Global Standard

QRQC Manual
Quick Response Quality Control

NPW Promotion department

NML-MFG<B22>

2007.8.30
 Index

1p. Basic of Built-in quality

2p. Purpose of QRQC administration 15p. Quality info. flow (3)
3p. QRQC basic concepts
16p. Specific actions for carry-back items (1)
4p. QRQC meeting
17p. Specific actions for carry-back items (2)
5p. QRQC Carry-Back Meeting
6p. Proceeding for QRQC meeting 18p. QRQC carry-back sheet: (Sample)

7p. Proceeding for QRQC Carry-Back meeting
8p. Outline of Engineering in PDCA cycle
9p. QRQC and Carry-Back meeting
10p. Issuance standard for QRQC know-how sheet
11p. Quality info. flow (1)
12p. PDCA cycle to solve defects
13p. Good information & bad information
14p. Quality info. flow (2)
19p. QRQC 1-point lesson (Sample)
20p. QRQC 1-point lesson (standard)
21p. Case: Solution of facility/equipment defects
22p. Viewpoint of defect analysis
23p. QRQC operating check sheet
25p. 10 QRQC prohibited matters
Basic of Built-in quality

1. Operator’s self-assurance
*Comply with standard operation.
*Stop the line when defects are found.
2. In-line checkman’s quality confirmation.
*100% check of assurance items.
3. Final assurance at final area.
*Completion of repair at the first attempt.
*100% inspection by QA.
 Purpose of QRQC administration

<<Quick circulation of PDCA cycles for quality>>

１． Each operator builds in quality.

２． Quick response with countermeasure against

defects, utilizing 3 GEN principles.

３． Cross-Functional (production engineering

and production control )
 Proceeding for QRQC meeting

<<Quick circulation of PDCA cycles for quality>>

The day before On that day

○Occurrence of defects ＱＲＱＣ meeting

○confirmation ･ investigation ･
○Manager must
analysis temporary countermeasure
report
○Report to manager

○Request carry-
back sheet
 Proceeding for QRQC meeting

<<Quick circulation of PDCA cycles for quality>>

The day before On that day

○Occurrence of defects ＱＲＱＣ meeting

Take a countermeasure
○confirmation ･ investigation ･
○Manager must
analysis temporary countermeasure
within a day of defects report
○Report to manager
occurring
○Request carry-
back sheet
QRQC and QRQE Basic Concepts
Q　R　Q　 Modify material,
Build in quality C machine, or
method
Recurrence
Quality info input preventions, F/B for
system next models

Mfg PDCA Engineering

Arrangement of analysis
PDCA (QRQE)
One-point Lesson
Know-how sheet

Change in operation
and design change
- Complete tasks in
a shift QRQC mtg (Kaizen plan)
Sheet

- 3-Gen Principle Activities led by

Carry-back Line headstream
- Based on SOS
(Man/Material/ meeting countermeasure
Machine) team
Shift meeting in
process

Classify into man, Register items

material, machine, and assign a
and method to person.
investigate causes.
QRQC and QRQE Basic Concepts
Q　R　Q　 Modify material,
Build in quality C machine, or
method
Recurrence
Quality info input preventions, F/B for
system next models

Mfg PDCA Engineering

Arrangement of analysis
PDCA (QRQE)
One-point Lesson
Know-how sheet

Change in operation
and design change
- Complete tasks in
a shift QRQC mtg (Kaizen plan)
Root cause
Sheet

- 3-Gen Principle Headstream

Activities led by
Carry-back
-countermeasure
Based on SOS countermeasure
Line headstream
(Man/Material/ meeting countermeasure
Machine) team
Shift meeting in
process

Classify into man, Register items

material, machine, and assign a
and method to person.
investigate causes.
QRQC meeting

Responsible by Mfg Director

Facilitated by senior supervisor of Final area

＊ Attendees: Director, Dept. mgr,

　　　　　　　　 representative senior supervisor,
representative staff (MFG must attend)
＊ Schedule: Daily (Time: To be discussed by
each line)
＊ Agenda: Production status and extent of
quality issue
＊ Report: Dept. managers report on production
and quality abnormality
Carry-Back Meeting

Responsible by senior supervisor of Final area

Facilitated by senior supervisor of Final area, if he is

not available, T&C senior supervisor substitutes.

