0.1. NP QC Tool n techniques.ppt

QCFI
EVALUATION
CRITERIA FOR QC
CASE STUDY
PRESENTATION

DISTRIBUTION OF MARKS
• PROJECT REPORT – CASE STUDY
(HARD COPY) = 100
• QC RECORD BOOK = 20
• PRESENTATION IN
CONVENTION = 40
• QUESTION & ANSWER = 20
• KNOWLEDGE TEST = 20
TOTAL MARKS = 200

PROJECT REPORT
EVALUATION
WILL BE BASED ON
12 STEP
PROBLEM SOLVING
PROCESS

STEP 1 : Max. 5 Marks
IDENTIFICATION OF PROBLEMS
No. of Problems Listed Marks
Upto 19 1
• 20-29 2
• 30-39 3
• 40-49 4
• 50 and above 5

SELECTION OF PROBLEM
Marks
i. Categorization into A, B & C 1
ii. Selection of problem through
- Rating or Prioritization 2
iii. - Basis for the above 2
iv. (ipo ii &iii) Selection through Pareto
Analysis 4

STEP 3 : Max. 10 marks
DEFINITION OF PROBLEM
Marks
•Process depiction through flow diagram 1
•Milestone Chart (Before) 1
•Current Situation of problem and its 5
impact
•Set objectives 2
•Goal Setting 1

ANALYSIS OF PROBLEM
Marks
• Use of 4 W & 1 H (except ‘Why’) 5
What, Where, When, Who & How Much
• With adequate data( wherever 5
applicable)

STEP 5 : Max. 10
marks
Identification of causes
Marks
•Appropriate Headers 3
•Correct Orientation & Logic in
listing causes and sub causes 2
•Type of Cause & Effect Diagram 5

ROOT CAUSE FINDING
Marks
Identification by validation 5
Use of Why-Why Analysis technique or use
of 5W and 1H

STEP 7 : Max 10 Marks
DATA ANALYSIS
Marks
• Through Stratification 3
• Through Pareto Analysis 7
or Use of any other relevant tool

STEP : 8 Max. 15 Marks
DEVELOPING SOLUTIONS
Marks
• Development of Solutions 10
through Brainstorming
• Workout time bound and 5
responsibility shared Action
Plan for valid root causes

STEP : 9 Max. 5 Marks
FORESEEING PROBABLE
RESISTANCE
Marks
• Points of resistance 2
• To overcome resistance list out
points (Min. 5) 3

STEP : 10 Max 10 Marks
TRIAL IMPLEMENTATION AND
CHECK PERFORMANCE
Marks
• Sizable and appropriate data
indicating period of trial 4
• Comparative study before &
after 3
• Project taken comparative
graphs and charts 3

REGULAR IMPLEMENTATION
Marks
• Milestone or Gantt Chart for full
implementation 2
• Data Collection after regular
implementation 4
• Comparison before/after
project taken 2
Tangible and intangible gains 2

FOLLOW-UP/ REVIEW & REOCCURANCE
PREVENTION
Marks
• Need based checklist, graphs to
to sustain the project 1
• Decide frequency of review & result 1
• Standardization / mistake proofing reoccurance
prevention measures 1
• Documentation for change 1
• Milestone Chart (after) with reasons of
variations against plan 1

Contents of the Register Max. 20 Marks
Marks
1. General information (Page 3,8,11) 2
2. Project Information (Page 12-21) 2
3. Attendance 2
4. Minutes of meeting 10
(Compare with milestone chart of case study)
5. Monitoring by HOD/Coordinator/ 2
Facilitator
6. Special features 2

Evaluation of case study during the Convention
Max. 60 marks
1. Sequence, Clarity, Team Participation, Smooth
change over from one speaker to another 10
2. Quality of Visuals 5
3. Time management 10
4. Communication skill, Confidence Level 10
5. Special effects 5
6. Answering satisfactorily and correctly the
questions from Judges 20

Brainstorming is a technique to generate ideas on a
subject, usually used for problem solving.
Brainstorming is of three types:
Unstructured Method:
In this method, all the team members are asked to put forward
whatever problem they have in their mind. Every body is allowed to
speak at the same time & there are no fixed rules to conduct the
session of Unstructured Brainstorming.
Advantages & Disadvantages:
• The biggest advantage of this method is that it is less time
consuming & a large number of ideas can be generated in a little
time.
• A strong leader is required to conduct this type of session
• Introvert members will not be able to participate
• Dominating members will try to impose their ideas on others
Brainstorming

Slip Method:
This method is more structured & disciplined as compared to previous
one. In this method all the members are given slips. They are supposed to
write their ideas on these slips & handover to the one who is coordinating
the activity (generally team leader). After that all the ideas are compiled
and problems are selected for further progress.
Advantages & Disadvantages
• This method gives better results then Unstructured method.
• Chances of some members dominating others gets eliminated
• Introvert members will also get chance to express his/her ideas.
• Duplication of ideas is a big problem with this method.
• Participation of every member can’t be ensured with this method
• It is a time consuming process, as the problems have to be compiled &
analyzed after collection.

Round Robin Method:
This is a most successful & preferred method of brainstorming. In this
method, all the members are made to sit in a semicircular fashion & the
leader or whoever is coordinating the session should sit in the middle.
The purpose is he should be able to maintain eye contact with every
participant. Rules for conducting Brainstorming session through Round
Robin method are as follows.
• To begin with, the person sitting at the corner should speak out one
problem. The coordinator should write the problem immediately, without
asking any question & evaluation. After that the second person should
speak out one problem. This should go like this till the session lasts.
• Generally session should be conducted for a specific duration like 15
min., 20 min. etc.
• Everybody should speak one by one & one problem at a time.
• Nobody should speak when some other person is speaking.
• Nobody should criticize the ideas of others.
• No body should pass any comment in between.
• At any time if, somebody don’t have any problem then he should say
“PASS”, to pass on the turn.

