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Quality control pillar 90-day model area plan
A quality control pillar model area plan is a 90-day plan for proving, on one area of the plant, that defects can be traced to the machine and process conditions that cause them and stopped there, before the method spreads to other areas. The pillar is also called quality maintenance in TPM. The team ranks the defect modes, builds a QA matrix of where each defect is made and caught, analyses the top defect modes, restores basic conditions, checks each countermeasure before closing it, sets the conditions for zero defects and keeps them with a QM matrix of checks. This template has the 13-week plan as a Gantt chart in three phases with the owner, deliverable and done-when of each activity, a scoring table to choose the model area from loss data, the team, a KPI board, the day-90 gate, and the expansion plan for months 4 to 12 in three waves, with a worked example.
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When to use it
When to use a quality control pillar 90-day plan
- When the same defects keep coming back after every corrective action and the plant wants to fix them at the conditions that cause them.
- When a plant is starting the quality pillar and wants to prove the QA matrix and QM matrix on one area before rolling them out.
- When a customer complaint or a scrap spike points at one line, cell or machine group.
- When leaders want a quality plan they can review every week: who does what, by when, and what done looks like.
How to fill it in
- 1
Choose the model area from loss data
Score up to three candidate areas (five in Excel) on loss data, visibility, team willingness and repeatability, from 1 to 3. Loss data here means scrap, rework and customer complaints by area and defect mode. Pick the highest total; on a tie, the higher loss data score wins.
- 2
Name the team and write day 1
Sponsor, pillar lead, the quality engineer, a process engineer and a maintenance technician, the area supervisor and operators. In Excel, day 1 and the status date set the dates and status of every activity.
- 3
Set the baseline and the day-90 targets
Defects a week, first pass yield, customer complaints, the share of top defect modes with a confirmed cause and the share of settings in the QM matrix.
- 4
Run the 13 weeks and update the plan every week
Move a bar if your area needs it, write the week each activity really finished, and add one actual per KPI each week. Late activities turn red in the Excel version.
- 5
Pass the day-90 gate
The sponsor and pillar lead check the six gate items with evidence. If one is not met, fix it before any other area starts.
- 6
Plan the expansion waves
Wave 1 goes to the lines with the same process or machine type, with the model area quality engineer and operators running the first QA matrix in each. Each new area runs its own 13 weeks against its own baseline.
The 90-day plan
Week by week: from the QA matrix to the QM matrix
The standard plan printed on page 1 and in the Excel version. Days 1 to 30 are weeks 1 to 4, days 31 to 60 weeks 5 to 9 and days 61 to 90 weeks 10 to 13. Move the weeks to fit your area.
| Weeks | Activity | Owner | Deliverable | Done when |
|---|---|---|---|---|
| 1 | Choose the model area and form the team (Setup) | Pillar lead | Team list; area chosen with the selection table | Team named, sponsor agreed, first meeting held |
| 1 to 3 | Collect defect data and rank the defect modes (Data) | Quality engineer | Defects by mode, internal and customer, with a Pareto | Top defect modes ranked and the baseline set |
| 2 to 4 | Build the QA matrix (QA matrix) | Quality engineer | Defect modes against stations: where each is made and where it is caught | Every defect mode in the period is on the matrix with a class |
| 3 to 5 | Check and contain at the source (QA matrix) | Area supervisor | What each station checks; containment for defects that escape | No top defect mode reaches the customer while the work goes on |
| 4 to 7 | Defect mode analysis on the top defect modes (Analysis) | Model area team | One sheet per mode: phenomenon, 4M causes, why-why, conditions | Each top mode has a cause confirmed by a test or data |
| 5 to 8 | Restore basic conditions on the machines (Conditions) | Maintenance technician | Worn parts, tooling and settings restored, with the AM and PM teams | Machines meet their basic conditions |
| 6 to 9 | Countermeasures, checked before closing (Countermeasures) | Process engineer | Countermeasure per cause and a robustness check of each | Defect mode does not come back over the agreed check period |
| 8 to 10 | Set the conditions for zero defects (Conditions) | Process engineer | For each mode: the machine and process settings and their limits | Every top mode has its settings and limits written down |