＊ Attendees: Representative senior supervisor from each

shop,representative staff from Engineering
＊ Schedule: 1 time per shift (Time: To be discussed by
each zone)
＊ Agenda: Production status and extent of
quality defects
＊ Report: Each responsible process’ section manager
　　　　　　　 report on production and quality 　 abnormality
Outline of engineering PDCA cycle

Engineering staff lead the PDCA cycle,

taking countermeasures in engineering to
prevent defects from reoccurring.
<Responsibilities>
- Prevent defects with engineering solutions to
complement QRQC.
- Accumulate engineering know-how
- Engineering staff exchange info. relating to quality
with manufacturing GENBA, and engages in improvement
in engineering defects in cooperation with them.
< Possible agenda in QRQE >
①Defects that occurred even if zone operation chart
(SOS) is strictly followed.
②Defects caused by changes with time after a
operator assures quality.
③Operations that are difficult to conduct, require long time
to make, and provide unstable quality
④Defects caused by facilities, jigs & tools
QRQC meetings and Carry-Back meetings

Examples: Time table

*Decide the time the meeting is held according to availability of each plant.
6:30 9:00~9:30 12:00~12:30 15:00

Carry-back meeting
GRQC meeting

Lunch time
Early shift

16:00 21:30~22:00 0:30

Carry-back meeting
Dinner time
Late shift

Aiming to solve quality defects in a shift, have a carry-back meeting

(mainly section managers) once in a shift and a QRQC meeting (mainly
dept. manager, senior supervisor) daily.
Issue standard for QRQC carry-back sheet

Establish standard to issue for each line, according to its quality level.

First-run ratio: Less

50 - 69% 70 - 89% 90% or more
than 50%
(1) Defect of Important * If the shop is not
A&B and other
imporatnt defects
achiving targets, it is
necessary to report
○ ○ ○
(2) VES V1 current situations and
solutuions for higher ○ ○ ○
quality.
(3) Repetitive defects
that takes 30 min or
more to repair
○ ○ ○
(4) VES V2
○ ○
(5) Carry-back
recurred defects ○

Use the PDCA cycle for QRQC and improve quality.

Issue standard for QRQC carry-back sheet

Establish standard to issue for each line, according to its quality level.

First-run ratio: Less

Defect of important50 A&B
than 50%
- 69%
： Defect that relates
70 - 89%
to
90% or more

running,turning and stopping

(1) Defect of Important * If the shop is not
A&B and other
imporatnt defects
achiving targets, it is
necessary to report
○ ○ ○
(2) VES V1 　 Example ： Defect
current situations and of tightening of tyre installation nut
solutuions for higher ○
Engine does not start. ○ ○
quality.
(3) Repetitive defects
that takes 30 min or
more to repair
○
VES V1 ： Defects that customers ○uncertain a○
feel
(4) VES V2
bout and request a repair.
○ ○
(5) Carry-back　 Example ： Audio does not operate correctly. 　
recurred defects
　　　　　　　 There is a concern on Door which most customers ○
　　　　　　　 feel is unacceptable.

Use the PDCA cycle for QRQC and improve quality.

 Quality info.flow(1)

Defect was found in QA/FINAL

F/B to Senior supervisor and supervisor

that caused the defect

Confirm with operator who is

Report to Check-man responsible for defect
What is the countermeasure direction? What are contents of confirmation?
　① Confirm content/cause of defect 　① Report content of defect

　② Confirm occurrence condition of 　② Conduct job observation

repeated defect 　③ Explain key point of the operation
　③ Confirm countermeasure key poi 　④ Confirm the operation after key point bein
nt g taught
 PDCA cycle to solve defects

1. Confirm defects.
5. Confirm the result of c
ountermeasure.
C
2. Take necessary action / measure.
CAPD
D cycle
A 6. Take necessary action / measure.
4. Execute countermeasur
e.
3. Make KAIZEN plan.
P
2.What is “taking necessary action/measure”? 6. What is “taking necessary action/measure?
＊ Countermeasure against defect *Confirm the result of the countermeasure.
1.Prevention of outflow. 1. If the countermeasure is NG.
*Find the first unit. *Redo “grasp of current condition” and “p
*Take a sample of vehicle between the last OK ve ursuit of the true cause.
hicle and defect vehicle to establish the extent of
defect. 2. If the countermeasure is OK.

*Improve the assurance system to prevent outflo *Report content or the countermeasure to the o
w of defect. perator who is responsible for the job.

2. Grasp the current condition, pursue the true ca *Is revision of SOS necessary?
use *Is job instruction necessary?
*With 4M (man, material, machine and method)
Good information and bad information

Defect example
Example)Room light does not come on.

Good information
*Put out the information of the cause based on repair contents.
1.Model : B11 2. CCR-No. 12345
3. Contents of defects : RH Fr Door switch harness not
connected.
*Being able to tell the responsible process and operator
immediately, and supervisor being able to take
countermeasure immediately.

Bad information
*Simply put out the information of the defect.
1. Model: B11 2. CCR- No:12345
3. Contents of defect : Room light does not come on
*The responsible process is not identified.
 Quality info flow （２）

Do not pass defects to the next process after they are

found.

