1. “A journey of a thousand miles must begin with a single step.”
Lao Tsu

2. Basic Quality Concept
Understanding and Implementing of Quality Control;
QC Mind, QC Story, QC Method

3. Sharing Subjects The Meaning of Quality
What is TQM and other related terms.
Quality Control (QC)
 QC Mind, QC Story (Problem Solving), QC Tools
Quality Assurance

4. The Importance of Quality
Meet with the market demand
Quality =
Standard
Checking and Control
Maintaining
Improvement
Assurance
Reduce Defect
Company’s Goal:
To gain good profit
Company Image
Increase effectiveness and efficiency
Others

5. The Growth of TQM Quality Control Total Quality Control
Productivity
 Control by Product
First Generation
Total Quality Control
Second Generation
Product Competitive
 Control by Process
Total Quality Management
Third Generation
Good Image of Product
 Control by Management

6. TQM Concept Focus on Customer Continuous Improvement Total
Participation
TQM
Activities

7. House of Total Quality Management
Customer & Employee Satisfaction (QA)
Strategy
Basic Concept
(QC)
Vehicle
Techniques
Motivational Approach (Willingness)
Intrinsic Technology (Capability)
General Education /Political Stability

8. Things to be Concerned Commitment of Top Management
Execute by all department and staff and coordination among department and staff.
Works in several committed criteria beside the “Quality”; e.g. Cost, Delivery, Safety, Moral, etc.

9. TQM Related Terms Quality Control Quality Assurance QC Mind
QC Problem Solving
QC Tools/Method
Quality Assurance

10. Definition of QC
System that will make the product or service meet the the customer’s need/demand
Sometime being called as Statistical Quality Control (SQC)
Implementation of QC at the Company Wide can be called as Total Quality Control

11. QC Mind Base on Concept of Quality by Company
Part of organization improvement, Company wide, Standardize capability, Base on the human capacity, etc.
Using basic QC Concept
Base on fact and using the QC Method/Tools
Controlling
Improvement (Kaizen)
Assurance

12. Basic QC Concept Quality First  Never sacrifice the quality
Customer Oriented
 Product out become Market in
Implement in the Company wide
Process Control
 Managing result become Managing process

13. Basic QC Concept
Use PDCA Cycle as a vehicle; For regular activities can be implemented CAPD Cycle.
 Function of CA = Corrective, Maintain, Improvement
Focus on the Important Problem
Management of Differences
 Eliminated deviant product and maintain performance

14. Basic QC Concept Managing source of problem
 Analyze the process, and related sources of problem
Customers are the receiver of post production (Total Customer Satisfaction)
Always provide Preventive Action
Standardization

15. QC 7 Tools Tools/Method Function Pareto Diagram
Find the major problem.
Cause & Effect Diagram
Determine all causes.
Graphic
Present data to be more understood
Check Sheet
To get complete data
Scatter Diagram
To see relation between variables
Histogram
To see distribution of data
Control Chart
To see the stability of data/production

16. Relation Between New 7 Q.C. Tools and Basic 7 Tools
FACTS
Data
Numerical Data
Verbal Data
Define problem after
collecting numerical data
Define problem before
collecting numerical data
This shows how the N7 and the B7 complement each other in solving quality-related problems.
Facts -> to Data!
Do people provide data in numerical form or verbally? (How do you?)
Information - This is the most IMPORTANT GOAL!!! Without the info, there will be no KNOWLEDGE gained which is required for achieving our goal! (Nayatini 4)
The Basic Seven Tools
The Seven New Tools
Analytical approach
Generate Ideas
Formulate plans
Organize
Information
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

17. Benefits of Incorporating New Seven Q.C. Tools
Enhanced Capabilities
Organize verbal data
Generate ideas
Improve planning
Eliminate errors and omissions
The N7 are used for promoting Total Quality. The goals for TQM are: Ensuring company fulfills obligations, Securing profits, Developing people (Nayatini 9)
The N7 enhance the capabilities of every employee. It has a direct impact on developing the workforce. At the same time, the effectiveness and efficiency is greatly enhanced which results directly on the bottom-line.
Explain problems intelligibly
Secure full cooperation
Persuade powerfully

