This document provides an overview of control charts and statistical process control. It discusses how control charts can show if a process is stable or experiencing special causes of variation. The document outlines different types of control charts for variable and attribute data, including how to generate and interpret them. It also describes how control charts are used within the DMAIC improvement process to establish a stable, capable process and monitor critical metrics ongoing.
I have created several gap analysis templates that you can use to perform your gap analysis in different situations. Use this info graphic presentation to represent gap analysis in a very impressive way.
A gap analysis is an examination of your current performance for the purpose of identifying the differences between your current state of business and where you’d like to be. It can be boiled down into a few questions:
Where are we now?
Where do we wish we were?
How are we going to close the gap?
Conducting a gap analysis can help you improve your business efficiency, your product, and your profitability by allowing you to pinpoint “gaps” present in your company. Once it’s complete, you’ll be able to better focus your resources and energy on those identified areas in order to improve them.
Quality Control Circle Action plan : A brief formatEngr. Abdun Noor
This presentation illustrates a brief guideline for the sequential activities of the Quality control circle which is also known as KAIZEN team or work improvement team. This is not any standard form. This may be customized add more information, data, analysis, reports, photos, videos as necessary.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The PDCA cycle, also known as the Deming Cycle or the Shewhart cycle, is a four-step continuous improvement process that is widely used in quality management, business improvement, and project management.
In this PDCA Problem Solving PPT training presentation, you will be able to teach employees in your organization on the structured PDCA approach to problem solving. Many world class companies such as Toyota uses the PDCA approach as the core activity of management as well as a problem solving process for the relentless pursuit of continuous improvement.
When combined with the "QC" tools, the PDCA approach identifies problems, analyzes root causes and generates solutions. Teach your staff to put effective solutions in place to prevent similar problems from recurring in the future.
This PDCA problem solving process can be applied to both manufacturing and service organizations and can also be used in Kaizen Circle Activities.
LEARNING OBJECTIVES
1. Acquire knowledge of key concepts and principles in PDCA problem solving.
2. Understand team dynamics and define roles within the PDCA problem-solving team.
3. Familiarize with the step-by-step PDCA problem-solving process and the use of analytical tools.
4. Master process management and discover key strategies for successful PDCA problem-solving.
I have created several gap analysis templates that you can use to perform your gap analysis in different situations. Use this info graphic presentation to represent gap analysis in a very impressive way.
A gap analysis is an examination of your current performance for the purpose of identifying the differences between your current state of business and where you’d like to be. It can be boiled down into a few questions:
Where are we now?
Where do we wish we were?
How are we going to close the gap?
Conducting a gap analysis can help you improve your business efficiency, your product, and your profitability by allowing you to pinpoint “gaps” present in your company. Once it’s complete, you’ll be able to better focus your resources and energy on those identified areas in order to improve them.
Quality Control Circle Action plan : A brief formatEngr. Abdun Noor
This presentation illustrates a brief guideline for the sequential activities of the Quality control circle which is also known as KAIZEN team or work improvement team. This is not any standard form. This may be customized add more information, data, analysis, reports, photos, videos as necessary.
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The PDCA cycle, also known as the Deming Cycle or the Shewhart cycle, is a four-step continuous improvement process that is widely used in quality management, business improvement, and project management.
In this PDCA Problem Solving PPT training presentation, you will be able to teach employees in your organization on the structured PDCA approach to problem solving. Many world class companies such as Toyota uses the PDCA approach as the core activity of management as well as a problem solving process for the relentless pursuit of continuous improvement.
When combined with the "QC" tools, the PDCA approach identifies problems, analyzes root causes and generates solutions. Teach your staff to put effective solutions in place to prevent similar problems from recurring in the future.
This PDCA problem solving process can be applied to both manufacturing and service organizations and can also be used in Kaizen Circle Activities.
LEARNING OBJECTIVES
1. Acquire knowledge of key concepts and principles in PDCA problem solving.
2. Understand team dynamics and define roles within the PDCA problem-solving team.
3. Familiarize with the step-by-step PDCA problem-solving process and the use of analytical tools.
4. Master process management and discover key strategies for successful PDCA problem-solving.
Iso 9001 2015 Quality Transition ISO Consultant Implementation Certification...Robert Jasper
BEST PRACTICE STRATEGIES FOR IMPLEMENTATION OR TRANSITIONING TO QMS BASED ON ISO 9001:2015
ISO Consultant Robert Jasper explains in this "Hands On" presentation, ehich artifacts have to be in place to pass ISO Thid Party Audits for Quality Management systems based on ISO 9001:2015.
