F T ra n sf o F T ra n sf o

PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Sugestion Scheme & Quality

Circle
Program for
DEALERS
by
Maruti Center for Excellence
Date: 17th February , 2005
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Culture - organizational

A common set of values, beliefs, attitudes, perceptions and accepted

behaviors shared by individuals within an organization
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Cultural forces behind corporate productivity and excellence

-commitment makes participation a positive one.

measured in terms of responsibility, self -
COMMITTMENT discipline, and productive work.
ethos: standards, quality, and excellence of
products and services.

-refers to the sense of “being” a member of the

PRODUCTIVE collectivity, ‘reinforcing self esteem’ and work
PARTICIPATION activities; defines loyalty not only to the job but
also to the goals and ends of the company.
-ethos: collective responsibility

-refers to the sense of “becoming” a member of

the group, generating loyalty, trust, and
PRIDE
confidence. If one is proud of his company, he
would not do anything to destroy it.
-ethos: group loyalty

-refers to sense of “belongingness” to the group,

IDENTITY involving the structuring of individual status and
definition of individual role in the collectivity.
-ethos: identity with the ideals and goals of the
company.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

CHANGE

SNB SLIDE # 4
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

CHANGE MANAGEMENT SYSTEM

A structured process which prepares us to anticipate changes

and subjects on an ongoing basis to tests at intervals our
practices, beliefs, work procedures, attitudes

And checks their impact/relevance to the ever changing

market conditions, total productivity factors, consumer
behaviour, preferences and developments in the society

To suggest alterations in our thinking, methods, policies,

attitudes and practices

And devising ways & means to ensure that the changes are
carried out effectively and efficiently.

SNB SLIDE # 5
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

NOTHING IS CONSTANT
EXCEPT CHANGE,
NOTHING ENDURES
BUT CHANGE

SNB SLIDE # 6
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
CHANGE
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

“The significant
problems we face
cannot be solved
at the same level
of thinking we
were at when we
created them.”
Einstein
SNB SLIDE # 7
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

We are what we repeatedly

do, excellence, then is not an
act, but a habit

Aristotle

SNB SLIDE # 8
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

“Do not allow

routines to become
chains.”

SNB SLIDE # 9
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

“Anticipate change
even when things
are going right.”

Mr. Azim Premji of Wipro

SNB SLIDE # 10
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

IF YOU DO NOT
CHANGE – YOU
ARE NOT GOING
TO SURVIVE

SNB SLIDE # 11
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Challenge yourself
at work...

Set and pursue

attainable goals. Always
try to do a better job.
Stretch yourself and
your abilities. Grow!!!
That attitude can make
even a dull job exciting.

SNB SLIDE # 12
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
CHANGE
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

• RAPID PACE

• ACCELERATED GROWTH OF FACTS

• KNOWLEDGE EXPLOSION

• NEW TECHNIQUES

• NEW INVENTIONS

SNB SLIDE # 13
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
In short let us all
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

ADAPT TO CHANGE

BE WILLING TO CHANGE

ANTICIPATE CHANGE

FORCE CHANGE
SNB SLIDE # 14
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Can you
remain insulated?

SNB SLIDE # 15
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

“Be alert for the

first signs of
change.”
SNB SLIDE # 16
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Unlock your
potential fully

SNB SLIDE # 17
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

To reflect
and... Act.

The difference between

the developing and the
developed countries is
not their age.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

This can be shown by

countries like India &
Egypt, that are more
than 2000 years old and
are still developing.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

The difference between

developing & developed
countries does not
reside in the available
natural resources.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Japan has a limited territory, 80%

mountainous, inadequate for
agriculture & cattle raising, but it
is the second world economy. The
country is like an immense floating
factory, importing raw material
from the whole world and exporting
manufactured products.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Another example is Switzerland, which

does not plant cocoa but has the best
chocolate of the world. In its little
territory they raise animals and plant
the soil during 4 months per year. Not
enough, they produce dairy products of
the best quality. It is a small country
that transmits an image of security,
order & labor, which made it the
world’s strong safe.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

The difference is the

attitude of the
people, framed along
the years by the
education & the
culture.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

How to generate suggestion?

