QUALITY CIRCLES
Location
S.no. Date Problem description (which process involves the
problem)
1 Startup time of ball mill is high Citic Ball Mill
8
9
10
QUALITY CIRCLES - PROBLEM STATEMENT
Time Measurement
Magnitude of the How much is
(Since when the problem has started Metrics/unit
or has been observed ) problem problem costing?
Since inception (2020) Time taken to start 60 minutes 14535 USD /start.
TATEMENT SUMMARY
Facilitator Circle Leader Execution team Target
Subject matter expert 1
Ad- hoc Member
Process owner Subject matter expert 2
(Provide Reduce ball mill startup
(Senior process Subject matter expert 3
expertise on as time to 20 minutes
expert) Subject matter expert 4
needed basis)
Subject matter expert 5
Exp. Completion date Status
(To be decided by Mutually
by Facilitator & Circle (Completed/In
leader) Process)
Improvement Projects - Selection - Prioritization M
Benefits to
S.no. Project Title Sponsorship stakeholders
Weight(Can be Changed) 0.15 0.20
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Note: Tollgate review: - QC team presents the data collected at define stage to a Champion or board. Board provides f
Guidelines:
The Project Prioritization Matrix (PPM) is a numerical scoring method that is used to determine the relative valu
It is subjective to a degree and the weights and scores are matters of personal judgment.
The score of each project equals to the project’s score for each criterion times the weight.
You need only to fill the white cells.
How to Set the Scores:
1. Sponsorship
[9] Director-level sponsor identified, duties specified, and sufficient time committed and scheduled
[3] …
[1] …
[0] Sponsor not identified or has not accepted any item in the charter
2. Benefits to stakeholder
Customer - (e.g. customer satisfaction)
[9] Substantial and statistically significant increase in overall customer satisfaction (or loyalty)
[3] …
[1] …
[0] Unclear or non-existent customer satisfaction impact
Shareholder - (e.g. financial benefits)
[9] Hard net savings greater than $......... or Excellent ROI
[3] …
[1] …
[0] Unclear or non-existent revenue impact or ROI
Employee - (e.g. employee satisfaction)
[9] Substantial and statistically significant increase in overall employee satisfaction (or loyalty)
[3] …
[1] …
[0] Unclear or non-existent employee satisfaction impact
3. Skilled-Team members
[9] Skilled team members available for the project and time commitments scheduled
[3] …
[1] …
[0] Required skill Team members not recruited or not available
4. Resources availability
[9] Needed resources available when needed
[3] …
[1] …
[0] Resources not available, or restrictions on access to resources
5. Time to complete
[9] The project will be completed in less than 3 months
[3] …
[1] …
[0] The project will take more than 12 months to be completed
6. Deliverable
[9] New or improved process, product or service to be created as a result of the project
[3] …
[1] …
[0] Deliverable is poorly or not specifically defined
election - Prioritization Matrix
Skilled Team Resources Time to
members availability complete Deliverables Total Score
0.15 0.10 0.15 0.25 1.00
hampion or board. Board provides feedback & give decision to move
used to determine the relative value of different projects.
al judgment.
s the weight.
me committed and scheduled
r satisfaction (or loyalty)
e satisfaction (or loyalty)
ments scheduled
sult of the project
Kindly gather the available data pertaining to problem analysis in this sheet (Measure
Fishbone Diagram
Department: Location: Date:
Problem Description:
Gemba Team Members:
Gemba Observations:(To be a part of Fishbone analysis)
Machine Method Material
Cause Cause Cause
Cause Cause Cause
Cause Cause Cause
Cause Cause Cause
Cause Cause Cause
Cause Cause Cause
Man Power Measurement Mother Nature
Man Power Measurement Mother Nature
Made by: Checked by: Approved by:
Diagram
e: Product/Process:
Quality Circle Name:
Material
Cause
Cause
Effect
Cause
Cause
ther Nature
ther Nature
proved by: Implementation Date:
Points to be considered
Identify Value added & non value added activities.
identify activity with maximum cycle/process time (Bottle necks)
Identify activity with maximum variations/ uneveness in process
Identify process with maximum errors
Analyze the process for 8 Muda
Excess Transportation
Excess Inventory (may be WIP)
Excess motion
Any kind of waiting
Overprocessing
Overproduction
Defects
Do we have right Skill set manpower for the process
Identify any overloaded resource
5 WHY ANALYSIS
Department: Location: Date:
Problem Description:
Use this route to investigate the 1st root cause
Therefore
Why?
Therefore
Why?
Therefore
Why?
Therefore
Use this route to investigate the Why?
2nd root cause
Why?
Therefore
Why?
Therefore
Why?
Therefore
Why?
Therefore
Use this route to investigate the 3rd Why?
root cause
Why?
Therefore
Why?
Therefore
Why?
Therefore
Why?
Therefore
Why?
Why?
MADE BY: CHECKED BY: APPROVED BY:
ALYSIS
Product/Process:
Quality Circle Name:
Root Causes
Point of Discussion for meeting
Therefore
Why? B
Therefore
Why? C
Therefore
Why?
D BY: Implementation Date:
MOM - QC MEETING
Date : Meeting No.:
Expected "CLOSURE" of all action
Facilitator: Quality Circle Name: points
QC Leader :
Agenda for the meeting:
S.No Quality Circle-- Particpants Sign Name of the Persons Sign
3
4
5
Scheduled Time Scheduled Duration
Actual Start Time Actual Duration
Reason for Delay (if any)
Pending issues
Exp date of
S.no. Points for Discussion Reason for Pendency Corrective Action Responsibility Sign
completion
New Discussion
S. Exp date of
Points for Discussion Correction Responsibility Sign
No. Corrective Action completion
10
Points to be considered
Establish the Controls & Standards
Make the control plans
Redefine the Process KPIs/Targets
Make the Standard Operating procedures
Define the clear roles & responsibilitues of the team
Improved process is transferred to the process owner.
