apostila círculos de controle da qualidade (ccq)

8/14/2019 Apostila Crculos de Controle da Qualidade (CCQ)

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___________________________________________________________GAP Crculos de Controle da Qualidade - CCQ

FACULDADE ATENAS MARANHENSE - FAMACOORDENAO DE ADMINISTRAOCURSO DE ADMINISTRAO

PROFESSOR: GERISVAL ALVES PESSOA

Equipes de Melhoria

ContnuaCrculos de Controle da QualidadeGerisval Alves Pessoa

So Lus

Julho de 2008

______________________________________________________________________________ Gerisval Alves PessoaMicro GAP C:\CCQ\Curso CCQ.doc Reviso: 02 01/04/08

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SUMRIO

INTRODUO 3

OBJETIVO4

PROGRAMA DO CURSO4

TRANSPARNCIAS DO CURSO 5

EXERCCIOS51

EXERCCIO No 1 - DINMICA: QUADRADOS DE MADEIRAS52

EXERCCIO No 2 - VIVENCIAR O BRAINSTORMING53

EXERCCIO No 3 - VIVENCIAR A MATRIZ DE PRIORIZAO54

EXERCCIO No

4 - VIVENCIAR A FOLHA DE VERIFICAO55

EXERCCIO No 5 - VIVENCIAR O GRFICO SEQUNCIAL56

EXERCCIO No 6 - VIVENCIAR A ESTRATIFICAO58

EXERCCIO No 7 - VIVENCIAR O DIAGRAMA DE CAUSA-E-EFEITO59

EXERCCIO No 8 - VIVENCIAR O PLANO DE AO62

TEXTOS SELECIONADOS63

REFERNCIAS66


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INTRODUO

com grande satisfao que apresentamos este Manual de Treinamentosobre osCrculos de Controle da Qualidade - CCQ. Um programa inovador que

traz comobandeira "O Crescimento do Ser Humano", mostrando de forma

sistmica como otrabalhador, neste novo momento, evolui de mo-de-obra a crebro-de-

obra e a pes-soa, exteriorizando toda uma potencialidade que necessitava ser

descoberta e utili-zada para gerar mudanas, no s num mbito profissional, como

tambm, pessoal.

voc trabalhador e agente de mudanas, afirmamos que o seuprogresso, o seu

sucesso, a sua auto-realizao e sua auto-estima so os maiores emelhores indica-

dores do xito do programa CCQ.

Neste manual, voc encontrar o apoio terico necessrio para iniciar asua cami-

nhada infinita de crescimento no mundo interior chamado "Voc".


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OBJETIVO

Capacitar os participantes nos conceitos e ferramentas dos Crculos de

Controle daQualidade - CCQ.

P R O G R A M A

*0 Conceitos de CCQ*1 Objetivo do CCQ

*2 Como surgiram o CCQ*3 CCQ x GQT*4 Dificuldades de conduo do CCQ*5 Fundamentos do CCQ*6 Estudo da motivao*7 Prticas e desenvolvimento do CCQ*8 Conceito de problema*9 Conceito do ciclo PDCA*10 Conceitos e utilizao das ferramentas bsicas do CCQ*11 Aplicao das Ferramentas bsicas do CCQ:

- Brainstorming

- Matriz de priorizao- Folha de verificao


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- Grfico sequncial- Estratificao- Diagrama de Causa e Efeito- Tabela de descartes- Teste de hipteses

- Mtodo dos "por qus"- Plano de Ao - 5W2H

CONCEITO E OBJETIVO DO CCQCONCEITO E OBJETIVO DO CCQ

CONCEITO:

qCCQ a atividade de grupos voluntrios e autnomos,constitudos, preferencialmente, de, no mnimo 3 e no mximo 7participantes de uma mesma rea de trabalho.

OBJETIVO:

q Aprimorar tudo o que cerca seu trabalho, contribuindo para ocrescimento do ser humano, atravs da participao nasoluo de problemas atuais e potenciais, de forma contnua.


