3. What are they?
The seven basic tools according to Ishikawa
are:
Check sheets
Flow charts
Cause and effect diagram
Scatter diagram
Control chart
Graphs & Histograms
Pareto diagram
4. 1.Check sheets
What is a check sheet?
A form or sheet used to record data.
Tools for identifying
5. Function of Check Sheets
According to Ishikawa 1982, check sheets have the
following functions:
1. Production Process distribution checks
2. Defective item checks
3. Defective location checks
4. Defective cause checks
5. Check-up confirmation checks
6. Others
6. Example of a simple check sheet. (for car valet
operation)
Car type
Car registration
Ford Focus
W357 PHR
Interior vacuumed √
Upholstery cleaned √
Dash board cleaned √
De odorised √
Body washed √
Washed waxed &
Polished
√
Under car washed √
Wheels washed √
Tyres blacked √
Comments: Front bumper badly
scratched on delivery, this can not be covered
Performed / Checked by
J Bloggs
Date 2 May 2008
7. Example of a simple process check sheet.
(attributes)
Model XYZC217 Batch
failures 1 2 3 4 5 6 7 8 9
1
0
Power up
1 2 1
Boot up
6 4 2 1 2
Sink test
2 1 1 1
Case damage
1 1 2
Keyboard damage
Monitor damaged
1 2
Bundled s/w included
3 1 3
Checked by
pj
a
m jj [j
l
m
l
m
r
m pj
a
m pj
8. Tally Lines
Complaints Tally Total
Poor Delivery IIII III 8
Incorrect Invoicing IIII 4
Poor service IIII IIII 10
Irresponsible II 2
Poor Packaging III 3
No qaulity II 2
9. Flowcharts
2. PROCESS MAPPING
Process mapping is an essential first step.
It identifies all of the process activities, sequence and
responsibilities.
This can either be in a written format, or as a flowchart.
10. Flowcharting
Flowcharting is a graphical tool for identifying
processes.
Constructing flowcharts leads to a better
understanding of processes.
Better understanding of processes is a essential for
improvement
11. symbol
Event Symbol Description
operations It means an action
storage It is a stage of finished
good or raw material
waiting for action
Delay or
temporary
storage
It means process has
stopped due to same
reason or waiting for next
event
12. Symbol
Event Symbol Description
Transport Movement
Inspection Checking the
Quality & Quantity
Operation cum
Transport
Doing the work by
moving
Inspection cum
operation
Automatic process
13. Flowcharts
Some standard symbols
Start or end
An activity
a decision point in the process.
a point at which the flowchart connects
with another process.
An off page connection
All records are identified
14. FLOWCHART
SM01 Enquiry Handling / Quotation Process
Sales director Estimator
Customer
Customer sends
enquiry
Sales department
receives enquiry
Enquiry entered
into the electronic
Quote log &
Unique serial
number entered
Can this
enquiry be
Quoted ?
Enquiry allocated
to Estimator
No
Quote prepared
from Price guide
Quote customer
Customer
informed that we
are unable to
quote
No
Prepare Quote
Have the
item (s) been
made before?
Yes
Raise estimate
sheet & plan
process
Organize contract
review to cover
Quality
Contractual &
Manufacturing
aspects
15. Types of process chat or flow
chart
Outline process chart
Two handled process chart
Flow chart
21. cause and effect
What is Brainstorming?
A way to get creative ideas.
A way to get everyone’s views.
A way to generate alternatives.
22. cause and effect
Potential Uses(Brainstorming)
For identifying areas for improvement.
For finding potential causes of problems.
For developing possible preventive actions.
23. cause and effect
Some Guidelines
(Brainstorming)
Give wild and unusual ideas.
Aim for quantity.
Build on ideas of others.
Encourage participation.
Evaluate or criticise.
Stop to soon.
Allow domination or idea
ownership.
Do’s Don'ts
24. cause and effect
Ranking
Ranking can be used after brainstorming to assess the teams
Priority position on a list of ideas. The basic procedure is:
•Each person privately selects 3 to 5 items from the list
•Each person ranks their selection in order of priority
•The marks are then totalled for each item
•The item having the highest total is then judged to have the
highest priority
25. cause and effect
What is a Cause and Effect
Diagram?
The process of a cause and effect diagram consists of
defining an effect in terms of possible causes and is
normally carried out in the form of a Brainstorming
session.
The principal causes are typically Man, Materials,
Methods or Machines.
These are then reduced to sub-causes.
Finally, the most likely causes are then circled and are
subject to future examination.
These relationships are displayed pictorially in the form
of a fishbone structure.
26. cause and effect
Layout:
Man Method
Materials Machines
Effect
Sub-Cause
Sub-Cause Sub-Cause
Sub-Cause
Sub-Cause
Sub-Cause
27. Cause & Effect Diagrams
Sample
Incorrect
shipping
documents
Manpower Materials
Methods Machine
Keyboard sticks
Wrong source info
Wrong purchase order
Inefficient info
Didn’t follow
No procedure
No communications
No training
Software problem
Corrupt
data
reluctant
28. 4. Scatter Diagrams
A METHOD FOR THE IDENTIFICATION THE RELATIONSHIP
(EFFECT) BETWEEN TWO FACTORS (CAUSES).
29. Scatter diagrams
What is it used for?
Validating "hunches" about a cause-and-effect
relationship between two variables.
Displaying the direction of the relationship (positive,
negative, etc.)
Displaying the strength of the relationship
30. Scatter diagrams
Constructing scatter diagram
In order to construct a scatter diagram you need two
variables to be plotted against each other. One on
the x axis the other on the y axis.
