This document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven, customer-focused methodology for achieving breakthrough performance gains and validated bottom line results through reducing variation and defects in processes.
2) The Six Sigma methodology follows the DMAIC process of Define, Measure, Analyze, Improve, and Control.
3) An example roadmap is provided that outlines how to apply the Six Sigma DMAIC process to a project to achieve strategic business objectives.
This document provides an overview of quality tools, when and where they should be applied. It discusses traditional tools like flowcharts, Pareto charts, and control charts. Additional commonly used tools covered include 5W/2H, brainstorming, FMEA, histograms, cause and effect diagrams. The document explains that tools can be categorized and should be selected based on the improvement process step and goal. It also provides examples of applying specific tools like Pareto diagrams, histograms, and control charts.
Quality tools and techniques- 7 tools of qualityLallu Joseph
This document discusses quality tools and techniques, specifically focusing on the 7 basic tools of quality: histograms, Pareto charts, cause-and-effect diagrams, scatter diagrams, control charts, flow charts, and check sheets. Examples are provided for each tool to demonstrate how they are used. The tools are used to analyze processes, identify problems and priorities, determine relationships between variables, and monitor quality over time. Mastering these 7 basic tools is important for continuous process improvement.
The A3 Report poster describes the A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development.
The poster comes in four themes: light, dark, color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The A3 Report poster complements your A3 Problem Solving training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The A3 problem solving process structure includes eight elements:
1. Theme - Concise statement of what this A3 report is about.
2. Background - Relevant historical data and information.
3. Current Condition - Detailed description of the current situation (e.g. process flow, trend chart, Pareto analysis, gap identification and problem statement).
4. Goal Statement - Specific goal to address the gap or future state from the current state.
5. Analysis - Depiction of analytical techniques to uncover the root causes of the problem or factors that affect the problem in the current state.
6. Countermeasures - A summary of who will do what by when in order to resolve the problem situation or achieve the future state.
7. Check Results - Quantitative comparison of actual results versus your goal.
8. Follow Up - Summary of follow up action items (e.g. lessons learned, communication to other parties, training, standardization, or other areas).
The document discusses 7 quality control tools used to identify, analyze, and resolve problems in a systematic manner. The tools include check sheets, histograms, Pareto charts, cause-and-effect diagrams, scatter plots, defect concentration diagrams, and control charts. These simple but powerful tools can help solve day-to-day work problems and identify solutions by collecting and analyzing process data.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
Statistical analysis process- dr. a.amsavelAmsavel Vel
1. Statistical analysis is a problem solving tool that helps process raw data into useful information for decision making. It involves collecting, organizing, and interpreting numerical data.
2. Statistical tools like control charts, histograms, Pareto charts, cause-and-effect diagrams, and brainstorming can be used to identify problems, analyze causes, prioritize issues, monitor processes, and drive improvement.
3. Process capability analysis compares the natural variation in a process to specification limits to determine if a process is capable of meeting requirements and stable enough for improvement.
Explanation of the seven basic tools used to solve a variety of quality-related issues. They are suitable for people with little formal training in statistics.
This document provides an overview of Six Sigma, including:
1) Six Sigma is a data-driven, customer-focused methodology for achieving breakthrough performance gains and validated bottom line results through reducing variation and defects in processes.
2) The Six Sigma methodology follows the DMAIC process of Define, Measure, Analyze, Improve, and Control.
3) An example roadmap is provided that outlines how to apply the Six Sigma DMAIC process to a project to achieve strategic business objectives.
This document provides an overview of quality tools, when and where they should be applied. It discusses traditional tools like flowcharts, Pareto charts, and control charts. Additional commonly used tools covered include 5W/2H, brainstorming, FMEA, histograms, cause and effect diagrams. The document explains that tools can be categorized and should be selected based on the improvement process step and goal. It also provides examples of applying specific tools like Pareto diagrams, histograms, and control charts.
Quality tools and techniques- 7 tools of qualityLallu Joseph
This document discusses quality tools and techniques, specifically focusing on the 7 basic tools of quality: histograms, Pareto charts, cause-and-effect diagrams, scatter diagrams, control charts, flow charts, and check sheets. Examples are provided for each tool to demonstrate how they are used. The tools are used to analyze processes, identify problems and priorities, determine relationships between variables, and monitor quality over time. Mastering these 7 basic tools is important for continuous process improvement.