Round Robin Method:
Advantages & Disadvantages
• Involvement of every member can be ensured
• Nobody can overpower anybody as everyone can speak on its turn only.
• Faster method, as people will not give duplicate ideas as they know other’s
ideas also.
• Creativity is enhanced as the members get a chance to improve the ideas of
others (HITCH HIKING) without the fear of criticism.
• It’s easy to do as you don’t need much resources like board, slips etc. for
doing brainstorming through round robin method.
• Some times it may not be possible to end up the session in the stipulated
time.

Flow Chart
A flow chart is defined as a pictorial representation
describing a process being studied or even used to
plan stages of a project.
Flow charts tend to provide people with a common
language or reference point when dealing with a
project or process. When dealing with a process
flow chart, two separate stages of the process
should be considered: the finished product and the
making of the product.

Activity Symbol
Decision
Making/Inspection
Data Base
Start & End
Connector
Flow Lines
Document
Symbol
In order to analyze the finished product or how to
operate the process, flow charts tend to use simple
and easily recognizable symbols.
The basic flow chart symbols below are used
whenever analyzing or presenting any process.

High Level flow chart:
It provides a high-level
perspective on a process.
They are simply the steps in
a process connected in a
linear fashion.
They can be used to provide
a quick representation of a
process and to compare
several processes to
identify improvement areas.

Detailed Flow Chart:
It provides a detailed
perspective on a process.
They are detailed steps in
a process showing every
activity, inspection &
rework loops. They can
be used to provide a
detailed representation of
a process and to identify
improvements in a
process.
Given below is a simple
case of processes and
decisions in finding the
best route home at the
end of the day working
day.

Matrix Flow Chart:
This chart is an extension of detailed flow
chart & can be used when the process runs
through many departments.
This chart helps in visualizing the detailed
process not only the portion in your
department but also its fragments in other
departments. In a given process, many a times
the decisions & activities of one fragment (one
department) effect the portions of your
department. Matrix flow chart is a good tool for
that.

Ships Parts
Receives &
Notifies QC
Sample
Required?
Test
OK?
Refer to Review Board
Use As
Is?
Move to
Inventory
Prepare S-150
Receives Parts Prepare Paperwork
And Ship Parts
Signs S-150 & send
to stores
S-150
S-150
End
End
Supplier Stores Quality Control Review Board
Yes
Yes
Yes
No
No
No
Processing of Parts From Outside Suppliers

Cause & Effect Diagram
It is a visual representation of the factors that might
contribute to an observed phenomenon.
One causal factor may appear at several places.
The interrelationships are generally qualitative and
hypothetical.
The most important consideration in the construction
of Diagram is clear understanding of the Cause-Effect
relationship.
All possible sources of causation need to be
considered.

.
MAIN AREA
MAIN AREA
LINE
CENTRAL
SPINE
EFFECT
Cause & Effect Diagram Layout

CAUSE & EFFECT DIAGRAM
Watering
the
trees
takes
a
long
time
Method Labor
Facilities
Don’t understand
the characteristics of tree
Waste full watering
No watering
standards
Don’t understand the
watering conditions
Hard work,
so efficiency drops
Being tired
Work done on hot days
Needs two women
House is long
Hose is
heavy Faucets are far
from trees
Hose has to be
carried too far
Can only water with
one hose Faucets are not of
a standard size
Hose has to be connected
Long distance
Storage area is far away
Long time needed to carry
Long time needed to connect to faucets
Not enough
watering faucets
Low water pressure
Pipes are too small
Cause & effect Diagram for “Time needed to water trees”
Date of work: 15.12.06
Participants: Jyoti, Vijay, Vishal
Try to avoid negative expressions
In sub causes
For medium & small branches, just a word or phrase is enough
Constantly ask “Why?” to increase the number of sub causes
Systematize factors starting
from main branches through
medium to small
Note the date prepared,
date revised & names
Of participants
Draw the backbone using a heavier line
Select important factors, and
enclose the important ones in an oval
Make about 4-8 main branches,
and enclose them in a box
Main branches must be
independent of each other
Make the angle about 700
Enclose the effect in a box
Insert numbers to indicate the order
In which the important factors seem
To exert and influence
1
2
3
6
4
5
Don’t forget an arrowhead

How to construct Cause-and-Effect diagram
1. Define clearly the effect or symptom for which the causes must be
identified.
2. Place the effect being explained at the right, enclosed in a box.
3. Draw the central spine as a thick line pointing to it.
4. Use brainstorming or rational step-by step approach to identify
the possible causes.
5. Each of the major area of causes (not less than 2 and normally
not more than 6) should be placed in a box and connected with the
central spine by a line at an angle of about 70 degree)

How to construct Cause-and-Effect diagram …contd.
6. Add causes for each main area.
7. Add subsidiary causes for each cause already entered.
8. Continue adding possible causes to diagram until each branch
reaches a root cause.
9. Check the logical validity of each causal chain.
10. Check for Completeness.

BLOW OUT
ROCK
FLAT TYRE
MECHANICAL FAILURE
DRIVER ERROR
BRAKE
FAILURE
STUCK
ACCELERATOR
BROKEN TIE
ROAD POOR
TRAINING
RECKLESS
POOR
REFLEXES
CHEMICALLY
IMPAIRED
SLEEPY
LOST
CONTORL
OF CAR
NAIL
RAIN
ICE
SLIPPERY ROAD
OIL
SNOW
BLOW OUT
ROCK
FLAT TYRE
NAIL
GLASS
WORN PAD
FLUID LOSS
POSSIBLE CAUSES OF LOST CONTROL OF CAR

Dimensional
Variation
Parts & Materials Operational Method
Machine
Operators
Fatigue
Procedure
Fitting Material
Angle
Position
Order
Setting
Degree of
Tightening
Storage
Quality of
Material
Component
Shape
Form
Diameter
Dimension
Method
Inspection
Item
Part
Abrasion
Jigs & Tools
Deformation
Imbalance
Operation
Stability
Speed
Working
Health
Illness
Training
Education
Skill
Experience
Concentration
Spirit
Attentiveness