The relationship is then plotted.
Variable a
Variable
b
relationship
31. Scatter diagrams
Constructing scatter diagram
This process is continued, showing the effect of
changes in one of the variables against the other
variable.
Variable a
Variable
b
32. Scatter diagrams
Interpreting a scatter diagram
The diagram below shows a Strong Positive
relationship between the variables (an in crease in a
results in a positive increase in b, which is almost
uniform.)
Variable a
Variable
b
33. Scatter diagrams
Interpreting a scatter diagram
The diagram below shows a Strong Negative
relationship between the variables (an in crease in a
results in a decrease in b, which is almost uniform.)
Variable a
Variable
b
34. Scatter diagrams
Interpreting a scatter diagram
The diagram below shows a Weak Positive
relationship between the variables.
Variable a
Variable
b
35. Scatter diagrams
Interpreting a scatter diagram
The diagram below shows a Weak Negative
relationship between the variables.
Variable a
Variable
b
36. Scatter diagrams
Interpreting a scatter diagram
The diagram below shows a that there is no
relationship between the variables.
Variable a
Variable
b
38. Control charts
What are control charts
Control charting is the most technically
sophisticated tool of the 7 quality tools.
It was developed in the 1920s by Dr. Walter A.
Shewhart of the Bell Telephone Labs. Dr. Shewhart
developed the control charts as a statistical
approach to the study of manufacturing process
variation.
The purpose was to improve the process
effectiveness and therefore reduce costs.
These methods are based on continuous
monitoring of the process variation.
39. Control charts
Why use control charts
A Control chart is a device for describing in a
precise manner what is meant by statistical
control.
it helps the process perform consistently and
predictably.
it can minimise the variation in output.
it can help to achieve lower product costs.
it can help to increase effective capacity.
it can help to meet customer expectations
40. Control charts
Types of control charts
You will come across two types of Control Charts used
in SPC (Statistical Process Control).
1. Attribute SPC
2. Variable SPC
41. Control charts
Attribute control charts
Attribute data is based upon two conditions (pass/fail, go/no-go,
present/absent) which are counted, recorded and analysed.
Control chart techniques are important for the following
reasons:
Attribute-type situations exist in any process.
Attribute-type data is already available in many situations –
(existing inspections, repair reasons, reject segregation &
sorting) In these cases, no additional data collection is required,
you just have to convert the data into chart form.
Where new data must be collected, attribute information is
usually quick and inexpensive to obtain.
42. Control charts
Variable control charts
Control charts for variables are used to control the
variation of processes in cases where the characteristic
under investigation is a measurable quantity.
45. Control charts
Example of a variable control chart
Moving Range Variable Control Chart (Sub-group Sampling)
Process Characteristic Oven temperature X Bar 181 R Bar UCL R Frequency
Upper Spec: 185.0 Lower Spec 175.0 Upper Control Limit Lower Control Limit 60 Piece Capability Study
X1 182.0 182.0 183.0 176.0 183.5 184.0 183.5 183.0 183.0 170.0 176.0 182 182.5 176.0 183.5 183.0 183.0 184.0 183.0 184.0 183.5 176.0 176.0 176.0 182.0 176.0 178.0 176.0 186.0 187.0 182.0
X2 183.0 176.0 183.0 176.0 176.0 183.5 182.5 182.0 183.0 173.5 176.0 176 182.0 183.5 184.5 184.0 183.5 184.0 183.0 186.0 184.5 183.0 183.0 176.0 176.0 176.0 175.0 176.0 185.0 186.0 176.0
X3 176.0 183.0 184.0 183.5 184.0 182.5 182.0 176.5 184.5 172.0 183.5 176 176.0 184.0 182.5 182.5 180.0 180.0 182.0 184.0 184.0 184.0 183.0 183.0 176.0 175.0 174.0 183.0 183.0 186.0 183.5
X4
X5
X bar 180.3 180.3 183.3 178.5 181.2 183.3 182.7 180.5 183.5 171.8 178.5 178.0 180.2 181.2 183.5 183.2 182.2 182.7 182.7 184.7 184.0 181.0 180.7 178.3 178.0 175.7 175.7 178.3 184.7 186.3 180.5
R 7.0 7.0 1.0 7.5 8.0 1.5 1.5 6.5 1.5 3.5 7.5 6.0 6.5 8.0 2.0 1.5 3.5 4.0 1.0 2.0 1.0 8.0 7.0 7.0 6.0 1.0 4.0 7.0 3.0 1.0 7.5
Op R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc
Time
Date 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4
NEW CALCULATED LIMITS
X bar 180.823 R Bar 4.6094 UCL X 185.524 LCL X 176.121 UCL R 30.089 Cp 0.61 Cpk 0.51 Sigma 2.7274
ESPC coating
0.0
5.0
10.0
15.0
UCL
170
172
174
176
178
180
182
184
186
188
190
UCL
LCL
USL
LSL
xbar
1
2
3
X
bar
R
bar
46. 6. Graphs & Histograms
GRAPHS, EITHER PRESENTATIONAL OR MATHEMATICAL ARE USED TO ALLOW
UNDERSTANDING AND ANALYSIS OF COLLECTED DATA SETS.
TOOLS FOR PRIORITIZING AND COMMUNICATING
47. Graphs
BAR CHARTS
This is the data set totalled up and shown
graphically.
It immediately identifies the major defects for all
to see.