Iso 9001 2015 Quality Transition ISO Consultant Implementation Certification Training Support Orlando Florida
FOR MORE INFORMATION PLEASE CONTACT:
Robert Jasper
Certified Auditor ISO 9001 based Quality Management Systems and ISO 9001 Consultant/Trainer
The Art of Quality CONSULTING
a Brand of Technology Applications International LLC. Orlando
5528 Force Four Parkway
Orlando, 32839, Florida, United States
Phone: 001 407-342-8458
Fax: 001 407-442-3016
email: info@theartofquality.com
www.artofqualityconsulting.com
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Over a million organizations in 170 countries have adopted ISO 9001:2015 as their quality management standard. Many more are pursuing this certification. Why? Because ISO 9001 helps your company assure quality, save money and customers expect it. ISO 9001 applies to all types of organizations.
This presentation can be used to brief your employees, new hires and potential auditees so as to create awareness of the ISO 9001:2015 standard. Alternatively, the presentation may be used to supplement your materials for the training of QA professionals and internal auditors.
It covers the what and why of ISO 9001, the QMS clause structure, the audit approach and also offers practical tips on how to handle an audit session. When you are done teaching this material to your employees, they will be much more informed and comfortable with ISO 9001.
LEARNING OBJECTIVES
1. Provide background knowledge on ISO 9001
2. Gain an overview of ISO 9001 structure and the certification process
3. Understand the audit approach
4. Gather useful tips on handling an audit session
CONTENTS
1. Overview of ISO 9001
2. ISO 9001 Structure
3. ISO 9001 Certification Process
4. Audit Approach
5. Handling an Audit Session
To download this complete presentation, please go to: https://www.oeconsulting.com.sg
This is an introduction for six sigma green belt program , it briefly describes the its history, adoption , and various component and tools . This presentation also include the current ASQ examination pattern .
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
Business Process Improvement Overview PowerPoint Presentation Slides SlideTeam
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with twenty eight slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Business Process Improvement Overview Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization. http://bit.ly/377yQOf
7 QC Tools are simple statistical tools used for problem solving. Nilesh Arora presented basics of 7 QC Tool training and details about Pareto Diagram.
Six Sigma Principles And Concepts PowerPoint Presentation SlidesSlideTeam
Are you looking to take up your six sigma methodology PowerPoint show to next level? Just check out our presentation deck to thoroughly explain your six sigma approach or simply what is six sigma? By utilizing this PPT example you can motivate your employees to go for team formation so as to improve overall performance of your business processes. Additionally, with help of our PPT slideshow you can easily identify various defects and suggest measures to timely remove and maintain quality management. There is more that you can address with this PPT model like various levels of six sigma, design for six sigma, lean six sigma process improvement tools and techniques. Well bearing all this in mind, we have conceptualized creative presentation layouts like six sigma roadmap, six sigma process, the DAMIC process, voice of customer are just a few to name here. In nutshell, by downloading our six sigma principles and concepts complete PowerPoint slide deck you not only save your time, but also get best readymade PPT sample. Get your audience singing from the same sheet. Our Six Sigma Principles And Concepts Complete Powerpoint Deck With Slides can create harmony
Iso 9001 2015 Quality Transition ISO Consultant Implementation Certification...Robert Jasper
BEST PRACTICE STRATEGIES FOR IMPLEMENTATION OR TRANSITIONING TO QMS BASED ON ISO 9001:2015
ISO Consultant Robert Jasper explains in this "Hands On" presentation, ehich artifacts have to be in place to pass ISO Thid Party Audits for Quality Management systems based on ISO 9001:2015.
Iso 9001 2015 Quality Transition ISO Consultant Implementation Certification Training Support Orlando Florida
FOR MORE INFORMATION PLEASE CONTACT:
Robert Jasper
Certified Auditor ISO 9001 based Quality Management Systems and ISO 9001 Consultant/Trainer
The Art of Quality CONSULTING
a Brand of Technology Applications International LLC. Orlando
5528 Force Four Parkway
Orlando, 32839, Florida, United States
Phone: 001 407-342-8458
Fax: 001 407-442-3016
email: info@theartofquality.com
www.artofqualityconsulting.com
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Over a million organizations in 170 countries have adopted ISO 9001:2015 as their quality management standard. Many more are pursuing this certification. Why? Because ISO 9001 helps your company assure quality, save money and customers expect it. ISO 9001 applies to all types of organizations.
