25_qc Manual for Qc Leaders

7/31/2019 25_qc Manual for Qc Leaders

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Conducted by:

CharlotteEsmade

JasminGamutan

CatalinaManalo

January 26 30, 2004

Nidec Philippines Corporation


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Quality Circle Nidec Philippines Corporation


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QCFacilitation

Duties andResponsibilities

DuringMeetings:1. Use facilitativebehavior2. Propose an agenda forreview3. Guide without dominating: share leadership

4. Clarify and support other roles

5. Be an active participant; contributeideas6. Involve all members

7. Invoke operating procedures when appropriate


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QCFacilitation


DuringMeetings:8. Clarify organization constraints and circleboundaries9. Help the circle stick to the agenda

10. Focus circle energy on the task

11. Protect individuals and their ideasfrom attack12. Help the circle reach consensus

13. Communicate with management through normallines


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QCFacilitation


OutsideMeetings:1. Follow up on circles action items

2. Work with members to measure and trackresults3. Communicate success stories

4. Keep non-members informed

5. Help members to get access totraining6. Invite feedback from members

7. Cooperate on circle leaders meeting


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QCFacilitation


OutsideMeetings:

8. Train the members on the application of engineering

and QC tools& techniques

9. Formulate monthly activity plans

10. Coordinate with TQM

11. Orient and direct circle activities

12. Create favorable human relationships in his circle as awhole

13. Act as agent of change in the workplace


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QCFacilitation


DuringMeetings:1. Capture basic ideas on large paper in

full view of

team2. Dont edit; dont be corrupted by thepower of the

pen3. Use the persons exact words to record

brainstormed ideas

4. Write down keywords: abbreviate

when


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QCFacilitation


DuringMeetings:5. Remain objective: avoid adding extra

ideas6. Step out of role to give your own ideas

7. Take down minutes

9. Dont be afraid to misspell (say you

use creative

8. Write fast and large


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QCFacilitation


Outside

Meetings:

1. Keep file

2. Remind circle leader and members ofthe next

meeting

3. Act as alternative circleleader


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QCFacilitation

Duties andResponsibilitiesDuringMeetings:1. Use facilitative behaviors

2. Support your ideas; do not defend

3. Restate other persons idea before differing

4. Use teamwork and QC tools and techniques5. Change seat to avoid cliques

6. Dont be prematurely negative

7. Give and receive feedback


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QCFacilitation

Duties andResponsibilitiesDuringMeetings:8. Contribute ideas and information related to the

task9. Listen with respect; dont interrupt

10. Ask questions when you dont understand

11. Help the circle reach consensus12. Help keep the facilitator out of content

13. Help the leader keep the focused on the task

14. Help keep the secretary objective and accurate


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QCFacilitation

Duties andResponsibilitiesOutsideMeetings:

1. Prepare forMeetings

2. Do assignments


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QCFacilitation

Prepare in advance

Start the meeting on time

Open the meeting by giving a brief

introduction Stay in the background

Encourage participation


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QCFacilitation

Handling Difficult QCMembersThe Rambler

- gets off track inhis

remarks anduses far-

fetchedexamples to

make a point

TheWindbag- commentstoo

frequentlyand

dominates

discussion

The Homesteader- highly reluctantto

consider other

alternatives

TheMummy-does not freely

participate in

discussion


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QCFacilitation

Difficult QC Members

Antidotes THE MUMMY

-Be patient

-Give the Mummy major roles

-Ask direct questions ontopics you

know he has expertise THE WINDBAG

-Target questions to other members by

name


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QCFacilitation

Difficult QC Members

Antidotes THE RAMBLER

-Remind the person that you have to go back toagenda

-Consider making this individual a teamsecretary

-Give the person a time limit to say his piece

THE HOMESTEADER

-Apply consensus building

-Show facts


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P

L

A

NDO

PROBLEMIDENTIFICATION

1.

ANALYSIS OF THE

PRESENT SYSTEM

2.