18. Benefits of Incorporating New Seven Q.C. Tools
Enhanced Keys to Organizational Reform
Assess situations from various angles
Clarify the desired situation
Prioritize tasks effectively
Proceed systematically
The N7 will lead to Organizational Reform system-wide.
These keys lead to a greater set of skills. The most important being, the ability to be proactive in anticipating future problems. (Nayatini 10)
Anticipate future events
Change proactively
Get things right the first time

19. Benefits of Incorporating New Seven Q.C. Tools
Five Objectives of Organizational Reform
which will establish a Culture that:
Identifies problems
Gives importance to planning
Stresses the importance of the process
Prioritizes tasks
Encourages everyone to think systematically
The Organizational Reform establishes a system wide Culture that should result in stimulating people to think for themselves.
This culture should result in a workforce that is constantly “Thinking TQM” and being “Creative with TQM”. (Nayatini 10)

20. Benefits of Incorporating New Seven Q.C. Tools
Unstructured Problem [must be put into solvable form]
Problem is mapped
Problem becomes
obvious to all
Problem is in solvable form
The Seven New Tools
Thoughts are
easily organized
Things go well
People understand
problem
Cooperation is
obtained
Countermeasures
are on target
Nub of problem
is identified
Problem can be
clearly articulated
Plans are
easily laid
Nothing is
omitted
The N7 are techniques for untangling the intricate relationships among the different variables of a problem. Using the N7 makes it easy to clarify the situation, establish a plan, and get to the root cause of the the problem. It also makes it easier to explain the situation and get “buy-in” with their cooperation. (Nayatini 6)
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

21. New QC 7 Tools Tools/Method Function Relation Diagram
To find relation among logically related fact
Systematic Diagram
Systematical approach to achieve target.
Matrix Diagram
Explain problem with multidimensional factors
Affinity Diagram
Rearrange the problem to find the important one.
Arrow Diagram
To see activities network and control the schedule
PDPC Chart
Set the each process to find the correct one.
Data Analysis Matrix
Arrange all data to be more understood

22. Keys to Successfully Using the New Q.C. 7 Tools
Mental Attitudes
- Keen awareness to the actual problem
- Eagerness to solve problem
- Be highly motivated for the challenge
Four Specific Keys
Understand the problem
Select the right tool for the job
Obtain appropriate verbal data
Interpret analytical results
For a TQM culture to exist and flourish, the most important factor to consider is mental attitude. This allows for complete awareness to the problem and an eagerness to solve it. The N7 Tools assist in developing the proper mental attitude. These tools will also motivate the group to meet the challenge.
To use The N7 Tools skillfully, four specific keys and abilities need to be recognized. (Nayatini 117)

23. 4 Specific Keys (1) Understand the problem
Stage 1 - problem is unclear and not obvious what exact issue should be addressed
Stage 2 - problem is obvious, but causes unknown explore causes and single out valid ones
Stage 3 - problem and causes are known required action is unknown strategies and plan must be developed
When solving a problem using the The N7 Tools it is essential to know which stage of the problem-solving process that you have reached.
Which of the tools to use depends on the clarity of the problem. Also can the problem be identified, and if the causes are known and how to eliminate them.
There are three stages to the solution of the of a problem. They are:
Review each bullet point! (Nayatini 121)

24. 4 Specific Keys (2) Selecting Right tool for the Job
Stage 1 - Collect verbal information on events (Affinity Diagram)
Stage 2 - Choose tool to identify causes (Relations Diagram / Matrix Diagram)
Stage 3 - List strategies and activities (Tree Diagram / Relations Diagram)
Plan actual activities (Arrow Diagram / PDPC Chart)
Be sure to choose the right tool for the job!
When you know which stage you have reached in the problem solving, the goal will become clear and the right tool will present itself.
With a Stage 1 problem, collect verbal information and use an Affinity Diagram to structure it. You will be able to identify the problem.
With a Stage 2 problem, choose a tool that will enable you to identify its causes. The Relations Diagram is appropriate when complex relationships exist among causes of a single result. The Matrix Diagram is effective when there are many problems or effects and can be related in row/column format.
With a Stage 3 problem, some method is needed to list and plan the activities required to solve the problem. A Tree Diagram can develop key points or strategies to achieve an objective. After the activities for solving the problem are identified, a schedule can be devise for carrying them out. An Arrow Diagram should be used for this. The PDPC can be used to develop and modified for the plan. (Nayatini 124)

