COURSES FOR LINE MANAGER, SUPERVISOR, TEAM LEADER

Quality Control Circle

In a factory, that workers come together for finding improving ways, creative and effective ideas to deal with quality problems is Quality Control Circle. Which problems are businesses facing around Quality Control Circle (QCC)?

  • Never built a QCC or do not understand what QCC means
  • A QCC is available in the company, but it only follows a trend instead of sustaining it for a long
  • Members of QCC think that improvement is a “part-time” or “do-in-free-time” job.
  • QCC activities are often delayed and prolonged because it is not scheduled to discuss due to lack of motivation for improvement.
  • Be not proficient in QCC activities and methods
  • Be not well aware of teamwork, problem-solving, and creative skills leading to ineffective improvement activities

The course Quality Control Circle will help QCC come up with innovative solutions that do not consume a lot of resources and apply immediately, creating very different breakthroughs.

Hinh khoa hoc

COURSE OVERVIEW

Name of the course: Quality Control Circle
Object: The positions in charge of production such as line leaders, supervisors, group leaders, team leaders, etc.
Training time: 2 – 3 days (designed as customer’s requirements)
Language: Vietnamese
Lecturers: Vietnamese
Forms of training: Inhouse or Public workshop
Training methods: Lecture presentation, discussion, and practice are organized in the classroom

PURPOSE OF COURSE

  • Understand the purposes, meaning, and importance of teamwork to create an ideal working environment.
  • Operate identified teams well and conduct topics of quality improvement.
  • Build innovative team systems that are widely spread across the organization.

TRAINING CONTENT IN THE COURSE

1.Overview of QCC activities

  • What is QCC? What are the purposes of QCC activities?
  • Overview of steps to do QCC
  • Examples of QCC in some Japanese corporations

2. Select QCC topic

  • Methods of determining the QCC topics
  • Evaluation and selection of QCC topics according to S.U.G criteria
  • Practice 1: Identify and select QCC topics

3. Find out the status quo of the QCC topics

  • What are the purposes of finding out the status quo?
  • Steps to find out the status quo
  • Determine the priority factors to be solved for prescribed goals according to Rule 80:20 (Pareto)
  • Practice 2: Find out the status quo of QCC topics

4. Analysis of the status quo

  • What are the purposes of the status quo analysis?
  • Steps to analyze the status quo
  • 7 analytical techniques (3G principle, historical data, comparison, process chain analysis, etc.)
  • Practice 3: Analysis of the status quo of the QCC topics

5. Set up goals and plans for QCC activities

  • Set up SMART goals for the QCC topics
  • Plan activities for QCC topics according to 5W2H
  • Practice 4: Set up goals and plans for QCC activities

6. Analysis of root causes

  • Steps to analyze root causes
  • Fishbone diagram and 5 reasons to trace root causes
  • Practice 5: Identify the root causes of all problems

7. Steps and criteria to select the countermeasures

  • Steps and the criteria to select the countermeasures
  • Hard countermeasures
  • Analyze potential problems of countermeasures and determine actions
  • Practice 6: Identify and choose countermeasures

8. Result confirmation and standardization after implementing countermeasures

  • Tangible and intangible results
  • Standardization after implementing countermeasures
  • Visual management after implementing countermeasures
  • Policy horizontal deployment
  • Practice 7: Standardization and visual management

 

FEEDBACK