The A3 Report poster describes the A3 problem solving process from problem identification to resolution in a fashion that fosters learning, collaboration, and personal development.
The poster comes in four themes: light, dark, color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The A3 Report poster complements your A3 Problem Solving training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The A3 problem solving process structure includes eight elements:
1. Theme - Concise statement of what this A3 report is about.
2. Background - Relevant historical data and information.
3. Current Condition - Detailed description of the current situation (e.g. process flow, trend chart, Pareto analysis, gap identification and problem statement).
4. Goal Statement - Specific goal to address the gap or future state from the current state.
5. Analysis - Depiction of analytical techniques to uncover the root causes of the problem or factors that affect the problem in the current state.
6. Countermeasures - A summary of who will do what by when in order to resolve the problem situation or achieve the future state.
7. Check Results - Quantitative comparison of actual results versus your goal.
8. Follow Up - Summary of follow up action items (e.g. lessons learned, communication to other parties, training, standardization, or other areas).
The document discusses 7 quality control tools used to identify, analyze, and resolve problems in a systematic manner. The tools include check sheets, histograms, Pareto charts, cause-and-effect diagrams, scatter plots, defect concentration diagrams, and control charts. These simple but powerful tools can help solve day-to-day work problems and identify solutions by collecting and analyzing process data.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
Statistical analysis process- dr. a.amsavelAmsavel Vel
1. Statistical analysis is a problem solving tool that helps process raw data into useful information for decision making. It involves collecting, organizing, and interpreting numerical data.
2. Statistical tools like control charts, histograms, Pareto charts, cause-and-effect diagrams, and brainstorming can be used to identify problems, analyze causes, prioritize issues, monitor processes, and drive improvement.
3. Process capability analysis compares the natural variation in a process to specification limits to determine if a process is capable of meeting requirements and stable enough for improvement.
Explanation of the seven basic tools used to solve a variety of quality-related issues. They are suitable for people with little formal training in statistics.
This document provides an overview and instructions for using the 7 Quality Control tools: check sheets, stratification, Pareto charts, cause-and-effect (fishbone) diagrams, histograms, control charts, and scatter diagrams. It describes the objective, rules, background and importance of each tool. For each tool, it addresses the purpose, when to use it, procedure, and benefits. The overall goal is to present these tools to address problem solving and quality improvement through structured data collection and analysis.
1. The document discusses 7 quantitative quality control tools and techniques for decision making: checksheets, Pareto charts, cause-and-effect diagrams, scatter diagrams, histograms, control charts, and stratification.
2. It provides examples and explanations of how each tool is used, such as using checksheets to track defects over time, Pareto charts to identify the most common issues, and scatter diagrams to analyze relationships between variables.
3. The tools help identify sources of variation, recognize changes in processes, and determine if quality improvements are effective. Strategic use of these techniques aids in problem diagnosis and driving processes toward statistical control.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
This document provides an overview of process mapping tools including SIPOC (Supplier, Input, Process, Output, Customer) mapping and detailed process mapping. It defines the key elements of each tool, the objectives, benefits and steps to generate a map. Examples of a SIPOC map and a detailed process map for a catapult firing process are included to demonstrate how each tool can be applied. Additionally, the document introduces root cause analysis using a fishbone diagram and Failure Mode and Effects Analysis (FMEA). It defines the objectives of each tool, how to set them up, and includes an example FMEA analysis for potential failures in emergency response phone systems.
The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality.They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
The document discusses Six Sigma, a methodology focused on customer satisfaction, data-driven decisions, and breakthrough performance gains. It defines Six Sigma and explains its key aspects: Define, Measure, Analyze, Improve, Control (DMAIC). Projects follow this methodology to reduce defects, minimize process variation, and improve business metrics. The document provides an example of applying Six Sigma through a current state value stream map to understand process flow and identify improvement opportunities.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Value Stream Mapping is a streamlining process that removes wasted steps to improve productivity and efficiency. It is a useful tool that can be applied to map out business processes and household operations. The process involves mapping the current state, identifying waste to be removed, planning the future improved state, and applying 5S principles to maintain an efficient workflow with less clutter. Value Stream Mapping results in higher productivity, profits, and a generous return through increased standardization and efficiency.
How to Run a Value Stream Mapping (VSM) WorkshopAbraic, Inc.