Defects
0
2
4
6
8
10
12
14
16
Power
up
Boot
up
Sink
test
Case
damage
Keyboard
damage
Monitor
damaged
Bundled
s/w
included
Type
Quantity
48. Graphs
The below graph shows a factory output for
February. This time it shows specific dates which
could be analysed.
0
10
20
30
40
50
60
70
80
90
100
01/02/03
02/02/03
03/02/03
04/02/03
05/02/03
06/02/03
07/02/03
08/02/03
09/02/03
10/02/03
11/02/03
12/02/03
13/02/03
14/02/03
15/02/03
16/02/03
17/02/03
18/02/03
19/02/03
20/02/03
21/02/03
22/02/03
23/02/03
24/02/03
25/02/03
26/02/03
27/02/03
28/02/03
Output %
Average
Feb production output
49. Graphs
The graph below shows the major cause for
customer complaint, the use of the pie chart and
the colours enforce the message.
Customer complaints 2007
by qty
20
60
5
15
Product quality
Shipped Late
Shipped early
Shipped wrong goods
50. Rules for Graphing
Use Clear titles an indicate when the data was
collected
Ensure the scales are clear, understandable and
represent the data accurately.
When possible use symbols for extra data.
Always keep in mind the reason why the graph is
being used.
51. Exercise Graphs
You are the marketing director of XZY automotive, a new
Scottish company. You have organised a local survey to rate
your car against other small cars.
30 people were polled and the results are shown below.
Xzy, ka, Clio, Clio, ka, fiesta, xzy, ka, 206, xzy, fiesta, fiesta, xzy,
polo, fiesta, 206, 206, polo, 206, fiesta, fiesta, fiesta, polo, xzy,
polo, fiesta, xzy, xzy, ka, xzy.
You recognise the power that graphs produce. And you have
decided to Graph the results as part of you marketing drive.
Explain your choice of graph.
52. What is a Histogram?
The Histogram is a graphical representation of data
that is a dimensional measurement of one feature.
53. What is a Histogram?
This is the computer defect data set totalled up and
shown graphically, but is it a histogram?
Defects
0
2
4
6
8
10
12
14
16
Power
up
Sink
test
Keyboard
damage
Bundled
s/w
included
Type
Quantity
Checks/only record failures Total
Power up 4
Boot up 15
Sink test 5
Case damage 4
Keyboard damage 0
Monitor damaged 3
Bundled s/w included 7
54. What is a Histogram?
The answer to the previous question is NO
The Histogram is a graphical representation of data
that, is a dimensional
measurement of one feature.
55. When is a Histogram Used?
To look at one particular set of results
To check for patterns in a process
To examine large amounts of data
56. Histograms
The following data was collected when measuring the
bow (warp) of a plastic component. The specification is
0 to 8 x10-3 mm.
At a glance this tells you very little, but it can be plotted
as a histogram because we have quantities data with
target limits.
Bow measurements
2 5 8 8 2
4 6 6 6 4
4 7 6 6 4
8 7 7 5 9
58. What is a Histogram?
Exercise
Sort the following data into appropriate sets, then plot
them.
The limits are 3 volts ± 0.1
What can you deduce from this?
60. 7. Pareto Analysis
ARRANGING DATA ACC TO ITS DEFECTS AND CAUSES
80% OF DEFECTS FROM 20% OF CAUSES – VITAL FEW
REMAINING % OF DEFECTS FROM VARIOUS CAUSES –
TRIVIAL MANY/USEFUL MANY
61. Pareto
What is Pareto Analysis?
Pareto analysis is a method for prioritising
data.
It consists of a Bar Chart displayed either
in order of frequency or relative cost.
62. Pareto
Example:
The information to be represented on a Pareto diagram should already
have been collected in some sort of record.
Houshold repairs over the last 10 years
Problem frequency
Cost £ per
occurance
Total cost
£
Light bulb fails 100 0.6 60
Broken central heating
pump 1 190 190
Broken window 2 50 100
Leaking taps 16 2.5 40
Faulty central heating
boiler 1 3000 3000
Leaking radiators 3 15 45
63. Pareto
Pareto Chart
House repairs 1998-2008
0
20
40
60
80
100
120
Light
bulb
fails
Leaking
taps
Leakiung
radiators
Broken
window
Broken
central
heating
Faulty
central
heating
Fault
Occurance
frequency
Cum %
The data are then displayed graphically. Firstly in terms of
frequency.....
64. Pareto
... and then by cost.
House repairs 1998-2008 Total cost £
0
500
1000
1500
2000
2500
3000
3500
Faulty
central
heating
boiler
Broken
central
heating
pump
Broken
window
Light
bulb fails
Leakiung
radiators
Leaking
taps
Total cost £
65. Exercise Pareto
Plot the following data as a Pareto chart
Model XYZC217 Batch number
Checks/only record failures 1 2 3 4 5 6 7 8 9 10
Power up
1 2 1
Boot up
6 4 2 1 2
Sink test
2 1 1 1
Case damage
1 1 2
Keyboard damage
Monitor damaged
1 2
Bundled s/w included
3 1 3
Checked by
pj am jj [j lm lm rm pj am pj
66. What are the
New Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis
67. History of the
New Seven Q.C. Tools
Committee of J.U.S.E. - 1972
Aim was to develop more QC
techniques with design approach
Work in conjunction with original Basic
Seven Tools
New set of methods (N7) - 1977
Slide 1 0f 2
68. History of the
New Seven Q.C. Tools
Developed to organize verbal data
diagrammatically.
