Quality

In today's competitive business landscape, ensuring the highest quality of products and services is paramount. One tool that has revolutionized the quest for quality improvement is the Quality Control Circle (QCC). Originating in Japan, QCC has grown into a global phenomenon, offering organizations a structured approach to enhance quality and achieve excellence. This article delves deep into the world of QCC, exploring its origins, definitions, methodologies, steps, benefits, and extensive applications.

 

 

The Origins of QCC

Quality Control Circles, often abbreviated as QCC, owe their origins to Japan's dynamic manufacturing sector in the 1960s. Faced with fierce competition, Japanese companies sought innovative ways to elevate production efficiency and product quality. In this milieu, the concept of QCC emerged. Some of Japan's industrial giants, including Toyota, played pivotal roles in introducing and promoting QCC as an effective strategy for enhancing quality.

 

 

What is QCC?

QCC is a team-based quality improvement methodology founded on the principle of harnessing the creative potential and expertise of internal team members. The core idea is to achieve consistent and gradual enhancements in product and process quality. Within the QCC framework, employees are empowered to take an active role in addressing quality issues, fostering an environment that encourages collaboration and innovation.

    

 

 

The Methodology of Using QCC

The heart of the QCC methodology lies in the formation of small, cross-functional teams comprising members from diverse departments and functions. This diversity ensures the exchange of a wide array of perspectives and professional knowledge. The team embarks on a journey by first identifying a quality issue that requires improvement. Subsequently, through brainstorming and extensive discussions, the team collaboratively devises solutions. These solutions are then implemented with continuous monitoring to ensure their feasibility and effectiveness.

 

 

Steps in Implementing QCC

The implementation of QCC can be elucidated through a series of key steps:

1. Identify the Issue: The QCC team pinpoints a quality issue, typically associated with a product or process.
2. Gather Data: Pertinent data is meticulously collected and analyzed to grasp the nature and implications of the problem.
3. Develop Solutions: The team generates multiple solutions and chooses the most suitable one to rectify the issue.
4. Implement Improvements: The chosen solution is set into motion, and the team diligently tracks its progress.
5. Evaluate Results: An assessment is conducted to gauge the effectiveness of the improvements and determine if they align with the expected outcomes.
6. Share Experiences: Knowledge and methodologies garnered from the improvements are disseminated among other teams, propelling organizational learning and fostering a culture of continuous improvement.

 

 

The Benefits of QCC

Quality Control Circles offer a plethora of benefits, including:

• Quality Enhancement: QCC, through continuous improvement, augments the quality of products and processes, leading to heightened customer satisfaction.
• Employee Engagement: QCC encourages active employee participation, bolstering their sense of belonging and involvement.
• Problem Resolution: QCC teams effectively tackle existing issues, resulting in fewer defects and errors.
• Efficiency Improvement: QCC optimizes processes, reducing waste and redundant work, thereby enhancing efficiency.
• Team Collaboration: Teamwork across different departments fosters collaboration, shattering information silos.

 

The Applications of QCC

The applications of QCC span across diverse industries, extending well beyond manufacturing. Sectors such as services, healthcare, and education have also embraced QCC methodologies to elevate quality standards. Regardless of an organization's scale or nature, QCC can be adapted and employed to suit specific circumstances.

 

 

The Example of QCC Applications

To illustrate the real-world impact of QCC, let's delve into some practical examples:

1. Automotive Manufacturing
   In an automotive manufacturing facility, QCC teams systematically identified and addressed issues related to product defects, resulting in reduced recalls and higher customer satisfaction.
2. Healthcare
   Hospitals and healthcare institutions employ QCC to enhance patient care processes, reducing errors, and improving overall healthcare quality.
3. Education
   In the field of education, QCC is utilized to streamline administrative processes, leading to increased efficiency and improved student experiences.
    

 

 

QCC: A Global Phenomenon

Quality Control Circles have transcended geographical boundaries and cultural differences to become a global phenomenon. Organizations worldwide recognize the power of QCC in driving continuous improvement and achieving excellence.

 

 

Conclusion

In conclusion, Quality Control Circles represent a powerful methodology for organizations seeking to enhance their products, processes, and services. Whether in manufacturing or other industries, the QCC approach consistently delivers on its promise of fostering a culture of quality excellence. The success of QCC lies not only in its technical and process-oriented aspects but also in its ability to empower employees and harness their creativity, ultimately propelling organizations toward sustained quality improvement.