• Keep the following four points in your mind
throughout the working day.
Can this job be made more comfortable?

Isn’t there a better method for this operation?

Isn’t there a faster way of doing this?

Isn’t there a safer way of doing this?

 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Focus point
Pay attention to the following areas.

1. Do we need to do this?

Is an operational motion really necessary?

Go back to the basics and ask why a job is done that way?

2. Can the combination be changed?

Changing the combination of processes and

Operations can result in dramatic suggestion. Don’t
simply accept current practice. Think about who can do
things better, when, and how.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Focus point
• 3. Can the order be changed?

Improvement can be brought about by changing the order

and placement of different items.

• 5. Can it be simplified?

Always try to simplify current methods.

 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Try out your ideas

Put your idea into practice.

When you have an idea for improvement, don’t just keep it to

yourself. Nothing will change unless you put it into practice.
Put your idea into practice and see if it works. It could make your
job easier and more comfortable, and allow operation to be
carried out more easily and efficiently.

LOOK FOR MUDA, MURI AND MURA

Basically there are three kind of wastes in every job done, they are
waste, overburden and unevenness, which may not be readily
apparent, can occur. Look for these problems and think of ways
to eliminate them. This results in good suggestion and
improvement.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Checkpoints : 3 M
1. What is waste? ( MUDA)

Using a two ton truck to transport a one ton load is waste.

Are there any instances of such waste in your own work?

2. What is overburden? (MURI)

Using a 0.5 ton truck to transport a one ton load is overburden.

Are there any instances of such overburden in your work?

3. What is unevenness? (MURA)

Moving a one ton load with one ton truck one time, then with
0.5 ton or 2 ton truck another time , or everyone using his/her
own preferred methods for a particular job, are examples of
unevenness which might be experienced in our work.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

MAIN RESOURCES

It has been devised to optimize the basic use of 6 resources to reduce the
production cost
• Machine - Operational availability should be 100%. Try to attain 100%
utilization of the machine. Machine should produce zero defect.
• Human - Target should always be more than 100%. To develop more
knowledge ; to achieve improvement by way of training .
• Material - Minimize cost ie; less in-process stock, minimum inventory,
material supply should be improved. Efficient storage of materials in the
bins.
• Energy - Minimize consumption ,maximize usage of natural energy, I.e
gravity flow, sunlight ( no cost )
• Environment - To maintain 5S and application of 3R( Reduce- Reuse-
Recycle )
• Time - Reduction of production lead time and manufacturing lead time
( production model change , die change over, improvement of SPM)
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
om

IDENTIFYING WASTE om
w w
w

w
w. w.
A B B Y Y.c A B B Y Y.c

• Over production

• Unnecessary movement

• Excessive inventory

• Idle time
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
om

IDENTIFYING WASTE om
w w
w

w
w. w.
A B B Y Y.c A B B Y Y.c

• Unnecessary Processing

• Producing Defective parts

• Unnecessary transport

• Unnecessary inspections
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Checkpoints : 3 K
Try to eliminate 3 “K”s

Eliminate difficult jobs ( KITSUI)

The jobs which are difficult to do always generate problems. Either
they are to be eliminated or made easy.

Eliminate dangerous jobs ( KIKEN)

The jobs, which are dangerous or unsafe, are to be eliminated. The
aim is to have an accident free work place

Eliminate dirty jobs ( KITANAI)

Nobody like to do dirty jobs. These kind of jobs are to be eliminated
or to be made clean and pleasant jobs.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

5 Why for Root Cause

ASK “WHY” FIVE TIMES.
When a problem has just been discovered, think about it by asking the
question “why?” five times. A haphazard idea of the cause cannot be
counted on. Thinking it over repeatedly will discover the root cause.

For example , imagine that a bracket has broken from a pipe.