Learn how—and why—to conduct a VSM workshop. This tutorial caters to an IT audience but is applicable to any department within an organization. With its origins in manufacturing, Value Stream Mapping (VSM) has been successfully adopted by other industries to improve business processes.
The document provides an overview of root cause analysis (RCA) tools and processes. It defines RCA as a systematic process for identifying the root causes of problems in order to prevent recurrence. The document outlines the key concepts, types of causes, common tools like fishbone diagrams and 5 whys, and a 5-step DMAIC process for conducting RCA including defining the problem, measuring its scope, analyzing root causes, implementing solutions, and controlling effectiveness. The goal of RCA is to develop sustainable solutions by understanding underlying causes rather than just addressing symptoms.
The document discusses seven quality improvement tools, with a focus on the Plan-Do-Check-Act (PDCA) cycle and the Seven Basic Tools of Quality. The Seven Basic Tools of Quality introduced by Kaoru Ishikawa are: flow charts, cause-and-effect diagrams, check sheets, histograms, scatter diagrams, control charts, and Pareto charts. Each tool is described in one or two paragraphs in terms of its purpose and how it can be used to identify issues, analyze data, and drive continuous process improvement efforts.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Material & Information Flow Mapping
Free Webinar
June 22, 2009
In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.
This presentation discusses control charts, which graphically represent collected quality data to detect variations in a production process. Control charts have several purposes and advantages, including indicating whether a process is in or out of control, determining process variability, ensuring product quality, and reducing scrap. There are different types of control charts for variables and attributes. Variable charts measure dimensions while attribute charts classify items as defective or not. The presentation focuses on X-bar and R-bar charts for variables. X-bar charts show central tendency while R-bar charts show spread. When used together, they provide powerful diagnosis of quality problems. Steps for using control charts include determining the data type, selecting the appropriate chart, calculating averages and control limits, and plotting the
The document discusses the seven basic tools of quality control: cause and effect diagram, flowchart, checklist, control chart, Pareto chart, histogram, and scatter diagram. These tools help identify quality problems and their causes. Control charts specifically monitor whether a process is operating as expected and include variables control charts and attributes control charts. Statistical process control and acceptance sampling are also statistical quality control techniques.
Six Sigma is a data-driven approach to improving processes by identifying and removing defects. It aims for near perfect process quality. The goal is to improve end products or services by reducing errors. Six Sigma refers to producing only 3.4 defective parts per million.
Motorola first introduced Six Sigma in the 1970s to address quality issues. It connects quality improvement to cost reduction. The concepts were officially formulated in 1986 and have grown in popularity since. Six Sigma uses two methods: DMAIC for improving existing processes and DMADV for designing new defect-free processes. It is applied across entire organizations rather than just specific teams.
The document then provides a case study example of a company using the DMAIC
The document provides an overview of 7 quality control tools: Pareto diagram, stratification, scatter diagram, cause and effect diagram, histogram, check sheet, and control chart/graph. It describes each tool, including what they are, when they are used, and the typical results obtained from each tool. The tools are used to collect and analyze data, identify root causes, measure results, and help solve problems in quality control.
The document provides guidance on process mapping, which involves creating a visual representation of a process showing the sequence of tasks. The objectives are to map the current process, produce a working document, and recognize value in creation. Process mapping involves defining key elements like inputs, outputs, customers, and mapping at different levels of detail. The map should be flexible and represent alternative paths. Guidelines are provided for effective process mapping, including using specific symbols and analyzing the process to identify improvements.
The document provides an overview of seven quality tools: cause and effect diagrams, flow charts, check sheets, histograms, Pareto charts, control charts, and scatter diagrams. Each tool is described in terms of its purpose, benefits, and how to implement it. Cause and effect diagrams help identify root causes of problems. Flow charts visually illustrate processes to find inefficiencies. Check sheets organize data collection. Histograms and Pareto charts analyze variation and prioritize issues. Control charts monitor processes for anomalies. Scatter diagrams reveal correlations between variables. Together, these seven tools can help solve quality problems through systematic analysis.
The document presents an overview of seven quality tools: cause and effect diagrams, flow charts, checksheets, histograms, Pareto charts, control charts, and scatter diagrams. It describes the purpose, benefits, and how to construct each tool. Cause and effect diagrams help identify root causes of problems. Flow charts visually illustrate processes to find improvements. Checksheets organize data collection. Histograms, Pareto charts, and control charts are used for statistical process control and identifying sources of variation. Scatter diagrams identify correlations between factors. The seven tools can be used together in the six step problem solving process of identify, define, investigate, analyze, solve, and confirm to improve quality.
