6TOOL GUIDE
21st. Feb. 2004
India Pvt Ltd
1. 6TOOL ?
100 PPM QUALITY PROCESS
OS&D*
Sequential Inspection
Main Process Control
Time Check
Quality Audit
Review Meeting
1
2
3
4
5
6
Perfect
Check
System
Cultivating
Team
Skill
Implement
6TOOL
*OS&D : Over, Shortage & Defect
2. 6TOOL-1 / OS&D Activity
A system to improve quality of components found defective by monitoring , analyzing &
acting on actual real time data & material supplied by suppliers.
OS&D Image
Establish full inspection system
Establish quality information system
- Real information system
. Real data
. Real material
- Computerized OS&D management
Establish vendor appraisal system
- Quality contract
(agreement of target quality)
- I&P System
Innovation Flow
*I&P : Incentive & Penalty
FACTORY
SUPPLIERS ImprovementActivities
Defect
Found
Real & Quick
Information
Improved
Material
Innovation Activities
• Attach tag after finding a defect
on the line
• Place collection box for defectives
in the line
• Collect rejection & analysis of same
from IQC members
• Display rejection due to supplier
• Request for urgent delivery in exchange
of total rejection.
• Supplier must receive real information
and have improvement meeting
(once/week) => Q-manager attend
• Receive improved material & follow-up
2. 6TOOL-1 / OS&D Activity (RULE)
PRODUCTION PURCHASE IQC MATERIAL SUPPLIER
Activities
- Find defective parts
-Attach tag
. Supplier defect : Red
. Transportation : Blue
. Work defect : Yellow
- Store defective parts
- Issue OS&D NCR
(once/day)
- Provide additional parts
in lieu of defected q’ty
. Emergency delivery
- Hold improvement M/T
with supplier
. Sunrise M/T
- Collect the defective
parts (once/day)
- Analyze and evaluate
the cause of rejection.
. Classify the reason
their types like internal
work error or
transportation or vendor
- Record and manage
current defect status
and feed back
- Display the defective
parts
- Organize the receipt/
issuing of alternated
parts to the line
- Receive the defective
parts
- Analyze the reason
- Hold improvement
meeting
.Daily meeting
.Weekly innovation
meeting
(Q-manager attend)
- Monthly evaluation
meeting
(Q-manager attend)
Material
Work defect
Vendor defect &
Transportation
Return
Data
Replacement for defective parts
Self-inspection Check-list
Prepared
By
Checked
By
Approved
By
MACHINE / MODEL BUYER ORIGIN DATE REVISED DATEPROCESS NAME
DRAWING PART SPECIFICATION SELF-INSPECTION METHOD
REVISION NO
* OS&D Stickers
1. SUPPLIER DEFECT 2. WORKMANSHIP DEFECT
OS&D Report
Prepared
By
Checked
By
Approved
By
Production Line :
DATE : / /
S/No Part Name Part No Defect Description Vendor
Prod. QC
Workmanship
Prod. QC
Total
Defect Status
Vendor
Name
Q
C
Supervisor Manager
P
R
O
D
Remarks
Pro-
Inspec-
tion
3. 6TOOL-2 / Sequential inspection
To filter all the rejection on the line by inspecting pre-processed work totally (100%)
at the next process.
Sequential inspection image
After checking pre-processed work,
do own process activities
Start
Assembly Line
1st Process 2nd Process 3rd Process
Inspect 100% in assembly process
Sequential inspection image
- Setting sequential inspection points
of each process
- Check pre-process work
- Attach a tag on the defected position
- Feed back to the concerned operator
- Record and manage repair history
- Notify the defective contents to operators
in the review meeting
- Make countermeasures
Work
-ing
Pro-
Inspec-
tion
Pre-
Inspec-
tion
Work
-ing
Pro-
Inspec-
tion
Pre-
Inspec-
tion
Work
-ing
* Sequential inspection Guide
ITEM PROCESS NAME
<CHECK POINT>
Sequential inspection guide
* Sequential inspection Sticker
Individual result - Sequential inspection
N
O Name
LINE : MONTH :
Prepared
By
Checked
By
Approved
By
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31Pt
Pt
Pt
Pt
Pt
Pt
Pt
Pt
Pt
Repair Record
NO Fault
SHOP / : DATE : / /
Prepared
By
Checked
By
Approved
By
Cause Action TakenItem Qty Concerned
Operation
TOTAL
PROD. QTY
% REPAIR
Remarks
4. 6TOOL-3 / Main Process Control
Establish visual management for main process (Heavy rejection,
Customer complaints,critical etc.) and concentrate on improvement
activity like Fool Proof.
