【正文】 Put the plan into practice (Do) 3) Observe the situation or results to see if they are progressing towards the objective or not. (Check) 4) When they are not progressing towards the objective, adjustment should be made. (Action) We call these 4 steps Control Circle, or Deming Circle. Example An arrow cannot always get to the target, because of wind, incorrect aiming, etc. New control system is like a moon rocket. Aim the moon, shoot, and check the control points of direction and speed on the way, and if they are incorrect, correct them, and then it is assured to get to the target. Now, what is your control points to achieve your job. 22 Recognition and analysis of the situation. Often we do something without thinking deeply, and later regret about lack of investigation and preparation. When somebody get sick, it is very dangerous to take medicine without checking real situation. We have to check temperature of the body, pulsation, or sometimes analyze the blood, and we have to know the cause clearly. It is same in the factory. Before we decide the countermeasure, we have to know the percentage of defective products, type of defects, etc., clearly by the data, and look for the biggest problem and its causes by the cooperation of everybody. 23 Let39。 最好在工作職場開會，因為他們才有強化的話題。 △ 如果問題較嚴重，要通知相關(guān)部門採取措施，直到作出重檢或暫停出貨的決定。 如果測試儀器錯誤，整個品保體系就毫無意義。因此，最基本的從工作職場的操作開始，我們就應(yīng)接受訓(xùn)練直到能生產(chǎn)出優(yōu)良產(chǎn)品為止。（散佈圖） 37 分析資料（二） 散佈圖，管制圖 (1) 散佈圖 要了解原因和結(jié)果之間的關(guān)係（例如：氣動扭力起子扭力和空壓之間的關(guān)係），最方便的是畫散佈圖，原因數(shù)據(jù)表示於 x軸，結(jié)果數(shù)據(jù)表示於 y軸，我們可以清楚地看到二者之間的關(guān)係，便於我們解決問題。因此這些產(chǎn)品的品質(zhì)總會有一定程度的分散。 (2) 點檢用查檢表 為生產(chǎn)優(yōu)良產(chǎn)品，有很多製程因素如氣壓、焊錫溫度等都需檢查。為此，採取下面四個對策步驟很有必要。 24 90%達成 度計畫之制訂 我們制定計劃是為了實現(xiàn)目標，但經(jīng)常計劃卻仍是計劃。” 你以為這些問題是生產(chǎn)部門真正的問題嗎？ 總之，對此問題能否正確的回答正顯示了他們對品質(zhì)管制的理解程度。 人們對其要求的水準也隨之而不斷改變，因此，今天的優(yōu)良品，明天可能就會毫無價值。 3. 品質(zhì)管理乃基於事實，以現(xiàn)場實物去推行 P D C A 管理循環(huán)（戴明圈 Deming Circle）。 我們希望這本手冊對公司的每個部門，無論是直接還是間接部門 ，都能廣泛地被適用。 △ 維護合理的價格是增加他們的銷售額。要解決這些問題，品管基本理論是最適合不過了。 23 目標的明確設(shè)定 其次，確立一個明確的目標非常重要，要建立一個我們想要建立或需清楚認識的理想局面，對集中每個人的精力和工作有很大益處。 品管的評估工作，不應(yīng)是抽象的“對不起，我下次會小心“之類的語言，而是要採取合理的對策去消除不良原因。 32 如何蒐集數(shù)據(jù) 為了分析品質(zhì)，收集能呈現(xiàn)事實的數(shù)據(jù)是很必要的。 如果分枝沒有原因與結(jié)果的相互聯(lián)繫，這個分析圖就失去了意義，因而魚骨頭甚至對貓都沒有吸引力了。 重點： (1) 分層是基于原因 特性要因圖。 如有更好的方法或情況的改變應(yīng)修正作業(yè)規(guī)範，用必要的圖例來製作易懂的作業(yè)規(guī)範，同時應(yīng)該放在容易取得參考的地方。 46 模治具、設(shè)備與檢驗儀器的管理 我們的工作職場使用各種各樣的工具、機器和測試儀器。然而，幾個月以後，由於螺絲殘留應(yīng)力（） , 導(dǎo)致塑膠破裂，這些產(chǎn)品也就變成了不合格品了。 54 設(shè)定目標與活動展開 從學(xué)習(xí)品管開始，品管活動是很平常的事情，如果達到了一定水準就需確立活動目標。t know which point of our job is defective. Anyway, we have to observe our own job with modesty, and find the weak points. To solve these problems, . philosophy is fully available. Let39。s start analyzing the cause of dispersion from this Histogram. 