QUALITY CIRCLE

TROY
Vision Mission Core value

Location – Maraimalai nagar

BUSSINESS TYPE – Auto

Ancillary

MD - MR. RAM
VENKATARAMANI

MAIN PRODUCT – Hot forging

IP RINGS LTD
PRODUCTION CAPACITY – 1 Million /
Month
 Company Brief Introduction

Company Name IP RINGS LTD. (OCF – Division)

Location Maraimalai Nagar, Chennai.
Established ( Year) 1991

Bevel Gear Pole wheel Synchrocon Cam Gear shift sleeve Shaft Bevel
e Ring Gear
 CUSTOMERS

Hyunda Tata FORD Marut Ashok Eiche

i Motors i Leyland r

Simpso Enfiel Mahindra & Hindustan TVS

n d Mahindra Motors Motors

ILJI TAT BAJ Man Truck India: TAF

N A AJ HCV E

Daimler DAN PIAGGI Kurushethr Agrikin

A O a g

After Market STANADY

India
Pistons NE
  QUALITY CIRCLE CFT

KUMARAN K ATHIBAN V

COORDINATOR FACILITATOR

SURESH S

LEADER

KESAVAN SOMU DEVIKA KARTHICK PRASANNA VEERA SOWNDHARYA

TEAM MEMBERS
 Step in Quality circle methodology
Identification
of Problems
Selection of
1 the Problem
Follow Up
and review
12 2 Define the
Problem
3
Regular
implementati
11
on Analysis of
4 the Problem

Identification
5 of Causes
LOGO
10
Trial
implementation &
Check
performance
6
Finding out
the Root
causes
9
Foreseeing
Probable
Resistance
8 7
Developing Data
Solution Analysis
 STEP 1 : IDENTIFICATION OF WORK RELATED PROBLEMS

Morning Market
Meeting (Quality)

Team
Brainstorming

Identification of the problem

By In-House data
 STEP 1 : IDENTIFICATION OF WORK RELATED PROBLEMS

• In this step, we identify the problem that arises in our organization. These problems were noted
down using “Brainstorming”. These problems are divided into 3 categories are as follows:

“A” CATEGORY PROBLEM “B” CATEGORY PROBLEM “C” CATEGORY PROBLEM

Problem in which it can be Problem in which involvement of Problem in which management

solved by the team itself. other departments is necessary. sanction is needed for
implementing the solution.
 STEP 1: IDENTIFICATION OF WORK RELATED PROBLEMS

• The Facilitator has given the problem to us. The problem given to us is “ Internal customer
complaints at SLP ”. The Aim of this project is to reduce the Internal complaints at SLP from
80 to less than 20 lots.And this will eventually leads to the reduction in complaints at customer
ends.
• The above said Problem can be solved by the team itself. So, it is categorized as “A Category”.
 STEP 2 : SELECTION OF PROBLEMS

• Reducing Internal customer complaints from SLP in Final Inspection from 80 to less than 20 lots
per month.This problem has given to us by the facilitator based on past data.
 STEP 2 : SELECTION OF PROBLEMS

• The Complaints has been categorized by defects such as Visual, Datum, Bore, Huband the past
month data’s has shown below.
• In the below data, the average complaints was 81.So we have decided to half of the average
complaints received in the past 3 months, that is 40.

No. of
Month Total Lots OK Lots
Complaints
MARCH-23 742 657 85
APRIL-23 776 688 88
MAY-23 714 643 71
 STEP 3 : DEFINE THE PROBLEM

• What is the Problem ? Internal complaints from SLP is high.

• Where is the Problem ? Final Inspection

• How much is the Problem ? 80 Complaints on an average per month.

• Target >20 Complaints per month.

• When ? By end of September 2023.

 STEP 4 : ANALYSE THE PROBLEM
 STEP 4 : ANALYSE THE PROBLEM

• The Problem has been analysed thoroughly and the problems were categorised based on defects
and the data has been shown in the below table.

DEFECT CATEGORIES
MONTH TOTAL
VISUAL DATUM BORE DIA HUB DIA SPLINE

MARCH 2023 74 4 4 2 1 85
APRIL 2023 76 4 5 1 2 88
MAY 2023 62 3 4 1 1 71
 STEP 5 : IDENTIFICATION OF CAUSES
 STEP 5 : IDENTIFICATION OF CAUSES

• The Causes has been identified on brainstorming sessions to find out the significant cause of the
problem into all possible causes as follows,
1) Causes due to Spline O/S & U/S.
2) Causes due to Bore O/S & U/S.
3) Causes due to Visual checking.
4) Causes due to Datum checking.
5) Causes due to handling.
  STEP 5 : IDENTIFICATION OF CAUSES

• QC Tool used : Cause and effect Diagram

Spline Visual Checking

1.Dents missing out

1.Shots
2.Unknown checking
2.Damaged
criteria
gauge
3.Part mix-up
3.Pressure
4.Lack of decision
4.Wrong size
making
Internal
Customer
1.Damaged fixture
Complaints
and cup 1.Components
1.Damaged Trays mixing up
2.Shots in teeth
2.Okay and Not 2.Enlarge or
area
Okay Components shrinkage of hole
3.Wrong Master
mixing up 3.Uncalibrated
4.Wrong Dial
setting gauge

Plug gauge
Datum checking Handling
checking
 STEP 6 : FINDING OUT THE ROOT CAUSE

VALIDATION /
S.NO POSSIBLE CAUSES RESULT
VERIFICATION

During Gemba visit, we

Shots sticking in the took some jobs with
1 Significant
spline area shots being sticking in
the spline area.
During Gemba visit, we
had inspected Spline
2 Damaged Spline gauge Not Significant
gauge and found no
damage.