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NOTAS: _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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HISTRICO DO CCQHISTRICO DO CCQ

50 60 70 80 90

50

71

83

GQT

CCQ

CCQ

GQT

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NOTAS: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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CCQs - So importantesespaos de atuaopara que os empregadospossam participar comdeterminao de todo oprocesso.

GQT CCQs

COMPLEMENTARESINTERDEPENDENTES

GQT - o compromissoda empresa com aqualidade e o seu sistemagerencial, voltado parasatisfao de todos osenvolvidos.

CCQ x GQTCCQ x GQT


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NOTAS: ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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FUNDAMENTOS DO CCQFUNDAMENTOS DO CCQ

Contribuir para o desenvolvimentoda Empresa: Participar dos processos decisrios Aplicar talento

Extravazar capacidadecriadora:

Autodesenvolvimento Auto-realizao Estima

PRINCPIOS BSICOS: Autodesenvolvimento; Prazer em trabalhar;

Participao; Aplicao de tcnicas de controle de qualidade; Fortalecer atividades dos crculos; Desenvolvimento mtuo; Usar criatividade; Conscincia; Voluntariedade.

BENEFICIRIOS: Empregados; Grupo; Empresa; Sociedade.

NOTAS: _____________________________________________________________________


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A HIERARQUIA DAS NECESSIDADESA HIERARQUIA DAS NECESSIDADES

HUMANAS (A. MASLOW)HUMANAS (A. MASLOW) Aplicadas

Plano de Carreira, E&T,Indenizaes, Planos de Seguro,Benefcios, Sistemas Premiao

Resolver Problemas, Partic. deProjetos Desafiadores, Partic. deEventos de E&T

Reconhecim., Elogios, Ttulos,Smbolos de Status, Promoo,Concursos

Grupos de Trabalho (formais einform.), Assoc., Participao deEventos

Salrio, Frias, Intervalos, gua,Temp. Adequada, AmbienteLimpo/Saudvel

Realizao do seu prpriopotencial, auto-desenvolvim.,criatividade, auto-expresso,

Auto-confiana,independncia, reputao.

Sentimentos de aceitao,amizade, associao, depertencer a um grupo.

Proteo sua e da familia,estabilidade no lar e noemprego.

Sobrevivncia, alimentao,roupa e teto.

SimultaneidadeNecessidades Bsicas

Sociais

Ego ou estima

Auto-realizao

Fisiolgicas

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MOTIVAO x INSATISFAOMOTIVAO x INSATISFAO

rea de motivao(presena de fatores de

motivao)

Mxima motivao

Mxima insatisfao

Ponto Zero

A pessoa no est

nem motivada enem insatisfeita

rea de insatisfao(presena de fatores de

higiene)

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SATISFAO x MOTIVAOSATISFAO x MOTIVAO

- Programas e Administrao

- Superviso / Gerncia

- Condies de Trabalho

- Relaes Interpessoais

- Dinheiro, status, segurana

- Auto realizao

- Reconhecimento

- Desafio

- Maior responsabilidade

- Crescimento e desenvolvimento

FATORES DE MOTIVAO(Relativos ao Trabalho)

FATORES DE MANUTENO(Relativos ao Ambiente)

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DIAGRAMA DE HERSEYDIAGRAMA DE HERSEY

CONHECIMENTO

HABILIDADE

ATITUDE PESSOAL

COMPORTAMENTO PES

SOAL

COMPORTAMENTO DO

GRUPO

A

A

GRAU DEDIFICULDADE

TEMPO

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COMO SE BENEFICIAM EMPREGADOSCOMO SE BENEFICIAM EMPREGADOS

e EMPRESAS COM O CCQ?e EMPRESAS COM O CCQ?