This document provides an overview and instructions for using the 7 Quality Control tools: check sheets, stratification, Pareto charts, cause-and-effect (fishbone) diagrams, histograms, control charts, and scatter diagrams. It describes the objective, rules, background and importance of each tool. For each tool, it addresses the purpose, when to use it, procedure, and benefits. The overall goal is to present these tools to address problem solving and quality improvement through structured data collection and analysis.
1. The document discusses 7 quantitative quality control tools and techniques for decision making: checksheets, Pareto charts, cause-and-effect diagrams, scatter diagrams, histograms, control charts, and stratification.
2. It provides examples and explanations of how each tool is used, such as using checksheets to track defects over time, Pareto charts to identify the most common issues, and scatter diagrams to analyze relationships between variables.
3. The tools help identify sources of variation, recognize changes in processes, and determine if quality improvements are effective. Strategic use of these techniques aids in problem diagnosis and driving processes toward statistical control.
The document discusses process mapping techniques to analyze a company's current ("As-Is") processes and design improved future ("To-Be") processes. It covers identifying process steps, mapping workflows, analyzing inefficiencies, defining metrics, and implementing improvements through a Plan-Do-Study-Act cycle. The goal is to understand processes, find opportunities for streamlining, and establish a shared understanding of work across departments.
This document provides an overview of process mapping tools including SIPOC (Supplier, Input, Process, Output, Customer) mapping and detailed process mapping. It defines the key elements of each tool, the objectives, benefits and steps to generate a map. Examples of a SIPOC map and a detailed process map for a catapult firing process are included to demonstrate how each tool can be applied. Additionally, the document introduces root cause analysis using a fishbone diagram and Failure Mode and Effects Analysis (FMEA). It defines the objectives of each tool, how to set them up, and includes an example FMEA analysis for potential failures in emergency response phone systems.
The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality.They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.
The document provides an overview of lean principles and quality control tools. It discusses lean as a philosophy focused on eliminating waste through continuous improvement. The key lean principles are specified as: specify value, identify the value stream and eliminate waste, make value flow, implement pull, and continuously improve. Quality control tools covered include check sheets, Pareto analysis, histograms, cause-and-effect diagrams, and brainstorming. 5S methodology and its five disciplines are also explained as a tool to maintain an efficient workplace.
The document discusses Six Sigma, a methodology focused on customer satisfaction, data-driven decisions, and breakthrough performance gains. It defines Six Sigma and explains its key aspects: Define, Measure, Analyze, Improve, Control (DMAIC). Projects follow this methodology to reduce defects, minimize process variation, and improve business metrics. The document provides an example of applying Six Sigma through a current state value stream map to understand process flow and identify improvement opportunities.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Value Stream Mapping is a streamlining process that removes wasted steps to improve productivity and efficiency. It is a useful tool that can be applied to map out business processes and household operations. The process involves mapping the current state, identifying waste to be removed, planning the future improved state, and applying 5S principles to maintain an efficient workflow with less clutter. Value Stream Mapping results in higher productivity, profits, and a generous return through increased standardization and efficiency.
How to Run a Value Stream Mapping (VSM) WorkshopAbraic, Inc.
Learn how—and why—to conduct a VSM workshop. This tutorial caters to an IT audience but is applicable to any department within an organization. With its origins in manufacturing, Value Stream Mapping (VSM) has been successfully adopted by other industries to improve business processes.
The document provides an overview of root cause analysis (RCA) tools and processes. It defines RCA as a systematic process for identifying the root causes of problems in order to prevent recurrence. The document outlines the key concepts, types of causes, common tools like fishbone diagrams and 5 whys, and a 5-step DMAIC process for conducting RCA including defining the problem, measuring its scope, analyzing root causes, implementing solutions, and controlling effectiveness. The goal of RCA is to develop sustainable solutions by understanding underlying causes rather than just addressing symptoms.
The document discusses seven quality improvement tools, with a focus on the Plan-Do-Check-Act (PDCA) cycle and the Seven Basic Tools of Quality. The Seven Basic Tools of Quality introduced by Kaoru Ishikawa are: flow charts, cause-and-effect diagrams, check sheets, histograms, scatter diagrams, control charts, and Pareto charts. Each tool is described in one or two paragraphs in terms of its purpose and how it can be used to identify issues, analyze data, and drive continuous process improvement efforts.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Material & Information Flow Mapping
Free Webinar
June 22, 2009
In this webinar we taught about material and information flow mapping as it was taught to Michael E. Parker while working with lean experts in Japan, using the original lean technique! Learn how to grasp the current condition of your workplace and how to incorporate lean metrics to improve your processes.