With the ever-increasing focus on quality in today's competitive markets, QCC remains a valuable tool for organizations striving to meet and exceed customer expectations. As the global business landscape continues to evolve, QCC is poised to play an even more significant role in shaping the future of quality management.

 

 

Layana's Past QCC Presentations

 

The 29th QCC Presentation

The 30th QCC Presentation

 

The 27th QCC Presentation

The 28th QCC Presentation

 

The 25th QCC Presentation

The 26th QCC Presentation

 

The 24th QCC Presentation Time and quality always are the key performance indicators when doing anything. Each work, the past has given us the method and wisdom we have today, follow the steps and through constantly repeated practice to get started as soon as possible to increase working efficiency.

 

 

The 23th QCC Presentation “Innovation distinguishes between a leader and a follower.” is one of eight quotes in Layana. Since 2013, our employees solve the difficulties by recording problems during daily work and improving them with an innovative way to reduce as many costs as possible and to raise work efficiency. Besides, this year, Layana has implemented a goal system which is called Objectives and Key Results (OKR), allowing all the departments connected to make sure the outcomes are towards the target in 2020: achieve three hundred million new Taiwanese dollars revenue. We encourage employees to only do key actions to have productive output.

 

The 21th QCC Presentation

The 22th QCC Presentation

 

The 19th QCC Presentation

The 20th QCC Presentation

 

The 17th QCC Presentation

The 18th QCC Presentation

 

The 15th QCC Presentation

The 16th QCC Presentation

 

The 14th QCC Presentation "Interdepartmental problem-solving" is the key point of the current project. When thinking about the improvement, you should also question yourself by asking, "Why should I do this?” Process variables have always been opponents of competitiveness and profits! In addition to the machine's self-detection, the active detection of personnel is even more important. During the daily production process, it is necessary to observe the situation that may be abnormal. To prevent it, propose solutions to it, meet and exceed customer expectations, is the responsibility of every individual within the organization.

 

The 13rd QCC Presentation The year of 2017 we named “the efficient year” which means take the shortest time to complete the work, with repeated practice and process optimization to increase working efficiency. This is what people at Layana must learn. We start to try different ways to further improve working efficiency based on our own experience. After being improved, we keep practicing and confirm if the method is feasible.

 

The 12nd QCC Presentation Throughout 2016, we have presented total of 230 QCC projects, includes variety of solutions in stamping, injection molding, insert molding, progressive tooling & plastic molding manufactory, progressive stampings, etc. We are looking forward the coming 2017, Layana will provide the best quality and efficiency products in stamping, injection & insert molding, all kind of electronic components, connectors, fiber optics, etc.

 

The 11st QCC Presentation QCC is to improve an enterprise via employees’ cooperation and mutual discussion to find the problems. Problem is the improvement, improvement is the opportunity. Find out and list the problems and solutions furthermore, to enhance what we lack step by step. Combined with marketing and R & D data, through the KPI to guide, inspire employees, what to do this in order to implement the performance management in daily work practicably.

  

The 10th QCC Presentation Via the seasonally presentation which is participated by all personnel, this year we set our goal as 333 improvement cases. QCC is to solve the problem detected in work, and offering the chance to test the proposal. If the proposal actually works out, it will be set as a standard and apply to all relevant departments. No improvement proposals are perfect, or solving the problem once and for all. There will always be some shortcomings, and only by finding out the shortcomings, are we able to move forward. Finding the solution to the problems, fully participating in the QCC campaign, enables most of Layana’s employee to be conscious of the importance of their job, and take pride in what they do!

 

The 9th QCC Presentation Through participating in the QCC presentation activity each season in Layana Taiwan, we exchange ideas and learn from each other. We have motivations to Act Better and gain Inspiration to Do Superior, as well as gain achievements from daily working. Hence, each member of Layana will do our best to complete each mission.

 

The 8th QCC Presentation By the end of 2015, It has been 265 project recognitions in total (A 60% improvement from last year). By these QCC campaign activities, continuous quality improving practices impel everyone in Layana to build up excellent problem-solving skills, with each project recognition, the team will be rewarded, The more improvement your project makes, the higher rewards will be granted. Also every QCC team has made their best effort in each campaigns, for the goal to upgrade our services into a higher stage. Our general manager appreciates that every team member has devoted a lot of efforts on these activities, and feel greatly proud of everyone’s improvement over these years. The 300 project recognitions will be achieved in no time.

