Vol-3 Issue-3 2017 IJARIIE-ISSN(O)-2395-4396

“A Case Study On Reduction In Rework

Percentage Of
Skin Panel Of Bolero Using QC Story
Approach”
Mayur Ravindra Khandre1 Kunal Deepak Wani2 Nayan Vijay Karpe3 Sagar Vishnu Bachhav4
Jitendra R. Mahajan5

1. Student, Mechanical Engineering, Late G. N. Sapkal College of Engineering, Nashik, India

2. Student, Mechanical Engineering, Late G. N. Sapkal College of Engineering, Nashik, India
3. Student, Mechanical Engineering, Late G. N. Sapkal College of Engineering, Nashik, India
4. Student, Mechanical Engineering, Late G. N. Sapkal College of Engineering, Nashik, India
5. Professor, Mechanical Engineering, Late G. N. Sapkal College of Engineering, Nashik, India

ABSTRACT
Organizations need to improve their processes to continually achieve customer satisfaction and, to do that in an effective and
efficient way, should use quality tools. The main objective of this research project is to improve the level of quality through
the use of quality tools in a company in the installation phase. The QC story approach is applied as a methodology to trigger
the use of quality tools in problems solving. It is also intended to verify the effectiveness of the PDCA cycle as a methodology
for quality tools implementation. A case study was performed starting with the diagnosis of the quality management function,
identifying the most critical processes. Subsequently, an analysis of the historical data of the company was made to detect
problems and prioritize actions. After, the intervention focused on solving a specific process problem following the PDCA
cycle and using quality tools in all its steps. The presented methodology can help companies to increase the use of quality
tools which, according to recent study, continues to have little use. All tools have proved to be useful and effective.

Keywords- QC Story, PDCA cycle.

1. INTRODUCTION
According to ISO 9001:2008, organizations should ensure that customer requirements are determined, to ensure their
satisfaction. Thus, organizations need to improve their processes and for that use a set of practices, which include various
techniques and tools, including most importantly quality tools.
Continuous quality improvement process assumes and even demands that a team of experts in field as well as a company
leadership actively use quality tools in their improvement activities and decision making process. Quality tools can be used in
all phases of production process, from the beginning of product development up to product marketing and customer support.
At the moment there are a significant number of quality assurance and quality management tools on disposal to quality
experts and managers, so the selection of most appropriated one is not always an easy task. In the conducted research it is
investigated possibilities of successful application of 7QC tools in several companies in power and process industry as well
as government, tourism and health services.
Statement of case study:
Reduction in rework percentage of a skin panel (Bonnet) of Automobile using QC story approach.

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Vol-3 Issue-3 2017 IJARIIE-ISSN(O)-2395-4396
Brief description of problem:
Bonnet, one of the Skin Panel of Automobile Model is having Dent & Damage issue due to which there were customer
complaints and internal rework percent was also very high.
Target of the project:
i) To reduce the Rework % of Dent & Damage from 18.24% to 05 %
ii) To achieve Zero Customer Complaint for Dent & Damage Defect
Methodology of QC story approach
When the management attempts to make a managerial diagnosis, it is important that the people whose work is being
diagnosed be properly prepared to enter the discussion. For this purpose, it is very helpful if everyone knows how to tell the
QC story. Telling the story properly requires seven steps-
1. Problem definition: This step includes an explanation of why the problem is important (which will tie it to the priority
statements of the top management or to a problem that is essential as seen at the lower levels). Normally this step includes a
discussion of the losses that occur because of the problem, the team that will work on it, and an estimate of what might be
done. A target is often specified though it is understood that reaching such a target cannot be guaranteed. A schedule is
proposed.
2. Data collection: This step involves observing the time, place, type and symptoms of the problem. It involves data
gathering and display in an attempt to understand the important aspects of the problem.
3. Analysis: In this step the various tools of quality analysis are used, such as Control charts, Pareto charts, cause-and-effect
diagrams, scatter diagrams, histograms, etc.
4. Action: Based on the analysis, an action is taken.
5. Study: The results are studied to see if they conform to what was expected and to learn from what was not expected. Data
are taken to confirm the action.
6. Act / Standardization: Appropriate steps are taken to see that the gains are secured. New standard procedures are
introduced.
7. Plans for the future / Continuity: As a result of solving this problem, other problems will have been identified and other
opportunities recognized.
These seven steps DO NOT describe how a problem is solved. Problem solving requires a great deal of iteration and it is
often necessary to go back to a previous step as new data are found and better analyses are made. However, when it comes
time to report on what was done, the above format provides the basis for telling the story in a way that makes it
comprehensible to the upper levels of management.

2. EXPERIMENTAL WORK
The following line graph shows the rework percent of bonnet for the duration of May-16 to Nov-16. The average rework
percentage was found to be as high as 18.24 %.

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Vol-3 Issue-3 2017 IJARIIE-ISSN(O)-2395-4396

AVG REWORK PERCENTAGE

30
25 25.63
20 21.13
18.4 18.43 18.24
15 15.65 16.39 15.49
10
5
0
16-May 16-Jun 16-Jul 16-Aug 16-Sep 16-Oct 16-Nov AVG

AVG REWORK PERCENTAGE

Chart.no.1 Rework Percentage Monthwise

GEMBA OBSERVATIONS:
From the GEMBA observations i.e. actual on field observation of the manufacturing process at each stage, we have identified
following set of key points which are suspected to have influenced on the dent, damage and scratches on the bonnet.

