Basic steps of QC group activities

1. Topic 2. Description of topic selection (reason for topic selection) 3. Grasp the current situation. Set goals. Analysis of main factors. Activity plan (activity arrangement or division of labor) 7. Investigation of main factors and countermeasures (take countermeasures for the main factors analyzed, and distinguish between real reasons and unreal reasons) 8. Confirmation of the effect. Prevention of recurrence 10. Effect balance exhibition) 1 1. Activity record (activity summary) 12. QC completes the effect audit (team ability evaluation, implementation effect confirmation and summary).

QC group activity program

After the QC team is formed, it starts with the topic selection and carries out activities. The specific process of the activity is as follows: (1) Topic selection. The topics of QC group activities should generally be: according to the enterprise policy, objectives and central work; Aiming at the weak links in this field; According to the needs of users (including the next working procedure). Starting from the broad concept of quality, the topic selection scope of QC group involves all aspects of enterprise work. Therefore, the topic has a wide range, which can be summarized as 10: improving quality; Reduce costs; Equipment management; Improve attendance, working hour utilization rate and labor productivity, and strengthen quota management; Develop new products and provide new services; Safe production; Harness the "three wastes" and improve the environment; Improve customer (user) satisfaction rate; Strengthen the internal management of enterprises; Strengthen ideological and political work and improve the quality of employees. (2) Determine the target value. After the subject is selected, a reasonable target value should be determined. The determination of the target value should focus on the quantification of the target value, so that the team members have a clear direction of efforts, which is convenient for the inspection and evaluation of the activity results; Pay attention to the possibility of achieving the target value, not only to prevent the target value from being set too low and the group activities from losing their meaning, but also to prevent the target value from being set too high and unable to attack for a long time, so that team members lose confidence. (3) Investigate the current situation. In order to understand the current situation of the project, it is necessary to do a good job of investigation. In the current situation investigation, we should use different QC tools (such as questionnaire, Pareto chart, line chart, histogram, histogram, management chart, pie chart, etc. ) according to the actual situation to collect information. (4) Analyze the reasons. For the present situation after investigation, we should mobilize all the team members to use their brains, find ways, hold a "Zhuge Liang" meeting based on data, brainstorm and choose appropriate QC tools (such as causal diagram, correlation diagram, system diagram, correlation diagram, Pareto diagram, etc. ), analyze and find out the cause of the problem. (5) Find out the main reasons. After analyzing the reasons, arrange all kinds of reasons according to the principle of emphasis, minority and minority majority, and find out the main reasons. Pareto chart, correlation diagram, correlation diagram, matrix analysis method and analytic hierarchy process can be applied to find the main reasons according to actual needs. (6) formulate measures. After the main reasons are determined, it is necessary to formulate corresponding measures plans, specific measures for each problem, the purpose to be achieved, who will do it, when it will be completed, and who will check it. (7) implementation measures. Implement according to the measure plan. The team leader should organize members to study the implementation regularly or irregularly, keep abreast of the progress of the project, and study and investigate the action plan in time when new problems are found, so as to achieve the activity objectives. (8) Check the effect. After the measures are implemented, the effect should be checked. Effect check is to compare the situation before and after the implementation of measures to see whether the effect after implementation has reached the predetermined goal. If the predetermined goal is achieved, the team can move on to the next step; If the predetermined goal is not achieved, the implementation and feasibility of the plan should be analyzed to find out the reasons and make improvements in the second cycle. (9) Formulate consolidation measures. Reached the predetermined target value, indicating that the subject has been completed. However, in order to ensure the consolidation of the results, the team must incorporate some effective measures or methods into the work standards, process regulations or management standards, and then incorporate them into the relevant standards or documents of the enterprise after being approved by relevant departments. If the subject content only involves teams and groups, it can be merged by team code and post responsibility system. (10) Analyze the remaining problems. The group has achieved some results through its activities, that is, through PDCA cycle. At this time, it is necessary to analyze the remaining problems and take them as the theme of the next activity to enter a new PDCA cycle. (1 1) Summarize the results. Summarizing the results of activities by groups is an important part of self-improvement and a necessary preparation for the publication of results, or by summing up experience, finding problems and starting the next cycle. The above steps are the whole process of QC group activities, which embodies a complete PDCA cycle. Because after each achievement is completed, the QC team can take the remaining problems as the topic of the next cycle of the team (if there are no remaining problems, a new plan will be put forward), the activities of the QC team can be carried out in a lasting and in-depth manner, and the PDCA cycle can be continuously promoted.

Procedures for establishing QC team

Because the situation of each enterprise, the type of QC group to be formed and the characteristics of the activity topics to be selected are different, the procedures for forming QC groups are not the same, which can be roughly divided into three situations. (1) The bottom-up formation procedure consists of several people (or one person) forming the same team, recommending a team leader (or inviting several colleagues) according to the topics they want to choose, and agreeing with * * * whether to form a QC team, what to name the team, what topics to choose first, and determining the candidates for the team leader. After the confirmed QC team leader has basically mastered the knowledge of * * * *, he/she applies for registration in his/her workshop (or department), and can issue the Team Registration Form and the Project Registration Form after being verified by the competent department that he/she has the conditions to form a team. The team leader fills in the registration form as required, submits the registration number to the competent department, and the establishment of QC team is completed. This setup procedure is usually applicable to on-site and service members of the same team (or department), including some management QC teams. The topics they choose are generally small problems that they can do around them. The QC team members formed in this way have high activity enthusiasm and initiative, and the competent department of the enterprise should give support and guidance, including necessary training for the main members of the team, so that the activities of the QC team can be carried out continuously and effectively. (B) Top-down formation procedures are widely adopted by domestic enterprises at present. Firstly, the department in charge of QC group activities in the enterprise puts forward the idea of developing QC group activities in the whole enterprise according to the actual situation of the enterprise, and then reaches an understanding with the leaders of the workshop (or department) through consultation. After reaching an understanding, the workshop (or department) and the department in charge of QC group activities jointly determine how many QC groups should be established in the unit, and propose the leader candidates, and then work with the leader to find the required members and selected members of each QC group. Then the competent department of the enterprise will issue the registration form to the QC team leader together with the workshop (department) leaders. The person in charge of the team fills in two forms (namely, the group registration form and the project registration form) as required, and the team completes it after being approved by the competent department of the enterprise and registered with the number. This setup procedure is usually adopted by QC team with "three-in-one" technology. The topics selected by this kind of QC group are often technical, equipment and technological problems that enterprises or workshops (departments) urgently need to solve, which are difficult and involve a wide range, and require enterprises or workshops to provide certain technical and financial conditions for QC group activities. So it is difficult to form from bottom to top. There are also some management QC groups, because their activities are determined from top to bottom, and they are comprehensive management topics involving many departments. Therefore, this procedure is usually used to form them. The QC team formed in this way is easy to closely combine the enterprise's policies and objectives, seize key topics, and bring direct economic benefits to the enterprise and QC team members. With the participation of leaders and technicians, the activities are easily guaranteed by manpower, material resources, financial resources and time, which is conducive to achieving results. However, it is easy for members to have the feeling of "completing the task", which affects the enthusiasm and initiative of the activities. (3) combination of up and down. This is one of the above two. Usually, the scope of the project is recommended by the superior and established after discussion and approval by the subordinate. This mainly involves the determination of the team leader and team members, the preliminary selection of the subject content and other issues, and other procedures are the same as the first two. The organizations formed in this way can make use of the advantages of the first two and avoid their shortcomings, which should be actively promoted.