During Gemba visit,

3 Pressure appropriate pressure Not Significant
has been given.
 STEP 6 : FINDING OUT THE ROOT CAUSE

VALIDATION /
S.NO POSSIBLE CAUSES RESULT
VERIFICATION

Wrong sized spline No wrong gauge

4 Not Significant
gauge selection selection

During Gemba visit,

Checking the bore by only calibrated gauges
5 Not Significant
uncalibrated gauge was there in Final
Inspection
During Gemba visit,
situation possible for
6 Components mixing up Significant
mixing up has been
identified.
 STEP 6 : FINDING OUT THE ROOT CAUSE

VALIDATION /
S.NO POSSIBLE CAUSES RESULT
VERIFICATION

During Gemba visit, no

Enlarge or Shrinkage of
7 enlarged or shrinkage Not Significant
hole
has been found.

During Gemba visit, no

8 Missing out small dents Not significant
such jobs found.

Lux level found to be

9 Poor illumination Not significant
okay.
 STEP 6 : FINDING OUT THE ROOT CAUSE

VALIDATION /
S.NO POSSIBLE CAUSES RESULT
VERIFICATION

During a visit to FI
Inspectors not knowing
10 area, new operator was Significant
checking criteria
there.

Lack of decision Daily new defects is

11 Significant
making skills coming in components

During Gemba visit,

Shots sticking in the
12 component was air Not Significant
teeth area.
cleaned thoroughly.
 STEP 6 : FINDING OUT THE ROOT CAUSE

VALIDATION /
S.NO POSSIBLE CAUSES RESULT
VERIFICATION

During Gemba visit, no

Damaged fixture and
13 damage was found in Not significant
cup
fixture and cup.

Audit is being
Wrong setting of Dial
14 conducted by Cell Not Significant
and slip gauge
leader on a daily basis.

During Gemba visit,

15 Wrong master selection numbers in master was Significant
a concern.
 STEP 6 : FINDING OUT THE ROOT CAUSE

VALIDATION /
S.NO POSSIBLE CAUSES RESULT
VERIFICATION

Some damaged trays

16 Damaged trays was found during a Significant
Gemba visit
 STEP 6 : FINDING OUT THE ROOT CAUSE

1) Shots sticking in the spline area

Why
Oil was found even after Shot blasting
Why
Poor Cleaning
Why
Cleaning method
 STEP 6 : FINDING OUT THE ROOT CAUSE

2) Components mixing with checked components

Why
Components being stacking up in the same table
Why
Limited space
Why
Checking method
 STEP 6 : FINDING OUT THE ROOT CAUSE

3) Not knowing checking criteria of a Component

Why
Inspectors are unaware of component nomenclature
Why
Insufficient knowledge of component
Why
Training method
 STEP 6 : FINDING OUT THE ROOT CAUSE

4) Lack of decision making skills

Why
Inspectors are unaware of defects categories
Why
Absence of defects sample
Why
Inspection method
 STEP 6 : FINDING OUT THE ROOT CAUSE

5) Mixing of okay and Not okay components

Why
Components has kept on same table.
Why
Inadequate space in table
Why
Inspection table design
 STEP 7 : DATA ANALYSIS

VISUAL WISE DEFECTS - MARCH, APRIL, MAY

90
84

80

70

60

50
LOT QUANTITY

40
35

30 27

20 17 16
10
10 8
6
4
2 2 1
0
t t k t l t t
en
e
en ar ne us
e fil l d
en en al
e
ag Li ag un Fo
D
am h.
D M h.
R
am
D D Sc
nk ne Sp
th ad ub
Fl
a D Sp Li
d e H
& et
h Te W
e nt te
D og
D

DEFECTS
 STEP 7 : DATA ANALYSIS

DIMENSIONAL WISE - MARCH, APRIL, MAY

14
13

12
11

10
LOT QUANTITY

4 4
4

0
BORE DIA DATUM HUB DIA SPLINE

DIMENSION
 STEP 8 : DEVELOPING SOLUTIONS

What is the Counter

S.NO Factors affecting Root cause Idea
problem? measure

Increasing the
compressed air
Shots sticking in Improving Cleaning
1 Quality Cleaning method pressure from 3.5
spline area method
Kg/cm^2 to 4.5
Kg/cm^2

Okay and not okay

Quality Change the Providing separate
2 components mixing Checking method
checking method stands
up

Providing physical
Unknown checking Quality Change the training
3 Training method sample instead of
criteria method
photo sample.