Main Process Operation
- Install sign boards such as :
. Major process : Customer Complain, Line Defect
. Specific process : Time Check process,
Customer’s requirement
. Critical process : Critical items, Standard items
- Register defective process : When defect occurs
- Withdraw main process : when no defect occurs
- If rejection occurs establish countermeasure : attach the process
- TDRE* activity when defect occurs continuously
- Make a permanent countermeasure : Fool Proof
- Establish check & appraisal system
*TDRE : Tear Down & Re- Engineering
* Sign Board
MAJOR PROCESS
SPECIFIC PROCESS
CRITICAL PROCESS
550MM
14
5M
M
Main Process Control Sheet
Production Q’ty
Defective Q’ty
Defective Rate
Date 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Total
Defect
Rate
(ppm)
1,000
2,000
<DRAWING> <CONTROL POINT>
SHOP PROCESS NAMECATEGORY OPERATOR OPENING DATE SUPERVISOR
TARGET
5. 6TOOL-4 / Time Check
To assure component quality which are processed in house,
check main control point regularly
Time Check Image Flow Chart Activity
- Check quality periodically
and take action
- Initial inspection :
. Assure initial setting
condition
- Intermediate inspection :
Check 4M variation
. Correct specification
variation of 4M at mid
of production day
- Final inspection :
Assure the quality of
finished product
Decide
check point
Take sample
Check
Keep sample
Recording
• Initial
• Intermediate
• Final
• Every two hour OK
NG Stop production
& check early Lot
Recheck all
(100%)
Change working
condition & repair
- Isolate rejected lot
- Stop the defective input to
the next process
- Decide limit level and segregate
- Repair or disposal
- Find out defect cause
- Establish permanent solution
with concerned dept.
TIME CHECK SHEET<WEEKLY> CHECKED BY(SUPERVISOR):
APPROVED BY(MANAGER):
LINE PROCESS NAME
DURATION ( / / ) ~ ( / / )
CYCLE EVERY ( ) HR
OPERATOR’S NAME
SUPERVISOR’S NAME
No
Check
items
Signature by supervisor
MON ( / ) TUE ( / ) WED ( / ) THU ( / ) FRI ( / ) SAT ( / )
09:00
~
11:00
11:00
~
01:00
02:00
~
04:00
04:00
~
06:00
09:00
~
11:00
11:00
~
01:00
02:00
~
04:00
04:00
~
06:00
09:00
~
11:00
11:00
~
01:00
02:00
~
04:00
04:00
~
06:00
09:00
~
11:00
11:00
~
01:00
02:00
~
04:00
04:00
~
06:00
09:00
~
11:00
11:00
~
01:00
02:00
~
04:00
04:00
~
06:00
09:00
~
11:00
11:00
~
01:00
02:00
~
04:00
04:00
~
06:00
Specs
* Time Check Process Board
TIME CHECK PROCESS
550MM
14
5M
M
TIME CHECK BOARD
Time Check Sheet 09:00~11:00 11:00~01:00 02:00~04:00 04:00~06:00
LINE : ________
ITEM : _________
OPERATOR SUPERVISOR
6. 6TOOL-5 / Q-AUDIT
We will compare the required quality level & the quality level of our
products / processes and then narrow the gap.
Flow Chart
Select model
Find problems/
Register task
Do Q-Audit
Keep Record
Improvement
Manage
till innovated
Process
Class
Step 1 Step 2 Step 3
Outgoing Audit Step 1 +Line Audit Step 2 + Process (Parts) Audit
M
A
I
N
F
O
C
U
S
Rem-
arks
- Understand
customer’s needs
- Establish outgoing
inspection
parameters.
- Do 100% inspection
- Find out weak point
& improve.
-Establish line process
parameters.