 

The 7th QCC Presentation In order to enhance the competitiveness of the organization, we need to not only solve the current problem, but also prevent future issues from happening. With the participation of all personnel, the QCC campaign has been elevated to a higher level as the company’s culture. It has turned into a valuable tradition that everyone takes pride in. None of the QCC achievements were made easily. They all fully represented a symbol of people’s endeavor and devotion.

 

The 6th QCC Presentation Since 2013, colleagues have been forming circles to carry out the QCC activity, and it has been the 6th QCC campaign being held, a TQM activity participated by all personnel. The achievement of the QCC campaign today might not be the best; the presentation skill of some colleagues might not be the most satisfying since it might be their first time on stage, yet these do not affect our pleasantness. We are more than happy to see all of personnel working forward, and devoting themselves wholeheartedly in TQM with the most proactive attitude. This is exactly what we have been anticipating!

 

The 5th QCC Presentation We hope the resources of the organization could be utilized to the fullest. Only by establishing effective management over works, and communicating properly throughout the team, can the company be able to continually lower the cost and improve the quality. Layana aims to increase the production efficiency, and provide the personnel with a safe, comfortable job, so as to fulfill the value of both individual and the organization, in the hope of attaining double profits as an explicit result.

 

The 4th QCC Presentation In order to enhance the quality cognition within the employees, and build the atmosphere of self-improvement, the 4th QCC campaign had come to a fair end on October 4th. This time, 8 circles all delivered excellent presentations. Everyone showed the best of them. We would like to give a big round of applause to them this time, and look forward to having more exciting improvement project in the future. The existence of quality control circle is a ongoing activity, in continual pursuit of “improvement and maintenance”!

 

The 3rd QCC Presentation The execution of QCC has not been confined to merely participation of direct personnel. All employees can team up for improvement. Layana takes the concept of “reforming workplace quality” as a part of our total quality management. Solutions are created by people. Layana encourage our employees to come up with creative solutions when the situation seems like a dead end. Reformation and innovation based on Layana’s knowledge and experiences have enabled our quality control circle to constantly evolve, leading to not only a higher business performance, but also a brighter future.

 

The 2nd QCC Presentation The purpose of Layana to promote QCC is to encourage employees to detect issues in work and resolve them. It is also to strengthen employees’ personal recognition to their job, improve production process issue via quality control circle, and enhance the teamwork concept in the company, reaching the goal of quality optimization. This QCC campaign included seven circles, all of these Layana employees demonstrated their hardworking attitude and spirits in this process. With this we can assure our customers with great confidence that our products and services are definitely trustworthy.

 

The 1st QCC Presentation At the starting phase of introducing QCC to Layana in 2013, we uphold the concept of practical implementation. Establishing seed circles as the foundation, and starting from the easy to the hard, we plan on gradually reaching the goal of full participation, total quality management, and comprehensive improvement. During the process of QCC, we have been detecting issues, analyzing causes, improving situations, and standardizing the best solutions. Layana make sure that all personnel are used to complying with SOP and manage the field via systemized management, so as to have the cognition of “quality being the top priority” recognized by everyone, and make the daily workplace as the focus of quality management.

Six Sigma Definition

Six Sigma is a data-driven quality management methodology aimed at minimizing process or product variability to the maximum extent. It is based on statistical principles, striving for no more than 3.4 defects per million opportunities over an extended period. This approach emphasizes data collection, analysis, and improvement to ensure process stability and consistency.

 

 

Six Sigma Application Environment

Six Sigma is applicable to various organizations and industries, including manufacturing, services, healthcare, and finance. It can be applied to production processes, supply chain management, product design, customer service, and various decision-making processes. Regardless of the organization's size, as long as there is complexity and variability, Six Sigma can provide a path for continuous improvement.

 

 

Benefits of Using Six Sigma

• Improving Quality: The primary goal of Six Sigma is to reduce the defect rate, thereby enhancing the quality of products and services. Through data analysis and improvement, organizations can better meet customer expectations and reduce the occurrence of quality issues.
• Enhancing Efficiency: Reducing variability contributes to improved process efficiency. The Six Sigma methodology helps organizations identify and eliminate waste, reduce cycle times, and enhance production capacity.
• Reducing Costs: By decreasing the defect rate and improving efficiency, Six Sigma helps organizations reduce production costs. This includes reducing waste, lowering maintenance expenses, and increasing resource utilization.
• Boosting Customer Satisfaction: By delivering higher-quality products and services, organizations can increase customer satisfaction, enhance customer loyalty, and ultimately gain a larger market share.