1. Why did the bracket broken?
( It was not welded properly)

2. Why wasn’t it welded properly?

( The bracket wasn’t set in the proper position when it was welded)

3. Why wasn’t the bracket placed in the proper position for welding?
( The welding jig was loose)

4. Why was the welding jig loose?

( The welding jig is worn)

5. Why is the welding worn?

( The material specification of the jig was not proper)
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Every Employees Involvement

EVERYONE MUST BE INVOLVED IN SUGGESTION ACTIVITY.
It is the of team/area leader’s responsibility to ensure good
suggestions are generated. They must always pay attention to the
following:

Associates must be educated and trained to discover waste

around them.

The team/area leader must develop good relationship with their

staff and create an environment where suggestions comes
spontaneously from associates.

Team/area leader must respond quickly to all suggestions given

by sub-ordinates.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Teamwork for best ideas

• The more people get together with
determination, the more good ideas
are going to be suggested.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

What is a Quality Circle

The Quality Circle activities are conducted;
• in small group groups
• at work place
• with the purpose of creating a cheerfully and
rewarding workplace environment on the
associates own initiative through their continuous
efforts
• with each associate respecting the different
abilities of each other and, and keeping up good
communication with others in the workplace.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
Seven steps procedure for problem solving
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

1. Problem :
Identification of the problem.

2. Observation :
Recognition of the features of the problem

3. Analysis :
Finding out the main causes

4. Action :
Action to eliminate the causes.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

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k

k
lic

lic
C

C
w om w om
w

w
Seven steps procedure for problem solving
w. w.
A B B Y Y.c A B B Y Y.c

5. Check :
Confirmation of the effectiveness of the action.

6. Standardisation :
Permanent elimination of the causes.

7. Conclusion :
Review the activities and planning for future work.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
Seven steps procedure for problem solving
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
1. Problem
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

• Use as much data as possible to identify the

most important problem. Be sure of the reasons
for the selection
• If the problem is selected based on
circumstances, these are to be clearly identified.
Here too data must be used.
• Indicate the target value for achievement. A
reasonable target value must be set based on
some factors.
• State the deadline for reaching the solution of
the problem. A reasonable timeframe must be
set
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
2. Observation
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

• Observe the problem as a problem, do not go

into the reasons at this stage.
• Investigate from 4 points
– Time
– Place
– Type
– Symptoms
• Then investigate from various points for
Variation
• Go to the site site and collect information
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
3. Analysis
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

"Find out what the ROOT cause is".

Select the major causes
Write down a cause-and-effect diagram (a
diagram that contains all elements seemingly
related to the problem) so as to collect all
knowledge concerning possible causes.
Use the information obtained in the observation
step and delete any elements, which are clearly not
relevant. Reside the cause-and-effect diagram
using the remaining elements.
Mark those elements in the latter diagram, which
seem to have a high possibility of being main
causes.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
3. Analysis
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

"Find out what the ROOT cause is".

From elements that have a high possibility of
being causes, devise new plans to ascertain the
effect that those elements have on the problem by
obtaining new data or by carrying out
experiments.
Integrate all the information investigated and
decide which are main possible causes.
• If possible, intentionally reproduce the
problem
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

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k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Root cause analysis

 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Root cause analysis

In any organization numerous problems exist in all facets of its activities. The
efficiency and survival of the organization depends on how promptly these problems
are recognized and their root causes are isolated and eliminated.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Root cause analysis

A systematic analysis of each potential problem area should be carried out

to recognize the root causes which are responsible for creating the problem.
Such analysis is called Root Cause Analysis.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

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k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Possible root causes for non conformance/ defects

Machine factors
• Inadequate process capability
• Incorrectly designed tooling
• Worn tools, jigs or dies
• Poor maintenance
• Equipment effected by environmental factors such as heat, humidity etc.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Possible root causes...

Material factors
• Use of untested materials
• Mix-up of materials
• Substandard material accepted on concession because of non-availability
of correct material
• Inconsistency in specifications on the part of vendors
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Possible root causes...

Men factors
• Incorrect knowledge of setting up machines
• Careless operator and inadequate supervision
• Undue rush by the operator to achieve quality targets
• Lack of understanding of drawing instructions relating to a process
• Operator does not posses requisite skill for operating machines
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Possible root causes...