- Valorizao do trabalho de cada um

- Melhoria do seu relacionamento humano

- Integrao com seus colegas

- Participao em anlises de problemas

- Maior motivao no trabalho- Desenvolvimento no trabalho

- Treinamento contnuo- Aperfeioamento profissional

- Desenvolvimento de novas idias e auto-realizao profissional.

- Aperfeioamento das tcnicas de

fabricao e processo

- Melhoria da qualidade

- Racionalizao dos trabalhos

- Diminuio dos custos com aumentoda produtividade

- Desenvolvimento e maior integrao

de seus funcionrios.

EMPRESASEMPREGADOS

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ESTRUTURA DE UM

GRUPO DE CCQ

ESTRUTURA DE UMESTRUTURA DE UM

GRUPO DE CCQGRUPO DE CCQFUNO PAPEL

Lder

Secretrio

Membros(Circulistas)

Conduz e encoraja o grupo deforma participativa e contnua.

Responde pela parteadministrativa do grupo.

Participam e colaboram comos pares e lder do grupo.

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ATRIBUIES DOS MEMBROS

DE UM GRUPO DE CCQ

ATRIBUIES DOS MEMBROSATRIBUIES DOS MEMBROS

DE UM GRUPO DE CCQDE UM GRUPO DE CCQ

1- Estimular e motivar todos os membros e desenvolver conscincia do traba-lho participativo;

2- Promover integrao entre os membros;3- Providenciar para que as reunies ocorram de forma adequada;4- No permitir que as discusses desviam do objetivo da reunio;5- Relacionar-se com os gerentes/facilitadores/coordenao, visando propor -

cionar um bom andamento dos trabalhos;6- Encaminhar aos gerentes as sugestes decorrentes dos estudos realizados;7- Participar do comit de lderes e contribuir para a troca de experincia;8- Representar o grupo quando necessrio;9- Conduzir os trabalhos de conformidade com a filosofia, mtodos e tcnicas

especficas dos CCQ's.

ATRIBUIES DO LDER

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DE UM GRUPO DE CCQ



1- Anotar e registrar o andamento dos trabalhos do grupo;

2- Convocar os membros para as reunies;

3- Manter atualizadas as informaes do Grupo;

4- Elaborar cronograma das reunies;

5- Substituir o lder em sua ausncia ou impedimento;

6- Relatar os assuntos tratados nas reunies.

ATRIBUIES DO SECRETRIO

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1- Participar na identificao, seleo e negociao dos temas;

2- Coletar dados e informaes sobre temas em estudo;

3- Contribuir com idias e sugestes e preservar os objetivos dos CCQ's;

4- Auto desenvolver-se para melhorar sua participao;

5- Difundir os CCQ's junto a seus pares;

6- Participar da implantao das sugestes.



DE UM GRUPO DE CCQ



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FREQUNCIA E DURAOFREQUNCIA E DURAO

DAS REUNIESDAS REUNIES

q As reunies devem ser realizadas durante o expediente,com durao mdia de 1 (uma) hora, uma vez por semanaou, no mnimo, de 15 em 15 dias.

Notas

Em situaes especiais, o grupo pode aumentar ou diminuir a frequnciadas reunies, de acordo com a etapa e o andamento do trabalho emquesto.

De qualquer maneira, em qualquer situao o gerente deve ser consul-tado, principalmente por ter autonomia para decidir a melhor forma dogrupo se reunir.