| 9 to 11 | Build the QM matrix (QM matrix) | Quality engineer | Each setting with its standard, how it is checked, how often and by whom | Every setting is in an operator check or a PM task |
| 10 to 12 | Train the checks into standard work (Standards) | Area supervisor | One point lessons and updated standard work at each station | Operators do the new checks without help |
| 11 to 13 | Update the QA matrix and check the trend (QA matrix) | Quality engineer | QA matrix with new data; defect trend against baseline | Matrix reflects the new checks and classes |
| 13 | Day-90 review and decision to expand (Gate) | Sponsor | Day-90 gate sheet, KPIs against baseline, lessons | Gate signed by the sponsor and the pillar lead |
1
- Activity
- Choose the model area and form the team (Setup)
- Owner
- Pillar lead
- Deliverable
- Team list; area chosen with the selection table
- Done when
- Team named, sponsor agreed, first meeting held
1 to 3
- Activity
- Collect defect data and rank the defect modes (Data)
- Owner
- Quality engineer
- Deliverable
- Defects by mode, internal and customer, with a Pareto
- Done when
- Top defect modes ranked and the baseline set
2 to 4
- Activity
- Build the QA matrix (QA matrix)
- Owner
- Quality engineer
- Deliverable
- Defect modes against stations: where each is made and where it is caught
- Done when
- Every defect mode in the period is on the matrix with a class
3 to 5
- Activity
- Check and contain at the source (QA matrix)
- Owner
- Area supervisor
- Deliverable
- What each station checks; containment for defects that escape
- Done when
- No top defect mode reaches the customer while the work goes on
4 to 7
- Activity
- Defect mode analysis on the top defect modes (Analysis)
- Owner
- Model area team
- Deliverable
- One sheet per mode: phenomenon, 4M causes, why-why, conditions
- Done when
- Each top mode has a cause confirmed by a test or data
5 to 8
- Activity
- Restore basic conditions on the machines (Conditions)
- Owner
- Maintenance technician
- Deliverable
- Worn parts, tooling and settings restored, with the AM and PM teams
- Done when
- Machines meet their basic conditions
6 to 9
- Activity
- Countermeasures, checked before closing (Countermeasures)
- Owner
- Process engineer
- Deliverable
- Countermeasure per cause and a robustness check of each
- Done when
- Defect mode does not come back over the agreed check period
8 to 10
- Activity
- Set the conditions for zero defects (Conditions)
- Owner
- Process engineer
- Deliverable
- For each mode: the machine and process settings and their limits
- Done when
- Every top mode has its settings and limits written down
9 to 11
- Activity
- Build the QM matrix (QM matrix)
- Owner
- Quality engineer
- Deliverable
- Each setting with its standard, how it is checked, how often and by whom
- Done when
- Every setting is in an operator check or a PM task
10 to 12
- Activity
- Train the checks into standard work (Standards)
- Owner
- Area supervisor
- Deliverable
- One point lessons and updated standard work at each station
- Done when
- Operators do the new checks without help
11 to 13
- Activity
- Update the QA matrix and check the trend (QA matrix)
- Owner
- Quality engineer
- Deliverable
- QA matrix with new data; defect trend against baseline
- Done when
- Matrix reflects the new checks and classes
13
- Activity
- Day-90 review and decision to expand (Gate)
- Owner
- Sponsor
- Deliverable
- Day-90 gate sheet, KPIs against baseline, lessons
- Done when
- Gate signed by the sponsor and the pillar lead
What's on the gates
The day-90 gate and the wave gate for the quality control pillar
The day-90 gate decides whether the model area is ready to be copied; the wave gate is checked for each new area before the next wave starts. Both are on page 3 of the PDF and on the Excel version's Day-90 gate and Expansion sheets.
Day-90 gate
All met before the first expansion wave starts
- 1Every top defect mode has a confirmed cause and a countermeasure that held
- 2The QA matrix is up to date and no top defect mode reaches the customer
- 3Every setting that prevents a top defect mode is in the QM matrix with a check and an owner
- 4Operators do the new checks as part of standard work
- 5The KPI board has 13 weeks of data against the baseline
- 6The matrices, analyses and lessons are written up so another team can copy them
Wave gate
For each new area, before the next wave starts
- 7The area passed the same day-90 gate as the model area
- 8Its KPIs are measured against its own baseline, not the model area's
- 9The QA and QM matrices and lessons were copied and adapted, and the copy is recorded
- 10Coaches for the next wave are named and have run a session with the pillar lead watching
- 11The model area was audited again and still holds its standard
A filled-in example
Illustrative, not a benchmarkAn example: a plastic injection molding plant (illustrative, with made-up numbers; the same as page 4 of the PDF and the Excel example sheets). Not a benchmark.