Basic 7 tools effective for data analysis,
process control, and quality
improvement (numerical data)
Used together increases TQM
effectiveness
Slide 2 0f 2
69. New Seven Q.C. Tools
Affinity Diagrams
For Pinpointing the Problem in a Chaotic
Situation and Generating Solution Strategies
Gathers large amounts of intertwined
verbal data (ideas, opinions, issues)
Organizes the data into groups based
on natural relationship
Makes it feasible for further analysis
and to find a solution to the problem.
Slide 1 0f 7
70. New Seven Q.C. Tools
Affinity Diagrams
Advantages of Affinity Diagrams
Facilitates breakthrough thinking and
stimulate fresh ideas
Permits the problem to be pinned down
accurately
Ensures everyone clearly recognizes the
problem
Incorporates opinions of entire group
Slide 2 0f 7
71. New Seven Q.C. Tools
Affinity Diagrams
Advantages of Affinity Diagrams (cont.)
Fosters team spirit
Raises everyone’s level of awareness
Spurs to the group into action
Slide 3 0f 7
Topic
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card Data Card
72. New Seven Q.C. Tools
Affinity Diagrams
Constructing an Affinity Diagram
Group Method Approach
Slide 4 0f 7
Select a topic
Collect verbal data by brainstorming
Discuss info collected until everyone
understands it thoroughly
Write each item on separate data card
Spread out all cards on table
73. New Seven Q.C. Tools
Affinity Diagrams
Constructing an Affinity Diagram
Group Method Approach (cont.)
Slide 5 0f 7
Move data cards into groups of similar
themes (natural affinity for each other)
Combine statements on data cards to
new Affinity statement
Make new card with Affinity statement
Continue to combine until less than 5
groups
74. New Seven Q.C. Tools
Affinity Diagrams
Constructing an Affinity Diagram
Group Method Approach (cont.)
Slide 6 0f 7
Lay the groups outs, keeping the affinity
clusters together
Next, complete the diagram
75. New Seven Q.C. Tools
Affinity Diagrams
Completing an Affinity Diagram
Slide 7 0f 7
Topic
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card Data Card
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
76. New Seven Q.C. Tools
Relations Diagrams
For Finding Solutions Strategies by Clarifying
Relationships with Complex Interrelated Causes
Resolves tangled issues by unraveling
the logical connection
Allows for “Multi-directional” thinking
rather than linear
Also known as Interrelationship
diagrams
Slide 1 0f 7
77. New Seven Q.C. Tools
Relations Diagrams
Advantages of Relations Diagrams
Useful at planning stage for obtaining
perspective on overall situation
Facilitates consensus among team
Assists to develop and change people’s
thinking
Enables priorities to be identified
accurately
Slide 2 0f 7
78. New Seven Q.C. Tools
Relations Diagrams
Advantages of Relations Diagrams (cont.)
Makes the problem recognizable by
clarifying the relationships among causes
Slide 3 0f 7
Why doesn’t
X happen?
Primary Cause
Primary Cause
Primary Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
Secondary
Cause
Secondary
Cause
Secondary
Cause
Tertiary
Cause
4th level
Cause
Tertiary
Cause
Tertiary
Cause
4th level
Cause
5th level
Cause
6th level
Cause
Tertiary
Cause
Secondary
Cause
79. New Seven Q.C. Tools
Relations Diagrams
Constructing a Relations Diagram
Group Method Approach
Slide 4 0f 7
Express the problem in form of “Why
isn’t something happening?”
Each member lists 5 causes affecting
problem
Discuss info collected until everyone
understands it thoroughly
Write each item on a card
80. New Seven Q.C. Tools
Relations Diagrams
Constructing a Relations Diagram
Group Method Approach (cont.)
Slide 5 0f 7
Move cards into similar groups
Asking why, explore the cause-effect
relationships, and divide the cards into
primary, secondary and tertiary causes
Connect all cards by these relationships
Further discuss until all possible causes
have been identified
81. New Seven Q.C. Tools
Relations Diagrams
Constructing a Relations Diagram
Group Method Approach (cont.)
Slide 6 0f 7
Connect all related groups
Next, complete the diagram
Review whole diagram looking for
relationships among causes
82. New Seven Q.C. Tools
Relations Diagrams
Completing a Relations Diagram
Slide 7 0f 7
Why doesn’t
X happen?
Primary Cause
Primary Cause
Primary Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
Secondary
Cause
Secondary
Cause
Secondary
Cause
Tertiary
Cause
4th level
Cause
Tertiary
Cause
Tertiary
Cause
4th level
Cause
5th level
Cause
6th level
Cause
Tertiary
Cause
Secondary
Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
83. New Seven Q.C. Tools
Tree Diagrams
For Systematically Pursuing the Best Strategies
for Attaining an Objective
Develops a succession of strategies for
achieving objectives
Reveals methods to achieve the results.
Also known as Systematic diagrams or
Dendrograms
Slide 1 0f 5
84. New Seven Q.C. Tools
Tree Diagrams
Advantages of Tree Diagrams
Systematic and logical approach is less
likely that items are omitted
Facilitates agreement among team
Are extremely convincing with strategies
Slide 2 0f 5
To
Accomplish
Primary means
Constraints
Secondary means
Secondary means
3rd means
3rd means
3rd means
3rd means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
85. Discuss means of achieving objective
(primary means, first level strategy)
New Seven Q.C. Tools
Tree Diagrams
Constructing a Tree Diagram
Group Method Approach
Slide 3 0f 5
Write Relations Diagram topic (Objective
card)
Identify constraints on how objective
can be achieved
Take each primary mean, write ob-
jective for achieving it (secondary means)
86. New Seven Q.C. Tools
Tree Diagrams
Constructing an Tree Diagram
Group Method Approach (cont.)