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COMO UMA REUNIO DECOMO UMA REUNIO DECCQ CONDUZIDACCQ CONDUZIDA

QUEM

LDER SECRETRIO CIRCULISTAOBSERVAES GERAIS

L a ata da reunioanterior

Identificam as pendncias e as discutem

Desenvolvem a metodologia

Determina tarefas/define prazos

Faz ata de reunio

Na data definida no cronograma anual

Em consenso entre todos os participantes

Para avaliar os assuntos tratados

Atravs do PDCA tpico para grupos de CCQ

Identificar o que cada um pode fazer, visandoagilizar trabalho

___

Conforme modelo fornecido pela coordenao

Divulgae Arquiva

Faz abertura dareunio

Padro Tcnico de Reunio - PTRSISTEMA: Padro para desenvolvimento das reunies dos grupos de CCQ

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IncentivarRespeitar a voluntariedadeAprovar o problema / trabalhoAprovar as propostas de soluoCuidar da padronizaoReconhecer os grupos

PAPEL DO GERENTEPAPEL DO GERENTEPAPEL DO GERENTE

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FLUXOGRAMA DE FUNCIONAMENTODOS GRUPOS DE CCQ

FLUXOGRAMA DE FUNCIONAMENTOFLUXOGRAMA DE FUNCIONAMENTODOS GRUPOS DE CCQDOS GRUPOS DE CCQ

GERENTE COORDENAO EMPREGADO GRUPO DE CCQ

INCENTIVA

SOLICITAREGISTRO

APROVA

ENTREGACERTIFICADO

ELEGE LDER E SECRETRIO

ADERE

TREINA

DEFINE NOME E LOGOTIPO

REGISTRA EEMITE

CERTIFICADOIDENTIFICA PROBLEMAS

CLASSIFICA OS PROBLEMAS

PRIORIZA OS PROBLEMAS

RESOLVE O PROBLEMA ATRAVS DAAPLICAO DO PDCA

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CARACTE-RSTICAS GRUPO DE CCQ

GRUPO DE SOLUODE PROBLEMAS

Compulsria

CCQs X Grupos de SoluoCCQs X Grupos de Soluo

de Problemasde Problemas

Grupo

Funcional

Temporria

Gerncia

Multifuncionalou Funcional

Permanente

Voluntria

Atuao

Definio doproblema

Existncia

Formao

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CCQ x DIRETRIZES x 5S x ROTINACCQ x DIRETRIZES x 5S x ROTINACCQ x DIRETRIZES x 5S x ROTINA

P D C AP D C A

5S

GERENCIAMENTO DA ROTINA

DIRETRIZES CCQ

EXECUTANTEGERENTE

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PROBLEMAPROBLEMA

CONCEITO:

q O RESULTADO INDESEJADO DE UMPROCESSO

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COMO DESCREVER UMCOMO DESCREVER UMPROBLEMA / TRABALHOPROBLEMA / TRABALHO

EXEMPLO:Excesso de manuteno corretiva nas locomotivas srie 900Tempo elevado para montagem e desmontagem de truques de

trs peas

PROBLEMA: EFEITO OBJETO LOCAL

A redao dos ttulos de problemas e trabalhos dos CCQs poderser realizada da seguinte forma:

EXEMPLO:Reduo de manuteno corretiva nas locomotivas srie

900Dispositivo para montagem e desmontagem de truques

de trs peas

TRABALHO: AO OBJETO LOCAL

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TIPOS DE ASSUNTOSTIPOS DE ASSUNTOSQUE INTERESSAM AO CCQQUE INTERESSAM AO CCQ

Problema simples e derelevncia para osgrupos

Limpeza, registro, fluxo de informa-es, desperdcio, manuseio mate -riais, ferramentas, mquinas, causasde desconforto e insegurana

Locais deTrabalho

Problema de relevnciapara a rea

Problemas repetitivos em mquinas eequipamentos tarefas que causam fa-digas e riscos, mtodos trabalho,meio ambiente (rudo e poluio) usode ferramentas

rea

Questes operacionaisrelevantes

Conforme itens de controle da rea. rea eUsurios

01

02

03

FASE TIPO DEPROBLEMA

REAS DEINVESTIGAO

ABRANGNCIA

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1. Definir o problema e a

necessidade de atacar.

2. Como ocorre e suascaractersticas

(5W1H).

3. Descobrir por queocorre.

4. Planejar as aes

para eliminar oproblema.