This presentation can be used to brief your employees, new hires and potential auditees so as to create awareness of the ISO 9001:2015 standard. Alternatively, the presentation may be used to supplement your materials for the training of QA professionals and internal auditors.
It covers the what and why of ISO 9001, the QMS clause structure, the audit approach and also offers practical tips on how to handle an audit session. When you are done teaching this material to your employees, they will be much more informed and comfortable with ISO 9001.
LEARNING OBJECTIVES
1. Provide background knowledge on ISO 9001
2. Gain an overview of ISO 9001 structure and the certification process
3. Understand the audit approach
4. Gather useful tips on handling an audit session
CONTENTS
1. Overview of ISO 9001
2. ISO 9001 Structure
3. ISO 9001 Certification Process
4. Audit Approach
5. Handling an Audit Session
To download this complete presentation, please go to: https://www.oeconsulting.com.sg
This is an introduction for six sigma green belt program , it briefly describes the its history, adoption , and various component and tools . This presentation also include the current ASQ examination pattern .
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
Business Process Improvement Overview PowerPoint Presentation Slides SlideTeam
This complete deck is oriented to make sure you do not lag in your presentations. Our creatively crafted slides come with apt research and planning. This exclusive deck with twenty eight slides is here to help you to strategize, plan, analyse, or segment the topic with clear understanding and apprehension. Utilize ready to use presentation slides on Business Process Improvement Overview Powerpoint Presentation Slides with all sorts of editable templates, charts and graphs, overviews, analysis templates. It is usable for marking important decisions and covering critical issues. Display and present all possible kinds of underlying nuances, progress factors for an all inclusive presentation for the teams. This presentation deck can be used by all professionals, managers, individuals, internal external teams involved in any company organization. http://bit.ly/377yQOf
7 QC Tools are simple statistical tools used for problem solving. Nilesh Arora presented basics of 7 QC Tool training and details about Pareto Diagram.
Six Sigma Principles And Concepts PowerPoint Presentation SlidesSlideTeam
Are you looking to take up your six sigma methodology PowerPoint show to next level? Just check out our presentation deck to thoroughly explain your six sigma approach or simply what is six sigma? By utilizing this PPT example you can motivate your employees to go for team formation so as to improve overall performance of your business processes. Additionally, with help of our PPT slideshow you can easily identify various defects and suggest measures to timely remove and maintain quality management. There is more that you can address with this PPT model like various levels of six sigma, design for six sigma, lean six sigma process improvement tools and techniques. Well bearing all this in mind, we have conceptualized creative presentation layouts like six sigma roadmap, six sigma process, the DAMIC process, voice of customer are just a few to name here. In nutshell, by downloading our six sigma principles and concepts complete PowerPoint slide deck you not only save your time, but also get best readymade PPT sample. Get your audience singing from the same sheet. Our Six Sigma Principles And Concepts Complete Powerpoint Deck With Slides can create harmony
A presentation on the history and background of standards including: Standards & Standardization – What Are Standards?; Before Standardization; The Birth of Standardization; History of BSI; European Committee for Standardization (CEN); International Organization for Standardization (ISO); Types of Standard; The Standardization Process; The Economic Impact of Standardization; The Impact of Using Standards; Testing and Certification; CE and Kitemark®; Standards & Standardization; How to Get Involved; Standards & Standardization -Making a New Work Proposal; Standards Relevant to Digital Inclusion; Standards & Standardization - Further Reading.
Statistical process control is defined as and use of statistical technique to control a process or production method .It is used in manufacturing or production process to measure how consistently a product perform according to its design specification.
I wrote this eBook for a software client based on the appropriate persona, available technical materials and interviews with internal subject matter experts. The client used this eBook for their content marketing lead generation campaigns targeted to international manufacturers.
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
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Explore Tradeasia’s brochure for eco-friendly textile chemicals. Enhance your textile production with high-quality, sustainable solutions for superior fabric quality.