Typing
Errors
(mistyping)
Person Requesting Typing
Manuscript
Typewriter
Typist
Understanding of
Material
Omissions
Fitting Material
Location
Size
Type of ink
Writing
Materials
Thickness
Of nib
Layout
Instructions
Format
Checking of Memo
Dictation
Pronunciation
Repairs
Maintenance
Servicing
Distance from
Typist’s Body
Physical Condition
Height
Errors
Handwriting
Experience
Preliminary Checks
Quality
Paper
Colour
Speed
Technique
Pauses
Rhythm
Eyesight
Physical Condition
Physical Fatigue
Working Environment
Conversation
Interruptions
Answering
Telephone
Other Jobs
Brightness
Lighting
Location of
Equipment
Ringing of Telephone
Noise
Type of Pen
Size
Style
Attending
to Visitors
Colours

Defeat in
a
Sports
Match
Strategy Technique
Spirit
Health
Relaxation
Advice
Exercise
Quality
Schedule
Speed
Motion
Power
Rules
Planning
Theory
Information
Study of
Opponent
Analysis
Concentration
Carefulness
Patience
Confidence
Composure
Calmness
Devotion
Fighting Spirit
Encouragement
Repetition
Form
Rest
Amusement
Time
Sleep
Depth
Nutrition
Meal
Quantity
Calories
Pride
Common
Sense
Observation
Judgment
of Situation
Experience in Matches
Function
Teamwork
Cooperation
Quantity
Model

Copying Paper
Dry Time
Degree of
Alignment
Original
Setting
Liquid
Handling
Environment Original Copying M/c
Curl
Transparency
Paper
Quality
Strength
Hand
Dirtiness
Table
Dirtiness
Contamination
Level
Newness
Storage
Period
Paper Quality
Storage Period
Storage Method
Degree of
Exposure
Temperature
Humidity
Speed
Heater
Drum
Sensor
Lamp
Brightness
Lamp
Dirtiness
Operating
Hours
Poor
Quality of
Photocopy

FLUX
CONVEYOR SPEED
EXHAUST
SOLDER
MACHINE
SPECIFICATION COMPONENTS PRINTED WIRE CARD
VALIDITY
DROSS
TEMPERATURE
LOW HIGH SPEED
INTERPRETATION WEIGHT
TAR
MASKING
STORE MASK
TYPE
Possible Causes of Solder Defects
AIR SUPPLY
CONTAMINATION
SPECIFIC GRAVITY
ACTIVITY
STORAGE
AMOUNT
SOLDER
DEFECTS
PRE HEAT
AIR SUPPLY
CONTAMINATION
MAINTENANCE
CONTROLLER
ANGLE
FLUDITY
CONTAMINATION
ALLOY
UNEVEN WAVE
WAVE HEIGHT
WAVE DYNAMIC
CONTACT TIME
INCOMING SOLDER
CONTAMINATION
TEMPERATURE
TIME
WRAPPED
OUTGASSING
PAD GEOMETRY
STORAGE
FLUDITY
DROSS
TEMPERATURE
ORIENTATION
GEOMETRY
CONTAMINATED
LEADS
LENGTH
SOLDERABILITY
MOVEMENT
PLACEMENT
METALLURGY
OF LEADS

PISTON SUPPLY PISTON SUB ASSEMBLY ASSEMBLY WITH ENGINE
(STAGE NO. 11 )
CRANK SHAFT SUB
ASSEMBLY
PRODUCTION PROCESS CLASSIFICATION TYPE

OPERATOR
PISTON UN PACKING
WORK LOAD
OVERCONFIDENCE
BIN
SIZE
EDUCATION
ILLITRATE
UNSUFFICIENT
HIGH PRODUCTION
AWRAENESS
NEGLIGENCY
LACK OF MOTIVATION
BEHAVIOUR
SKILL
NO INSPECTION
EXPERIENCE
PISTON SUPPLY
SUPPLY TO SUB ASSEMBLY
DAMAGE
BINNING AFTER UNPACKING
NO GAP BETWEEN PISTONS
BIN
FLAT SURFACE
WORKING TABLE
SPACE
DESIGN
TRANSPORTATION
TROLLY
OVERLOADING
DESIGN
STRIKING
DESIGN

ASSEMBLY PROCEDURE
LOCK FITMENT
BEND
PIN GROOVE
FALLING ON FLOOR
WORKING TABLE
PISTON SUB ASSEMBLY
BINNING
SIZE
OVER
UNDER
WORN OUT
HIGH PRODUCTION
INSPECTION
PISTON RING
HARDNESS
LESS
MORE
MISMATCHING
IDENTIFICATION MARK
SIZE VARIATION
~`T “ MARK POSITION
TOOL DAMAGE
STRIKING
OVERLOADING
DOUBLE STORY
BROKEN
DAMAGE
RING EXPANDOR
HANDLING
OVERLOADING
WORK IN HURRY
MISHANDLING
HIGH MOVEMENT
DESIGN
THICKNESS
LESS
MORE
VENDOR

FITMENT OF LOCK
SOFT
VARIENT
PISTON PIN
CRANK SHAFT SUB
ASSEMBLY
SIZE
UNDER
OVER
TOUCHING WITH CRANK
GROOVE & RINGS
PISTON DAMAGE
CRANK INVENTORY
DESIGN
TABLE
JIG
TIGHT
PLATING
RUSTY
STORAGE
FINISHING
QUALITY
BROKEN
RUSTY
HARD
DAMAGE
PIN GROOVE
TOOL
BEND
WORN OUT
HIGHINVENTORY
SYSTEM PROCESS
TOUCHING WITH EACH OTHER
MATERIAL