-Do regular audit.
-Find out line problems
& improve.
- Find out process or
parts problem & solve
them permanently
Regular Audit by QA along with production & sometimes
from Customer.
Establish control
Parameters.
7. 6TOOL-6 / Review Meeting
We must naturalize ourselves to prevent defect input & improvement
of such defects through systematic review .
Daily Meeting Weekly Meeting Monthly Meeting
- Describe process & parts defect
with actual material
- Conducted by supervisor with
all 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 per month
Quality Review Report<Daily>
LINE DATE / / Preparedby
A
P
P
R
O
V
A
L
Prepared
by
Checked
by HOD
LQC Status
1. Rejection rate
( / ) ~ ( / )
Prod
Q’ty
Rej
Q’ty
PPM
APC
used
APC
rej
PPM rej
2. Worst 5 items
( Customer / Line)
1
2
3
4
5
Problem & Cause Countermeasure Date Resp. Sign
A
P
C
S
H
O
P
REJECTION STATUS MONTH
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Total
Production
Q’ty
APC used
Qty
Rejection
Q’ty
APC Rej.
Rate
Date
Rate
(Unit :
PPM)
50
100
150
200
300
APC rej.
Qty
Shop
Rejection Rate
<DAILY>
APC TARGET
Monthly Line Rejection Rate 2004
R
EJ
EC
TI
O
N
R
A
TE
(PPM)
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
50
100
150
200
Prod
Q’ty
APC used
Rej.
Q’ty
APC Rej.
Rate
APC rej.
Shop
Rej. Rate
APC TARGET
1-1 6 Sigma Concept
σ level PPM
6
5 233
4 6210
3 66,807
2 308,537
Process Defects
Capability Opportunity
Sweet Fruits
( Perfect Design)
Bulk of fruits
( Optimization)
Lower fruits
( 7 QC tools)
Ground fruits
( Straight viewpt)
1-1 6 Sigma Concept-I
3 Sigma Level Company 6 Sigma Level Company
• 10 ~ 15% of sales is failure cost
• Having 66,807 defects per Million
• Depends on the detection of defects
• Believes that high Quality is expensive
• Doesn’t follow systematic approach
• Benchmarking against competing
companies
• Believes 99% is good enough
• Defines CTQ’s internally
• 5% of sales is failure cost
• defects per Million
• Focus on process not to produce Defects
• Believes that high Quality creates low cost
• Uses D-M- A-I-C Know how
• Benchmarking to be the Best in the World
• Believes 99% is unacceptable.
• Defines CTQ’s from customer point of view
1-1 6 Sigma Concept-II
3 Sigma Level Company 6 Sigma Level Company
• 54,000 wrong drug prescriptions /year
• Unsafe drinking water 2hrs/ month
• No telephone service for 27 min / week
• 5 Short or long landings at the heathero
airport in a day.
• 1,350 incorrect surgical operations /
week.
• 54,000 lost articles of mail loss / hr.
• 1 wrong drug prescription in 25 years.
• Unsafe drinking water for 16 years.
• No telephone service for 6 sec for 100 years
• 1 short or long landings at Heathero
airport in 10 years.
• 1 incorrect surgical operation for 20 years.
• 35 lost articles of mail / year.
1-2 6 Sigma Concept ( Aspect of tools)
Steps Tools
Definition
Measurement
Analysis
Improvement
Control
1) Process Mapping
2) Logic Tree
3) Pareto Analysis
4) QFD , FMEA
5) Gage R&R
6) Rational subgroupings
7) Process Capability
8) Hypothesis Testing
9) Regression
10) Graph analysis
11) DOE( Design of Experiment
12) Direct Improvements
13) SPC
1-3 Understanding Basic concepts of Statistics
“Z “ is the measure of process capability
• Z=3
• Z=6
1σ
μ
2
σ3σ
LSL USL
1σ
μ
2
σ
3σ
LSL USL
4σ 5σ 6σ
There are equal no
Of on both sides
So for Z=3, the tolerance
Band is divided into
For Z=6 , the tolerance Band is
Divided into 12
As number of increases
The curve narrows down & so
Process capability increases &
Thus defect decreases.
Cp >
Cpk >