Operator

Own
Area/Process Supervisor in the zone that
causes a defect
downstream
Senior Next Process
Supervisor

FINAL/QA
Quality info. flow (3)
Collected information and report

Gather defect information daily, weekly and monthly, and

understand pattern.
1P Tester V1 Pointed-out Defects Weekly Report Week 5 (5/28 – 6/1)
1. Occurrences of V1 defects
# of Inspected Vehicles: 2218 v # of V1 Defects: 12v Occurrence Rate: 0.54 case/100v
1-1) Occurrence Trend of V1 per week (per 100v)

Information
gathered weekly
1-2) Items occurring more than 2 cases

Model Part Name Case Parts caused Cased caused Responsible Sec CCR

There is no defect occurring more than 2 cases for this week

2. Occurrences by Area/Process

3. Occurrences by causes
Considerations

Others
2cases, 17% •It is improving 0.04 case for this week
compared to 0.54case/100v of last week

Defective parts Picking mistake • There is no item that have more than 2 cases
2cases, 17% 6cases, 49%
•For by Area/Process, 3 cases occurred in T46
79 MH and T32P
Defective coupling •For occurrences by causes, 6 cases for picking
2cases, 17%
mistakes and takes 49% of overall
Specific actions for Carry-Back items (1)
If you can estimate a possible area responsible for the defect…
Supervisor in the zone that Senior supervisor in the zone that Supervisor in the Final area Department Manager
Senior supervisor in the Final area
causes a defect causes a defect

defect
Check the defect.
Estimate which area is
responsible.

To specific action (2)

Responsible
area is identified

Check the defect with an Inform the area.

actual unit.
Prepare for issuing a QRQC know-
Inform the situation to area how sheet
manager

Take a tentative measure. confirm with standard

Issue a QRQC know-how sheet

Receive a QRQC know-how sheet

With supervisor and the operator, investigate the cause and create a
countermeasure, according to the 3-gen principle
Revise SOS

Create QRQC know-how sheet.

Train operations

Report to Dept.Manager at Genba

Confirm contents of
Job observation
countermeasure

Report in QRQC meeting

Specific actions for Carry-Back items (2)
If you can’t estimate a possible area responsible for the defect…
Supervisor in the zone that Senior supervisor in the process that
Supervisor in the Final area Senior supervisor in the Final area Dept. Manager
causes a defect causes a defect

defect
Define a reporting line to the
responsible/associate areas
Check the concern.

Estimate which area is

responsible.

Responsible area is not known.

To specific action (1)
Within 30 min
Within 10 min
Inform involved areas.
Check the defect with an
actual unit.
Discuss which area is responsible for the concern and make the
decision.
Find which area is
It is important for all involved areas to take this as responsible.
their responsibility and investigate. (Contribute to
solve quickly)
To specific action (1)

Analyze the defect 。 Decide which

Analyze the defect
area is responsible
Level 5: 100% of the concern clarified.
Level 3: 20% or less unknown. To specific action (1)
Level 1: 20% or more unknown
* If it is not known which area is responsible for the
defects, the QRQC info center keeps investigating.
 ＱＲＱＣ carry-back sheet
Sample Supervisor
Section Mgr
Issue Analysis/measure dept.
Dept.Manager Section Mgr person in charge Issue

Carry-back Quality Improvement Know-how sheet / / / / / /

1P Info.
CTR
Confirm defectives
Tumble defect in sealing is found by B shift. It is considered that sealing
Rough sketch Defect Contents Cause & analysis Concretion of sealing
became thinner and fell over due to coagulation of sealing in tip of the
*Water leak from B/door glass is found by shower check in the nozzle nozzle.
*Cause: uncompleted adherence due to sealing brokerage
Cleaning inspection Cleaning method inspection Begin analysis
*Occurrence: 5932
(As of 10:00 17 units) Start cleaning
Cleaning is
Wipe the nozzle with cloth insert method
Dip in coagulum prevention liquid Cut the groves of the nozzle with a cutter insert distance
conducted
Seeking brokerage is found dispose a little bit of sealing Scrape a hole of the nozzle with screwdriver scraping method
too early difference among workers
or less Start the line Finish analysis
by B shift with start-up check clean the nozzle with drill
Estimated Cause Standard: start-up check is conducted 10min. b/f operation
Confirm how sealing comes out by deposing a little
After nozzle cleaning, it is ok.
Clog in the nozzle due to Problem: Problem:
CCR 6033-ok Incomplete Sealing method to scrape with drill or screwdriver is not clear
concretion of sealing cleaning too early led to coagulation of sealing
Temp. measure

Cause: Standard for start up check is not followed

(3) Sealing Application Cause: it’s not pointed out in SOS
Standard...
Beginning of sealing End of sealing How to press the glass Cause:
a gap exists at the Press the four No pressing on the Implement temp. measure

beginning and at the corners in order of

overlapped part
standard
end of sealing Review in standard
Glass side Glass
Conducted as in
Gap standard is necessary

Confirmation Date
（ Off-line repair, VES value ） Measure
Grasp Current Situation Permanent measure

Operator permanent workers: engage in the operation from 4/2 Inform to practice cleaning 10 min. b/f line operation time at the meeting Judgment
3 month-experience proficiency level 100%
Objects HAMATAITO WS-303 No Changes make the gap disappear by pressing the overlapped part effective from night shift CCR #6476 on 6/16
Application device for Rr glass sealing Implement permanent
Device Judge measure