Method factors
• Inadequate process controls
• Non availability of proper test equipments
• Test equipment out of calibration
• Vague inspection/ testing instructions
• Inspectors do not possess the necessary skill
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Cause and effect diagram

Cause and effect diagram (also known as ishikawa diagram or fishbone

diagram) is an analysis tool to analyze many potential or actual causes of
a problem in a systematic way. It is a very effective way of improving
the quality of the product or service.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Cause & Effect diagram - Major and subsidiary causes

Material Methods Environment

Procedures Noise level

Assemblies

Temperature

Consumables Humidity
Components Accounting

Suppliers Lighting
Policies
Quality
Variability
Instruments
Training
Experience Tests
Technology

Tooling
Attitude Gauging

Skill Fixtures Counting

Men Machine Measurement

 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Example of Cause & Effect diagram - Low operating profit

Material Methods Environment

Inadequate High Noise level
High lead time process control

poor review Heat

system
High inventory
Poor QC
Poor quality
of vendors Poor Lighting
Poor MIS Low
operating
High profit
Inadequate
variation Instruments
Inadequate
Training
Lack
of Experience
Old machines

Poor No SPC
Maintenance

Low Frequent Inadequate

motivation breakdowns measurement
Men Machine Measurement
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
4. Action
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

"Take action to eliminate the main causes.

• A strict distinction must be made between
actions taken to cure phenomena (immediate
remedy) and actions taken to eliminate causal
factors (preventing recurrence).
• Make sure that the actions do not produce
other problems (side-effects).
• Devise a number of different proposals for
action, examine the advantages and
disadvantages of each and select those which
the people involved agree to.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
5. Check
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

"Make sure the problem is prevented from occurring again”

• In the same format (tables, graphs, and charts); compare the

data obtained on the problem (undesirable results in the
theme) both before and after the actions have been taken.

• Convert the effects into monetary terms, and compare the

results with the target value.

• If there are any other effects, good or bad list them.

"How well the recurrence been prevented?"
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
6. Standardisation
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

• "Eliminate the cause of the problem permanently"

The five W's and one H:

H who, when, where, what, why and
how, for the improved job must be clearly identified and
used as a standard.
Necessary preparations and communication in regards to the
standards should be carried out correctly.
Education and training should be implemented.
A system of responsibility must be set up to check
on whether the standards are being observed.
observed
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
7. Conclusion
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

"Review the problem-solving procedure and plan future

work"

Sum up the problems remaining.

Plan what is to be done to solve those problems.

Think about what has gone well and badly in the

improvement activities.
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
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ABB

ABB
y

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bu

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2.0

2.0
to

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re
he

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k

k
lic

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C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Problem solving
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
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ABB

ABB
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2.0

2.0
to

to
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he

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k

k
lic

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C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

A. Agree the problem

1 2 3
Select Understand Discuss and clarify the problem
the the and come to a common
Problem Problem understanding about the same
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
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ABB

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bu

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2.0

2.0
to

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he

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k

k
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C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

B. Eliminate Causes

4 5 6
Identify possible Gather data Select applicable
causes of the problem and test causes causes
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
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ABB

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2.0

2.0
to

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he

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k

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C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

C. Options for Improvement

7 8 9
Identify potential Gather data and Select applicable
options for test options for options
improvement improvement for improvement
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

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ABB

ABB
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2.0

2.0
to

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he

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k

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C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

D. Implement solutions

10 11 12
Plan implementation Implement Monitor success of
of solutions solutions implementation
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

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ABB

ABB
y

y
bu

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2.0

2.0
to

to
re

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he

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k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

E. Complete the process

13 14
Standardize Can the idea be used
solution somewhere else
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

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ABB

ABB
y

y
bu

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2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

1 Cause and Effect Diagram

2 Graphs (stratification)
3 Pareto analysis
4 Checksheets
5 Control charts
6 Scatter diagram
7 Histogram
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

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ABB

ABB
y

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bu

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2.0

2.0
to

to
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he

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k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