ASSEMBLY WITH ENGINE
( STAGE NO. 11)
LUBRICATION
SLIDER
PISTON RING COMPRESSOR
NO INSPECTION
TRAINED OPERATOR
OVER CONFIDENCE
MAIN POWER SHORTAGE
UNDER
CYLINDER
OVER
SIZE
SCRATCHES
DENT
SURFACE
RUST
OILING
FITMENT
TAPER
MATERIAL
SOFT
HARD
DAMAGE
WORN OUT
SIZE
UNDER
OVER
TAPER
FITMENT
SPRING
LENTH
TENSION
SIZE
OPERATOR
WORK LOAD
OVERCONFIDENCE
EDUCATION
ILLITRATE
UNSUFFICIENT
HIGH PRODUCTION
AWRAENESS
NEGLIGENCY
LACK OF MOTIVATION
BEHAVIOUR
SKILL
NO INSPECTION
EXPERIENCE

What
What is that?
What is it for?
What is to be done?
What is being done?
What should be done?
What would happen it that operation were
eliminated?
What else could be done?
What else should be done?
What WUS* is occurring?
*WUS = Waste, Unevenness, Strain

Why
Why is that being done? Or Why do it?
Why is that necessary?
Why do it that way?
Why is that person to do it?
Why do it then?
Why do it that way?
Why do it there?

Where
Where (Place)
Where is it to be done?
Where is it being done?
Where should it be done?
Where else could it be done?
Where else should it be done?
Where is the location?
Why there?
Can things be combined in one place?
Should the location be changed?

When
When is it to be done?
When is it being done?
When should it be done?
Why was it done at that time ?
When is the most reasonable time? Or When
else could it be done?
Can it be done at another time? Or When else
should it be done?
When is WUS occurring?

Who
Who is to do it?
Who is doing it?
Who should be doing it?
Who else could do it?
Who else should do it?
Who is allowing WUS to to occur?
Who is that ?
Why does that person do that operation?
Does the job require special qualification?
Are many people doing the same job?

How
Why is that being done that way?
Is that the best way to do it?
Can it be done another way?
How much will it cost?

Questions related
4- M
to be considered while
identifying causes

ARE WORKERS OBSERVING THE STANDARDS?
ARE THEY WORKING EFFICIENTLY?
ARE THEY PROBLEM CONSCIOUS?
DO THEY HAVE STRONG SENSE OF RESPONSIBILITY?
ARE THEY SKILLED?
ARE THEY EXPERIENCED ?
ARE THEY ASSIGNED TO THE RIGHT JOBS?
DO THEY WANT TO IMPROVE?
ARE HUMAN RELATIONS GOOD?
ARE THEY HEALTHY?
MAN POWER

DO THEY MEET PRODUCTION REQUIREMENTS?
DO THEY MEET PROCESS CAPABILITIES?
ARE THEY BEING PROPERLY LUBRICATED?
ARE THEY BEING THOROUGHLY INSPECTED?
ARE THEY FREE OF BREAKDOWNS & STOPPAGE?
ARE THEY SUFFICIENTLY PRECISE?
ARE THEY FREE OF ABNORMAL NOISE ?
MACHINE

IS THE QUANTITY RIGHT ?
IS THE GRADE RIGHT?
IS THE BRAND RIGHT?
ARE THEY FREE OF IMPURITIES?
ARE THEY STOCKED IN THE RIGHT QUANTITIES?
ARE THEY BEING USED WITHOUT WASTE?
ARE THEY BEING HANDLED CORRECTLY?
ARE ANY MATERIALS IN - PROCESS LEFT LYING AROUND?
ARE THEY PROPERLY DISTRIBUTED?
ARE THEIR QUALITY LEVELS SATISFACTORY?
ARE THEY APPROPRIATELY LAID OUT?
ARE THERE TOO MANY OR TOO FEW?
ARE THEY TIDY AND WELL – ORGANISED?
MATERIAL

ARE WORK STANDARDS SATISFACTORY?
ARE WORK STANDARDS KEPT UPTO DATE?
ARE THE METHODS SAVE?
DO THE METHODS ENSURE GOOD PRODUCTS?
ARE THE METHODS EFFICIENT?
ARE THE WORK SEQUENCE APPROPRIATE?
IS CHANGE OVER SATISFACTORY?
ARE TEMPERATURE & HUMIDITIES APPROPRIATE?
IS LIGHTING & VENTILATION ADEQUATE?
IS THERE GOOD LIAISON BETWEEN PREVIOUS &
SUBSEQUENT PROCESSED ?
METHODS

A ranked comparison of factors related a quality problem. It
helps circles to identify and focus on the vital few factors.
Pareto Analysis is required to :
• Prioritizing Problems
• Analyzing Symptoms
• Identifying Root Causes
• Checking Performance of Solutions implemented
Pareto Analysis

In 1897, the Italian economist
Vilfredo Pareto ( 1948-1923 ) during his
study of distribution of wealth in his
country observed that 80% to 90% of
Italy’s wealth lay in the hands of 10% to
20 % of the population.
80% Population
20% Wealth
20% Wealth
80% Population

Order Form Item Number of Errors Percent of Total Cumulative % of total
G 44 29 29
J 38 25 54
M 31 21 75
Q 16 11 86
B 8 5 91
D 5 3 95
C 3 2 97
A 1 0.67 98
O 1 0.67 98
R 1 0.67 98
N 1 0.67 99
L 1 0.67 99
I 0 0 100
E 0 0 100
H 0 0 100
K 0 0 100
F 0 0 100
P 0 0 100

ERRORS ON ORDER FORM
0
30
60
90
120
150
G J M Q B D C A O R N L I E H K F P
OREDER FORM ITEMS
NUMBER
OF
ERRORS
0
10
20
30
40
50
60
70
80
90
100
CUMULATIVE
PER
CENT
OF
TOTAL
Vital
Few
Useful Many