(no changes on the day of problem occurrence) Add how to press the glass in SOS
Method Automatic application of sealing
record of start-up check Request to eng. section. to add details as to how to clean in an operation instruction sheet

Cleaning:practice as stated in start-up check sheet(removal of coagulation, foreign objects, dirt) F/B to the
Cleaning:No details in operation instruction sheet or SOS Standardize the method of cleaning and create SOS, conduct the instruction
By 6/18 Decrease in next model
matrix points
Carry-back date Model CCR Dept. Request to maintenance section to review teaching of application device (overlapped part) necessary
not necessary

/ / / Z11 5932 others T46 Done

not yet

Promotion Analysis/Measure Dept.

Subject
Water leak from B/door glass Control #
 ＱＲＱＣ carry-back
Entry
sheet
Senior supervisor’s task: Create a report

Sample example
Pursuit of cause Supervisor
Section Mgr
Issue Analysis/measure dept.
Dept.Manager Section Mgr person in charge Issue

Carry-back Quality Improvement Know-how sheet ① conducted by supervisor / with / /

cooperation
/ / /
from operator
1P Info.
CTR
and senior supervisor Tumble defect in sealing is found by B shift. It is considered that sealing
Confirm defectives
Rough sketch Defect Contents Cause & analysis Concretion of sealing
②Capture the real cause
in the nozzle
byandrepeatedly
became thinner asking
fell over due to coagulation of sealing in tip of why,
the based
*Water leak from B/door glass is found by shower check
*Cause: uncompleted adherence due to sealing brokerage
on 3 Gen principles. (Genba, Genbutsu, nozzle.
and Genjitsuteki )
Cleaning inspection
③Operators should not be responsible for the cause easily.
Cleaning method inspection Begin analysis
*Occurrence: 5932
(As of 10:00 17 units) Start cleaning Wipe the nozzle with cloth
-Ex) ： Cause
insert method
Cleaning is
Cut the groves of the nozzle with a cutter
Dip in coagulum prevention liquid insert distance

Defect description
Seeking brokerage is found
conducted
scraping method

- operators did
dispose a little bit of sealing Scrape a hole of the nozzle with screwdriver
Start the
the line wrong procedure clean the nozzle(or miss one too early difference among workers
or less Finish analysis
by B shift with start-up check
(Senior supervisor in Final area)
with drill
Estimated Cause
…seek the true cause
Standard: start-up check is conducted 10min. b/f operation
Confirm how sealing comes out by deposing a little
After nozzle cleaning, it is ok.
(1) CCR NO Clog in the nozzle due to Problem: Problem:
CCR 6033-ok Incomplete Sealing -Investigate
concretion of sealing what may have
cleaning too early led to coagulation of sealing made method to the
scrape operator
with drill or screwdriver isfail
not clearto do the
(2) defect phenomenon steps. Temp. measure

(3) Cause (3) Sealing Application

Cause: Standard for start up check is not followed
Cause: it’s not pointed out in SOS
Standard...
(4) Photo (Drawing) Beginning of sealing End of sealing
a gap exists at the
Cause: How to press the glass
Press the four No pressing on the Implement temp. measure

beginning and at the corners in order of

overlapped part
standard
end of sealing Review in standard
Glass side ExecuteGap countermeasures
Glass with 5W1H : Conducted as in
is necessary
standard

①Countermeasures should concern not only the line

Measure
Confirmation Date

Grasp the current condition

（ Off-line
Grasp Current Situation repair, VES value ）
headstream but also outflow preventions. Permanent measure

Operator permanent workers: engage in the operation from 4/2 Inform to practice cleaning 10 min. b/f line operation time at the meeting Judgment
①situation based onproficiency
3 month-experience SOS. level 100% ②Do not just blame the operator .
Objects HAMATAITO WS-303 No Changes

Device
Application device for Rr glass sealing
② Grasp man, machine, material ③makeIt theshould be physical measures
gap disappear by pressing the overlapped part
rather than ones that Judge
effective from night shift CCR #6476 on 6/16
appeal Implement permanent

(no changes on the day of problem occurrence) to

Addconsciousness
how to press the glass in SOSof operators. Measures should be
measure

　　 and method respectively

Method Automatic application of sealing standardized.
record of start-up check Request to eng. section. to add details as to how to clean in an operation instruction sheet

④. Permanent measures can be applied accordingly. F/B to the

③ quantitatively. (specifically)
Cleaning:practice as stated in start-up check sheet(removal of coagulation, foreign objects, dirt)
Cleaning:No details in operation instruction sheet or SOS
⑤Clarify CCR-NO of units for countermeasures.
Standardize the method of cleaning and create SOS, conduct the instruction
By 6/18 Decrease in next model
matrix points
Carry-back date Model CCR Dept.
According to countermeasure:
Request to maintenance section to review teaching of application device (overlapped part) necessary
not necessary

