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| 2 |  π΅ααα Grow Your Skill; Cultivate Success!
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| 6 | α ααα»α’αααΈ Root Cause Analysis (RCA) ααααΆαααααααΆαα QA/QC professional?
Investing the time and effort to clearly define the problem that needs to be solved is a critical step in getting to the true root cause.
Root cause is the core of the issue or the underlying cause for a problemβthe ultimate reason behind the symptoms. Ineffective solutions could happen when the problem statement does not accurately define what needs to be solved. In an effort to be comprehensive, problem statements sometimes circumvent the RCA process. These types of problem statements might be targeted at fixing the symptoms and not getting to the true root cause of why.
When a nonconformance is reported but the true root cause is not identified, the ongoing impact is seen in plant, process, and people efficiencies. For example, if a process change is not properly identified and training ensues, then un-training and retraining will be required. This will cost valuable time and resources and likely cause chaos and confusion. For these reasons, investing the time and effort to clearly define the problem that needs to be solved is a critical step in getting to the true root cause.
Thatβs why we designed a course on RCA for our FSQers equipped with full competent as professionals.
Join our course to learn more! π·ββοΈπ·ββοΈ | 767 |
| 7 |  π¨βπ¬**ααααααααα»ααααααΆααααααΆααα·ααααααααΆαα QA/QC professional
βRoot Cause Analysis Techniques in Industriesβ
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| 10 |  βοΈα’αααΈαα
ααΆ TQM?βοΈ
π―ααΆαααααααααααα»αααΆαααα»α (TQM)ααΊααΆααΆααα·αααααΆα’αααΈαα·ααΈααΆααααααααααααααααΎααααΈααα½αααΆααααααααααααααααααΆααααααΆαααααααααααΌαα
α·αααααααα’αα·αα·ααα
TQM ααΆααααααααααααααααααααααΆαααααα»αα αα»αααααααααααΎα’αα·αα·αα αα·αααΆαααααααααΉααα»ααααα·αααΆααα’αααααα»αααΆααααααα’ααΆαααααααααΆααα TQM ααααΎ αα»αααααΆααααα αα·αααααα αα·αααΆαααααΆααααααααααααααααααα·αααααΆα ααΎααααΈαααα
αΌααα»αααΆααα
αααα»αααααααα αα·ααααααααΆααααααααα»αα αα»αα
αααααΊααΆαααααΆαααααΆαα α¨ ααααΆαααααααααααα»αααΆαααα»αα
1. Customer-focused - ααΆαααααααΎα’αα·αα·αα
2. Total employee involvement - ααΆαα
αΌααα½ααααααα»ααααα·αααΆααα’αα
3. Process-centered - ααΆααααααααΎααααΎαααΆα
4. Integrated system - αααααααααα½ααααα
αΌαααααΆ
5. Strategic and systematic approach - αα·ααΈααΆααααααα»αααααΆααααα αα·αααΆαααααααα
6. Continual improvement - ααΆααααααα’ααΆαααααααααΆαα
7. Fact-based decision making - ααΆααααααα
α
α·αααααα’ααααΎααΆααα·α
8. Communications - ααααΆαααααα
πTQM course: https://www.facebook.com/share/6G7nCvxTmD8SnNVs/?mibextid=WC7FNe | 890 |
| 11 |  π¨βπ¬**ααααααααα»ααααααΆααααααΆααα·ααααααααΆααααααα professional
TQM (Total Quality Management)
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| 15 |  π¨βπ¬**ααααααααα»ααααααΆααααααΆααα·ααααααααΆαα QA/QC professional
7QC tools/Six Sigma Yellow Belt
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| 19 |  π¨βπ¬**ααααααααα»ααααααΆα KAIZEN FOR PRODUCTIVITY IMPLEMENTS**
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ααααααα’αααΈαα·ααΈααΆααααααααααα’ααΆαααααααααΆααααααααα·αααααααααα»α αα·αααααΌαααΆαα’αα»ααααααααααα»αα αα»αααΆα
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ποΈα α© αα·αα»ααΆ α’α α’α€
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