The factory quality management mnemonic for 2019 – very useful!

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Well organized! As we enter 2019, here is a mnemonic for factory quality management – please keep it handy. The overall goal is to maintain both quality and quantity, to meet deadlines and comply with regulations, and to always strive for zero defects. Two key points: the first batch must be produced perfectly, with minimal issues resulting from thorough inspections. Abnormalities in the process must be taken seriously; resolve the issues before remanufacturing. The three “no’s”: Do not accept defective products, do not produce defective products, and do not overlook defective products. The four key practices: Follow the requirements of the operation instructions to understand the essentials of one’s own role; refer to specifications and standards; check before starting work (first-piece inspection); verify after completion. The five core concepts: Meet customer requirements without compromising on quality; quality is not ensured through inspection alone, but through design, manufacturing, and consistent practices; proactive self-inspection is more effective than numerous passive inspections; get it right the first time, as any repairs or rework can affect quality; “more or less,” “approximately,” and “seemingly” are the biggest enemies of quality. The six principles for not overlooking issues: If the cause cannot be identified, do not move on; if responsibilities are unclear, do not move on; if corrective actions are not implemented, do not move on; if corrective actions are not verified, do not move on; if effective measures are not incorporated, do not move on. The seven types of waste: waiting, handling, transportation, overproduction, inventory, defective products, and unnecessary processing. Eight steps to solve problems: Identify the problem, break down the problem, set goals, determine the root cause, develop countermeasures, implement those countermeasures, evaluate the results and process, and consolidate the achievements. Nine steps for dealing with quality abnormalities: Identify the problem, select relevant items using quality-SPC methods, trace the cause, analyze data, propose solutions, choose the appropriate targets, draft action plans, compare results, and standardize the processes. The 5W2H method: What—what is the problem? (Major issues) Why—Why do this? (Goal) Define the goal and eliminate unnecessary steps. Where—Where/To what extent has it been completed? (Location) When—is the best time to start/finish? (Time) Selection, sequence. Who—Who will carry out the task, who is responsible? (People) How—How to complete it; are there any other methods? (Methods) Simplify the work. How much—To what extent has it been completed, what is the cost? (Extent, cost). 4M1E: Man—People; Machine—Machines; Material—Materials; Method—Methods; Environment—Environment. Techniques such as Value Analysis, Value Engineering, Industrial Engineering, Quality Control, and quality control circle activities involve 5–10 colleagues from the same workplace coming together to form a small group. They pool their ideas to address problems at their workstations, apply VIQ techniques, utilize the PDCA management cycle, and promote autonomous management with full participation from everyone involved. Mnemonic for the 7 QC Tools: Inspect and collect data; control to prevent variations; histograms to show distributions; Pareto to identify key issues; scatter plots to find correlations; stratification to detect differences; characteristic analysis to pinpoint root causes. The 8D method involves forming a team, describing the problem, taking immediate action, expanding efforts across various areas, containing defects, analyzing the current situation, identifying initial causes and temporary solutions, finding root causes and permanent solutions, confirming the effectiveness of these measures, implementing preventive actions, and standardizing processes through documentation. The three principles of “seeing things as they are” involve being at the site, examining the actual items, and understanding the current situation. The five principles are: A) Understanding what happened (phenomena, complaints, frequency of occurrences), and grasping the facts (results of component inspections, cause analysis, quality status of components currently in production); B) Identifying the causes (paths by which problems occur, tests to reproduce the issue, 5Why analysis); C) Formulating appropriate strategies (content of countermeasures, prediction of their effectiveness); D) Verifying the effectiveness of these countermeasures; E) Providing feedback to address the root causes, ensuring that these are integrated into system and organizational standards. Mnemonic for implementing 5S management: Separate necessary from unnecessary items, keeping only what is needed. Sorting: Arrange items scientifically for easy access. Cleaning: Improve the environment so that everything is readily available. Standardizing: Establish rules and ensure their consistent application. Sustaining: Adhere to the rules and develop good habits. Mnemonic for detecting anomalies using control charts: If one point falls outside the limits, nine points will be on the same side ； Six rises and six falls, 14 alternating ； 2/3 outside B, 4/5 outside C ； 15 inside C, 8 outside C. Mnemonic for on-site production management: During shift handover, work hand in hand, face to face; if you don’t come, I won’t leave. The machine’s maintenance shafts should be exposed to light, the grooves should be visible to the bottom, the machine should show its true color, and the warnings must be clear. Listen, look, touch, and restore. Safety first, prevention is key. Safety is no trivial matter; life is more important than anything else. Luck is the beginning of danger. Go to work happily, and return home safely. The remaining labels from the conversion process need to be cleaned up; unused materials should be returned promptly, old products should be cleared away as soon as possible, and used documents should be collected back. Quality is created, not inspected; it is designed, and *developed through habits! Production without quality is equivalent to crime. Product quality must be kept in mind ； Identify the standards and find the right direction ； The first sample must be complete; don’t forget the guidelines ； Pay attention to the method; handle it gently ； Pay attention to self-inspection and use the right packaging ； Write the labels correctly and store them promptly. Production planning is lacking, leaving management overwhelmed. The plan is unreasonable, making control difficult. Poor control leads to unsatisfactory delivery times. If delivery times are not on schedule, it’s difficult to sustain business operations. Morale, one, two, three; three, two, one – there is morale at the production site. You help me, I help you; we meet and smile at each other. United in love and goodwill, there are no distances between people from all corners of the world. One, two, three, four, five, six, seven – moving in unison to be number one. Be punctual, do not leave one’s post, abide by discipline, and have ideals. Wear the brand logo, put on the company uniform, stand tall with confidence and energy. Look to the left, look to the right – keep it organized and tidy. Raise your legs, lift your feet – keep the ground clean of trash. Checking samples and documents is crucial to ensuring quality. Focus on output and efficiency; increase income through proactive efforts. No arguing, no noise; nod and smile when meeting. You show respect for me, I show respect for you; people from all over the world are neighbors. United in friendship and good spirits, let’s work together to achieve great results!