/ / / Z11 5932 others T46

①Revise SOS as necessary.
Done
not yet

Subject
Water leak from B/door glass
②Conduct job observation
Promotion andDept.
Analysis/Measure confirm the result.
Control #
 QRQC One-point lesson standard
< Purpose >
　① Against occurred defect:
　　＊ Area mgr and operator execute a countermeasure
　　　 for pursuit of cause and prevention of recurrence against defects.
＊ The countermeasure should be conducted within shift.
　② Raise awareness of technician for quality.
＊ Defects that require time
< Issue standard > for manual repair
　① Off-line repair 　　　　
＊ Worst 3 items in the zone
　② Defect found in the PDI line

　③ Defects found by check man ＊ Defect that has the biggest effect on
First time OK ratio
　＜ Conduct operation instruction to the operator. ＞
-Was there conversation with the operator?
①Is there any difficult standard operation?
②Is there a need for engineering countermeasure.?
③Is there a need to feedback to upstream?
-For <an item that
Sample needs> KAIZEN, conduct KAIZEN within a shift, and practice.
attached
 QRQC One-point lesson (Sample)
Section mgr Area mgr Techinician
QRQC One-point lesson
ICHI SHI Ko
Zone C-1 (Shift A)
Defects A/C compressor bolt not tightened Report Yes / No Operator New Tech. /Existing / Contract
Date Sep. 28, Wed CCR・ No　 7983 Model: １
Z１ Place In-line・ Middle　・ Off-line
Reason why standard was
4M Fact Standard (rule) Result Follow the procedure not followed Cause
Method
- Operations delayed - Tighten 3 bolts × - Not observed - Operator thought he - Not followed
- Operator tried to - Loose tighten the fully tightened. steps to tighten.
make the call first bolt. - Delayed to call
- Missed steps - Tighten the second
because he was in and third ones.
hurry - Final tighten the first
one

Countermeasures (In 4M) Supervisor

- Make a help call before passing in his assigned zone
- Re-train the steps to tighten bolts
- Make a call before the defect pass through the area.
Senior supervisor
- Have operators make call immediately
- Check quality after instructions are made
 QRQC One-point lesson (Sample)
Section mgr Area mgr Techinician
QRQC One-point
Operators lesson
confirm the contents and put a signature for
agreement. ICHI SHI Ko
Zone C-1 (Shift A)
Defects A/C compressor bolt not tightened Report Yes / No Operator New Tech. /Existing / Contract
Date Sep. 28, Wed CCR・ No　 7983 Model: １
Z１ Place In-line・ Middle　・ Off-line
Reason why standard was
4M Fact Standard (rule) Result Follow the procedure not followed Cause
Cause
Method
- Operations delayed - Tighten 3 bolts × - Not observed - Operator thought he - Not followed
- Operator tried to - Loose tighten the fully tightened. steps to tighten.
- Analyze - Compare actual operations with standards.
make intheterms
call of 4M: Man, material,
first bolt. - Delayed to call
machine, and method
- Missed steps - Tighten the second -Mark up ○ if they follow standards.
because
- Don’t he was in of and
put responsibility third
defect onones.
a
hurry without fact & data
operator - Final tighten the first
one - Identify reasons why operators
- Learn situations from job observation and didn’t follow standards
conversation with operator

- Check operation chart and S - Classify causes from

OS to ｃｏｎｆｉｒｎ how standard . reasons of not following
standards

Countermeasures (In 4M) Supervisor

- Make a help call before passing in his assigned zone
- Countermeasures should be practical - Make a call before the defect pass through the area.
- Re-train the steps to tighten bolts
-Should physical countermeasures be applied? Senior supervisor
- Motivating
comments!
-Is Modification in operation methods able to be - Have operators make call immediately
followed? - Check quality after instructions are made
-Necessity of revision of SOS.
 Example: Facility Break-down
Solution
Mgr Senior SPV Created by

Major downtime in Oppama plant 山谷 河野

Date night shift on May 24, 2004 Countermeasure

Plant T&C shop No2
Zone TBS conveyer
Defect K12 body fell from the hanger
Downtime 22 min
Impact 1 unit will be scrapped
Breakdown Conveyer: Overloaded

K12 body fell from the hanger at D/L

entrance
Hanger No.1 C/#2588 Body No.AK12-782188 Additional lock nut Current lock nut Stopper bolt ト（ M20)

Temporary measure
- 100% check on hangers *Bolt loosening, hanger closing size9
Result’ One loosening, but closing size is right.
Additional lock nut (Temp): 10 units for nut stock
Prevent loosening with clip plate, disk lock washer, etc.
Information distributed to zones and areas
- 100% check on hangers to carry bodies and its structure is similar to
the above

Information and request distributed to other plants and depts.

Cause Arm closing size is extended 30mm to the standard (1200mm)
due to loosening a bolt to stop the right hanger from closing, and
oscillation caused the fall.