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
How to Build a Diversified Investment Portfolio.pdfTrims Creators
Building a diversified investment portfolio is a fundamental strategy to manage risk and optimize returns. For both novice and experienced investors, diversification offers a pathway to a more stable and resilient financial future. Here’s an in-depth guide on how to create and maintain a well-diversified investment portfolio.
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
2. 2
Control Charts – Learning Objectives
At the end of this section, delegates will:
• Understand how control charts can show if a
process is stable
• Generate and interpret control charts for variable
and attribute data
• Understand the role of control charts within the
DMAIC improvement process
3. 3
Control Charts – Agenda
1. Introduction to Statistical Process Control, SPC
2. Control Limits
3. Individual and Moving Range Chart
4. Workshop on Control Charts
5. Defective (Binomial) p-Chart
6. Defects (Poisson) u-Chart
7. Workshop on Attribute Control Charts
8. Uses of Control Charts
9. Summary
4. 4
What is Statistical Process Control?
• Statistical Process Control is a method of
monitoring and detecting changes in
processes.
• SPC uses an advanced form of Time Series
plots.
• SPC provides an easy method of deciding if
a process has changed (in other words, is
the process “in-control”?).
5. 5
We Need Ways of Interpreting Data
• Everyday we are flooded by data and we are
forced to make decisions:
• Calls handled decreases by 4%
• UK trade deficit rises by £5 billion
• Company X’s earnings are $240Million less
than the previous quarter
• Should we take action ?
6. 6
How do we manage data historically?
Leave it alone -
it ain’t broke
Pain &
suffering
Pain &
suffering
Lower “Customer”
Requirement
Upper “Customer”
Requirement
This Method
• Tells you where you are in relation to customer’s needs
• It will NOT tell you how you got there or what to do next
• Means that pressure to achieve customer requirements will cause you to:
• Actually Fix The Process
• Sabotage The Process
• Sabotage The Data (Integrity)
7. 7
What do Control Charts detect?
• Control Charts detect changes in a process.
• All processes change slightly, but process control
aims to detect ‘statistically significant’ changes that
are not just random variation.
• Processes can change in several different ways…
• the process average can change
• the process variation can change
• the process may contain one-off events
8. 8
Process Control
• Process control refers
to the evaluation of
process stability over
time
• Process Capability
refers to the
evaluation of how well
a process meets
specifications
0 5 10 15 20 25
Time
LSL USL
UCL
LCL
9. 9
Why would a Process be Incapable?
There are a number of reasons why a
process may not be capable of meeting
specification:
1. The specification is incorrect!
2. Excessive variation
3. The process is not on target
4. A combination of the above
5. Errors are being made
6. The process is not stable
10. 10
The specification is incorrect
• This issue was discussed during the
Customer Focus section of this course
• If specifications are not clearly related to
customer requirements, then it is always a
good idea to challenge the specification
before attempting to improve the process
11. 11
Excessive variation
Upper
Specification
Limit
Lower
Specification
Limit
Target
• Excessive variation means that we have a
variation reduction issue
• We will need to understand which process inputs
are causing the variation in the process output
12. 12 The process is not on target
Upper
Specification
Limit
Lower
Specification
Limit
Target
• In this situation we have a process targeting issue
• We will need to understand which process inputs
are causing the process to be off-target
• This situation is sometimes simple to solve!
13. 13 Excessive variation and not on target
Upper
Specification
Limit
Lower
Specification
Limit
Target
• In this situation we have both excessive variation
and a process targeting issue
• We will need to understand which process inputs
are causing the excessive variation and which
are causing the process to be off-target
14. 14
Errors are being made
Upper
Specification
Limit
Lower
Specification
Limit
Target
• A situation such as this might indicate that errors are
being made which result in occasional excursions
outside of the specification
• This is often an indication of a mistake proofing issue
15. 15
The process is not stable
Upper
Specification
Limit
Lower
Specification
Limit Target
Last week
This week
Next week?
• A situation such as this is an indication that the process
is unstable
• Whenever this situation is encountered in a DMAIC
activity, then the reason(s) for the instability must be
found and removed before assessing process capability
16. 16 The process is not stable
Upper
Specification
Limit
Lower
Specification
Limit
Target
Last week
This week
Next
week?