FISH BONE DIAGRAM

MATERIAL MARKET STOCKYARD
MARUTI
No Lighting in Makeshift Paucity of Parking Space
Fluctuating Demand stockyards Parking pattern
Dead Batteries
Sluggishness Long Grass and Parking Manners
slush

Low Throughput of
Punctured tyres

Vintage vehicles
No Flexibility
Extreme Heat/ Cold
High Response Time
Work Pressure
Scheduled Quantity
Attitude
PRODUCTION
MAN
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

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k

k
lic

lic
C

C
w om P D w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

A C
CAUSE & EFFECT DIAGRAM
METHOD MATERIAL

PROCESS
CAR SHAMPOO
PROCESS SEQUENCE TIME
RUBBING CLOTH WATER

WASHING
NOT OK

EXPERIENCE
NOZZLE DIA JOB SKILL

TRAINING

WORK LOAD
PUMP PRESSURE

MACHINE MAN
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
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he

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k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

CAUSE & EFFECT ANALYSIS

METHOD MAN
TRAIN ING
BUFFER
Jig
SKILL
FATIGUE
ATTITIUD E

COMPONENT Tip gap CLAMP

PROFILE
DESIGN
Fool
proofing
MATERIAL MACHINE
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
Bar Graph
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

DENT ANALYSIS(OMNI)
25
21.6
20 18.8

12.8 14.8 13.6

15
% OF DENTS

9.8
10 8.6

0
BODY

FRONT

ROOF

B.DOOR
FR. DOOR
PANEL
REAR

CTR PLLR

PERIOD FROM JULY 00 TO DEC 00 RR.DOOR AREA - V.I.

NO.OF VEHICLES CHECKED 25400
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
Pie Chart
to

to
re

re
he

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k

k
lic

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C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Others Spot Dent

10% 20%
2 4

9
5

Handling Gun Touch

Dents Dents 25%
45%
AREA OMNI W/B
PERIOD 05/01/2001
NO.OF.VEHICLE 150
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Data sheet
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Pareto Analysis %
100 100
90 90
80 80
70 70
No of defects

60 60
49.5
50 50
40 40
30 30
20.5
18
20 20
8
10 4 10
0 0
Dent L/D Shower Gap Others
No of Vehicles Checked : 25,400
Period : Jul ‘00 to Dec ‘00
Area : V.I
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Defective item
check sheet
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

Defective
Location check
sheet
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
Control Charts
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

50

45
UCL 42
40
38
35 34

30 29
LCL
25

20
9:00 AM 12:00 PM 3:00 PM 6:00 PM
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
Scatter Diagram
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c

variation of strength with varying air

pressure

1.8

1.6
Strength

1.4

1.2

1
3.5 4 4.5 5 5.5 6
02-Mar 03-Mar 04-Mar Air pressure
05-Mar 06-Mar
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
HISTOGRAM
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w. w.
A B B Y Y.c A B B Y Y.c
 F T ra n sf o F T ra n sf o
PD rm PD rm
Y Y
Y

Y
er

er
ABB

ABB
y

y
bu

bu
2.0

2.0
to

to
re

re
he

he
k

k
lic

lic
C

C
w om w om
w

w
w.
A B B Y Y.c Parameter Major evaluation points w.
A B B Y Y.c

Problem
Selection Reason for selection of problem

Importance of this problem as compared to other

Analysis problems in the area
Extent to which facts were analysed

Correct identification of root cause

Solution
Extent ofof involvement
Number of all considered
countermeasures members ofandtheimplemented
group

Cost effectiveness of the countermeasures

Holding the gains
Extent to which,
Effectiveness of the problem has been
counter-measures solved.
against recurrence of
the problem

Standardization (modification of MOS, etc. )

Quality of Training given to all concerned regarding counter- measures
Presentation Quality of slides/models, etc.
taken
Teamwork displayed in presentation

Clarity in presentation
Effective use of
QC Tools Use of appropriate QC tools at appropriate stages.
Response to questions
No. of QC tools used.
Time management
Special features
Understanding
Creativity and correct usage of QC tools

Innovation

Impact on audience