Inspection history
- Summer shutdown in 2003 – Size check for model modification
- Regular check on T24 hangers from 2004 March (No more bolt loosening like the above)
 Example: Facility Break-down
Solution

Line-stop information by facility break- Mgr Senior SPV Created by

Major downtime in Oppama plant 山谷 河野

down
Date night shift on May 24, 2004 Countermeasure
Plant T&C shop No2
Zone TBS conveyer
Defect K12 body fell from the hanger
Downtime
Impact
22 min
1 unit will be scrapped
①Temporary
Breakdown Conveyer: Overloaded countermeasure
K12 body fell from the hanger at D/L
entrance
Hanger No.1 C/#2588 Body No.AK12-782188
②Permanent
Additional lock nut
Current lock nut Stopper bolt ト（ M20)
Countermeasure
Temporary measure
- 100% check on hangers *Bolt loosening, hanger closing size9
③Contents of
Result’ One loosening, but closing size is right.
What are the conditions of break-down?
prevention for re-
Additional lock nut (Temp): 10 units for nut stock
Prevent loosening with clip plate, disk lock washer, etc.
①The cause of Line-stop Information occurrence
distributed to zones and areas

①Contents of direct damage - 100% check on hangers to carry bodies and its structure is similar to
the above

②Impact to the production ①Conduct the inspection for the

same structure/facility
③By plain picture/drawing
Information and request distributed to other plants and depts.
Cause Arm closing size is extended 30mm to the standard (1200mm)
due to loosening a bolt to stop the right hanger from closing, and
oscillation caused the fall.
①The cause of break-down
Inspection history
- Summer shutdown in 2003 – Size check for model modification
②The reason why it was not found by the
- Regular check on T24 hangers from 2004 March (No more bolt loosening like the above)

inspection
 Check item
Ideas for supervisors and senior supervisors to
Viewpoints for quality concern (T&C) investigate concerns with viewpoints: man,
material, machine, and method

Supervisor’s Concern:
Check item
.

Did you check the concern with actual unit?

Yes or No Action for NO Due Completed

viewpoint to
Check with actual objects immediately.
Did you understand the concern? Understanding of what and how bad it is.

Confirm Did you find out who caused the concern from CCR No? Examine if steps and key points are OK.

analyze defects Defects Has the concern ever happed before?

Take preventive measures at first if that
concern repeatedly occur

(Reference:T&C version) Is the operator in job rotation? Examine steps and key points in job
observation
Technician Does the operator have experiences of the zone and Teach operations according to SOS
is he/she at Level L?

Is the parts same as before? Check if there is any obstacles in zone.

Does the new part make it difficult to operate? Work with engineers
Is there any old parts abandoned? Manage old parts
Material

Guide for 4M inspection

Is there any problem in parts? Make Kaizen and sort out
Is there any wrong parts mixed ? Classify parts

when Defect occurs Check if instructions can be shown in

Are the order card showing specs? order card or make spec signs
Make text on order cards larger or
Is it easy to see the order cards?
change fonts
Is there any jig broken? Repair immediately
Are the operators using air tools as instructed? Use protectors instructed immediately
Is there any protection on tools? Repair immediately
Facility
Jig Is the bar code reader utilized properly? Teach operations immediately
& tool
Is the shooter slot for parts too small? Improve shooters
Are there panels posted at the shooter slot for parts? Install immediately
Are panels easy to see Improve immediately
Are panels installed in right positions? Improve immediately

Are operation defined in SOS? Create/review SOS

Does the SOS include key points and instruction in detail? Improve immediately

Are operators following key points? Teach operations immediately

Method Are operation steps defined and incorporated in
the SOS Allocation sheet? Create/review SOS
Is the operation steps same as the SOS allocation? Teach operations immediately
 Check item
Ideas for supervisors and senior supervisors to
Viewpoints for quality concern (T&C) investigate concerns with viewpoints: man,
Concern: . material, machine, and method

Supervisor’s Check item Yes or No Action for NO Due Completed

Confirm
Did you check the concern with actual unit? Check with actual objects immediately.

viewpoint to
Did you understand the concern? Understanding of what and how bad it is.

Confirm
Defects
Defects
Did you find out who caused the concern from CCR No? Examine if steps and key points are OK.
Take preventive measures at first if that

analyze defects
Has the concern ever happed before? concern repeatedly occur

Examine steps and key points in job

Confirm
Is the operator in job rotation?
(Reference:T&C version) Technician Does the operator have experiences of the zone and
observation

Technician
is he/she at Level L?
Teach operations according to SOS

Is the parts same as before? Check if there is any obstacles in zone.

