A powerful tool to solve problems, the QRQC is particularly deployed in the automotive sector.
The QRQC, Quick Response Quality Control, is a tool developed to solve problems. Its interest is to energize the quality culture, to increase the involvement of the staff and the responsiveness of the suppliers in Problem Solving.
Used in all fields of the company (production, R & D, Services…), it acts in cascade on all hierarchical levels.
The principle is based on the establishment of effective and rapid communication within the entire value chain to quickly and effectively cover all quality problems and guarantee customer Satisfaction.
The implementation of such a methodology should allow:
- To be able to respond effectively to the customer in 24h for a first analysis.
- To have a relevant response based on clear analyses and accompanied by a five-day action plan.
- To have a specific case analysis according to the methods FTA and 5 Why In case of a customer complaint or a recurring quality problem within 5 days.
- To have teams and management centered on the Gemba.
- To have actions on the Gemba followed by the management of the plant.
The QRQC organization
The QRQC Line
Animate daily by the person in charge of the line and whenever there is a quality problem, the actors are the operators and the different team leaders. The purpose of this QRQC is to:
- Identify in real time with the bad parts (present on the table QRQC) the quality problems.
- Set up an immediate response action plan at the production level and realize it. This action plan will be followed every five minutes.
- Raise quality problems that cannot be solved quickly by the line.
- Facilitate communication between teams
- Stop production at the onset of a problem and according to the rules of reaction defined beforehand.
At the detection of the defect, the operators stop the production line, following the defined rules, and begins the analysis. The team leader takes care of the problem and makes sure to solve it on the field (usually 5 mn: Remember that the challenge is to energize the quality process. Putting 6 hr would not make sense):
- At its resolution, the team leader completes the QRQC table and transmits the data to the next team, as well as to the production manager for updating the indicators.
- If the problem cannot be resolved on the spot, the team leader goes back to the production manager who supports the problem as part of a APU QRQC.
Sample Sheet QRQC Line:
|Date/Time||Problem||Root Cause||Corrective Action||WHO/When||OK/NOK, date and signature||Uplifted QRQC APU|
Animated by the production manager (n + 1 of the line manager), it is set up whenever the quality problem can be solved by the QRQC line (problem too complex…) or when a problem has arrived at the customer. This QRQC requires the presence of all the trades involved in production: quality, logistics, maintenance… The goals of using the QRQC APU are:
- Effectively solve the quality problem.
- Set up and quickly implement progress actions.
- Audit and check that the defect has disappeared.
- Involve management in the quality process.
In the same way as for the QRQC line, the steering is done directly on the Gemba Through a dedicated table. This one, via a daily review of 30 minutes on the dedicated area goes:
The QRQC Factory
Identical to the QRQC APU, but steered by the production manager and with a weekly frequency, this QRQC aims mainly to involve the management in the quality process and to lift the barriers in the context of complex problem (resolution Requiring a large budget…).
Deploying a QRQC approach
- Start at the same time by a QRQC line, APU and factory.
- Define the working standards and the time allotted on each floor of the QRQC.
- Define the process associated with stopping the line.
- Train staff at QRQC.
- Plan audits of the system.
- Start to see the deployment on the whole plant and the suppliers in case of success.
H. Aoudia, Q. Testa (2012) – Perfect QRQC: Foundations
P. Paul (2007) – The proximity manager’s logbook