Providing quarantine
area for keeping
Lacking of decision Quality Change the
4 Inspection method components for
making skills inspection method
which the decision is
hard to make
Okay and not okay
Change the Providing a conveyor
components mixing Quality Inspection table
5 inspection table for Okay
up design.
design. Components.
 STEP 9 : FORESEEING PROBABLE RESISTANCE

• Brainstorming session was conducted to analyze the resistances and analyzed

the circumstances thoroughly and found no probable resistance against any of
the solutions we are going to implement.
• Informed to concerned persons about what we are going to do and they didn’t
object anything.
 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Identification mark has been assigned to every Final Visual inspection operators in all shifts to
keep track of the problems and to identify the particular shift and person.
 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Separate stands and conveyors has given to Final Inspection table to avoid Parts mixing up.
 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Stand has given to Final table to place Spline Go & No Go, Plug, and Snap Gauges to avoid
damages.
 STEP 10 : TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• The Compressed air pressure level has increased to 4.5-5 Kg/cm^2.

 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Proper Illumination has given to every Final Inspection table to avoid missing out dents and
damages due to poor lighting.
 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• In every final inspection table, Quality Plan, Stage drawing, SOP’s, & Skill matrix for each
and every FI operator has been displayed.
 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• After implementing the above said solutions in the third week of August 2023, Daily trend
graph is being followed to analyse the performances. And we could see that there is a
significant reduction in the complaints.
• And the performances for the month of September has been shown in the next slides.
🞕 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Total Internal Complaints was 39 & 19 for the month of Sep-2023 & Oct-2023
respectively.And the shift wise defect quantity for that particular months has shown below.

SHIFT WISE DEFECTS - SEPTEMBER & OCTOBER, 2023

20
18
18

16

14
LOT QUANTITY

12 11
10
10 9

8 7

4 3

0
GREEN BLUE BLACK

SHIFT IDENTIFICATION COLOR

SEPTEMBER OCTOBER TILL 28/09/2023

 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Total Internal Complaints was 39 & 19 for the month of Sep-2023 & Oct-2023
respectively.And the defect category has shown below.
DEFECT CATEGORY
35

30
30

25
LOT QUANTITY

20

15
11
10 9
8

0 0
0
VISUAL DIMENSIONAL MIX UP

DEFECT CATEGORY

SEPTEMBER OCTOBER TILL 28/09/2023

 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Total Internal Complaints was 39 & 19 for the month of Sep-2023 & Oct-2023
respectively.And the dimensional wise defects has shown below.
DIMENSIONAL WISE DEFECTS
6

5 5 5 5
5

4
4
LOT QUANTITY

3 3 3 3
3

1 1
1

0
BORE O/S BORE U/S HUB U/S HUB O/S DATUM O/S DATUM U/S SPLINE O/S SPLINE U/S THREAD NO-GO

DIMENSIONAL CATEGORY

SEPTEMBER OCTOBER TILL 28/10/2023

 STEP 10: TRIAL IMPLEMENTATION & CHECK PERFORMANCE

• Total Internal Complaints was 39 & 19 for the month of Sep-2023 & Oct-2023
respectively.And the Visual wise defects has shown below.
VISUAL DEFECTS WISE - SEPTEMBER & OCTOBER
4.5
4
4

3.5
3 3
3
LOT QUANTITY

2.5
2 2
2

1.5
1 1 1 1 1 1
1

0.5
0
0
FLANK DENT TEETH DENT SPH.DENT BORE LINE DENTS & M/F.U/C BORE U/C RUST LUG DAMAGE
DAMAGES

VISUAL DEFECTS

SEPTEMBER OCTOBER TILL 28/10/2023

🞕 STEP 11: REGULAR IMPLEMENTATION

• Changes are made in the regular working system and training has given to the concerned
persons.
• Implemented solutions are being monitored continuously and datas are being recorded on a
daily basis.
 STEP 12 :FOLLOW UP / REVIEW

• And the implemented solutions are being followed resiliently and being monitoring
continuously.
• And we are continuing with this project to reduce the Internal customer complaints at SLP to
0.And it will eventually leads to no complaints at customer ends.
  QUALITY CIRCLE ROAD MAP
JULY‘23 AUG’23 SEPTEMBER’23
SI
NO Action Plan
1W 2W 3W 4W 1W 2W 3W 4W 1W 2W 3W 4W

P
1 Identification of Problems
a
P
2 Selection of the Problem
A
P
3 Define the Problem
A
P
4 Analysis of the Problem
A
P
5 Identification of Causes
A
P
6 Finding out the Root causes
A
P
7 Data Analysis
a
P
8 Developing Solution
A

Foreseeing Probable P
9
Resistance A

Trial implementation & P

10
Check performance A
P
11 Regular implementation
A
P
12 Follow Up and review