• Causes of process instability are sometimes referred
to as “special causes”
• Removing these special causes may result in the
process becoming capable of consistently meeting the
target
17. 17
Unstable Process
“Special”
causes of
variation are
present
Total
Variation
Time
Target
18. 18
Stable Process
Time
Target
Total
Variation
Only “Common”
causes of
variation are
present
19. 19
Capable Process
Time
Spec Limits
CAPABLE
NOT
CAPABLE Process is Stable but
Process is not Capable
Process is Stable and
Process is Capable
Management Action
(DMAIC) to reduce
common cause variation
20. 20
Control Charts test for Stability
(Control Chart of Average)
0 5 10 15 20 25
Time
1.3
1.29
1.28
1.27
1.26
Process Average
Upper Control Limit
Lower Control Limit
21. 21 Transactional Improvement Process
Analyse Define
Measure Improve Control
Select Project
Define Project
Objective
Form the Team
Map the Process
Identify Customer
Requirements
Identify Priorities
Update Project File
Control Critical x ’s
Monitor y’s
Validate Control
Plan
Identify further
opportunities
Close Project
LSL USL
15 20 25 30 35
Phase Review
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Develop Detailed
Process Maps
START
PROCESS
STEPS
DECISION
STOP
Identify Critical
Process Steps (x’s)
by looking for:
– Process Bottlenecks
– Rework / Repetition
– Non-value Added
Steps
– Sources of Error /
Mistake
Map the Ideal
Process
Identify gaps
between current and
ideal
Phase Review
Brainstorm Potential
Improvement Strategies
Select Improvement
Strategy
Criteria A B C D
Time + s - +
Cost + - + s
Service - + - +
Etc s s - +
Plan and Implement
Pilot
Verify Improvement
LSL USL
15 20 25 30 35
Implement
Countermeasures
Phase Review
Phase Review
Define Measures (y’s)
Check Data Integrity
Determine Process
Stability
Determine Process
Capability
Set Targets for
Measures
22. 22
Role of Control Charts
Measure Phase:
• used during capability studies to assess process stability
Improve Phase:
• used to establish if the modified, improved process is stable
Control Phase
• used to control critical process input variables (x’s) in order to
reduce variability in process outputs (y’s)
• used to monitor process outputs (y’s) on an ongoing basis to
ensure that the process remains in control
23. 23
Control Charts
Variable
Data
No
Subgroups
Subgroups
n = 2-9
Subgroups
n 9
Individuals
Moving Range
Chart
X Bar R
Chart
X Bar s
Chart
Attribute
Data
Defect Data
(Poisson)
Defective Data
(Binomial)
Varying
Subgroup
Size
Constant
Subgroup
Size
Varying
Subgroup
Size
Constant
Subgroup
Size
u Chart c Chart p Chart np Chart
24. 24
What do Control Charts tell us?
0 5 10 15 20 25
Subgroup
1.3
1.29
1.28
1.27
1.26
X-bar
• Is the process stable?
• Should we be taking action?
• Are there any special causes?
• What is the average process output?
• What is the variability?
26. 26
Total Variation
Total
Variation
Within Subgroup
Variation
Between Subgroup
Variation
27. 27
Control Limits Use Within Subgroup
Variation
• The total variation and Within Subgroup variation are
the same only if the process is stable
• The Within Subgroup variation is an estimate of what
the total variation would be if the process were
stable
• The Within Subgroup variation is used to calculate
the control limits since these limits represent the
range of values expected for a stable process
28. 28
Controls Limits
• Controls limits are always:
Average ± 3 Standard Deviations
Where the average and standard deviation are the
average and standard deviation of whatever data
is plotted:
−4s −3s −2s −1s 0 +1s +2s +3s +4s
99.7%
29. 29
Control Limits
Upper Control Limit
Lower Control Limit
• Control Limits are statistical boundaries which tell us whether or
not the process is stable
• Based on the normal distribution, 99.7% of the points plot within
the control limits if the process is stable
• The chance of a point outside the control limits, falsely indicating
the process is unstable, is only 0.3% or 1 in 370
31. 31
Individuals Control Chart
• Used when only a single observation per time period
(subgroup):
Monthly reporting data:
• On-time shipments, In-process Inventory, Complaints, etc.
Rare events
Sales
Stock Price
Inventory Levels
Customer Response Time
Lost Time Accidents
Complaints
Anything that can be measured and varies
32. 32
Within Subgroup Variation
• The best estimate is obtained by taking the differences between
consecutive samples i.e. the Moving Range (MR).