4500
3200
1200 1423 1164 900
10500
65%
79%
85%
91%
96%
100%
46%
0
5000
10000
15000
20000
Dust Shadow
Marks
Lacquer
Flow
Dent Polish
Line
Bubbles Others
Figure 1 Pareto Diagram for "Rejection in Lacquer"
Rejection
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Cumulative
%age
N= 22929
Period= July 06 to Sep-06
Author= Sunil Kumar
Fill in the period when data was
collected, & the total quantity
(numbers) (N)
Don’t forget a ZERO
Designate a figure number & title
Even if the number of “other”
is high it goes at the right
Decides scale so that the
box of the finished diagram
is approximately square
Write “Cumulative
Percentage” here
Don’t extend the line
above 100
Don’t forget a ZERO
PARETO DIAGRAM

How to draw a Pareto Diagram
1. Total the data on effect of each contributor, and sum these to
determine the grand total.
2. Reorder the contributors from the largest to the smallest.
3. Determine the cumulative-percent of total.
4. Draw and label the left vertical axis.
5. Draw and label the horizontal axis.
6. Draw and label right vertical axis.
7. Draw bars to represent the magnitude of each contributor’s effect.
8. Draw a line graph to present the cumulative-percent line.
9. Analyze the diagram.
10. Title the diagram, label the vital few and useful many; and show
the cumulative-percent contribution of the vital few.

Most
Rupees Are
in the “Vital
Few”
categories
“The
Awkward
Zone”
Few Rupees
Are in the
“Useful
Many”
categories
1 Categories N

Extruder Ext 4 Ext 7 Ext 10 Ext 1 Ext 2 Ext 12 Ext 13 Ext 14 Ext9 Ext 6 Ext 15 Ext 5 Ext 11
No. of Complaints 23 9 9 6 6 5 5 4 3 2 2 1 1
% of Complaints 30% 42% 54% 62% 70% 76% 83% 88% 92% 95% 97% 99% 100%
Ext. wise No. of Complaints from Jul' 02 ~ Dec' 02
23
9 9
6 6 5 5 4 3 2 2 1 1
30%
42%
54%
62%
70%
76%
83%
88%
92% 95%
97% 99% 100%
0
10
20
30
40
50
60
70
Ext 4 Ext 7 Ext 10 Ext 1 Ext 2 Ext 12 Ext 13 Ext 14 Ext9 Ext 6 Ext 15 Ext 5 Ext 11
Extruders
No.
of
Complaints
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
EXTRUDER WISE BREAKDOWN

BREAK DOWN ON
EXTRUDER-4
Ext4 complaintwise details fromJul'02 ~
Dec'02
13
6
2 2
0
56%
82%
91%
100% 100%
0
5
10
15
20
Fuse blown
out
Heater lead
cut
Contactor
problem
Heater
failure
Complaints
No.
of
Complaints
0%
20%
40%
60%
80%
100%

4
10
18
20
42
225
100%
99%
96%
90%
84%
71%
0
50
100
150
200
250
300
Blinker
Continuty
Missing
Body Short Horn
Continuty
Missing
Blinker
Movement
Sticky
Horn
Movement
Sticky
Lever
Movement
Sticky
0%
20%
40%
60%
80%
100%
Pareto Chart For Testing Rejection
Rejection
(nos)
Cum
m
ulative
(
%)
Sl.
No.
Parameters Rej. Per. Cum.
1 Blinker Continuty Missing 225 71% 71%
2 Body Short 42 13% 84%
3 Horn Continuty Missing 20 6% 90%
4 Blinker Movement Sticky 18 6% 96%
5 Horn Movement Sticky 10 3% 99%
6 Lever Movement Sticky 4 1% 100%
319
 Blinker Continuity Missing
 Body Short
Problems selected:
Problem Selection

4
10
18
20
42
225
100%
99%
96%
90%
84%
71%
0
50
100
150
200
250
300
Blinker
Continuty
Missing
Body Short Horn
Continuty
Missing
Blinker
Movement
Sticky
Horn
Movement
Sticky
Lever
Movement
Sticky
0%
20%
40%
60%
80%
100%
Pareto Chart For Testing Rejection
Rejection
(nos)
Cum
m
ulative
(
%)
45
22 19 16
7
0
41%
61%
79%
94% 100%
100%
0
10
20
30
40
50
60
70
80
90
100
110
Body Short Horn
Continuty
Missing
Blinker
Movement
Sticky
Horn
Movement
Sticky
Lever
Movement
Sticky
Blinker
Continuity
Missing
0%
20%
40%
60%
80%
100%
Rejection
(nos)
Pareto For Testing Rejection.
Cum
m
ulative
(
%)
Before After
Blinker Continuity Missing Eliminated
Results Achieved After Implementing
All Corrective Actions

Stratification
Stratification is the process of separation of data into
groups. It is normally done for identifying the categories
contributing to the problem being tackled.
Stratification helps in verifying possible causes
•Some are proved
•Others are disproved
Usually requires several, different classification; two stage
stratification is common
Graphic presentation helps in presenting and understanding
the data.

UNITS REJECTED DUE TO STAINS
47
53
27
24 23
26
55
45 43
57
0
10
20
30
40
50
60
70
SUP
1
SUP
2
OPR
1
OPR
2
OPR
3
OPR
4
MOR AFT M/C 1 M/C 2
STRATIFICATION VARIABLES
NUMBERS
REJECTED

TOTAL ERRORS BY WEEK
0
10
20
30
40
W-1 W-2 W-3 W-4
W E E K S
T O T A L E R R O R S
PER CENT ERRORS BY WEEK
0
0.5
1
1.5
2
2.5
3
3.5
4
W-1 W-2 W-3 W-4
W E E K S
P E R C E N T

How to Stratify
1. Select the stratification variables. – day of week, week of month,
accountant
2. Establish categories for each stratification variable :
Day of week Week of month Accountant
Monday 1 A
Tuesday 2 B
Wednesday 3 C
Thursday 4 D
Friday
3. Sort the observations into the categories of one of the stratification
variables
4. Calculate the phenomenon measured for each category
5. Display the results
6. Prepare and display the results for other stratification variables
7. Plan for additional confirmation

