Quick Response Quality Control (or QRQC) is a method strongly inspired by Lean Management. Like many methods derived from Toyotism, the QRQC aims to treat defects as soon as they appear. In a way, this concept is very similar to that of Poka-Yoke. Popularized by Nissan in the 90s, the QRQC is a real revolution in the way it deals with logistics and production problems.
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QRQC: a simple definition
Unlike Lean methods inspired by Toyotism such as the 5S which aims at "zero defects", the primary goal of a QRQC approach is to resolve technical failures as quickly as possible as soon as they appear. For this, operators do not hesitate to solicit their hierarchy. This is what makes this Lean Management tool special: all the components of an organization are an integral part of the process. The greater the difficulties/defects encountered, the more the information will rise "high" in the hierarchy. Similarly, the higher the financial stakes, the higher the information will go up as well. "To the great evils the great remedies". In short, it is a very pragmatic approach to the field that goes so far as to permeate a managerial mode. An important aspect of the QRQC is the share of autonomy granted to employees. With the principle of QRQC, it is estimated, in fact, that the competence that makes it possible to solve a problem is as close as possible to the field. Thus, the QRQC simply corresponds to a treatment of defects as soon as they occur and at their place of occurrence. The operators/collaborators involved in the anomaly are also the ones who overcome it.
The 6 pillars of the QRQC
Like many principles of Lean Management, the QRQC comes in a few key ideas. We will divide them into 2 categories: those relating to "Quality Control" and the others dedicated to "Quick Response". The first step is to control the quality of the products and establish the real nature of their defects. This state of mind corresponds to the "San Gen Shugi": "real place, real room and real data".
Getting to the field - The QRQC's absolute pragmatism prefers quick action to anything else. The presence in the field allows a privileged exchange with the customer, which facilitates the rest of the process.
Establish the diagnosis – This involves noting defects, analyzing the products and factual elements to which one has access. This makes it possible to ensure the seriousness and validity of the "dossier".
Draw up an analysis, a balance sheet – For this, it is necessary to rely on precise data or documents. Tools such as current standards and procedures are good ways to complete the initial diagnosis.
To these preliminary steps is then added an action step: the "Quick Response". As its name suggests, it aims to respond as quickly as possible to the problem raised.
Quick response – The company needs to position itself quickly. Once the diagnosis is made, the company can suggest a short deadline for: precautionary (24 hours), preventive (7 days) and corrective (2 weeks) measures.
Logical reasoning – Again, it's about being pragmatic. Companies must focus on the common sense and personal feeling of the employee. The goal is to put these feelings in perspective with objective data without drowning in them.
Feedback– This final step serves to perpetuate the improvements made. Companies position themselves here in a process of continuous improvement.
In the context of the QRQC, we place a lot of value on the feedback of information. If an operator fails to solve a problem within a given time (often 24 hours), then he goes back to the higher hierarchical level. The QRQC then subjects this new level to a time limit to deal with the problem. Once the difficulties have been overcome, the information goes back down in the opposite direction: from the management/managers to the operators. The purpose of this flow of information is: coaching and prevention. The goal is obviously not to repeat the same mistakes in the future.
Most often, companies favor 3 levels of information :
The production line/shift - This first level is the closest to the field. These are the employees in charge of identifying problems first.
Autonomous production/service unit – If information reaches this level, it can mean two things. Either the process crosses a threshold effect (large budget...), or the production lines have raised an unsolved problem.
Factory/Site – Managers and managers take on the most difficult issues.
Implement the QRQC in good conditions
To be able to make a significant human and financial investment.. To be effective, the QRQC cannot be limited to a few teams. It must be applied throughout the company. This requires a significant investment to train all employees on this subject. The goal is to ensure that a large part of the industrial ecosystem of which we are part applies the QRQC method.
Valuing everyone's human and personal skills.Administrative burdens should be avoided at all costs and the pragmatism of employees is necessary. Manage to maintain the improvements made and a "QRQC state of mind".The QRQC is a Lean Management tool that only reveals its full potential in the long term. The entire company must support the QRQC initiative for it to function properly.
