5S BASIC TRAINING

What is 5S and why do we want to do it?

What is 5S and why do we want to do it?

5S is short for: Sort, Set in Order, Shine, Standardize and Sustain

5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).

These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.

5S is one of the activities that will help ensure our company’s survival.

Document ControlUpdating and modifying work instructions.

ISO 9001(2000) StandardQuality Department Orientation Overview

Quality Specialist

Orientation Process

Welcome!

Quality Specialist trainingDefect Tracking

Select Defect tracking on your

desktop. Left click on icon to open

program

Team Building

Team Characteristics

Intro- How does a group form a Team?How teams differ from committees, councils, or work groups.

The key characteristics or qualities of a team.

The difference between teams and groups.

Shared understanding and shared purpose, and why it's so important to teamwork.

Task vs. process, and why this is also important to teamwork.

Team BuildingCommunication

Communication SkillsGood communication is critical to effective

teamwork. Communicating is far more than talking and listening. It is sometimes a complex and puzzling process. However, effective communication is possible with the right approach, techniques and some practice.

Team BuildingDecision-Making

Making DecisionsList the various kinds of decision making. List the elements of consensus. Recognize when to use consensus, and when

not to. List the criteria and resources required for

consensus.

Team BuildingTeam Building

Team Development

Intro- Team Development Recognize that teams mature over time and

develop along commonly defined paths and milestones.

List the four stages of team development Recognize that teams develop in unique

ways, and they can move back and forth between one development stage and another.

Team BuildingTeam Roles and Responsibilities

Team Roles and Responsibilities

List the fundamental roles required in a team. Recognize that team roles are specific and

defined, but connected to one another as well. Determine some of the informal roles in teams. Recognize that not all roles are filled all the

time. Respect and value the function and purpose of

each team member.

Team BuildingTools and Techniques

Common ground rules and simple meeting techniques. Establish ground rules for effective meetings. Use various tools to collect ideas and

information from team members. Distinguish the advantages and

disadvantages of various meeting tools. Develop a road map for a meeting.

6 Step Problem – Solving

part 1

2Analyze & Determine

Causes

3Generate Potential Solutions

1Identify Problem

4Select & Plan Solution

5Implement Solution

6Evaluate Solution

“A Problem Well-Defined is a Problem Half-Solved”

Step 1: Identify Problem

The History of Quality - Overview

Overview Guilds of Medieval Europe The Industrial Revolution

The Early 20th Century World War II Total Quality

Beyond Total Quality

OverviewThe quality movement can trace its roots back to

medieval Europe, where craftsmen began organizing into unions called guilds in the late 13th century.

Until the early 19th century, manufacturing in the industrialized world tended to follow this craftsmanship model. The factory system, with its emphasis on product inspection, started in Great Britain in the mid-1750s and grew into the Industrial Revolution in the early 1800s.

Five Whys A form of Root Cause Analysis

Cost of Quality (COQ)QA Specialist Reference

Overview Every time work is redone, the cost of quality increases.

Obvious examples include: The reworking of a manufactured item. The retesting of an assembly. The rebuilding of a tool. The correction of a bank statement. The reworking of a service, such as the reprocessing of a

loan operation or the replacement of a food order in a restaurant.

In short, any cost that would not have been expended if quality were perfect contributes to the cost of quality.

PROJECT MANAGEMENT PRODUCTIVITY CHECKLIST

QA Specialist Reference

Initial Project Fact Finding1. Write A List Of People Who Will Have Information You'll

Need & The Types Of Information They're Likely ToPossess.2. Build Rapport With Them By Reflecting Their Preferred

Communication Style.3. Prepare At Least One Open And One Closed Probe For

Every Topic You Plan To Address.4. Gather Information until you’re sure about the Project's

(a) Purpose, (b Outcome, (c) Value, (e PotentialProblems, (e) you’re Responsibility & Authority, (f) The

Budget & (g) The Deadline.

Root Cause Analysis

QA Specialist Reference

InspirationsA Quality Department Collection

"Success under a good leader is the people's success." (attributed to Lao Tsu, aka Lao Zi, legendary Chinese Taoist philosopher, supposed to have lived between 600-400BC)

Developing SMART Goals for Your Organization

Team Building

Setting “SMART” Goals SpecificMeasurableAttainableRelevantTime- bound

Role & ResponsibilityCharting (RACI)

Quality Specialist Reference Guide

RESPONSIBLE…..”R”“The Doer”

The “doer” is the individual(s) who actually complete the task. The “doer” Is responsible for action/implementation. Responsibility can be shared. The degree of responsibility is determined by the individual with the “A”.

ACCOUNTABLE…..”A”“The Buck Stops Here”

The accountable person is the individual who is ultimately answerable for the activity or decision. This includes “yes” or “no” authority and veto power. Only one “A” can be assigned to an action.

CONSULT……”C”“In the Loop”

The consult role is individual(s) (typically subject matter experts) to be consulted prior to a final decision or action. This is a predetermined need for two-way communication. Input from the designated position is required.

INFORM…..”I”“Keep in the Picture”

This is individual (s) who needs to be informed after a decision or action is taken. They may be required to take action as a result of the outcome. It is a one-way communication.

Introduction to SPCQuality Specialist’s Reference guide

What is SPC? SPC stands for Statistical Process Control SPC does not refer to a particular technique, algorithm or procedure SPC is an optimization philosophy concerned with continuous process

improvements, using a collection of (statistical) tools for data and process analysis making inferences about process behavior decision making

SPC is a key component of Total Quality initiatives Ultimately, SPC seeks to maximize profit by

improving product quality improving productivity streamlining process reducing wastage reducing emissions improving customer service, etc.

Sampling ProceduresInspection by Attributes

Quality Specialist’s Reference

Terminology

Inspection by attributes: inspection where an item is classified as conforming or nonconforming with respect to a specified requirement or set of requirements.

Nonconformity: Non fulfillment of a specified requirement. Usually classified according to the degree of seriousness. More serious nonconformities will usually be assigned a very small AQL, whilst less serious nonconformities will be assigned higher AQL values.

Acceptance SamplingQuality Specialist’s Reference Material

SCATTER DIAGRAM

Quality Specialist’s reference guide

What it is:

A scatter diagram is a tool for analyzing relationships between two variables. One variable is plotted on the horizontal axis and the other is plotted on the vertical axis. The pattern of their intersecting points can graphically show relationship patterns. Most often a scatter diagram is used to prove or disprove cause-and-effect relationships. While the diagram shows relationships, it does not by itself prove that one variable causes the other. In addition to showing possible cause and effect relationships, a scatter diagram can show that two variables are from a common cause that is unknown or that one variable can be used as a surrogate for the other.

Quality Department Process Evaluation Audits

Quality Specialists Project Update

PURPOSE-Identify business objectives Flowchart processes Identify critical process input and outputs Evaluate process procedures, records, and

documentation against ISO 9001 – 2000 requirements

Evaluate process metrics against meeting business objectives

Analyze metrics to determine process stability and then improvement over time