STRATIFICATION
It means the dividing of an organisation into a number of strata or layers. Put
another way, a single population is divided – by workforce, working methods, raw
material etc. – taking note of common data points, peculiarities or characteristics,
into a number of groups (called strata) having the same points in common.
Categories of Stratification (Particular subject to Stratification)
1. By time: Month, week, day, dayshift, day of the week, time, morning, afternoon etc.
2. By workforce: section, work group, task force, relieving, new/old, expertise, age,
experience etc.
3. By machinery and equipment: machine number, position, new/old, model,
structure, jig, dies etc.
4. By working method: temperature, pressure, air temperature, humidity, weather,
speed, working method, working procedure, measuring method etc.
5. By raw materials/components: place of manufacture, supplier, previous process,
lot, charge etc.
6. By product: product category, destination, new/old product, standard product,
special order etc.
7. By measurement/inspection: measuring instrument, measuring operator,
inspection method, inspector etc.

Product Name CS20-5D Lot Number 1213
1214
Recor
ded By
Process Name No.3 Assy Line
Measuring
Method
100% visual
insepction
Measuring
Instrument
----- Date
Date/Day
Defect
2/1 2/2 2/3 2/4 2/5 2/6
Total
Mon. Tue. Wed. Thu. Fri. Sat.
1) Loose Screw 22
2) Dirt in distance
sensor
18
3) Exterior Scratches 18
4) Soldering Defect 15
5) Operating Defect 20
6) Gap Defect 11
7) Part Lost 11
8) Exterior Dirt 20
Total 23 23 25 20 26 18 135
Numbers Inspected 5000 Percentage Defects 2.7%
CHECK SHEET
Make boxes in order to fill in the
product/process specific information
A Check sheet is a simple data recording form that has been specially designed so that the results
can be readily interpreted from the form itself.
Decide on method of stratification
Indicate what is to be checked
Data can be filled in the form of
symbols/figures
1) Check sheet for Defective Item (Defect in camera assembly process)
Do add the title of check sheet
Sum up the defects row wise
& column wise
Calculate percentage to decide upon
target

Suppose we want to know
the variation in the
dimensions of a certain
kind of parts whose
machining specification is
8.300 ± 0.008. To study the
distribution of process
characteristic values,
histograms are
normally used. Such
values as the mean and
variance are computed on
the basis of the histogram
and the shape of the
distribution is also
examined in various ways.
2) Check sheet for production process distribution

The check sheet in the
preceding example is used
for pinpointing location of
defects. In addition, check
sheets are sometimes used
for further stratification in
order to find the causes of
defects. Generally
speaking, most studies
aimed at finding the causes
of defects involve matching
the data on causes with
corresponding data on their
effects, keeping them in a
neatly corresponding order,
and later analyzing them by
stratifying by cause or
drawing scatter diagram.
But if the case is a simple
one, i.e is possible to gather
corresponding data with a
check sheet.
3) Defect cause check sheet

External defects such as scratches and
dirty spots are found on all kinds of
products, and various efforts are being
made at many plants to reduce this
type of defects. The defect location
check sheet plays a powerful role in
solving this kind of problem. Generally,
many check sheets of this type have
sketches or expended views on which
markings are made so that the
distribution of defect occurrence can be
observed. The given picture shows one
such example in which the defect is
BLOWHOLE in a casting.
4) Defect Location Check Sheet

(continuous data use) No.___________
741
PRODUCTION CHECK SHEET
Product Name_________________________________
Alternator Pulley Date_________________________________
12- 02- 02
Usage________________________________________
Pulley Bolt Torque Factory_______________________________
Church Street
Specification__________________________________
2.2 +/- .5 Section Name__________________________
SI Line
No. of Inspections______________________________
185 Data Collector__________________________
Sam The Man
Total Number__________________________________
185 Group Name___________________________
Lot Number___________________________________
1631 Remarks:_____________________________
Dimensions 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2
40
35
SpecLSL
SpecUSL
30
25
20
15 X
XXXX
XX
X
XXXXX
XX
10
XXX
XXXXX
XXXXX
XXXXX
XX
XXXXX
XXXXX
XXXXX
XXX
5
XX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXX
X
0 X
XX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX
XX
X
TOTAL
FREQUENCY 1 2 7 13 10 16 19 17 12 16 20 17 13 8 5 6 2 1

What ?
What exactly is wrong (defect)?
On what object is the defect observed?
Where?
Where is the object with the defect observed (geographical location)?
Where, on the object does the defect appear?
When?
When was the defect first observed (clock / calendar time)?
On what pattern is the defect observed?
Magnitude?
How much of the object is defective?
How many units/objects are defective?
What is the trend?
Want to solve a problem? Ask the right questions
Asking the right question is imperative before setting out to solve a
problem.

Graph and Charts
Graphs and Charts are pictorial representation of quantative data. They can
summarize large amounts of information in a small area and communicate complex
situations concisely and clearly.
Principles of graphic Display
•Graphic display should:
•Show the data
•Induce the viewer to think about the substance rather than the methodology, graphic
design etc.
•Avoid distorting what the data have to say
•Present many numbers in a small space
•Make large data set coherent
•Encourage the eye to compare different pieces of the data
•Reveal the data at several level of details, from a broad overview to the fine structure
•Serve a reasonably clear purpose: description, exploration, tabulation, or decoration
Be closely integrated with the statistical and verbal descriptions of a data set

Types of Graphs
Line Graph connects
points, which represent
pairs of numeric data, to
show one variable of the
pair is a function of the other
.
Line graphs are good for
showing trends.