36 Analysis of the data. part 1. (Stratification) Any products that we produce have dispersion in performance, or dimensions. Our theme is to minimize this dispersion, and we have to know the cause of dispersion, but final data itself usually tells nothing about causes. One of the practical ways to find out causes is stratification. When the diameter of the shaft of certain machine has excess dispersion, and if they are made by two machines, we have to stratify the data corresponding to each machine. Then, we can find difference between machine 4 and B, and if adjustment of machine A is incorrect, we can easily adjust it. This is one example of 39。s consider about Quality Control, Do you know what is Quality Control? Do you understand which points are more difficult to carry out Quality Control? Are you carrying out Quality Control successfully?39。s better not to hesitate to change the plan in order to achieve the objective without foil. 26 Checking the result and revaluation At the beginning of the process, everybody starts with full enthusiasm, but in the course of time, it sometimes happens that the enthusiasm fade away, and nobody care about the results. One of the most important steps of control circle is Checking. We always have to watch and check the process and results. As described before, we have to decide the control points when setting up the plan. Then, check the results according to the control points, and analyze the process to know why we got such results. . people lay more stress on process than results. For example, when we won a football game, we have to analyze the process, whether it was lead by good performance of players other team or by lucky occasion like a mistake of the other team. Revaluation of . should not be an abstract one like Pardon me, I will be more careful., but should lead to reasonable countermeasures to eliminate bad causes. 27 Four steps of countermeasures in order not to repeat same problem. Most of the problems are experienced before by somebody in our section. We have to take permanent countermeasures in order not to repeat same problem. For this, the following 4 steps of countermeasures are all necessary. (1) First, we have to eliminate defective products included in the stock. (2) Analyze and eliminate the cause of the defects. (For example, repair the mold.) (3) In order not to repeat the same problem, set up the rule to watch variation of the cause. (For example, check the mold once a week.) (4) Set up the check and record system to confirm that the check of the cause is constantly One example A president got very angry finding the clock of the guestroom stopped, What if the guest read。 把結(jié)果呈報給主管，舉行品保會議時準備並參考。 我們必須學(xué)習(xí)有關(guān)改善工作職場，統(tǒng)計技術(shù)的認識。 例如：產(chǎn)品的包裝中小的附屬零件，如說明書或保證書都可能被遺忘。檢驗不是測試，但它應(yīng)有三個要素： 1. 建立明確的判定標準。研究以往不合格品之原因，傾聽技術(shù)工程師就品質(zhì)重要論題之演講，對我們同樣有益。讓我們從直方圖來研究這種分散特性吧。 所以，假使只要針對 2 或 3 個主要問題點來解決，建立優(yōu)先順序原則，忽略其他次要項目是有必要的。再說，有時候發(fā)生的事情，可能就 我們的感覺行事，然而它並非事實而只是個人的一己之見而已。 26 結(jié)果的確認與再評估 開始的時候，每個人都精神十足、信心百倍，到了中途，有時會發(fā)生熱情消退，甚至無人問津的結(jié)果。新的管制系統(tǒng)就像一支火箭。 △ 銷售課的人則要把這樣優(yōu)良的產(chǎn)品，通過良好的服務(wù)介紹給客戶。 7. 檢查並不能製造品質(zhì)，而是在工程每一階段中製造。品質(zhì)人員手冊（ QC Ha