Slide 4 0f 5
Continue to expand to the fourth level
Review each system of means in both
directions (from objective to means and means to
objective)
Add more cards if needed
Connect all levels
Next, complete the diagram
87. New Seven Q.C. Tools
Tree Diagrams
Completing a Tree Diagram
Slide 5 0f 5
To
Accomplish
3rd means
3rd means
Primary means
3rd means
3rd means
Constraints
Primary means
Secondary means
Secondary means
Secondary means
Secondary means
3rd means
3rd means
3rd means
3rd means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
88. New Seven Q.C. Tools
Matrix Diagrams
For Clarifying Problems by “Thinking
Multidimensionally”
Consists of a two-dimensional array to
determine location and nature of
problem
Discovers key ideas by relationships
represented by the cells in matrix.
Slide 1 0f 7
89. New Seven Q.C. Tools
Matrix Diagrams
Advantages of Matrix Diagrams
Enable data on ideas based on extensive
experience
Clarifies relationships among different
elements
Makes overall structure of problem
immediately obvious
Combined from two to four types of
diagrams, location of problem is clearer.
Slide 2 0f 7
90. New Seven Q.C. Tools
Matrix Diagrams
Advantages of Matrix Diagrams (cont.)
5 types: L-shaped, T-shaped, Y-shaped, X-
shaped, and C-shaped
Slide 3 0f 7
O O =1 O =4 Principal
O =2 O X =5 O Subsidiary
=3 X =6
Efficacy
Practicability
Rank
Site
QC
circle
Section/Plant
QC
circle
supporter
Section/Plant
Manager
Leader
Member
4th lev
el means
from Tree diagram O O 1 O
4th lev
el means
from Tree diagram O O 1 O Hold 4 times/month
4th lev
el means
from Tree diagram O 3 O At ev
ery meeting
4th lev
el means
from Tree diagram O 2 O
4th lev
el means
from Tree diagram O X 5 O At least 3 times/year/person
4th lev
el means
from Tree diagram O O 1 O O
4th lev
el means
from Tree diagram 4 O
Evaluation Responsibilities
Remarks
91. New Seven Q.C. Tools
Matrix Diagrams
Constructing a Matrix Diagram
Slide 4 0f 7
Write final-level means from Tree
diagram forming vertical axis
Write in Evaluation categories (efficacy,
practicability, and rank) on horizontal axis.
Write names along horizontal axis
Examine final-level means to identify
whom will implement them
92. New Seven Q.C. Tools
Matrix Diagrams
Constructing a Matrix Diagram (cont.)
Slide 5 0f 7
Label group of columns as “Responsibilities”
Label right-hand end of horizontal axis
as “Remarks”
Examine each cell and insert the
appropriate symbol:
Efficacy: O=good, =satisfactory, X=none
Practicability: O=good,=satisfactory, X=none
93. New Seven Q.C. Tools
Matrix Diagrams
Constructing a Matrix Diagram (cont.)
Slide 6 0f 7
Fill out remarks column and record
meanings of symbol
Next, complete the diagram
Examine cells under Responsibility
Columns, insert double-circle for
Principal and single-circle for Subsidiary
Determine score for each combination
of symbols, record in rank column
94. New Seven Q.C. Tools
Matrix Diagrams
Completing a Matrix Diagram
Slide 7 0f 7
O O =1 O =4 Principal
O =2 O X =5 O Subsidiary
=3 X =6
Efficacy
Practicability
Rank
Site
QC
circle
Section/Plant
QC
circle
supporter
Section/Plant
Manager
Leader
Member
4th lev
el means
from Tree diagram O O 1 O
4th lev
el means
from Tree diagram O O 1 O Hold 4 times/month
4th lev
el means
from Tree diagram O 3 O At ev
ery meeting
4th lev
el means
from Tree diagram O 2 O
4th lev
el means
from Tree diagram O X 5 O At least 3 times/year/person
4th lev
el means
from Tree diagram O O 1 O O
4th lev
el means
from Tree diagram 4 O
4th lev
el means
from Tree diagram O 2 O
4th lev
el means
from Tree diagram O O 1 O
4th lev
el means
from Tree diagram O O 1 O
Evaluation Responsibilities
Remarks
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
95. New Seven Q.C. Tools
Arrow Diagrams
For Working Out Optimal Schedules and
Controlling Them Effectively
Shows relationships among tasks
needed to implement a plan
Network technique using nodes for
events and arrows for activities
Used in PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
Slide 1 0f 7
96. New Seven Q.C. Tools
Arrow Diagrams
Advantages of Arrow Diagrams
Allows overall task to viewed and potential
snags to be identified before work starts
Leads to discovery of possible
improvements
Makes it easy to monitor progress of work
Deals promptly with changes to plan
Improves communication among team
Slide 2 0f 7
97. New Seven Q.C. Tools
Arrow Diagrams
Advantages of Arrow Diagrams (cont.)
Promotes understanding and agreement
among group
Slide 3 0f 7
Strategy
1
Constraints
Activity
2
4
3 5 9
6 8
7
10 13
12
11
98. New Seven Q.C. Tools
Arrow Diagrams
Constructing an Arrow Diagram
Slide 4 0f 7
From strategies on Tree diagram, select
one (Objective of Arrow Diagram)
Identify constraints to Objective
Write all essential activities on separate
cards
List all activities necessary to achieving
Objective
99. New Seven Q.C. Tools
Arrow Diagrams
Constructing an Arrow Diagram (cont.)