GRAPHS
Broken line graph for "Coil defect ratio"
0
1
2
3
4
5
6
Jan-06
Feb-06
Mar-06
Apr-06
May-06
Jun-06
Jul-06
Aug-06
Sep-06
Months
Coil
Defect
Ratio
Defect Ratio
Draw the dots clearly
Target
Put in the target
Line Graph
(%)
Improving dimension gauge
Change the tension
Make a jig to prevent
misalignment Make a jig to prevent
misalignment
Insert the units in this position in
parenthesis ( )
Use a slightly heavier line for actual data
Make scale marks on the inside
Indicate the characteristic
If the nature of the countermeasure is
indicated as required, the relationship
with line breaks will be clarified
Don’t forget a zero
Application of line graphs
1. A line graph is most useful in displaying data or information that
changes continuously over time.
2. To show the relationship between two characteristics
3. Can be used for showing the trends of rejection, absenteeism,
comparison between two processes etc
Put a heading for the graph
Of participants

Types of Graphs
Bar Graph also portray the relationship between pairs of
variables, but, unlike in the line graph, one of the variable
need not to be numeric.
They are useful for showing comparison among
categories.

GRAPHS
Bar Graphs
Bar graph for "Reason of rejection in Lacquer"
2000
1500
1200
1000
850
700 650
500 430
0
500
1000
1500
2000
2500
Dust
Shadow
Marks
Flow
Bubbels
Touching
Pit
Marks
Dents
Polish
Lines
Others
Type of Defects
No.
of
Defects
(PPM)
PPM
Make the bar width double the space between bars
Arrange items in order of size, unless there
is an inherently logical order
Other things are same as explained in Line Graph
Application of Bar graphs
1. Bar graphs are an
excellent way to show
results that are one time,
that aren't continuous -
especially samplings such
as surveys, inventories,
rejections etc.
2. Bar Graphs can be used
to compare the two sets of
information with same
characteristics
Participants: Jyoti, Vijay,
Vishal
Of participants

Types of Graphs
Pie Charts are used to show visually the proportions of
the various classes of a phenomenon being studied that
make up the whole.
Pie Charts are useful principally for showing proportions.

1. A circle graph is used to show
how a part of something relates
to the whole. This kind of graph
is needed to show percentages
effectively.
2. Circle or pie graphs are
particularly good illustrations
when considering how many
parts of a whole are inception.
GRAPHS
Pie Charts
Pie Chart for "Reason of rejection in Lacquer"
35.52%
26.64%
21.31%
8.88%
7.64%
Dust
Shadow Marks
Flow
Polish Lines
Others
Use the topmost part of the chart as the point of departure
Indicate the contribution of the item
Consider what cross hatching pattern to use
Make the hatching go from heavier to lighter
“35.52% to 26.64%
Arrange items in order of percentage, unless
there is an inherently logical order
Application of Bar graphs
Of participants

Reminders
At the time of Creation
• Whenever making a graph for showing comparison, use same scale for both the
cases.
• Try to plot both the cases on the same graph, if showing comparison.
• In case data becomes too much to be shown on one axis, use other axis also for
better clarity.
• All measuring is to be done accurately and consistently using metrics where
applicable.
Backup data
• Keep a detailed daily record or log book for measurements, changes and
problems.
• Take photographs, make diagrams or drawings of various phases of your
observation.
General
• Observations and measurements should be organized in tables or charts that are
clearly labeled.
• Results should be graphed using appropriate graph.
• Don't become discouraged; work diligently and repeat an observation, if
necessary.

Types of Graphs
Line Graph connects points, which represent pairs of
numeric data, to show one variable of the pair is a function
of the other . Line graphs are good for showing trends.
Bar Graph also portray the relationship between pairs of
variables, but, unlike in the line graph, one of the variable
need not to be numeric. They are useful for showing
comparison among categories.
Pie Charts are used to show visually the proportions of
the various classes of a phenomenon being studied that
make up the whole. Pie Charts are useful principally for
showing proportions.

Key concepts to keep in mind:
 Graphic integrity
 Consistent scale0
 Consistent symbols
 Ease of reading
 Simplicity

Scatter Diagram
Scatter Diagram is a graphical representation of
relationship between two variables. It can be between a
Cause and Effect and between two causes.
It also reveals the nature of relationship between two
variables and their approximate strength.

Distracting Back Ground
Noise vs Error Rate
0
0.02
0.04
0.06
0.08
0.1
0.12
0.14
0.16
0.18
40 60 80 100
Noise (dB)
Error
Rate

Dr Kaoru Ishikawa,
popularized the industrial
use of Scatter Diagrams,
calling them one of the
“indispensable tool of
quality control”.
The scatter diagram is an
ideal way to display data
when a quality
improvement team is
trying to evaluate a
cause-effect relationship.

Scatter Diagrams in Problem Solving
Concept 1: Discovering true cause-effect relationship is the key to
effective problem solving.
Concept 2: Cause-effect relationships almost always show variation
Cause Effect
Calorie Intake Weight gain
Driving speed Fuel Economy
Training Job Performance
Number of Users Response time of computer system
Concept 3:
It is easier to see the relationship in a Scatter diagram than in a
simple table of numbers.

EXAMPLES:
The value of Y clearly increases as the value of
X increases.

EXAMPLES:
The value of Y clearly decreases as the value
of X increases.

EXAMPLES:
The value of Y increases slightly as the value of
X increases.

EXAMPLES:
The value of Y decreases slightly as the value of
X increases.

EXAMPLES:
The value of Y seems to be related to the value of X,
but the relationship is not easily determined.

EXAMPLES:
There is no demonstrated connection between the two
variables.

Blowing Air-Pressure vs Percent
Defective of Plastic Tank
0.84
0.85
0.86
0.87
0.88
0.89
0.9
0.91
0.92
0.93
7.9 8.4 8.9 9.4
Blowing Air-Pressure (kgf/cm2)
Percent
Defective

How to construct Scatter Diagram
1. Obtain the table of raw data and determine the high and low values for
each variable.
2. Decide which variable will be plotted on the horizontal axis.
•Put the suspect cause on the horizontal axis if showing a cause-effect
relationship.
3. Draw and label the horizontal and vertical axis.
•Make the axes roughly the same length, creating a square plotting area.
•Label the axes in about six convenient multiples of 1, 2 ,or 5.Make the
lowest label slightly less than the low value, and the highest label slightly
greater than the high value for each variable. The data should fill the
plotting area.
•Label increasing values from bottom to top on the vertical axis and left to
right on the horizontal axis.
• Provide a caption to describe the measurement and its units.