IDENTIFICATION OF

ROOT CAUSES

3.

SELECTION OF BEST

ALTERNATIVE SOLUTIONS

4.

SOLUTION

IMPLEMENTATION

5.

EVALUATION

OF RESULTS

6.

STANDARDIZATION

7.

SELF-EVALUATION

AND FUTURE PLAN

8.

Quality CircleStory


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1. Brainstorming

2. FlowDiagram

3. CheckSheets

4. Bar Graph

7. Pareto Chart

8. Gantt Chart

9. Cause & Effect

Diagram10. 5W + 2H

11. Stratification

12. Scatter Dia ram

Concept & Structure of Quality Circle


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Quality CircleStory

Step # 1: Problem Identification

Objective:

To provide circle focus by

systematically weighing the

identified problemsOutput:

A priority Problem

QC STORY # 1


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Quality CircleStory

Step # 1: ProblemIdentification

Activities

QC STORY #1

e. Classify problems according to itssignificance

f. Endorse problems to Management foracceptance

g. Prioritize problems through data-based

consensus


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Quality CircleStory

QC STORY #1

A. Nominate perceived problems inthe workplace

Avoid waste of time, use Brainstormingproperly

Ideas must be visible to everybody

All concerns must be stated as a problem


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Quality CircleStory

QC STORY #1

PROBLEM

A result not an activity

Result of poorperformance ornonperformance of

ones job

A deviation from astandard


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Quality CircleStory

QC STORY #1

PROBLEM = OBJECT +DEFECT

Deviation

- something has gonewrong

Threat

- might cause futuretrouble

Opportunity for Improvement

- challenging the existingsystem


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QualityCircleStory

QC STORY #1

C. Classify controllability ofthe problem

Controllable

Uncontrollable; or

A Problem can

be:

Interface


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QualityCircleStory

QC STORY #1

Controllable by the circle means:

The process is fully owned by the circle

members themselves

The boundaries of the process are

within the circles responsibility

Circle members are the one performingthe activities within the process


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QualityCircleStory

QC STORY #1

E. Classify problems according to itssignificance

Significant; or

Simple concern

Based on the initial data gathered,decide whether the problem is:


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QualityCircleStory

QC STORY #1

Simple concerns are:

5S-related issues

Problems with obvious or ready solution

The extent of the problem is relatively

small against its target performance


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QualityCircleStory

QC STORY #1

F. Endorse list of problems toManagement for

acceptance Top-down. Bottom-up approach

This avoids Management projects

Management may add their own concerns


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QualityCircleStory

QC STORY #1

G. Prioritize problems through data-based

consensus

As much as possible use prioritization tool

Use data in coming up with consensusdecision

Avoid simple voting or election


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QC Tools andTechniquesBRAINSTORMING

RULES AND PRINCIPLES

1. State a specific topic

2. Ask members for ideas one at a time(inrotation)

3. One idea per member

4. Say Pass when a member has no idea for themoment

5. Criticism is not allowed

6. Free-wheeling is welcome


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QC Tools andTechniquesBRAINSTORMING

RULES AND PRINCIPLES

7. Hitch-hiking is allowed

8. Make sure all memberscontribute idea

9. Record all ideas

10. Make sure that all ideas are clearlyseen

11. Process the ideas for elimination duplication andclarification


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QC Tools and Techniques

0

10

20

30

40

50N

o.

o

f

D

ef

e

c

t

s

A B C D E

Type of Defects

GLASS DEFECTS

Shows the differences amongclassifications

Compares relative magnitude of thedifferent factors


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42%

35%

23%

A

B

C

Shows the ratio of different

classifications Indicates proportion of parts against

the totality of parts


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Steps In Making a PieChart

1. Arrange the data in highest to

lowest order2. Determine the percentage of eachcategory3. Convert the percent values into

degrees ofangle4. Draw the pie chart with the

corresponding

value its segments5. Put all necessary labels

i lQC STORY #2


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QualityCircleStory

Step # 2: Understanding thePresent System

QC STORY #2

Objective:

To clearly specify the magnitude ofthe problem

Output:

Final Problem Statement andObjective Statement


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Q lit Ci lQC STORY #2


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QualityCircleStory

Sample of Different Objective

Statements

Eliminate delay in Line B

Significantly reduce breakdownoccurrence from an average of 90 to

20 per month To bring down rework in body

painting section from 30% to 5% by

December 1998.