Slide 5 0f 7
Organize cards in sequential order of
activities
Remove any duplicate activities
Review order of activities, find
sequence with greatest amount of
activities
Arrange parallel activities
100. New Seven Q.C. Tools
Arrow Diagrams
Constructing an Arrow Diagram (cont.)
Slide 6 0f 7
Record names and other necessary
information
Next, complete the diagram
Examine path, number nodes in
sequence from left to right
102. New Seven Q.C. Tools
Process Decisions Program
Charts
For Producing the Desired Result from Many
Possible Outcomes
Used to plan various contingencies
Used for getting activities back on track
Steers events in required direction if
unanticipated problems occur
Finds feasible counter measures to
overcome problems
Slide 1 0f 7
103. Advantages of Process Decisions Program
Charts (PDPC’s)
Facilitates forecasting
Uses past to anticipate contingencies
Enables problems to pinpointed
Illustrates how events will be directed to
successful conclusion
Enables those involved to understand
decision-makers intentions
Slide 2 0f 7
New Seven Q.C. Tools
Process Decisions Program
Charts
104. Advantages of PDPC’s (cont.)
Fosters cooperation and communication in
group
Easily modified and easily understood
Slide 3 0f 7
New Seven Q.C. Tools
Process Decisions Program
Charts
Start
GOAL
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO
105. Constructing a PDPC
Slide 4 0f 7
Select a highly effective, but difficult
strategy from the Tree diagram
Decide on a goal (most desirable outcome)
Identify constraints of objective
Identify existing situation (Starting point)
New Seven Q.C. Tools
Process Decisions Program
Charts
List activities to reach goal and potential
problems with each activity
106. Constructing an PDPC (cont.)
Slide 5 0f 7
Review list. Add extra activities or
problems not thought of previously
Prepare contingency plan for each step
and review what action is needed if
step is not achieved
Examine carefully to check for
inconsistencies and all important factors
are included
New Seven Q.C. Tools
Process Decisions Program
Charts
107. Constructing an PDPC (cont.)
Slide 6 0f 7
Next, complete the diagram
Examine to make sure all contingency
plans are adequate
New Seven Q.C. Tools
Process Decisions Program
Charts
108. Completing a PDPC
Slide 7 0f 7
New Seven Q.C. Tools
Process Decisions Program
Charts
Start
GOAL
YES
YES
NO
NO
NO
NO
NO
YES
NO
NO
Source: Nayatani,Y., The SevenNew QC Tools (Tokyo, Japan, 3A Corporation, 1984)
109. New Seven Q.C. Tools
Matrix Data Analysis
Principal Component Analysis
Technique quantifies and arranges data
presented in Matrix
Based solely on numerical data
Finds indicators that differentiate and
attempt to clarify large amount of
information
Slide 1 0f 6
110. New Seven Q.C. Tools
Matrix Data Analysis
Advantages of Principal Component Analysis
Can be used in various fields (market surveys,
new product planning, process analysis)
Can be when used when Matrix diagram
does not give sufficient information
Useful as Prioritization Grid
Slide 2 0f 6
111. New Seven Q.C. Tools
Matrix Data Analysis
Constructing a Prioritization Grid
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Slide 3 0f 6
Determine your goal, your alternatives,
and criteria for decision
Place selection in order of importance
Sum individual ratings to establish
overall ranking (Divide by number of options
for average ranking)
Apply percentage weight to each option
(all weights should add up to 1)
112. New Seven Q.C. Tools
Matrix Data Analysis
Constructing a Prioritization Grid (cont.)
Slide 4 0f 6
Rank order each option with respect to
criterion (Average the rankings and apply a
completed ranking)
Multiply weight by associated rank in
Matrix (in example, 4 is best, 1 is worst)
Result is Importance Score
Add up Importance Scores for each
option
113. New Seven Q.C. Tools
Matrix Data Analysis
Constructing a Prioritization Grid (cont.)
Slide 5 0f 6
See completed the diagram
Rank order the alternatives according to
importance
116. Six Sigma
Greek Letter represent Standard Deviation in statistics
Father of Six sigma ‘Bill Smith’ – shared the concept
and theory with Motorola 1987, manufacturing division
Jack Welch– GE – 1995 - products
Techniques – improve the capability and reduce
defects
Perfection
It allows 3.4 defects/million (99.99% accuracy)
Defects can be from faulty part to incorrect customer
bill.
117. Benefits of Six Sigma
Improve the process
Decrease the variation
Maintain consistent quality
Increase in profit, product quality
Customer satisfaction
Organization growth
118. Concept
Quality Level Meaning
One sigma 6,90,000 defects
Two sigma 3,08,000 defects
Three sigma 66,800 defects
Four sigma 6,210 defects
Five sigma 230 defects
Six sigma 3.4 defects
123. Example
Call Centre
Medical & Insurance
Service Sector
Tata motors
Wipro Technologies
Infosys
Reliance Industries
Mahindra
124. Dabbawala Six Sigma
Successful – simplicity with which this system works,
food delivered on time and every day
125.
126. Cost of Quality
Three Views of quality Costs
Higher quality means higher cost.
Quality attributes such as performance and features
cost more in terms of labor, material, design and other
costly resources.
The additional benefits from improved quality do not
compensate for additional expense.
The cost of improving quality is less than the
resulting savings.
The saving result from less rework, scrap and other
direct expenses related defects.