Does the new part make it difficult to operate? Work with engineers

Confirm
Is there any old parts abandoned? Manage old parts
Material
Guide for 4M inspection
Is there any problem in parts? Make Kaizen and sort out

Material
Is there any wrong parts mixed ? Classify parts

when Defect occurs Check if instructions can be shown in

Are the order card showing specs? order card or make spec signs
Make text on order cards larger or
Is it easy to see the order cards?
change fonts
Is there any jig broken? Repair immediately

Guideline for supervisors Are the operators using air tools as instructed? Use protectors instructed immediately

so that they will know what Is there any protection on tools? Repair immediately
Confirm
Facility
Jig Is the bar code reader utilized properly?
kind of viewpoints they & tool
Teach operations immediately

need to have in order to Facility jig & tool

Is the shooter slot for parts too small?

Are there panels posted at the shooter slot for parts?

Improve shooters
Install immediately
investigate 4M at the time Are panels easy to see Improve immediately

of defect occurrence. Are panels installed in right positions? Improve immediately

Are operation defined in SOS? Create/review SOS

Does the SOS include key points and instruction in detail? Improve immediately

Are operators following key points? Teach operations immediately

Method Are operation steps defined and incorporated in
Confirm
the SOS Allocation sheet?
Is the operation steps same as the SOS allocation?
Create/review SOS
Teach operations immediately

Operation
Method
 QRQC self-diagnosis check sheet
QRQC check sheet
NO Item Key point Reason Evaluation
1 QRQC meeting - Held every day - Share daily changes in production
QRQC meeting attendees - All Directors, all Dpt.managers, representative staff & sec
2 tion mgr (Maintenance, Mfg, QA must attend) -Plant/line management can make decision
- Report on production status and quality of previous day -Share information of the current status at genba.
3 QRQC meeting agenda - Solve production/quality concerns
-Discuss with managers if solution are appropriate
- Manager make reports on problems in production -Explain appropriateness of solutions and validity of
4 Reports in QRQC meeting and quality preventions to subordinates Mgr reporting. Enhance
communication with the shop floor.
- Senior supervisor in Final area - Have a full understanding of quality in the final area
5 Facilitator in QRQC meeting (Must understand), provide info to other areas and
facilitate meetings
-Hold the meeting every shift - Share info of changes in shifts.
6 Carry-back meeting
-Hold the meeting as the half time of the shift passes- Share info of situation and solve problems within the shift.
- Define the standard according to situations - Since it is very difficult to solve issues all at once,
7 Standard for issuing QRQC prioritize issues and take reliable countermeasures to
know-how sheet of the plant and line situation
every concern.
- Basically info includes: -The information receiver immediately takes actions
(feedback to technician or take countermeasures).
(1) Date, (2) Name of Repair man, (3) - Make it easy to obtain detailed info by notifying names of
Defect info: description of defect and Repair men.
Quality info flow
8 cause (Visual of actual unit), (4) Model, - Clarify causes to help to take countermeasures.
and (5) CCR-No
- Clarify whose operation it is from CCR-No and contribute
to deep analysis

- Issue a quick report on defect when res - Latest info helps to investigate causes.
9 Quality info flow ponsibie party is not clear - Solve problems within the shift.
- Unify management of defect info in the QRQC info center
Quality info flow (Classify defect into responsible areas and zone) - Unify management of info on quality defect in the QRQC
10 (Track down the progress of countermeasures) meeting so that everyone can obtain accurate info.
- Finish solving problems within the process by feedback
11 Quality info flow - Process QA
from Check man
- Supervisor and operator take countermeasure and
12 - Senior supervisor responsible for the defect make deeper analysis of causes and practical measures
Specific actions for Carry-back items by issuing know-how sheets
fill in the QRQC know-how sheet
-Establish action standard according to line/plant - Priorities concerns an solve defects.
capacity
13 Standard for One-point lesson -Except for the know-how sheet items - Take outflow preventions and recurrence preventions
-Don’t put a responsibility of defect on operator without - SOS? Training? Tools?
careful consideration
 QRQC self-diagnosis check sheet
QRQC check sheet
NO Item Key point Reason Evaluation
1 QRQC meeting
QRQC check item
QRQC meeting attendees
- Held every day - Share daily changes in production
- All Directors, all Dpt.managers, representative staff & sec
2 tion mgr (Maintenance, Mfg, QA must attend) -Plant/line management can make decision
- Report on production status and quality of previous day -Share information of the current status at genba.
１．QRQC
3
Does it require QRQC meeting?
meeting agenda - Solve production/quality concerns
-Discuss with managers if solution are appropriate
- Manager make reports on problems in production -Explain appropriateness of solutions and validity of
２．Reports
4 Whoin QRQC shouldmeeting
attend and QRQCquality meeting? preventions to subordinates Mgr reporting. Enhance
communication with the shop floor.