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FLOW CHART

Represents the events that

occur in a particular seriesof actions or operations.

It illustrates theinterdependence of its

various components.


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A form used to collectdata for analysis. It is

a preprinted materialto facilitate easyrecording of


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B. Data

CharacterizationAccounting Petty Cash ReplenishmentMonitoringNo. of daysMonth 1Month 2Month 3 Total

1 3

I I 24 6 I III II 67 9 IIIII II IIII 11

10 12 IIIII IIIIII III 1413 15 IIIII III IIIII III IIIII 21

16 18 IIIII IIII IIIII II IIIII II 23

19 and up IIIII IIIII IIIII III IIIII 23


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These are pictorialpresentation techniques.

It facilitates appreciationand quick understandingof the quantitative data.


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Different Kinds of Graphsand Charts

1. Bar Graph

2. Pie Chart

3. Line Graph

4. Pareto Chart

5. Gantt Chart


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Displays the changes in condition

of any numeric quantity

Show trends in a given period oftime


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l d


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QC Tools andTechniques

PARTS OF A PARETOCHART

Units

120

100

80

60

40

20

0

Vertical axis

Cou

nt

100

%

50%

A B C D E F G

Horizontal axis

Cumulativeline

Bars

Cum.

%

PARETO OF BANK CUSTOMER COMPLAINTSF


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PARETO OF BANK CUSTOMER COMPLAINTS

CUSTOMER COMPLAINTS

39.5

69.1

82.9

92.8 96.7 100

0

10

20

30

40

50

60

7080

90

100

110

120

130140

150

B A F E C D

0

10

20

30

40

50

60

70

80

90

100

C

um.

%

Fre

q.Ofcompl

aint

s

QC T l d


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Steps In Making aPareto Chart


1. Gather data for each causal

factor2. Arrange factors from highest tolowest

3. Compute for the cumulative countof each

factor4. Determine the cumulative

percentage of each

QC T l d


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Steps In Making aPareto Chart5. Construct all the axes (top, bottom,

left andright)


6. Draw the bars for each factor

7. Draw the cumulative line torepresent the

cumulative percentage values


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QC T l d


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5W +2H in IdentifyingCauses

What is the

problem?Why is it aproblem?Where did ithappen?Why in that place?

When did it happen?

Why during this time?

Who is responsible?

Why this person?

How did ithappen?How much did itcost?

QC T l d


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5W +2H in Identifyingsolutions

What is the

solution?Why should it bedone?Where will it beapplied?Why in that place?

When will it be applied?

Why during this time?

Who will be responsible?

How will it be

implemented?Why that way?

How much will itcost?

QC T l d


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A tool that represents therelationship between twovariables. It shoes what

happens to onecharacteristic as the other

changes


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QC Tools and


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Weak PositiveCorrelation

Variable 2

Variable 1

Scatter Diagram

with

QC Tools and


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Strong NegativeCorrelation

Variable 1

Scatter Diagramwith

QC Tools and


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Weak NegativeCorrelation

Variable 2

Variable 1

Scatter Diagram

with

QC Tools and


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NoCorrelation

Variable 2

Variable 1

Scatter Diagramwith


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Quality CircleQC STORY #3


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QualityCircleStory

Step # 3: Analysis of theRoot CausesObjective:

To identify true causes of the

problem

Output:

Real Causes of the problem andFinal Objective Statement

Quality CircleQC STORY #3


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QualityCircleStory

Step # 3: Analysis of theRoot CausesActivities:a. Identify probable

causesb. Validate probablecausesc. Identify controllability of verified causes

d. Identify real causes of the problem

e. Set final objective statement

QualityCircleQC STORY #3


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Q y C c eStory

A. Identify probable causes of theproblemNominate probable causes of theproblem

Preferably, use Cause and EffectDiagram

Sub-causes should reach to at least 5th

why levelRelationship between causes and effectsmust be clearly understood



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Q y

Story

B. Validate probable root-causes

Assign members to verify root-causes

Discuss appropriate tools to use

Collect data for each root-causeidentifiedAnalyze the data using QC tools

Draw conclusion for each root-cause


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Q y

Story

D. Identify real causes of theproblem

Measure contribution of each real root-

causeDiscuss thoroughly the significant root-causesConclusions should be:

Concise

Clearly understood by all members;andDirect



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Q y

StoryValidation for Root-Cause Isolation

ProbableCauses

Controllability

ValidationMethod

Findings Remarks



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Q y

Story

E. Set final objectivestatementRe-state the objective

Controllability of real causes must beconsidered in the objective

Set target performance based on the

circles capability

Follow the S-M-A-C-T rule, re-state theobjective.

QC Tools and


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CAUSE AND EFFECT DIAGRAM

A tool for organizing

and establishing therelationship of the

causes of a problem

QC Tools and


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Problem

MAJOR CATEGORY

MAJOR CATEGORY MAJOR CATEGORY

MAJOR CATEGORY

Cause

Backbone

SmallBone

BigBone

Midbone

Tiny Bone

Effect

QC Tools and


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Steps In Making a Cause andEffect Diagram

1. State the mainproblem2. Identify major

categories3. Brainstorm sub-causes percategory4. Check for completeness of sub-causes5. Pinpoint all the root-causes(endpoints)6. Verify all root-causes

7. Identify true causes of the

problem

QC Tools and


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Some Pointers that Must BeConsidered When Using theCause and Effect Diagram

1. Always state the main problem first

2. Major categories must be decided by theteam

(whether tailored-fit or using 4Ms + 1E)3. Use brainstormingeffectively4. Concentrate on the what and not on thewho5. Always aim for at least 5 levels of sub-causes

6. Stop identifying for more sub-causes if the

causes has

QC Tools and


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Ailments of Cause and EffectDiagram1. Malnutrition

Problem

QC Tools and


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Ailments of Cause and EffectDiagram2. UnbalancedDiet

Problem

QC Tools and


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Ailments of Cause and EffectDiagram3. Myopic

Problem

QC Tools and


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QC oo s a dTechniques

Ailments of Cause and EffectDiagram4. Mental Hiccups

Problem

Cause and Effect AnalysisCause and Effect Analysis


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OLD POWDER INOLD POWDER IN

TANKTANK

MIST IN AIR INJECTORMIST IN AIR INJECTOR

OF MAIN TANKOF MAIN TANK

VIBRATOR OF MAINTANKVIBRATOR OF MAINTANK

NOT FUNCTIONINGNOT FUNCTIONING

MIST IN AIRMIST IN AIR

AGITATOR OFAGITATOR OF

BULGINGBULGINGSEEN ATSEEN AT

TRIBO GUNTRIBO GUN

Problem with

mist separator

Problem w/ mist

separator

Problem on

air dryer

Defective

fan motor

Stuck bearing

Moist in

pressurized air

Problem in mist

separator Low airpressure

Compressor

machine trouble

Powder gets

in the bearing

Loose

screw plug

No regular

flushing

Usable life of powder

is not defined

GRANULESGRANULES

IN POWDERIN POWDER

11

2233



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StoryStep # 4: Selection of Best Alternative

SolutionsObjective:

To eliminate real causes of the

problem

Output:

Solutions and Implementation Plan



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SolutionsActivities

a. Generate alternative solutions for eachreal cause

b. Evaluate and select best alternativesolutions

c. Establish performance indicators

d. Identify details of the solutions



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SolutionsActivities

e. Draw an action plan

f. Anticipate potential problems thatmay occur

g. Seek approval from management



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StoryA. Generate alternative

solutions foreach real cause

r Give members enough time to lookfor possible solutions

r Allow members to source for othersolutions

outside the company if necessaryr Seek experts advice

r Identify recommendations foruncontrollable real root-causes



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StoryB. Evaluate and select best

alternative solutions

r Weigh advantages anddisadvantages

r Measure effectiveness of alternativesolutions

r Use Decision Analysis Techniques

r Best alternative solution mustsignificantly reduce the root-cause it

is addressing

QualityCircleS

QC STORY #4


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Story

C. Establish PerformanceIndicator

r Set expectations for each solution

both tangible and intangible

r Estimate date of accomplishment foreach solution

r Assign responsibilities to members

QualityCircleSt

QC STORY #4


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Story

D. Identify details of thesolutions

r Discuss the required

process of implementation

r All resources needed foreffective implementationmust be identified

QualityCircleSt

QC STORY #4


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Story

RealCauses

Solutions TimeFrame

ExpectedResults

PersonResponsibl

e

Resources Needed

Solution Formulation

QualityCircleSt

QC STORY #4


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Story

E. Draw an action plan

r Identify all the activities to be

performedr Preferably, use Gantt Chart

r Timeframe of project completionmust conform to the Objective

QualityCircleSt

QC STORY #4


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Story

F. Anticipate potentialproblems that may occur

r Identify factors that may hinder

implementationr Always consider the needs of the

person in-charge

r Draw preventive and contingencyplan

r Use Potential Problem Analysis table

QualityCircleSt

QC STORY #4


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StoryPotential ProblemAnalysis

Potential Problems PreventiveActions ContingencyActions TargetDate PersonResponsible

QualityCircleSt

QC STORY #4


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Story

G. Seek approval fromManagement

r Management Presentation is an

effective way for seeking approval

r Prepare for written and oralmanagement presentation

r Management must be given anample time to review the project

QualityCircleStor

QC STORY #5


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StoryStep # 5: Implementation

Objective:

To perform the activities

according to the plan

Output:

Measurements

QualityCircleStory

QC STORY #5


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StoryStep # 5: Implementation

Activities

a. Start the implementation

b. Monitor progress ofimplementation

c. Identify concerns

d. Initiate corrective actions

QualityCircleStory

QC STORY #5


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Story

A. Start the implementation

r Acquire all the resources needed to

implement proposed solutionsr Inform all concern that will be affected

r Agree on the methods of monitoringand tools

To use for measuring resultsr Perform all the activities in the action

plan religiously

QualityCircleStory

QC STORY #5


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Story

B. Monitor progress ofimplementationr Consistently collect

datar Regularly analyze available

data

r Update monitoring chartregularly

QualityCircleStory

QC STORY #5


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Story

C. Identifying concernsr Factors affecting implementation

must be brought up during circle

meetingsr Find ways to address the difficultiesthe circle is encountering

r Be keen in spotting better ways ofimplementing the proposed solution

r Change the methods or tools

whenever necessary

QualityCircleStory

QC STORY #5


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Story

D. Initiate corrective actions

r Implement the corrective measurethat will be formulated for eachissue raised

r Analyze whether there is a need togo back to other QC Story steps

r Continue gathering data



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A scheduling tool in amatrix format. It clearlydepicts the activities

that needs to beperformed in a certain

period of time QC Tools and Techniques


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Steps In Making a Gantt Chart

1. Identify all activities needed to perform and theperson responsible for each activity

2. Set the target date of completion of theproject3. Draw the Gantt chart format

4. List down the activities and person

responsible in the Gantt chart5. Plot the estimated duration of each activity

6. Complete all necessary labels

7. Plot the actual accomplishment for each

AUG 03ACTIVITIES PIC MAY JUNE JULY


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AUG. 03ACTIVITIES PIC MAY JUNE JULY

1.