PDCA - Objetivo de Cada FluxoPDCA - Objetivo de Cada Fluxo

P

DC

A

1 23

4

5

7

8

6

5. Garantir a aplicao dasmedidas planejadas

6. Verificar a eliminaoou no do problema.

7. Evitar a repetiodos problemas nofuturo (padronizar asaes).

8. Avaliar as atividades do grupodurante a resoluo doproblema.

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ROTEIRO RESUMO DE UMROTEIRO RESUMO DE UMTRABALHO DE CCQTRABALHO DE CCQ

Etapa Fase Ferramenta / Recurso sugeridos

1-Identificaodo problema

a)Levantamento deproblemas

Brainstorming

b) Escolha do Problem a Matriz de priorizao (parm etrosdefinidos) G rficos, pesquisas,votao, etc...

c) Mostrar a im portnc ia deestudar o problema (razo daescolha)

reunio

d) Buscar aprovao dogerente

reunio

2 -

Observaodo Problema

a) Planejamento da

observao.

Brainstorming (quais informaes)

b) Conhecer o problem a Fotos e film es, Fluxogram a,Relatrios, grficos; Folha deveri ficao; Vis itas s reas e locaisonde o problema ocorre.

c ) Defini r o problema, meta eprazod) Cronogram a Inicial cronograma

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Etapa Fase Ferram enta / Recurso sugeridos

3- Anlise doProblema

a) Levantar hipteses decausas

B ra in sto rm i ng ( po rq u ), D ia gra m ade causa e efeito.

b ) Se le c io n ar a s h ip t ese s d e

causas mais provveis

D ia gra m a d e c au sa e e fe ito ; D ad os

e fatos obtidos na fase deo bs er va o ( pa ra i de nti fi ca r q ua is

hipteses de causas so m ais

significativas); Experincia do grupo

c) Buscar as causasfundamentais do problema

Util izao dos porqus

Diagrama de causa e efei to

d) Reflexo sobre a causafundamental

reunio, anlise de relatrios,pesquisas

4- Plano de

Ao

a) Propor e selec ionar

solues

B ra in sto rm in g ( co m o) ; A n lis e d e

via bilida de da s olu o, vota o,sim ula o, fluxogram a do novo

processo.

b ) E lab o ra r o Plan o d e Ao 5 W 2 Hc ) R e ve r c ro no gra m a i ni ci al eorar

cronograma; relatrio de custo

d) O bte r a poio g ere ncial reun i o

5- Ao a) T reinar pessoal que vai

im plem entar as aes (seno previsto no plano de

ao)

reun i o e tre in am en to no loc al de

trabalho, etc...

b) Implantar plano de ao

c ) Aco m p an h ar im p la n ta o ,efetuando os ajustes

necessr ios

relatrios, grficos, etc...

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Etap a Fas e Fe rram e n ta / R e c urs o s ug e rid o s

6- V er ific a o a V er ific ar a tin gim en to d asmetas

grfic os, relatrios, m edi es,pesquisas, etc...

b) Iden tific ar o s benef cios

tangveis e in tangveisc) Identi ficar o aparec imento

de efeitos colaterais

7 - Padroniza r e Estabe lece r

Controle

a)E la bo rar a pr op os ta p ar acriao de procedim entos

padres ou rever se for ocaso

b) Elaborar proposta de

m anual de treinam ento ou

rever se for o caso

c) Elaborar proposta do planode c ontrole ou rever se for o

caso8) Conc luso a) Reflet ir sobre as atividades

do grupo considerando os

objetivos do CC Q

grfic o radar; re unie s; plano de

ao para m elhorar os itens com

maior potencial de desenvolvimento

b ) Conso li da r o aprendizadodo grupo de CCQ (lio que

ficou)

c) Organizar e concluir o

relatrio finald) Elaborar planos para o

futuro

e) Apresentar o t raba lho reunies, seminrios , convenes.