This is said to account for the focus on continuous
improvement of processes in Japanese firms.
127. Three Views of quality Costs
Quality costs are those incurred in excess
of those that would have been incurred if
the product were built or the service
performed exactly right the first time.
This view is held by adherents of TQM
philosophy.
Costs include not only those that are direct,
but also those resulting from lost customers,
lost market share and the many hidden costs
and foregone opportunities not identified by
modern cost accounting systems.
128. Quality Costs
COST OF QUALITY IS THE COST OF
NON QUALITY
1: 10:100 Rule
“A stitch in time saves nine”
129. Types of Quality Costs
The cost of quality is generally classified into four
categories
1. Cost of Prevention
2. Cost of Appraisal
3. Cost of Internal Failure
4. Cost of External Failure
130. Quality Costs
Cost of Prevention
Prevention costs include those activities which
remove and prevent defects from occurring in
the production process.
Included are such activities as quality planning,
production reviews, training, and engineering
analysis, which are incurred to ensure that poor
quality is not produced.
Appraisal
Those costs incurred to identify poor quality
products after they occur but before shipment to
customers. e.g. Inspection activity.
131. Quality Costs
Internal Failure
Those incurred during the production process.
Include such items as machine downtime, poor
quality materials, scrap, and rework.
External Failure
Those incurred after the product is shipped.
External failure costs include returns and
allowances, warranty costs, and hidden costs of
customer dissatisfaction and lost market share.
132. Reengineering sometimes called Business Process
Reengineering (BPR), involves a complete rethinking
and transformation of key business processes, leading
to strong horizontal coordination and greater flexibility
in responding to changes in environment. Because
work is originated around processes rather than
function, reengineering often involves a shift to
horizontal structure based on teams.
133. Reengineering basically means starting over–throwing
out all the notions of how work was done and
deciding how it can best be done now. It requires
identifying customer needs and them designing how it
can best be done now. It requires identifying customer
needs then designing processes and aligning people
to meet those needs.
134. Business Process Reengineering is the radical redesign
of business processes to achieve dramatic
improvements in productivity, cycle times, quality, and
employee and customer satisfaction. Companies start
by assessing what work needs to be done to deliver
customer value.
135. Reengineering Methodology
The reengineering methodology involves several steps:
• Planning and launching the project;
• Analysis of the company's current situation;
• Developing the solution;
• Study of the previously developed solution;
• Developing the solution;
• Implementation;
Continuous development
136. The Six key Steps of Business Process
Reengineering
Define Business Processes. Map the current state (work
activities, workflows, roles and reporting relationships,
supporting technology, business rules, etc.).
Analyze Business Processes. Identify gaps, root causes,
strategic disconnects, etc. in the context of improving
organizational effectiveness, operational efficiency and
in achieving organizational strategic objectives.
137. Identify and Analyze Improvement Opportunities.
Identify, analyze and validate opportunities to address
the gaps and root causes identified during analysis.
This step also includes identifying and validating
improvement opportunities that are forward facing –
often strategic transformational opportunities that are
not tethered to current state process.
138. Design Future State Processes. Select the improvement
opportunities identified above that have the most
impact on organizational effectiveness, operational
efficiency, and that will achieve organizational strategic
objectives. Make sure to select opportunities for which
the organization has the budget, time, talent, etc. to
implement in the project timeframe. Create a forward-
facing future-state map that comprehends the selected
opportunities.
139. Develop Future State Changes. Frequently overlooked
(and a key root cause in failed BPR initiatives), this is
where the above opportunities are operationalized
before implementation. New workflows and
procedures need to be designed and communicated,
new/enhanced functionality is developed and tested,
etc. Changes and opportunities cannot be
implemented until they are operationalized.
Implement Future State Changes. Classic
implementation based on dependencies among
changes/opportunities, change management, project
management, performance monitoring, etc.
140. Major Types of changes made in Business
Process Reengineering ar
1. Work change:
Work change is any alternation that occurs in the work
environment. Its effect are as follows:
(a) The whole organization tends to be affected by
change in any part of it.
(b) Change is a human as well as technical problem.
(c) Organization tend to achieve an equilibrium in their
social structure. The equilibrium is established when
people develop a relatively stable set of relations with
their environment.
141. Planned versus Reactive change:
Some changes are planned well in advance, while
some other changes come about as a reaction to
unexpected events. Planned change is a change that is
designed and implemented in an orderly and timely
fashion in anticipation of future events. Reactive
change is a piecemeal response to events as they
occur.
142. Technological change:
High technology is one of the most important cause of
organizational change today. As a result of
technological advances, more than half of the existing
jobs will be changed within the next decade and about
30 per cent of the jobs will be eliminated. In the
manufacturing or production technology field,
revolutionary changes have taken place. Robots and
computer-controlled machines manufacture items
while technicians stand by computer controls,
monitoring activities.
143. Advantages
It gives an appropriate focus to business as it revolves
around customer needs.
BPR helps in building a strategic view of operational
procedures by making radical inquiries about how
processes are improved and how things could be
done.
It eliminates unnecessary activities and thereby helps
in reducing organizational complexity.
It coordinates and integrates several functions
immediately.
144. Provides improved viability and adequacy to an
organization by eliminating the delay and unessential
phases of operations and management.
Reduced the number of checks/controls and
reconciliation processes.
It helps overcome short-sighted approaches that
usually emerge from excessive concentration on
functional boundaries.
145. Limitations
It doesn’t suit every business need as it depends on
factors like size and availability of resources. It usually
benefits large organizations.