 

DMAIC Methodology in Six Sigma

1. Define: In this stage, the project's goals, scope, and key performance indicators (KPIs) are determined. A clear definition of the problem is crucial for the project's success.
2. Measure: Relevant data is collected, and the current process performance is analyzed. This stage helps understand the process's baseline and identify existing issues.
3. Analyze: Statistical tools and techniques are employed to identify potential root causes, explaining why the problem occurs. This ensures that the solutions are targeted.
4. Improve: In this stage, improvement plans are developed and implemented to reduce variability, enhance quality, and efficiency. The best solution is selected, and pilot tests are conducted.
5. Control: The control phase aims to ensure ongoing improvement and prevent problems from recurring. Monitoring measures are implemented, and processes are standardized to maintain the improvement's effectiveness.

 

 

DMADV Methodology in Six Sigma

1. Define: Determine the goals and customer requirements for the product or service. Clearly outline the project scope and objectives.
2. Measure: Collect and analyze data about the existing process and product to establish performance benchmarks.
3. Analyze: Determine the root causes of the problem by analyzing data, providing a foundation for the design phase.
4. Design: Develop a new product or service design based on previous analysis. This includes engineering design, process design, etc.
5. Verify: Ensure that the new design meets customer requirements and achieves the expected performance level through testing and evaluation.

 

 

Six Sigma Certification Levels

In Six Sigma, there are different levels of certification to denote an individual's training and experience:

 

1. White Belt: White Belts typically receive basic awareness training in Six Sigma within the organization. While they may not directly engage in projects, they have a basic understanding of Six Sigma principles and methods. White Belts play a supportive role in Six Sigma projects, spreading knowledge and assisting with data collection and analysis. They may participate in project teams and contribute significantly to the team.
   
   
2. Green Belt: Green Belts receive more in-depth Six Sigma training and often serve in support roles within project teams. They possess higher levels of knowledge and skills and can be more directly involved in project implementation. Green Belts are typically responsible for specific aspects of a project, using Six Sigma tools for data analysis, root cause identification, and improvement planning. They play crucial roles in project teams.
   
   
3. Black Belt: Black Belts are experts who have undergone extensive training and accumulated experience in Six Sigma. They usually lead Six Sigma project teams and are responsible for comprehensive project management, including problem definition, data collection, analysis, development and implementation of improvement plans, and monitoring and control. Black Belts possess advanced statistical and analytical skills, capable of addressing complex issues and driving improvement. They often coordinate multiple projects and hold leadership positions within the organization.
   
   
4. Master Black Belt: Master Black Belts are senior professionals who often take on leadership and training roles within the organization. They have profound knowledge and experience and can guide multiple projects and teams. Master Black Belts play a critical role in disseminating and implementing the Six Sigma methodology. They train and mentor other Black Belts and Green Belts and help build a Six Sigma culture within the organization.
   
   
5. Diamond Belt: The Diamond Belt is the highest level of Six Sigma certification, representing exceptional knowledge and leadership abilities in the field. Diamond Belts are typically strategic decision-makers and consultants, providing advanced strategic guidance to the organization. They possess extensive knowledge and experience, capable of addressing complex problems and driving strategic change within the organization.

 

Different levels of certification ensure that the organization has the appropriate skills and knowledge to drive Six Sigma projects and achieve quality improvement objectives. Organizations can train and certify their employees based on their needs and goals to ensure they have the right roles and capabilities in Six Sigma projects.

 

 

Layana's Six Sigma Certification Levels

 

Ranking	Personnel
Champion	1	Layard Lai
Master Black Belts	3	Penny Lin (General Manager), TN Chen (Vice GM), Mike Lai (President-CN)
Black Belt	11	Alex Lai (President-TW), Jenny Yang (Consultant), Carrie Yao (Vice GM), Ming-Jie Shih (MFG Manager), Jack Lee (Manager), Mark Chen (Manager), Molly Yang (Manager), Debbie Shih (Manager), Jian-Yao Yang (R&D Vice GM), Shr-Chin Lee (Manager), Yi-Hsin Chen (Manager)
Green Belts	12	David Chen (Assistant Manager), Amanda LU(Assistant Manager), Sophia Yeh (Assistant Manager), Bonnie Lai (Assistant Manage), Cheng-Du Lin (Assistant Manager), Ming-Hong Guo (Assistant Manage), Ji-Shan Sun (Section Manager), Shun-Yang Chang (Assistant Manager), Yu-Neng Chen (Facility Engineer),Yi-Ren You (Supervisor), Yao-cheng Yang (Supervisor), Wei-Lun Zhang (specialist)

 

Conclusion

Six Sigma is a powerful quality management methodology that can help organizations improve quality, reduce costs, enhance efficiency, and increase customer satisfaction. Through the DMAIC method, organizations can identify issues, find root causes, and implement continuous improvement. Furthermore, different levels of certification (Green Belt, Black Belt, White Belt, Master Black Belt, and Diamond Belt) ensure that organizations have qualified individuals to drive this process.