4. Plot the paired data.
•Use concentric circles to indicate identical paired-data points.
•Use filled and unfilled to show the strata.
5. Title the chart and provide other appropriate notations.
6. Identify and classify the pattern of correlation.
•See the interpretation section for guidance.
7. Check for potential pitfalls in your analysis, consider compounding
factors and
Other possible explanation for the correlation pattern, and decide on
the team’s next steps.
See the interpretation section for guidance.

Scatter Diagram is a graphical representation of relationship between two variables. It
can be between a Cause and Effect and between two causes.
It also reveals the nature of relationship between two variables and their approximate
strength.
SCATTER DIAGRAM
PRICE
(Lacs)
0.2
0.40
0.6
0.8
1.0
1.2
1.4
AGE (Years)
02 04 06 08 10 12 14 16
Scatter Diagram for Age of Car and price
Indicate the characteristic
Decide the horizontal & vertical scales so that the
finished diagram will be approximately square
Insert the units
The scale along X & Y axis has to be same
Of participants
n= 100

A Histogram is a graphic summary
of variation in a set of data. It
enables us to see patterns that are
difficult to see in a simple table of
numbers. Can be analyzed to
draw conclusions about the data
set.
A histogram is a graph in which
the continuous variable is
clustered into categories and the
value of each cluster is plotted to
give a series of bars. The presents
distribution of a set of product
measurements that remain
nevertheless within specified
limits. Without using some form of
graphic this kind of problem can
be difficult to analyze, recognize or
identify.
Histogram

HOW TO CONSTRUCT A HISTOGRAM
1. Obtain the table of raw data and determine the high value, low value, and
range. Range = High Value – Low value
2. Decide on the number of cells. Use the following guide:
Data Points Number of Cells
20*-50 6
51-100 7
101-200 8
201-500 9
501-1000 10
Over 1000 11-20
*Less than 40 only as a result of stratification
3. Calculate the approximate cell width.
Approx. Cell Width = range/number of cells

4. Round the cell width to a convenient number.
Make the cell width 1, 2 or 5; 0.1, 0.2 or 0.5; 10, 20 or 50; etc.
5. Construct the cells by listing the cell boundaries.
The first cell should include the lowest data value.
Cell boundaries should be one or more significant digit than data.
6. Tally the number of data points in each cell.
Check that total tally marks equal number of data points.
7. Draw and label the horizontal axis.
Go one cell width beyond the lowest and highest cell.
Provide numeric labels and a caption to describe the measurement and its
units.
8. Draw and label vertical axis.
Label the axis from 0 to a multiple of 5 that is greater than the largest tally in any cell.
Provide a caption of “number” or “percent.”

9. Draw in the bars to represent the number of data points in each cell.
The height of the bars should be equal to the number of data points in that
cell as measured on the vertical axis.
10. Title the chart, indicate the total number of data points, and show nominal values
and limits (if applicable).
1. Identify and classify the pattern of variation.
2. Develop a plausible and relevant explanation for the pattern.
Use your team’s knowledge and observation.
Confirm your theories through additional analysis.

1. Histogram is a visual tool for presenting variable data. It organises data
to describe the process performance.
2. Additionally histogram shows the amount and pattern of the variation from
the process.
3. Histogram offers a snapshot in time of the process performance.
HISTOGRAM
N = 50
X = 300.76
S = standard deviation
Frequency
0
2
4
6
12
14
16
8
10
470 480 490 500 510 520 530 540
kg
Location of mean of the process
Spread of the process
Shape of the process
Draw lines for the standard limits
Upper
limit
of
standards
Lower
limit
of
standards
The portions outside the standard
limit may be cross hatched for
easier visibility
Indicate the required items
Histogram for “Weight of bars”

Quality control charts, are graphs on which the quality of the product is plotted as
manufacturing or servicing is actually proceeding.
By enabling corrective actions to be taken at the earliest possible moment and
avoiding unnecessary corrections, the charts help to ensure the manufacture of
uniform product or providing consistent services which complies with the
specification.
CONTROL CHARTS
50
51
52
53
54
55
1 5 9 13 17 21 25
1
3
5
7
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
SubGroup Number
R
x
CL = 2.04
UCL = 4.66
LCL = 51.137
CL = 52.627
UCL = 54.117
For control
For Analysis
n = 4
(mm)
Show points on R with x mark, show points outside the control limits by means of a x mark
X – R Chart for External Diameter Dimension
Show explicit values for
CL, LCL & UCL
Show points outside the
control limits by means
of a mark
Show points on x by means of a
Indicate the kind of chart
Show the subgroup size n here
Insert the units

Return to the standard that should really be achieved
Current Level
The Ideal goal to aim for
Current Level
Pursue the ideal
State to aim for
Challenge-achievement type
Problem-solving type
Any problem that occurred in
the process of trying to
successfully perform the work
allotted.
Setting the goal or target at a
higher level than the current
level and creating a new work
method and operation
procedures in order to achieve
the goal.

Selection of theme
Drawing up the Action Plan
Examination and implementation
of countermeasures
Analysis of relevant factors
Grasp of the current situation &
setting Goals
Confirmation of the result
Standardization
Selection of theme
Drawing up theAction Plan
Examination and implementation
of optimum measures
Coming up with measures (ideas)
Clear identification of the
challenge and setting Goals
Confirmation of the result
Standardization
Problem Solving Challenge-achievement
Comparison of the procedure : Approach

0.1. NP QC Tool n techniques.ppt

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