Perfect QRQC - Prevention, standardization, coaching

Hakim Aoudia

Description

QRQC (Quick Response Quality Control) is one of the most powerful tools of Quality Management. It makes it easier to solve most of the manufacturing and functional problems in a simple and logical way.

Volume 1 presented QRQC initial steps (Detection, Communication, Analysis and Verification), as well as the first step of the approach ("RESOLUTION").

In Volume 2, three steps are explained in detail: "Prevention", "Standardization" and "Coaching".

The step "PREVENTION" aims to permanently eradicate problems, including on other production lines or in other locations or at other customers'.

The step "STANDARDISATION" involves building on experience from past mistakes through technical reviews, standardizing new robust design standards by using formalisation or updates, then implementing 100% of these design standards to 100% of the projects.

Finally the third step "COACHING" is probably one of the most important steps in the approach. It presents a practical method of understanding and a training on the "Perfect QRQC" approach as a whole.

With this second book, the author remains true to the principle that contributed to the success of his previous book: to provide simple and educational guidance that is easy to understand by managers and technicians, and to enable a practical implementation with positive and measurable results in terms of customer and staff satisfaction. Remember that the management of problems is fundamental to the building of expertise and know-how in a company. Increase product reliability and product design which are the root cause of mutual trust between a supplier and its client.

Sujets

• Problem Solving
• Non-fiction
• Roman non fictionnel
• Coaching
• Qualité
• Management

Informations

• Publié par: Maxima
• Nombre de lectures: 92
• EAN13: 9782818806104
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Cover
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Back-cover
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Title
 
Hakim ...
Copyright


Hakim Aoudia graduated from the Commercial Institute of Nancy ...
Table of contents
Foreword ...
Dedication
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Foreword
B orn in the 19 th century, the railway industry was a driving force for the industrial revolution and later became a pillar of world economic development. Due to contradictory circumstances it is now facing many challenges and transformations as part of the new Railvolution .
Urbanisation and the need for mobility have boosted the industry over several decades. More recently, the search for cleaner, more sustainable transportation has also encouraged spending on railways.
But since the financial crisis of 2007, the budgetary constraints faced by many governments as well as owners and operators of public transport, has limited investment in rail infrastructure and rolling stock.
The competitive pressure on rail manufacturers and equipment suppliers is growing as a consequence.
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Introduction
I must say I was very surprised by the warm welcome given to my first book on QRQC ( ...
1. Prevention
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1.0 Purpose of the “Prevention” Step
Step 2 of “Perfect QRQC” 1 aims to answer the following questions:
• What have I learnt from the problem once it has been solved?
• How to avoid facing a similar problem in the future? 
• How to share the same problem and its solutions with other people or other departments anywhere else in the organization and at any time?
• How to make sure that the lessons learnt have actually been implemented?
• How to improve all the similar products or processes from a given problem?
The “Prevention” approach is a logical continuation of the first step, “Problem Solving”, because if the problem has not been detected and analyzed in depth, there is no possibility of learning or sharing anything…


The San-Gen-Shugi Attitude
This second step strengthens prevention through a sharing system based on past mistakes. If this is not done, besides the customer’s dissatisfaction due to a recurring event, then we keep having a form of traditional response of the “firefighter” kind that cannot be viable given all the consequences and changes in the organisation or in the staff that are part of the life of any company.
If this is chosen as the usual mode of reaction, it will have harmful consequences for teams in the long run, more particularly in terms of stress because they will feel constantly exposed to the risk of incidents. Then both a feeling of helplessness in anticipating possible problems and a form of prevailing pressure can be observed because something will have to be done anyway in order to correct, if not preventing the problem…
1.1
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2. Standardization
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2.0 Purpose of the “Standardization” Step
Once the lessons learnt cards have been “stabilized” and included in the Quality procedures and the FMEAs, QRQC Step 2 becomes the dedicated activity of R&D. The R&D is in charge of selecting the lessons learnt cards to help establish robust design standards in projects.
Of course this represents a huge interest in terms of project management, planning, reliability and costs.
Quality and reliability are primarily based on design standards that have already been “tried and tested”, these design standards being themselves based, on the one hand, on lessons learnt cards created further to past and actual problems and, on the other hand, on internal experience and know-how.
A product can be considered as “ reliable” when it performs the function for which it has been designed over the whole period of its use. It does not stop at the end of the warranty period and, of course, it goes far beyond it… Contrary to some industries where obsolescence is programmed, heavy industries often require reliability over many years. In the rail or aerospace industries, some parts must continue to be reliable over 20 or 30 years, except for the so-called wearing parts. This reliability should also help in defining the frequency and the appropriate maintenance types.
In order to reach such level of reliability, a product must be capable of bearing internal variations (wear, ageing of materials), external variations (environmental conditions such as temperature, vibration, humidity, dust, pollution…) and the variations in the manufacturing process (characteristics of the material, design tolerances).
It is worth noticing that the notion of “robustness” applies to:
• The design of the product or of the service;
• The development of the manufacturing or the assembly process;
• The capacity to design products that take into account manufacturing constraints.

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3. Coaching
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4. True/False Test
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Bibliographic References
Deborah Ancona & Henrik ...