３．
5 Whatin QRQC
Facilitator is the
meetingＱＲＱＣ meeting agenda?
- Senior supervisor in Final area - Have a full understanding of quality in the final area
(Must understand), provide info to other areas and
facilitate meetings

４．
6
Who will report in-Hold
Carry-back meeting
QRQC the meeting meeting?
every shift - Share info of changes in shifts.
-Hold the meeting as the half time of the shift passes- Share info of situation and solve problems within the shift.
５．Standard
Whofor issuing
is Facilitator
QRQC
in QRQC
- Define meeting?
the standard according to situations - Since it is very difficult to solve issues all at once,
7 of the plant and line situation prioritize issues and take reliable countermeasures to
６． Does it require Carry-back
know-how sheet
- Basically info includes: meeting? every concern.
-The information receiver immediately takes actions

７． What is the standard (1) Date, to issue

(2) Name QRQC
of Repair
Defect info: description of defect and
man, (3) know-how sheet?
(feedback to technician or take countermeasures).
- Make it easy to obtain detailed info by notifying names of
Quality info flow Repair men.
８． Quality info flow cause
8 (Visual of actual unit), (4) Model,
and (5) CCR-No
- Clarify causes to help to take countermeasures.
- Clarify whose operation it is from CCR-No and contribute

　　① .What information will be reported? to deep analysis

- Issue a quick report on defect when res

　　②
9 QualityWhat
info flow is the flowponsibie of information
party is not clear when responsible
- Unify management of defect info in the QRQC info center
- Solve problems withinsection
- Latest info helps to investigate causes.
the shift. is agreed?
(Classify defect into responsible areas and zone) - Unify management of info on quality defect in the QRQC
　　③
10
How do you manage
Quality info flow (Track down defect items?
the progress of countermeasures) meeting so that everyone can obtain accurate info.
- Finish solving problems within the process by feedback
　　④
11
What is the system
Quality info flow
of Process QA?
- Process QA
from Check man
- Supervisor and operator take countermeasure and
- Senior supervisor responsible for the defect
12 ． What are the specific actions for Carry-back by issuingitems?
12 make deeper analysis of causes and practical measures
Specific actions for Carry-back items know-how sheets
fill in the QRQC know-how sheet
-Establish action standard according to line/plant - Priorities concerns an solve defects.
13Standard
13 ． Standard for QRQC One-point lesson - Take outflow preventions and recurrence preventions
for One-point lesson
capacity
-Except for the know-how sheet items
-Don’t put a responsibility of defect on operator without - SOS? Training? Tools?
careful consideration
Individual control chart for defects
Sample

2005 Sep Off-line repair by operator Operator name(　　　　　　　　　　)

Previous 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

Missing Wrong spec Not tightened Unconnected Others

Date Item No Date Item No
9/1 Shortage of bumper rubber 1
9/2 Wrong sun visor 2
9/2 Shortage of bumper rubber 1
 QRQC 　 10 commandments

1. Don’t excuse not attending meeting because you are busy (Quality
is the first priority: Send someone else)
2. Don’t make analysis to escape the responsibility of defects (First,
consider it is your fault.)
3. Don’t conclude only from info you received (Check actual units
according the 3-gen principle).
4. Don’t give up and leave defects unsolved as you are not able to
solve on your own. (Bring it up to QRQC meeting)
5. Superior positions track results, not just giving instructions.
6. Don’t consider it done after only requests (Everyone is busy, keep
following up).
7. Keep attention on even after good countermeasures are taken
(Check results with actual units).
8. Focus on data, not on experiences in the past.
9. Senior supervisors and supervisors should not put responsibilities
on technicians without careful considerations (Consider senior
supervisors and supervisors are responsible for all concerns).
10. Managers should not depend on senior supervisors and
supervisors on countermeasures (Learn cases together).
 1 Point Lesson Sheet Making Issue
1. Defect Content
- Side drop of the rear Side Drop of Tyre
left tyre

2. Defect Cause
- Hand tightening for
every 5 bolt to install
tyres

3. Issue
- Identify factors of defect
causes & select the most
possible factors yourself
to summarize on 1 point
lesson sheet 　
QRQC 1 Point Lesson (Sample Answer)

SSV SV Operator
QRQC 1 Point Lesson
ICHI SHI Ko
Cause Process Tyre Installation Plant (team A)

Title Tyre Tightening Defect Apply Yes / No Operator New 　 / 　 Ordinary 　 / 　 Free
Cause Date CCR ・ No 　 7983 Model 　 Z １１ Location 　 QA Tester

４Ｍ Fact Relation Standard (rule) Judge Do you follow the rule? Why you do not follow the rule? Factor
Operation Method

-Man : New Comer - Stop the line - Equipment - Although the - Insufficient
and report × trouble is the first explanation about understanding
-Material : No
defect to time for the operation was for defect
Change
superior to have operator, thus the enough, the importance
-Machine : Breakage instruction operator got into a operator did not
- Insufficient
of Tightening panic understand enough
understanding
Equipment
for treatment of
- Method : Report defect
Breakage to Superior occurrence
- Sheet : Write Defect
Treatment
Countermeasures (tangible actions with 4 M) SV Comment
1. Man : Teaching the importance of operation responsible
　　　　 Implement treatment training that expects machine breakage
SSV Comment
Method : Firm vehicle confirmation for defect occurrence - Prevent outflow
　　 The contents above are informed to members thoroughly