2.

3.

4.

5.

6.

7.

8.

PLANACTUAL

QualityCircleStory

QC STORY #6


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StoryStep # 6: Evaluation of Results

Objective:

To validate effectiveness of the

proposed solutions

Output:

Effective Solutions

QualityCircleStory

QC STORY #6


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StoryStep # 6: Evaluation of Results

Activities

a. Summarize and compare datafrom the settarget

b. Form conclusions

QualityCircleStory

QC STORY #6


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r Tabulate all the data gathered during QCStory #5

StoryA. Summarize and compare data from the

set target

r Compare results against the target

r Identify tangible & intangible benefits

r Summarize the difficulties and learningthe team had experienced

QualityCircleStory

QC STORY #6


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r Clearly show the deviation of actualresults from the target

StoryB. Form conclusions

r Identify other things the circle will attain

from implementing the solutions

QualityCircleStory

QC STORY #7


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StoryStep # 7: Standardization

Objective:

To ensure efficient integration of

the new procedure in companysSOPs

Output:

New Standard Procedure and Target

QualityCircleStory

QC STORY #7


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StoryStep # 7: Standardization

Activities

a. Identify areas where the solutions can be

appliedb. Prepare written docs and other details of thenew SOP

c. Present accomplishment to management

d. Disseminate the new SOPe. Follow through to ensure proper

implementation of the new systems

QualityCircleStory

QC STORY #7


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StoryA. Identify areas where solutions can be

appliedr Examine in what areas the new systems

can also be implemented

r Prepare a problem prevention andcontingency action plan

r Welcome minimal adjustments of thenew systems to fit in other areas

QualityCircleStory

QC STORY #7


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StoryB. Prepare written docs and other

details of thenew SOP

r Create guidelines and manuals foreffective implementation

r Clearly state the following:

r Date effective

r Coverage ofimplementation

r Who to contact in case problem may arise

r New standards performance

QualityCircleStory

QC STORY #7


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StoryC. Present accomplishment to

management forstandardization

r Prepare for another written

or oral presentation also forrecognition

r Seek approval forimplementation of theproject to other areas where

it is applicable

QualityCircleStory

QC STORY #7


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StoryD. Disseminate the new SOP

r Emphasize the differences between theprevious and new system

r New performance standard must beknown by all concern

r Conduct on-the job training if necessary

r Reminder, a memorandum may not beenough

QualityCircleStory

QC STORY #7


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StoryE. Follow through to ensure proper

implementationof the new systems

r Continuously monitor until the new

system is smoothly running

r Members must be keen to feedback andquestions

QualityCircleStory

QC STORY #8


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StoryStep # 8: Self-Evaluation and Future

PlanningObjective:

To ensure circles existence and

enhancement of ability to solveproblems using QC Story with theQC Tools and Techniques

Output:

New project to tackle and the circlesdevelopment plan

QualityCircleStory

QC STORY #8


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StoryStep #8: Self-Evaluation and Future

PlanningActivities

a. Evaluate the circles performance

b. Develop a plan to improve the circle

c. Identify next project to tackle

QualityCircleStory

QC STORY #8


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Story

A. Evaluate the circles

performancer Examine all the discrepancy from what

was planned and accomplished

r Identify good and bad points in going thrueach QC story

r Assess circles skills in applying the QC

tools and techniques

r Consider other things that went well andnot

QualityCircleStory

QC STORY #8


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S o y

B. Develop a plan to improvethe circle

r Address all the weaknesses of the circle

r Find ways to build on things that wentwell

r Identify the training that the circle needs

QualityCircleStory

QC STORY #8


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y

C. Identify next project totackle

rThe circle may choose to tackle the next

in the priority list, or

r Nominate new problems apart from what

have been identified

QC Tools andTechniquesApplication of Tools and Techniques in


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pp qQC StorySteps QC Story Tools and Techniques