This presentation discusses control charts, which graphically represent collected quality data to detect variations in a production process. Control charts have several purposes and advantages, including indicating whether a process is in or out of control, determining process variability, ensuring product quality, and reducing scrap. There are different types of control charts for variables and attributes. Variable charts measure dimensions while attribute charts classify items as defective or not. The presentation focuses on X-bar and R-bar charts for variables. X-bar charts show central tendency while R-bar charts show spread. When used together, they provide powerful diagnosis of quality problems. Steps for using control charts include determining the data type, selecting the appropriate chart, calculating averages and control limits, and plotting the
The document discusses the seven basic tools of quality control: cause and effect diagram, flowchart, checklist, control chart, Pareto chart, histogram, and scatter diagram. These tools help identify quality problems and their causes. Control charts specifically monitor whether a process is operating as expected and include variables control charts and attributes control charts. Statistical process control and acceptance sampling are also statistical quality control techniques.
Six Sigma is a data-driven approach to improving processes by identifying and removing defects. It aims for near perfect process quality. The goal is to improve end products or services by reducing errors. Six Sigma refers to producing only 3.4 defective parts per million.
Motorola first introduced Six Sigma in the 1970s to address quality issues. It connects quality improvement to cost reduction. The concepts were officially formulated in 1986 and have grown in popularity since. Six Sigma uses two methods: DMAIC for improving existing processes and DMADV for designing new defect-free processes. It is applied across entire organizations rather than just specific teams.
The document then provides a case study example of a company using the DMAIC
The document provides an overview of 7 quality control tools: Pareto diagram, stratification, scatter diagram, cause and effect diagram, histogram, check sheet, and control chart/graph. It describes each tool, including what they are, when they are used, and the typical results obtained from each tool. The tools are used to collect and analyze data, identify root causes, measure results, and help solve problems in quality control.
The document provides guidance on process mapping, which involves creating a visual representation of a process showing the sequence of tasks. The objectives are to map the current process, produce a working document, and recognize value in creation. Process mapping involves defining key elements like inputs, outputs, customers, and mapping at different levels of detail. The map should be flexible and represent alternative paths. Guidelines are provided for effective process mapping, including using specific symbols and analyzing the process to identify improvements.
The document provides an overview of seven quality tools: cause and effect diagrams, flow charts, check sheets, histograms, Pareto charts, control charts, and scatter diagrams. Each tool is described in terms of its purpose, benefits, and how to implement it. Cause and effect diagrams help identify root causes of problems. Flow charts visually illustrate processes to find inefficiencies. Check sheets organize data collection. Histograms and Pareto charts analyze variation and prioritize issues. Control charts monitor processes for anomalies. Scatter diagrams reveal correlations between variables. Together, these seven tools can help solve quality problems through systematic analysis.
The document presents an overview of seven quality tools: cause and effect diagrams, flow charts, checksheets, histograms, Pareto charts, control charts, and scatter diagrams. It describes the purpose, benefits, and how to construct each tool. Cause and effect diagrams help identify root causes of problems. Flow charts visually illustrate processes to find improvements. Checksheets organize data collection. Histograms, Pareto charts, and control charts are used for statistical process control and identifying sources of variation. Scatter diagrams identify correlations between factors. The seven tools can be used together in the six step problem solving process of identify, define, investigate, analyze, solve, and confirm to improve quality.
K 10716 mukesh beniwal(basic quality tools in small companies)shailesh yadav
The document discusses quality tools that can be used in small companies to improve quality, decrease costs, and increase productivity. It describes seven tools: cause and effect diagrams, flow charts, check sheets, histograms, Pareto charts, control charts, and scatter diagrams. Each tool is defined, its purpose and benefits are explained, and an example is provided. The tools can help identify problems, collect and analyze data, prioritize issues, understand processes and variations, and determine relationships between factors. Using these tools is part of a six-step problem solving process to recognize, define, investigate, analyze, solve, and confirm issues.