• We can use the the average MR, R, or the median MR, R
• When using R the Short Term standard deviation is estimated by:
R
1.128
R
d
2
Within
= =
˜
• When using R˜ the standard deviation is estimated by:
~
R
0.954
~
R
d
4
Within
= =
33. 33
Table of Constants for ImR charts
Sample size d 2 d 3 d 4 D 3 D 4 D 5 D 6 E 2 E 5
2
3
4
5
6
7
8
9
10
0.853
0.888
0.880
0.864
0.848
0.833
0.820
0.808
0.797
0.954
1.588
1.978
2.257
2.472
2.645
2.791
2.915
3.024
3.267
2.574
2.282
2.114
2.004
1.924
1.864
1.816
1.777
2.970
3.078
0
3.865
0
2.744
0
2.376
0 2.179
0.209
1.075
1.029
1.809 0.975 0.992
0
0.055
0.119
0.168
2.054
1.967
1.901
1.850
1.128
1.693
2.059
2.326
2.534
2.704
2.847
0
0
0
0
0
0.076
0.136
0.184
0.223
2.660
1.772
1.457
1.290
1.184
1.109
1.054
1.010
3.145
1.889
1.517
1.329
1.214
1.134
We would generally calculate the differences between
consecutive samples, which corresponds to a “sample
size” of 2 in this table.
Minitab will calculate the control chart limits for us!
34. 34
Control Limits
The controls limits for the average, based on R are:
X 3 X 3 2
X E R X 2.66R
R
± = ± = ± = ± = ±
1.128
X 3
R
d
2
Within
The controls limits for the range, based on R are:
LCL = D R = 0 × R =
0
Range 3
UCL = D R =
3.267R
Range 4
35. 35
Control Limits
3.145 X R ~
X E
R ~
R ~
X 3 X 3 5
± = ± = ± = ± = ±
0.953
X 3
R ~
d
4
Within
~
The controls limits for the average, based on R are:
~
The controls limits for the range, based on R are:
~
~
LCL = D
R = 0 × R =
0 Range 5
3.865 R ~
UCL D
R ~
= =
Range 6
36. 36
¯ ˜
R Versus R
• Some of the differences may be contaminated by
shifts in the mean (special Causes).
• R, the median MR, is more robust to this
contamination so is generally preferred.
• When many of the differences are zero, it might
be necessary to use R instead.
• A conversion factor can be developed:
R ~
182 . 1 R ~
= s =
1.128
0.954
R ~
R
0.954
R
1.128
within
= × = ×
~
37. 37
Call Out Time
Sample Number Call Out Time
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
5.35
3.28
1.07
1.06
4.29
3.23
5.40
6.42
3.25
8.55
4.26
7.48
5.35
2.14
4.24
6.44
3.21
9.66
4.28
5.33
39. 39 Individuals chart - Minitab
Open Worksheet: Call Out Time
StatControl ChartsVariables Charts for IndividualsI-MR
Select Variable: Call Out Time
Click “I-MR” Options
Click “Estimate” – select “Median moving range”
Click “Tests” - select “1 point 3 standard deviations from center line”
40. 40
IMR Chart – Minitab (using R)
Observation
Individual Value
2 4 6 8 10 12 14 16 18 20
12
8
4
0
UC L=11.66
_
X=4.71
LC L=-2.24
Observation
Moving Range
2 4 6 8 10 12 14 16 18 20
8
6
4
2
0
UC L=8.538
__
MR=2.613
LC L=0
I-MR Chart of Call out Time
˜
21 . 2 R ~
Median
=
~
R
= R × 1 . 182 =
2 . 613
41. 41
Lognormal and other non –
normal data
• When dealing with lognormal and other non-normal data
we need to be cautious.
• X-bar and Range charts will be acceptable for most non-normal
data with a sub-group size of 5 or larger.
• I-MR charts may give false indications of instability.
42. 42
Workshop – Individuals Control Chart
Open Minitab worksheet: PAYMENT TIMES.MTW
Use Minitab to create:
• Individuals and Moving Range chart
• Use the Median with a moving range of 2
• Assess the stability of the process
• What would you want to do next?