In some cases, the efficiency of one department was
improved at the expense of the overall process.
This BPR approach does not provide an immediate
resolution. It concentrates significantly upon long haul
income collaborations of a business which not only
takes some effort to take shape but are hard to gauge
as well
146. It might require a substantial investment in IT along
with proper planning, fantastic teamwork, and
exceptional implementation.
It can replace humans when it comes to getting the
job done error-free hence posing as a real threat to
jobs.
147. Improvement Strategies (FOUR R’s of TOTAL
IMPROVEMENT)
A continuous improvement strategy is any policy or
process within a workplace that helps keep the focus
on improving the way things are done on a regular
basis. This could be through regular incremental
improvements or by focusing on achieving large scale
process improvements.
148. Quality Improvement
Strategies
1. Repair Strategy: As its name implies, the repair
strategy aims at fixing things right so that to perform
its designed functions.
There are two levels of repair:
In the first level, an individual or team identifies the
problem and eliminates the root cause(s) of the
problem and hence it results in a permanent solution.
In the second level, if a customer receives a faulty
product, the product is either replaced or repaired,
which is a temporary or short-term measure
149. 2. Refinement Strategy
Refinement strategy involves activities that continually
improve a process that is not broken.
In this strategy, improvements to processes, products
and services are accomplished on an incremental basis
(Kaizen concept).
Since refinement improves efficiency and effectiveness,
it should become an integral part of every employee's
job.
Organizational programs such as process improvement
teas, suggestion systems and empowerment are
combinations repair and refinement strategies.
150. 3. Renovation Strategy:
Renovation strategy results in major or breakthrough
improvements.
Innovation and technological advancements are two
key factors in this strategy.
Compared to repair and refinement strategies,
renovation is more costly and usually it is undertake by
teams rather than individuals.
151. 4. Reinvention Strategy
Reinvention or re-engineering strategy involves
developing product, service, process or activity using
teams based on a complete understanding of the
customer’s requirement and expectations.
Reinvention strategy is the most demanding
improvement strategy to maintain competitive
advantage in the market.
153. INTRODUCTION
Taguchi Methods is a statistical methods developed largely
by GENICHI TAGUCHI to improve quality of
manufactured goods.
The philosophy of off-line quality control.
Innovations in the design of experiments.
154. Taguchi Loss Function Definition
Taguchi defines Quality as “the loss imparted by the product
to society from the time the product is shipped.”
LOSS = Cost to operate, Failure to function, maintenance
and repair cost, customer dissatisfaction, poor design, injury
to health, accidents etc.
Product to be produced closed to the target rather than
“being within specification”
155. Taguchi’s Vs Traditional Approach
Taguchi’s Traditional
When a product
moves from its Target
will cause the loss
even if the product
lies or not within
Limits
There is Good or Bad
Products only as per
Limits
156. Taguchi’s Quadratic Quality Loss Function
Quality Loss Occurs when a product’s deviates from target or nominal
value.
Deviation Grows, then Loss increases.
Taguchi’s U-shaped loss Function Curve.
157. Taguchi’s U-shaped loss Function Curve.
LTL Nominal
Measured
characteristic
UTL
Taguchi loss Fn
Scrap or Rework Cost.
Loss
158. Formula to find Taguchi’s Loss Fn
Taguchi uses Quadratic Equation to
determine loss Curve
L (x) = k (x-N)²
Where L (x) = Loss Function,
k = C/d² = Constant of proportionality, where C – Loss associated with sp
limit
d - Deviation of specification from target value
x = Quality Features of selected product,
N = Nominal Value of the product and
(x-N) = Tolerance
159. Problem
A part dimension on a power tool is specified as 32.25±0.25.Company
records show±0.25 exceeded & 75% of the returned fo replacement. Cost of
replacement is Rs.12,500.Determine k & QLF.
Solution : Expected Cost of repair
C = 0.75(12500) = Rs 9,375
k = C/d²= 9375/(.25)² = Rs 1,50,000
QLF =L (x) = 1,50,000(x-N)
160. L (x) = 4000(x-N)²
If N = 200 mm, determine the value of loss function for tolerances
of
(a) ± 0.25 mm
(b) ± 0.20 mm
For a tolerance of ± 0.25 mm. The value of the loss function is
L (x) = 4000(0.25)² =Rs. 250
For a tolerance of ± 0.20 mm. The value of the loss function is
L (x) = 4000(0.20)² =Rs. 160
161. L (x) = 7500(x-N)²
C=Rs. 400
Find the tolerance
K = C/d²
7500 = 400/d²
d² = 400/7500
= .053
d = √.053 = ± 0.23 mm
162.
163. Role of IT in TQM.
In the TQM application with information systems, the
technologies play a vital role. These are classified as
current and emerging technologies.
164. The objective of the Total Quality Management (TQM)
in the information system design is to assure the
quality of information. This is done by ensuring,
verifying, and maintaining software integrity through
an appropriate methodology choice amongst the
technology, design and architecture. It institutes
appropriate procedures with checks and control in all
the processes of information systems development. It
ensures that the scope and the objective of the system,
choice of the design architecture and development
methodology and further quality ensuring the
processes and planned implementation
methodologies are correctly chosen.
165. The quality of the information and the systems which
generate that information will be rated high provided
it assures:
A precise and an accurate information
A high level response in an interactive processing
User friendly operations
Reliability of information
An ease of maintenance
166. James W Cortada measures the
quality of information by seven
parameters.
They are
Flexibility,
Maintainability,
Reusability,
Integration,
Consistency,
Usability And
Reliability.