SR NO. GEMBA OBSERVATION

1 Operator is skilled – Level

2 Specific control plan/sop is available near m/c
3 Layout is proper
4 No die mark ,ejection mark scoring observed & die polishing ok
5 Guide roller height is ok
6 Location pin height is ok
7 Damaged rollers observed
8 Burr below 10% of material thickness but loss burr observed
9 Specified machine used – LB02
10 All machine parameters ok
11 Machine & die cleaning ok , die cleaning not as per frequency
12 No oil leakage of machine
13 All machine & inspection equipment’s are calibrated
14 Dust on blank
15 Packaging strip mark on blank
16 Skeleton mark on top and bottom blank.
17 Loose thread of leather hand gloves
18 Storage of draw panel on skeleton/platform
19 No Sharp corner of pallets/conveyor

Table no.1. GEMBA observation

3. ANALYSIS
By doing brain storming session with superiors and engineers of industry we have known the possible causes of the problem.
So we sorted those causes by categorizing them in 4M condition. In all 14 points were shortlisted for why-why analysis.
Following table shows categorization of the identified key points as valid or invalid.

No Probable Cause Probable Cause Test & Observations Conclusion

1 Dust on blank Dust observed on every top blank of RM packet Valid

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2 Packaging strip mark on blank Hard Packaging strip mark observed to every RM Valid
blank pack. In that one top & bottom blank having
strip mark

3 Loose threads of tarpaulin Not Observed Invalid

sheet on blank

4 Skeleton mark on top and Blank Packs kept on each other it causes damage to valid
bottom blank. top & bottom blank

5 Uneven height loading Not observed Invalid

unloading rollers

6 Damaged rollers Roller found in damage condition cause heavy Valid

scratch & dent while loading blank in draw opt to
every panel 1 in 25 nos.

7 Sharp corner of roller No any sharp corner of roller mounting bracket Invalid
mounting bracket

8 Locating pin height No any dent due to locating pin Invalid

9 Loose thread of leather hand Loose thread of hand gloves on blank causing minor Valid
gloves dent in draw op. in frequency of 1 in 15 no of
strokes

10 Unskilled operator Skill Level 3 Invalid

11 Storage of draw panel on Storage of draw panel on skeleton/ Platform causes Valid
skeleton/platform dent & damage.

12 Unclean die set Die set cleaned as per frequency Invalid

13 Sharp corners of conveyor. No sharp corner of conveyor Invalid

14 Loose burr from trim. Loose Burr to trim op which get spread Valid
continuously on die surface while unloading panel

Table no.2. Analysis taken on observation

4. ACTION PLAN
Thus we have sorted the probable causes and found out the actual root causes. Now the corrective action were taken for each
of the root cause so as to minimize their adverse effects. Following table shows the corrective measures to be taken to solve
the problem.

SR NO ROOT CAUSE CORRECTIVE ACTION

1 Dust on blank Blank washing proposal to be taken with MIL & M&M
2 Packaging strip mark on blank Additional support of corrugated shit to be provided at all corners
(Raw material supplier).

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3 Damaged rollers All damaged rollers to be replaced & Check point to be added in
PM check list
4 Loose threads of leather hand gloves Skin tight knighted hand gloves to be used
5 Storage of draw on skeleton/platform Dedicated pallets to be made for draw storage
6 Loose burr from trim Trim tool to be rectify for burr
7 Skeleton mark on lower and upper blank Packaging improvement to be taken with MIL.

Table no.3. Action Plan on causes

5. RESULT

REWORK % OF BONNET
Rework % after
30
action
25 25.63 implementation
21.13 reduced up to 60%
20
18.4 18.43
16.39 16.94
15 15.65 15.49

10
7.17 8.06 7.52
5

0
16-May JUN JUL AUG SEP OCT NOV DEC 17-Jan FEB MAR

Chart no. 2. Rework % after action implementation

As we have already discussed that the part had an average rework percent of 18.24%. We had set our target to bring down
this high percent of rework up to 5%. But after action plan implementation the data was gathered and analyzed and we found
that the new average rework was 7.5% (Avg. of last 3 months).
Thus we have achieved approximately 60% of rework reduction in our first trial of project. The predicted annual cost saving
is up to 4.5 lacks per annum.

6. CONCLUSION
1. Statistical QC is chiefly concerned in making sure that several procedures and working arrangements are in place to
provide for effective and efficient statistical processes, to minimize the risk of errors or weaknesses in procedures or systems
or in source material
2. Seven QC tools are most helpful in troubleshooting issues related to quality
3. All processes are affected by multiple factors and therefore statistical QC tools can be applied to any process.
4. The continuous use of these tools upgrades the personnel characteristics of the people involved. It enhances their ability to
think, generate ideas, solve problem and do proper planning.

7. REFERENCES
1. Dale (2003:12) and Evans & Dean (2003:11) quality, reliability, delivery and price build the reputation enjoyed by
an institution.
2. Juran’s quality planning & analysis for enterprise quality, Frank M. Gryna, Richard C.H chua, joseph A. Defoe, Tata
McGraw Hill Edition

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3. ISO 9001:2008, Quality management systems. Requirements, ISO, 2008.
4. K. Ishikawa, Guide to Quality Control. NY: Quality Resources, 1968.
5. Deming W.E. (2000) “Out of Crisis” Revised Edition, Cambridge, Managing Institute of Technology.
6. Evans & Dean (2003:12), Reeves & Bednar (1994:420), Wood (1997:181), Savolainen (2000:213) and Yong &
Wilkinson (2002:102), the roots of quality definitions can be divided into four categories.

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