• Prepare a short report of your findings
44. 44
Control Charts for Defective Items (Binomial)
• A p-Chart is used to track the
proportion defective
• The p-Chart is constructed using data
on the number of defectives from
varying (or fixed) subgroup sizes
• The data opposite shows the number
of defective orders from random
samples taken over 10 working days
• The subgroups should be large
enough to contain 5 or more defective
items
Sample
Number
Defectives
(np)
Subgroup
Size
1 8 96
2 12 104
3 13 99
4 8 100
5 7 103
6 13 110
7 6 97
8 7 88
9 10 111
10 8 105
45. 45
Control Charts for Defective Items (Binomial)
• The p-chart must satisfy the requirements for the Binomial
Distribution. The particular requirements affecting the p-chart are:
1. Each unit (e.g., transaction, invoice, …) can only be classified
as pass or fail
2. If one unit (e.g., transaction, invoice, …) fails, then the chance
of the next unit failing is not affected
• If the Binomial distribution is not appropriate then it may be
possible to use the Individuals control chart already discussed
• Since we are charting defective items this chart should not be
used when the number of defectives is zero or there are a large
number of zeros (80-90%)
46. 46 P Chart Construction
Sample
Number
Defectives
(np)
Subgroup
Size (n)
Proportion
Defective
(p)
Average
Proportion
Defective
(pbar) 3 Sigma UCL(p) LCL(p)
1 8 96 0.083 0.091 0.088062 0.179062 0.002938
2 12 104 0.115 0.091 0.084608 0.175608 0.006392
3 13 99 0.131 0.091 0.086718 0.177718 0.004282
4 8 100 0.08 0.091 0.086283 0.177283 0.004717
5 7 103 0.068 0.091 0.085017 0.176017 0.005983
6 13 110 0.118 0.091 0.082268 0.173268 0.008732
7 6 97 0.062 0.091 0.087607 0.178607 0.003393
8 7 88 0.08 0.091 0.091978 0.182978 -0.00098
9 10 111 0.091 0.091 0.081896 0.172896 0.009104
10 8 105 0.076 0.091 0.084204 0.175204 0.006796
Total 92 1013
p(1-p)
n
p(1-p)
, LCL p 3 p-3
= = = =
p(1-p)
n
92
np
UCL p 3 p 3
n
0.091,
1013
n
p
p = + = + p = − =
47. 47 P Chart - Minitab
P Chart of Defectives
1 2 3 4 5 6 7 8 9 10
Sample
Proportion
0.20
0.15
0.10
0.05
0.00
UCL=0.1749
_
P=0.0908
LCL=0.0067
Tests performed with unequal sample sizes
Open Worksheet P Chart
StatControl ChartsAttributes ChartsP
Variable: Defectives
Subgroups in: “Subgroup Size” Click “P Chart – Options”
Click “Tests” – select “1 point 3 standard deviations from center line”
48. 48
Control Charts for Defects (Poisson)
• A u Chart is used to track the number of
defects per unit (e.g., transaction,
invoice, …).
• The u chart is constructed using data on
the number of defects from varying
subgroup sizes (number of units).
• The data opposite shows the number of
defects in the given number of invoices
sampled randomly from 10 weeks of
invoicing.
Sample
Number
Defects
c
Invoices
n
1 7 40
2 4 45
3 8 33
4 5 40
5 3 39
6 8 46
7 5 27
8 7 45
9 9 38
10 4 39
49. 49
Control Charts for Defects (Poisson)
• Since the u-chart is based on the Poisson
Distribution, the data should be tested to see if it fits
the Poisson distribution (e.g., some “count data”
such as complaints and late shipments may not fit
the Poisson distribution)
• If the Poisson distribution does not fit then it may be
possible to use the Individuals control chart already
discussed
• Since we are charting defects, this chart should not
be used when the number of defects is zero or there
are a large number of zeros (80-90%)
50. 50
U Chart - Construction
Sample
Number
Defects
c
Invoices
n
DPU
u u bar LCL(u) UCL(u)
1 7 40 0.175 0.153 0 0.34
2 4 45 0.089 0.153 0 0.328
3 8 33 0.242 0.153 0 0.307
4 5 40 0.125 0.153 0 0.339
5 3 39 0.077 0.153 0 0.341
6 8 46 0.174 0.153 0 0.326
7 5 27 0.185 0.153 0 0.378
8 7 45 0.156 0.153 0 0.327
9 9 38 0.237 0.153 0 0.343
10 4 39 0.103 0.153 0 0.341
Total 60 392 0.153
u
n
0.153, u
= = = =
u
, LCL u 3 u 3
n
60
392
c
n
u
UCL u 3 u 3
= + s = + = − s
= −
u u
51. 51 U Chart - Minitab