Six Sigma is a statistical approach to process improvement that aims to reduce defects. It involves using tools like control charts, histograms, Pareto charts, cause-and-effect diagrams, and flow charts to identify and remove sources of errors and variation in manufacturing processes. The goal of Six Sigma is to achieve a defect rate of 3.4 defects per million opportunities. It has been widely adopted by companies to improve quality, lower costs, and increase customer satisfaction. Key aspects of Six Sigma implementation include defining processes, measuring key aspects, analyzing data, improving processes, and verifying results. Suppliers must also meet quality standards like ISO certification and maintain control over their own processes to fully support a Six Sigma approach.
This document provides an overview of Six Sigma and operational excellence. It defines Six Sigma as a management methodology that is customer-focused, data-driven, and aims for breakthrough performance gains and validated bottom line results. The document outlines the Define, Measure, Analyze, Improve, Control (DMAIC) methodology and how it relates to process improvement tools like Lean, Theory of Constraints, and Total Quality Management. It also provides examples of implementing a Six Sigma project, including defining the problem statement, measuring key metrics, analyzing data to identify root causes, improving the process, and controlling the results.
The document discusses seven quality measurement tools: brainstorming, cause and effect diagrams, flow charts, checksheets, histograms, Pareto charts, control charts, and scatter diagrams. It provides an overview of the purpose and benefits of each tool. The tools can be used to identify problems, determine causes of variation, visualize processes, prioritize issues, and monitor quality control. The overall goal of using these tools is to improve quality, decrease costs, increase productivity and market share through data-driven process analysis and optimization.
This document provides an overview of seven quality control tools: cause and effect diagrams, flow charts, check sheets, histograms, Pareto charts, control charts, and scatter diagrams. It describes each tool's purpose, how to construct or use it, and its benefits. Cause and effect diagrams help identify possible causes for problems and organize them into categories. Flow charts visually map out processes to identify areas for improvement. Check sheets systematically collect and organize data. Histograms show the distribution of data values. [END SUMMARY]
The document discusses Six Sigma concepts, methodology, and applications. It defines Six Sigma as a statistical measure of defects per million opportunities (DPMO) equivalent to 3.4 DPMO or 99.99966% defect-free. Six Sigma follows the DMAIC methodology which stands for Define, Measure, Analyze, Improve, and Control phases. The goal is to identify and reduce variation in processes by focusing on critical inputs or "vital few" causes. Statistical tools like process mapping, hypothesis testing, design of experiments are used to characterize processes, identify key factors, validate improvements, and control processes going forward.
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
The document discusses various tools used for Corrective and Preventive Actions (CAPA), including DMAIC, Rubric, 8D, and DFSS. DMAIC is a five-step process for problem solving: Define, Measure, Analyze, Improve, Control. It involves defining problems, collecting data, analyzing causes, improving solutions, and controlling to prevent recurrence. Other tools discussed provide frameworks for investigating problems, finding root causes, and verifying solutions.
7 QC Tools 7 Quality Tools Process Improvement Tools.pdfSRIKUMAR BIRADAR
The document discusses the 7 quality control tools, which are simple graphical and statistical tools used to analyze and solve work-related problems. The 7 tools - check sheet, fishbone diagram, histogram, Pareto chart, control chart, scatter diagram, and stratification diagram - are widely used across industries for product and process improvement. They help identify potential causes of issues, monitor processes, and drive continual process improvement to enhance quality, productivity, and customer satisfaction.
Total Quality Management (TQM) is a methodology that focuses on customer satisfaction and views quality as a strategic issue. The key principles of TQM include making quality everyone's responsibility, continuous quality improvement, cooperation between employees and management, and training. The Plan-Do-Check-Act cycle is used for continuous process improvement by planning a change, implementing it, checking the results, and acting on the findings. Tools of TQM include check sheets, cause-and-effect diagrams, Pareto charts, flowcharts, histograms, and brainstorming to identify and address quality issues.
Name of Project
Student Name
Independent Research Project
Project OverviewProject scopeProject management approach (AGILE, waterfall, etc)Major milestonesMajor deliverablesMajor risksHow could the project portfolio process be improved?MilestoneDescriptionDate
Strategic AlignmentDescribe which tools / processes were used and whyStrategic management processProject portfolio managementFinancial criteriaNon-financial criteriaProject screening matrixMajor project proposal formRisk analysis formProject screening processPriority analysis formProject priority matrixDid the needs / market analysis / business case identify all the project deliverables that the project eventually produced?How could the project portfolio process be improved?