 

2024 Seventeenth Six Sigma Project Event The 2024 Sixth Standard Deviation Project was held on January 19th. Six Sigma, a management methodology and quality management system, endeavors to augment the quality and efficacy of products or services by minimizing variability. One notable project this year marked Layana's inaugural venture into the DMADV Six Sigma design methodology, distinguishing it from the more prevalent DMAIC method commonly employed in factory manufacturing

2023 Sixteenth Six Sigma Project Event Since 2000, Layana has been using Six Sigma projects for improvement, addressing long-standing issues in our work. The core values of "Pursuing Excellence, Stopping at Perfection" lie in quality and cultural ideals. We must uphold the spirit of Six Sigma, continually innovate, and strive for excellence. Through years of experience in various products, including parts manufacturing, we seek mutual development with our customers, aiming to achieve excellence and continuous improvement.

 

2021	Fifteenth Six Sigma Improve Project Event
2020	Fourteenth Six Sigma Improve Project Event
2019	Thirteenth Six Sigma Improve Project Event
2018	Twelfth Six Sigma Improve Project Event

 

2015 Tenth Six Sigma Improve Project Event

2016 Eleven Six Sigma Improve Project Event

 

2013 Eighth Six Sigma Improve Project Event

2014 Ninth Six Sigma Improve Project Event

 

2012	Taiwan Training Quality System Silver Prize granted
2010	SPC was implemented
2007	ISO9001 Certificate of Design and Manufacture of Flatware granted in November.
2006	5S coached by China Productivity Center in March.
2005	ISO/TS16949：2002 certified. Third Six Sigma Project Event in Kaohsiung.  ERP System implemented in August.
2004	Second Six Sigma Project Event in Taichung. Six Sigma methods coached by China Productivity Center in March.
2003	First Six Sigma Project Event in Taipei.  ISO/TS16949：2002 Implementation coached by Kind Consulting in November.
2002	TPS/Lean techniques implemented to eliminate Seven Wastes.
2001	QS-9000 was implemented
2000	Six Sigma Training Courses was launched

Education & Training at Layana

Layana believes in empowering its employees through lifetime learning.

A certain percentage of the annual revenue is dedicated to education and training programs. Layana runs routine in-house programs of Six Sigma, IATF 16949, quality circles, and TPS consultant programs. Employees are also encouraged to study at domestic universities or abroad. As a company policy, employees who obtain a college degree or professional certifications will get a salary raise and monetary rewards.

 

What Kind of Trainings Layana Has?

• SPC-Statistical Process Control

• MSA-Measurement Systems Analysis

• FMEA-Potential Failure Mode and Effects Analysis

• APQP-Advanced Product Quality Planning

• PPAP-Production Part Approval Process

• Small-Group Education Training in each Department

 

Awards and Recognition

Since day one we have strived to be the customer-centric company. We’re honored to be recognized for the work we do on behalf of our customers, employees, and communities around the world. Here are some recent awards we’ve received.

 

• Happy Corporate: Layana COMPANY Honored with the 3 Star Awards, 2016 
• Molex 2015 Best in Class” medal, 2016
• 2015 Taiwan Continuous Improvement Award (Central District President's Award)
• Aawarded Silver Tower Prize, 2015
• Taiwan Train Quality System, 2012

Happy Corporate:3 Star

Molex Best in Class medal

Taiwan Continuous Improvement

Silver Tower Prize

TTQS

 

Skills training opportunities for employees

The customer is at the heart of everything we do. Layana is a place where smart, passionate people obsess over customers and innovate on their behalf.

ERP/CQT/CQE/PMP Licenses

Technical Research Seminar

Morning Meeting

 

 

Working at Layana

We listen to our employees and innovate to keep each of them healthy and safe while they are at work...

On-the-Job Training

Technical Apprenticeship Program

New Leadership Principles

 

 

Our Programs

In our daily work, each person is supposed to propose improving projects and to solve problems virtually. We are all trained to become problem solvers. "We want to be better than better." This working philosophy makes improvements possible and probable.

5Whys Training

TQM,TPM,TPS,Lean Six Sigma

5S