- Model area choice, loss data, visibility, team willingness and repeatability scored 1 to 3: Molding cell 4 scored 11, Assembly line 1 scored 9 and Paint line scored 7. Molding cell 4 had the most scrap (short shots and flash), the team asked to work on it, and the same press and tool types run in four other cells.
- Defects at the model area: baseline 60 a week, day-90 target 20 a week, week 13 actual 26 a week, 85% of the gap closed.
- First pass yield: baseline 92%, day-90 target 98%, week 13 actual 97%, 83% of the gap closed.
- Customer complaints from the area: baseline 4, day-90 target 0, week 13 actual 1, 75% of the gap closed.
- Top defect modes with a confirmed cause: baseline 0%, day-90 target 100%, week 13 actual 100%, 100% of the gap closed.
- Settings covered by the QM matrix: baseline 0%, day-90 target 100%, week 13 actual 100%, 100% of the gap closed.
The team passed the day-90 gate in week 13. Wave 1 (months 4 to 6) went to Molding cells 2, 3 and 5, wave 2 (months 7 to 9) to Assembly lines 1 and 2, and wave 3 (months 10 to 12) to Paint line, incoming inspection, with a model area team member coaching each wave 1 area.
Common mistakes
Starting with every defect at once
Rank the defect modes and work on the top few. A plan that chases every defect in the first 90 days finishes none of them.
Closing a countermeasure the day it is fitted
Check that the defect mode stays away over an agreed period, and that the fix will hold when people, material or settings change, before it is closed.
Finding the cause and not the condition
A root cause such as a worn guide or a drifting temperature needs a setting, a limit and a check, or it comes back. That is what the QM matrix is for.
Leaving the checks with the quality team
Each setting in the QM matrix needs an owner on the floor: an operator check or a maintenance task, written into standard work.
Spreading before the gate
Copying matrices to new lines before the model area shows the defects stay down spreads paperwork, not results. Hold the gate, then expand in waves.
Download the template
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Run this template in LeanSuite
In LeanSuite the QA Matrix pulls internal and customer defect data into one place, gives each defect an AA, A, B or C priority from where it was caught, how severe it is, what it costs and how often it recurs, and turns a top defect into a Kaizen or CAPA project in one click.
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FAQ
Quality control pillar 90-day model area plan: common questions
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- Quality circle meeting recordA circle's charter, a one-page record for each meeting and a problem register that follows every problem from selected to closed or escalated.
- Weekly maintenance schedule templateNext week's maintenance jobs, scheduled only when ready, loaded against each craft's hours by day, with schedule compliance and break-ins at week end.
- Operational excellence assessment templateThe ten principles of operational excellence as 30 behaviors and practices you can see, scored 1 to 5 by several people, with the spread, the three lowest principles and an action plan.
- Scrum meeting agenda templateTimed agendas for the five scrum meetings, a sprint planning sheet, a retrospective sheet, and an Excel sprint backlog with a burndown.
- Toyota Production System (TPS) house templateThe TPS house for one plant or value stream: roof, two pillars and foundation, with what you do today, the evidence, a status and the next step for each element.
- EPEI and batch size calculatorHow often each part can come round on a shared machine (EPEI) and how big each batch must be, from demand, cycle times and changeovers, now and after SMED.
- People, process, technology (PPT) assessmentCheck one change before go-live: 18 people, process and technology statements scored 1 to 4 by the people who will use it, the lowest element and the actions.
- Process capacity sheet templateEach machine in a part's routing with manual, auto and tool change time, its capacity per shift, and the step that limits the cell against demand.
- Jidoka worksheet (stop at abnormality)For one line or cell, every abnormality that should stop the work: how it is detected, how the work stops, who is called, the immediate fix and the root cause step, plus a log of real stops.
- Team charter templateA one-page charter for a standing team: purpose, scope, roles, the KPIs it owns, which decisions it makes itself, norms and cadence.
- Chaku-chaku line plannerPlan a load-load cell: time each machine, load and walk, check that every machine is ready when the operator comes back, compare the cell cycle with takt and size the crew.
- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- X-bar and R control chart template25 subgroups with means and ranges, control limits from A2, D3 and D4, signal flags, both charts and a reaction log.
- Gage R&R study sheet10 parts, 2 or 3 appraisers, 2 or 3 trials: EV, AV, GRR, PV, %GRR and ndc by the average and range method.
- Root cause analysis templateOne report from problem statement to proof: containment, evidence, analysis, verified causes, actions and the effectiveness check.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Focused improvement 90-day model area planThirteen weeks from the loss Pareto to standardized fixes on one model line, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.