &
standardization
Done

Plan

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 Deming/PDCA Cycle

21th Dec’16 to 31st Dec’16 1st Oct’16 to 15th Oct’16

 Implement the feasible  Formation of QCC
solutions team
 Standardize the Solution  Problem
 Adjust the Corrective Act Plan identification
measures

16th Oct’16 to 30th Nov’16

1st Dec’16 to 20th Dec’16
Check Do
 Prioritize the
problems & causes
 Evaluation  Data Collection
 Cost Benefit Analysis of  Pie Chart Analysis
the Solutions  Cumulative Analysis
 Verify the Result  5W-1H Analysis
 Developing software

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 Problem Identification
By Brain Storming
Less
production (Alex F Osborn)
Rework to TOD
achieve Failure
quality

High Customer
Water Complains
Consumption
High
Chemical
Consumption

12

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 Check sheet for Data collection

Store & Batch Zone, CCL Time period: From 20th Oct to 30th Oct’16

S/ Delay Day Day Day Day Day Day Day Day Day 9 Day Avg.
L Reason 1 2 3 4 5 6 7 8 10

1 Unloading 13

2 Pre 13
inspection

22
Data Collector: Mr. X

Learning to Lead- OD & Learning Unit, Corporate HR ২

Pareto Graph

Vilfredo Pareto (1848-1923)

Italian economist:
20% of the population has 80% of
the wealth

Engr. Vilfredo Pareto

Learning to Lead- OD & Learning Unit, Corporate HR

 80-20 Rule
20%

80%

80%

20%

population wealth
Learning to Lead- OD & Learning Unit, Corporate HR
Effort – Result (Vilfredo Pareto, Italian)

Learning to Lead- OD & Learning Unit, Corporate HR

 PARETO CHART (CONTD.)
 Sort data in ascending order
 Calculate total, cumulative total, percentage, cumulative
percentage of data
 Construct Axes
 Draw the bars
 Draw the Cumulative percentage line
 Interpret the chart

Learning to Lead- OD & Learning Unit, Corporate HR

ÎæwU ÎæwUi PjwZ kZKiv nvi PjwZ kZKiv
msL¨v †gvU nvi
wQ`ªh 40 40 40% 40%
y³
evKv 25 65 25% 65%
dvUv 15 80 15% 80%
fzj is 10 90 10% 90%
`vM 5 95 5% 95%
KvUv 2 97 2% 97%
Ab¨vb 3 100 3% 100%
¨
‡gvU 100
Learning to Lead- OD & Learning100%
Unit, Corporate HR
 Check Sheet for Pareto Diagram
M/c name: Reggiani Rotary Section: Printing
Printing machine
No of problems: 40

No of Percentage of Cumulative Cumulative

S/L Problem Name Problem problem Problem Percentage of
problem
1 Printing head hang 12 30% 12 30%
2 Blanket Washing Unit 8 20% 20 50%
3 Color pump jam 5 12.5% 25 62.5%
4 Servo Controller damage 4 10% 29 72.5%
5 Magnet Cover Damage 3 7.5% 32 80%
6 Fabric centering problem 3 7.5% 35 87.5%
7 Conveyor limit switch 3 7.5% 38 95%
8 Incorrect Head position 2 5% 40 100%

Grand Total 100%

Slide No-13

Learning to Lead- OD & Learning Unit, Corporate HR

 100 100 %

ÎæwUi PjwZ kZKiv

90 90
80 80
ÎæwUi
msL¨v

70 70

nvi
60 60
50 50
40 40
30 30
20 20
10 10
0 0
wQ`ª hy³ evuKv duvUv fzjis `vM KvUv Ab¨vb¨
ÎæwU
Learning to Lead- OD & Learning Unit, Corporate HR
 MATRIX
1 2 3 4 5
Costly Moderate Cost No Cost
Team Can’t Solve/ Feasible Moderate Feasible for Team
Less Important Moderate Important Important

S/L Reason Cost Feasibility Importance Total Priority

1 Wrong Operation 4 4 4 12 3rd

2 Not Clearing Chemical tank 5 3 1 9 6th

Absence of improved filtration in

3 4 5 5 14 1st
dyes mixing tank

7th
4 Expire dyes & chemical 1 1 5 7

5 Residual per oxide 2 4 4 10 5th

6 M/c breakdown 4 4 5 13 2nd

21
7 Wrong dyeing process 1 5 5 11 4th

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 FISHBONE DIAGRAM/ CAUSE -EFFECT DIAGRAM (Kaoru\