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BRAINSTORMINGBRAINSTORMINGCONCEITO:

uma tcnica que visa desinibir osparticipantes da reunio para que dem omaior nmero possvel de idias,encorajando o pensamento criativo de todos.

UTILIZAO:

Utilizado para o levantamento de idias

relacionadas a um determinado assunto ouobjetivo, como escolha de tema paratrabalho de CCQ, provveis causas,solues de um problema etc.

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MATRIZ DE PRIORIZAOMATRIZ DE PRIORIZAOCONCEITO:

uma matriz especialmente construda para ordenar uma lista deitens. uma ferramenta para tomadas de decises, j queestabelece a priorizao, que pode ou no ser baseada em critrioscom pesos definidos (Ex.: 5, 3 e 1).

UTILIZAO:

A matriz deve ser usada quando:

a) Todos concordam com os critrios de soluo,mas discordam da ordem de implementao.

b) Tem-se dificuldade em sequenciar a execuode uma srie de tarefas.

c) Tem-se dificuldade em definir melhor oproblema.

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TOTAL

PROBLEMAS

RAPIDEZAUTONOMIASIMPLICIDADEFATORES BENEFICIO

PONTUAO / PESOS DEFINIDOS1 53

MATRIZ DE PRIORIZAOMATRIZ DE PRIORIZAOModelo conceitual

1.

2.

3.

4.

5.

6.

OUTROS

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FOLHA DE VERIFICAOFOLHA DE VERIFICAOCONCEITO:

a ferramenta da qualidade utilizada para facilitar eorganizar o processo de coleta e registro de dados, deforma a contribuir para otimizar a posterior anlise dosdados obtidos.

UTILIZAO E ELABORAO: Defina o objetivo da coleta de dados. Inclua campos para a identificao da(s) pessoa(s)

responsvel(eis) pelo preenchimento da folha de verificao (quem). Inclua campos para o registro da origem dos dados (turno, data decoleta, turma, perodo da coleta, etc...).

Instrua a todas as pessoas envolvidas na coleta de dados sobre aforma de preenchimento da folha de verificao, e exatamente oque, onde, quando e como ser medido.

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FOLHA DE VERIFICAOFOLHA DE VERIFICAO

PROBLEMA: Queima excessiva de lmpadas

RESPONSVEL: Z Coleta

DATA/PERODO: _____________ TURMA: ___A_____ TURNO: __0 s 6h_____

LOCAL

QUARTO

SALA

BANHEIRO

TOTAL

TS ST Q Q S S D Q SQ S D TOTAL

Modelo conceitual

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ESTRATIFICAOESTRATIFICAO

CONCEITO/UTILIZAO :Ferramenta utilizada para dividir o todo em partes (estratos),facilitando a observao individual das mesmas.

EXEMPLO:

Estratificao da quantidade de conexes consumidas numa instalao predial.ESTRATO QUANT. % % ACUM ULADO

JOELHO DE PVC 90 DE 3/4" 70 50,00 50,00UNIO DE PVC DE 3/4 40 28,60 78,60NIPEL DE PVC DE 3/4 30 21,40 100,00

TOTAL 140 100,00 --

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DIAGRAMA DE CAUSA E EFEITODIAGRAMA DE CAUSA E EFEITO

CONCEITO/UTILIZAO :Esse diagrama tem na verdade um conceito anterior, o de MEIO e FIMproposto por MASLOW. Segundo este conceito, o FIM ou oPROBLEMA, est sempre no resultado de um trabalho, processo outarefa. O MEIO ou CAUSA DO PROBLEMA, est sempre nos recursosutilizados para a execuo do trabalho, processo ou tarefa.

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COMO USAR? A equipe deve se munir de todos os dados e informaes disponveis, fazerum brainstorming ou seja, uma tempestade de idias . O brainstorming deve ser conduzido pelo lder, nos seguintes passos

apostila círculos de controle da qualidade (ccq)

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