U Chart of Defects
1 2 3 4 5 6 7 8 9 10
Sample
Sample Count Per Unit
0.4
0.3
0.2
0.1
0.0
UCL=0.3410
_
U=0.1531
LCL=0
Tests performed with unequal sample sizes
Open Worksheet: U Chart
StatControl ChartsAttributes ChartsU
Variable: Defects Subgroups in: “Units”
Click “U Chart Options”
Click “Tests” – select “1 point 3 standard deviations from center line”
52. 52
Workshop - Attributes Control Chart
• Using the packets of sweets provided (assume
that each packet has been taken from a different
batch of production over the last few days):
Randomly select 20 sweets from each packet
Inspect the sweets for two types of defect-
• Badly mis-shaped/damaged sweet
• Missing or poorly printed logo
• Using Minitab, assess the stability of the process
• Prepare a short report of your findings
54. 54
Control Charts
Variable
Data
No
Subgroups
Subgroups
n = 2-9
Subgroups
n 9
Individuals
Moving Range
Chart
X Bar R
Chart
X Bar s
Chart
Attribute
Data
Defect Data
(Poisson)
Defective Data
(Binomial)
Varying
Subgroup
Size
Constant
Subgroup
Size
Varying
Subgroup
Size
Constant
Subgroup
Size
u Chart c Chart p Chart np Chart
55. 55
Improvement
• Control charts are one of many variation reduction
tools
• Controls charts detect change of the output variable
(y)
• The output changes because a critical input variable
(x) has changed
• Control charts provide clues that can help to identify
these critical inputs (x’s)
56. 56
Clues to Discovering Critical x’s
• When did the change occur?
• What patterns are emerging?
Shifts
• Gradual or Sudden?
Trends
• Increasing or Decreasing?
Unusual patterns or cycles?
57. 57
Identification of Critical x’s
• To determine the critical x, i.e., the input causing
the shift, we need to consider:
Delayed detection
Multiple inputs causing shifts
Lack of information on inputs
• We can also use screening experiments, scatter
diagrams, … to determine critical x’s
58. 58
Transmission of Variation, y = f(x)
• Control charts can help to discover critical x’s that
are causing the process to shift
• Tighter control of these critical x’s will make the
process more stable
O
U
T
P
U
T
Relationship Between
Input and Output
Variation of Input
INPUT
Transmitted
Variation
59. 59 Transactional Improvement Process
Analyse Define
Measure Improve Control
Select Project
Define Project
Objective
Form the Team
Map the Process
Identify Customer
Requirements
Identify Priorities
Update Project File
Control Critical x ’s
Monitor y’s
Validate Control
Plan
Identify further
opportunities
Close Project
LSL USL
15 20 25 30 35
Phase Review
1 5 10 15 20
10.2
10.0
9.8
9.6
Upper Control Limit
Lower Control Limit
y
Phase Review
Develop Detailed
Process Maps
START
PROCESS
STEPS
DECISION
STOP
Identify Critical
Process Steps (x’s)
by looking for:
– Process Bottlenecks
– Rework / Repetition
– Non-value Added
Steps
– Sources of Error /
Mistake
Map the Ideal
Process
Identify gaps
between current and
ideal
Phase Review
Brainstorm Potential
Improvement Strategies
Select Improvement
Strategy
Criteria A B C D
Time + s - +
Cost + - + s
Service - + - +
Etc s s - +
Plan and Implement
Pilot
Verify Improvement
LSL USL
15 20 25 30 35
Implement
Countermeasures
Phase Review
Phase Review
Define Measures (y’s)
Check Data Integrity
Determine Process
Stability
Determine Process
Capability
Set Targets for
Measures
60. 60
Control Charts - Summary
• Charts can be constructed for variable or attribute data
• I-MR Charts should always be considered for attribute data
• Control Charts are used during capability studies to
determine process stability
• Real-Time control charts are used to detect shifts so that
causes of shifts can be identified and eliminated
• Should be used to control critical x’s (process input
variables) in order to reduce variability in process outputs
(y’s).
• Used to monitor y’s on an ongoing basis to ensure that the
process remains in control.