1 Problem Identification Brainstorming, Bar Chart and Pie Chart

2 Understanding the

Present System

Flow Diagram, Check Sheet, Pareto Chart, Charts andGraphs, Histogram, 5W+2H, Stratification

3 Identification of Root-

Causes

Cause and Effect, Charts and Graphs, Histogram Pareto

Chart, Brainstorming, 5W+2H, and Check Sheets

4 Selection of Best AlternativeSolutions

Brainstorming, Decision Analysis, 5W+2H, PotentialProblem Analysis, Gantt Chart and ManagementPresentations

5 Implementation Gantt Chart, Graphs & Charts &Histogram

6 Evaluation of Results Pareto Chart, Charts & Graphs, and Histogram

7 Standardization Written Procedures, Check Sheets, Flow Chart & Gantt Chart

8 Self-Evaluation and FuturePlanning

Brainstorming, 5W+2H, and Gantt Chart

ManagementPresentation


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Presentation

Written Reporting

Oral Reporting



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Presentation

Outline CommonlyUsed For QC Written

ReportIntroduction ofQCProject abstract

Each QC Story

stepList of terminology used

Support documents (whenevernecessary)



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Presentation

Key Points inReporting

Workplace and what you do

Positions and other special things

Project Selection method

Summary of facts

Targets and how it was set

Conclusion for each QC Step



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Presentation


Seriousness of problem

Summary of causes

Action plan summary

Role assignments

Alternative solutions

How causes and solutions wereselected



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Presentation


Implementation program andaccomplishments

Estimated and actual benefits

Difficulties encountered

Standardization and its extent

Nearest plan in the future



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Presentation

What Makes a WrittenReport Reader-

UnfriendlyConsists only oftextList only results and does not explain theprocess

Not interesting because it is not clear whodid what

Hard to follow because it uses big wordsand difficult expressions



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Presentation

What Makes a WrittenReport Reader-

UnfriendlyHas too many unexplained technical

termsExplains proprietary technology as if itwere a technical report

Does not follow logically from one step

to the nextTedious because of flat, non-accentuatedphrasing; and;

It uses small print or handwriting that s hard to

read



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PresentationCustomize for the Audience

Use language that is easy to understand

Do not forget the purpose of the

presentationTransparencies are effective tools

Be consistent with the QC Story

Prepare the text as it is to be delivered

Make a presentation outline; and

Assume a speaking speed of 100 120 words per

minute



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Presentation

Pointers in TextPreparationUse easy to understand language

avoid special technical jargon, abbreviations, orother unfamiliar terminology

If you absolutely must use technical jargon,

abbreviations, or other unfamiliar terminology,be sure to explain it clearly



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ese a o

Pointers in TextPreparation

Avoid long sentences. Keepyour sentences short and

simple. Use declarativesentences. Use specific nounsrather than pronouns.



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Integrate the explanation,transparencies and

written report.

It can be disastrous if these are not

coordinate and end up saying

different things or saying the same

thing at different times.



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It is not difficult to be natural

when you are speaking to an

audience. However, there are

times that the quality circle

becomes stiff and rigid during

the oral presentation.



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Two Main Causes of BeingStiff and Rigid During the

Presentation are:

The member got stage fright; and

Somebody else wrote thepresentation


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Basics for Preparing Easy-To-Understand Transparencies

Report content

One item per transparency

Eight lines or fewer per sheet, ten words ofewer per line

Large, bold lettering; and

Charts and diagrams



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P i t D i th Q ti d


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Pointers During the Question and

Answer Portion Acknowledged question

In a summary, repeat the question again, if

necessary

Tell the name of the member answering thequestion

Answer the question straight to the point andback up by data

Get feedback if your answer has beenreceived clearly



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Pointers During the Question and

Answer Portion Avoid interrupting the person answering the

question

Avoid anecdotes

Establish ways to determine who will answer thequestion; and

Be honest.

Date post:	05-Apr-2018
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25_qc Manual for Qc Leaders

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