25. 4 Specific Keys (3) Obtaining appropriate verbal data
Three types of verbal data:
- Facts; factual observations expressed in words
- Opinions; factual information colored by opinion
- Ideas; New concepts created by analyzing facts
Group Discussions:
- Ensures common understanding
- All data should be without bias or distortion
- Data should fit objective of the analysis
When gathering the verbal data, it is best to use a group setting. It ensures total understanding from all participants.
It is also important to distinguish the different types of verbal data. They are:
Review each bullet!
The goal for gathering verbal data by group discussion should include: (Nayatini 124)

26. 4 Specific Keys (4) Interpreting Analytical Results
 Information must be obtained for accomplishing objectives from:
- Completed diagrams; or
- Process of completing diagrams
Analyze actual information obtained:
Prepare summarized report with findings, conclusions, and processes used
Check if necessary data has been obtained, if not…
Discover the cause and take appropriate action
It is essential to obtain the correct information for accomplishing the objectives.
When using the N7 Tools, never construct a diagram and leave it that way. Always make some type of record of the findings, conclusions drawn, and the exact process used for constructing the diagram. This is especially true with Affinity Diagrams and Relations Diagrams.
Do not forget to check the results of analysis to ensure that you have actually obtained the data you need. If you have not, it is due to insufficient data or unskillful use of the N7 Tools. (Nayatini 126)

27. QC Story (Problem Solving)
Create Theme of Problem
Understanding the Existing Condition
Set Up Activities Plan
Analyze Causes
Execution/Consideration and Testing Activities
Result Confirmation (Checking Result)
Standardizing
Evaluation and Determine Next Theme.

28. Create Theme of Problem
Look at the items that cause the problem.
Compare with the ideal condition.
Compare with the policy
Look at the item that will have bad impact to other processes.
Compare with the Specification
Compare with the standard.
Compare with the past condition.
Compare with other place’s doing
Find Problems
Organize
Evaluate
Choose the
“THEME of PROBLEM”

29. Existing Condition Understand the problem and set a target Good Target
Prefer thins that have big impact than need more cost and effort to achieve it.
Have a strong motivation.
There is a possibility and opportunity.
Can be checked
Gaining trust from related people.
Encourage group willingness and movement.
Considering the upper level policies and relation with other department.

30. Activities Plan Activities List Time Frame Person In-charge
Addition info such as:
Target/Result,
Requirement,etc

31. Analyze Causes Find as much as possible causes
(5W1H, 3M  Muda/Pemborosan, Mura/Tidak Teratur, Muri/Tidak Memungkinkan)
Never refuse to take any input related to the causes.
Organize causes into major topics
(e.g. Man, Machine, Method, Material, Environment, Infra-Structure, etc.)
Use a method
 Fish Bone, Tree, some of New QC 7 Tools.

32. Testing Causes Choose the most significant causes to be checked.
Take data from several treatments for each causes.
Record each improvement that came from treatment at each causes.

33. Result Confirmation
Write down the improvement from the treatment and connect to the economical aspect.
Check the final result from the treatment to make sure the improvement is significant.

34. Standardizing
Create system that will maintain the improvement such as:
Standard Operation Procedure
Basic requirement
Control Chart/Table
Create control system that can be implemented.

35. Review & Find Next Theme
Have to make a “serious” review to the:
Result of improvement.
Each step of Problem Solving.
Improvement Process.

36. Quality Assurance Scope of Activities: Find the customer’s need.
Create system for quality improvement in all stage of process;
Development/design  sales activities
Provide evidence or facts as s support of above activities.

37. QA Activities Transition
Reducing Defect
Function and Performance Improvement
Emphasis on the Reliability
Emphasis on the Customer Satisfaction
Emphasis on the Social Quality

38. Quality Policies …is the priority that focus on the approaches.
Should be realistic and achievable.
Must go through to planning stage.
Can be differentiated between “Should do” and “Want to do”.
It showing the employee’s understanding.
Clearly notice the basic policies.