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1. Problem-solving process |
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1.1. Quality problem definition |
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1) Quality problem definition is clear and with unified standard | 1 | 2 | 3 | 4 | 5 |
2) The problem description is clear and can be understood by various departments | 1 | 2 | 3 | 4 | 5 |
3) Quality-related data are recorded clear and accurate. | 1 | 2 | 3 | 4 | 5 |
4) The evaluation criteria for the severity of the problem or defect are uniform and can be understood and applied by the staff of the relevant departments | 1 | 2 | 3 | 4 | 5 |
1.2. Problem Analysis |
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1) The quality analysis equipment is ample and advanced | 1 | 2 | 3 | 4 | 5 |
2) The quality problems can be analysed in time and the analysis results can be obtained in time | 1 | 2 | 3 | 4 | 5 |
3) Analysis results are recognized by the problem-solving team and are very persuasive | 1 | 2 | 3 | 4 | 5 |
4) Analysis of the results can always be recognized by quality executives and has a strong convincing | 1 | 2 | 3 | 4 | 5 |
1.3. Root cause analysis (RCA) |
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1) Carry out RCA scientifically rather than directly to the proposed solution | 1 | 2 | 3 | 4 | 5 |
2) RCA relies mainly on personal experience rather than data | 1 | 2 | 3 | 4 | 5 |
3) RCA tools is diversified and can be understood and used by most employees | 1 | 2 | 3 | 4 | 5 |
4) The root cause of the problem can always be found and comprehensive | 1 | 2 | 3 | 4 | 5 |
1.4. Solution |
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1) Solution implementation and validation has certain standards | 1 | 2 | 3 | 4 | 5 |
2) Temporary solutions are used as long term solution | 1 | 2 | 3 | 4 | 5 |
3) The solutions will be evaluated and then implemented | 1 | 2 | 3 | 4 | 5 |
4) Implementation effect of the solution will been evaluated | 1 | 2 | 3 | 4 | 5 |
1.5. Lessons Learned (LeLe) |
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1) The company do lesson learn after the problem is solved | 1 | 2 | 3 | 4 | 5 |
2) LeLe can be well stored and documented | 1 | 2 | 3 | 4 | 5 |
3) LeLe plays an important role in solving new quality problems | 1 | 2 | 3 | 4 | 5 |
2. Human factors |
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2.1. Leadership |
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1) The CEO/Administrator is a primary driving force behind quality improvement efforts. | 1 | 2 | 3 | 4 | 5 |
2) The senior executives allocate adequate organizational resources to improving quality. | 1 | 2 | 3 | 4 | 5 |
3) The senior executives have articulated a clear vision for improving the quality of products. | 1 | 2 | 3 | 4 | 5 |
4) The senior executives act on suggestions to improve the quality of products. | 1 | 2 | 3 | 4 | 5 |
2.2. problem-solving team |
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1) When quality problems occur, can quickly organize the relevant personnel to form the problem-solving team | 1 | 2 | 3 | 4 | 5 |
2) problem-solving team leader is clear | 1 | 2 | 3 | 4 | 5 |
3) The problem-solving team effectively coordinate their efforts with others to solve the quality problems | 1 | 2 | 3 | 4 | 5 |
4) The team members have a certain level of competency and problem-solving skills | 1 | 2 | 3 | 4 | 5 |
3. Data, Information & Knowledge |
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1) Problem-solving team collects and uses a wide range of data, information and knowledge to solve the problem. | 1 | 2 | 3 | 4 | 5 |
2) The company continually tries to improve how it uses data, information and knowledge on the problem-solving. | 1 | 2 | 3 | 4 | 5 |
3) Quality data can be recorded and documented with accuracy | 1 | 2 | 3 | 4 | 5 |
4) Data, information and knowledge can be found in a timely manner | 1 | 2 | 3 | 4 | 5 |
5) Data, information and knowledge can be effectively shared between the relevant departments | 1 | 2 | 3 | 4 | 5 |