Machine
Ishikawa )
Material
Breakdown Improper Fabric lifting
maintenance 9 color dosing at selvedge Higher number
of colors
5 2
Screen broken Too much short
Fabric
quantity
1 curling
Inappropriate Screen 8
Leveling Screen Jamming
7
Less
production
Inappropriate efficiency
Touching
Drying
3
Unskilled
Dust/ Neps Absenteeism Manpower
Weak
Weak Joining of 10 New
End ring 4
Glue 6 Recruitment

Method Man
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 FISHBONE DIAGRAM/ CAUSE -EFFECT
DIAGRAM (Kaoru Ishikawa)
Machine Material

Inappropriate
Displacement of rod
Screen Leveling
Unwanted
High M/C Thread Rough fabric selvedge
Speed
Joining Thread Impurities

Weak Screen
Strength

Broken
Screen
Inappropriate
Drying

Unskilled
Weak Joining of Absenteeism Manpower
Weak End ring New
Glue Recruitment
Method Man

Learning to Lead- OD & Learning Unit, Corporate HR

Find the Solution: 5W, 1H Questioning Technique

Learning to Lead- OD & Learning Unit, Corporate HR

 5W 1H
Question Technique Reason 1 Reason 2 Reason 3

Where is the problem

Mixing tank of dyeing M/C In Dyeing M/C In Dyeing M/C
located?

Why ,Why, Why it is a No improved filtering system. Lack of Machine

Lack of awareness
problem? No mesh was used there. maintenance

Schedule machine
What needs to be done? maintenance must
Adding mesh filtration system Need Training
Action and Measurement follow properly

Who is the responsible for

Quality circle team Quality circle team Quality circle team
the action?

By When will you take Within three

Within One month Within two weeks
corrective action? weeks

How much will it cost or Initial expense is 600 tk and

No cost No cost
save? Monthly saving is 2,98,760 Tk
22
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 5W,1H Questioning
Question Reason 1
Inappropriate Screen Leveling
Where it happens? Printing M/C

Why, Why & Why…it  GSM Variation

happens?  Customer requirement

What to do? Appropriate Screen Leveling

Who do? QCC Team

When do? From 1st Oct to 31st Oct’15

How much cost ? 150 tk.

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 Present / Analyze the Result
• Bar Graph
• Line Graph
• Pie Chart
• Comparison Table

Learning to Lead- OD & Learning Unit, Corporate HR

 BAR GRAPH OF PRINT PRODUCTION
Production Comparison
10
9 8.4
8 7.9 8.1
8 7.7 7.8
7.5 7.3
7 6.8
Production, tons

6.3 6.4
6
6
5
4
3
2
1
Week 1 Week 2 Week 3 Week 4

Time Duration

Before Dummy Screen (DEC,16) After Dummy Screen(JAN,17) After Dummy Screen(FEB,17)

Learning to Lead- OD & Learning Unit, Corporate HR

27
 PRODUCTION EFFICIENCY ANALYSIS
Production Capacity of MHMS Machine is 8 tons/Day

Previous Condition After Implementation

DECEMBER,16 JANUARY,17
Average production=7.1tons Average production=7.4tons

Production Eff. = Production Eff.=

FEBRUARY,17
Average production=7.6tons

Production Eff. =

Increased Production Eff. In January

=
Increased Production Eff. In February
=

Learning to Lead- OD & Learning Unit, Corporate HR

28
 BAR GRAPH OF PRODUCTION EFFICIENCY
100

95%
95
Production Efficiency, %

92.5%

90 7%
88.1%

85

80

75

0 - 70
DEC,16 Series1
JAN,17 FEB, 17

Time, Month
DEC,16 JAN,17 FEB,17

Learning to Lead- OD & Learning Unit, Corporate HR

29
 Before and After Line
LineDiagram
Diagram

25
23
21
19
17
15
13
11
9
7
5
3
1
Uneven Crease Mark Hairy and Chemical Enzyme dust Hole Others
Shade Neps Spot
Before 23 13 10 7 6 4 3
Before After
After 9 15 9 6 7 5 3
30

Learning to Lead- OD & Learning Unit, Corporate HR

 PIE CHART OF PRODUCTION EFFICIENCY

Before PE After PE
5
%
12%

88%
95%

Before Implementation, Production Eff. After Implementation Production Eff.

Target Rest of Target

PE = Production Efficiency

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 Standardize the Result

• Prepare SOP

Implement the Result

Do Cost Benefit Analysis

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 Sustain the Solution

• Training
• Awareness session
• Poster/ Booklet

Learning to Lead- OD & Learning Unit, Corporate HR

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Learning to Lead- OD & Learning Unit, Corporate HR

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Learning to Lead- OD & Learning Unit, Corporate HR