Example below
Requirements ManagementRequirements management approachRequirements prioritization processProduct metricsCostQualityPerformanceHow accurate were the requirements?How could the requirements management process have been improved?Requirement InformationRelationship TraceabilityIDRequirementPriorityCategorySourceRelates to ObjectiveManifests in WBS DeliverableVerificationValidation
Scope ManagementInsert WBS (Tree format)Scope management approachRoles and responsibilitiesScope definitionProject scope statementScope verificationScope controlHow could the scope management process have been improved?
Risk ManagementInsert completed risk severity matrix
Discuss which tools used and whyRisk event graph (p 198)Risk management process (p 199)Risk breakdown structure (p 200)Defined conditions for impact scales (p 203)Risk assessment form (p 203)Risk severity matrix (p 204)Risk response matrix (p 209)Change control process (p 216)Sample change request (p 217)PERT (p 227)Quantitative risk analysisQualitative risk analysisSWOTRisk probability and impact assessment
ScheduleDiscuss the approach / process of analyzing:activity sequencesDurationsresource requirementsschedule constraintsWhat changes were made to the original baseline?How did this affect the project and what did you do to resolve?
Insert your project schedule
Cost Management
Discuss how project costs were measuredSVCVSPICPICost variance response processReporting and variance response processHow could the estimating process have been improved?
EstimatingInsert high level budget
Major cost element: $xxx,xxx.xx
Major cost element $xxx,xxx.xx
Major cost element $xxx,xxx.xx
Risk reserve $xx,xxx.xx
Total Project Cost $xxx,xxx.xx
Management Reserve $x,xxx.xx
Discuss which tools were used and whyTop DownConsensus method (p 123)Ratio method (p 124)Apportion method (p 124)Function point method (p 125)Learning curves (p 126)Bottoms up Template (p 127)Parametric procedures (p 127)Detailed estimates (p 127)Expert judgementAnalogous estimatingParametric estimatingBottom up estimatingThree point estimates (PERT)Reserve analysisPhase estimating (p 128-129)How accurate were the estimates?How could the estima.
DMAIC and DMADV are two Six Sigma methodologies used for process improvement. DMAIC is used for existing processes that need incremental improvement, following the define, measure, analyze, improve, control steps. DMADV is used to develop new processes or products at Six Sigma quality levels, following the define, measure, analyze, design, verify steps. Both methods are data-driven and aim to reduce defects. DMAIC focuses on improving current processes, while DMADV focuses on designing new processes from the start to meet Six Sigma standards.
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This document provides an overview of quality management systems and examples of tools and processes used for quality management. It discusses the key steps to building a quality management system, including defining processes, quality policy and objectives, defects, documentation, quality processes, training needs, performance measurement, and continuous improvement. Specific quality management tools described include check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and additional related topics like quality management courses and standards.
This document provides an overview of Six Sigma, including what it is, why companies use it, and the typical phases and tools involved. Six Sigma is a statistical approach to process improvement that aims for near perfect production quality. It follows the DMAIC cycle of Define, Measure, Analyze, Improve, and Control phases to reduce defects. Key tools include process mapping, design of experiments, measurement system analysis, and XY matrices. The goals are to save money by reducing costs and increasing customer satisfaction through lower defect rates.
This document provides an overview of Six Sigma, including what it is, why companies implement it, and the typical phases and tools used. Six Sigma is a statistical concept that aims for nearly flawless processes, with fewer than 3.4 defects per million opportunities. It follows the DMAIC methodology of Define, Measure, Analyze, Improve, and Control phases. Key tools include process mapping, design of experiments, XY matrices, and measurement system analysis. The goals are to reduce costs, improve quality and customer satisfaction, and gain a competitive advantage through near-perfect processes.
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2. Objective
Present an overview of Seven Quality ToolsPresent an overview of Seven Quality Tools
Address purpose and applicationsAddress purpose and applications
Highlight benefitsHighlight benefits
3. The Deming ChainThe Deming Chain
Improve QualityImprove Quality
Decrease CostsDecrease Costs
Improve ProductivityImprove Productivity
Decrease PriceDecrease Price
Increase MarketIncrease Market
Stay in BusinessStay in Business
Provide More JobsProvide More Jobs
Return on InvestmentReturn on Investment
Why Do This?
4. Six Problem Solving Steps
IdentifyIdentify
recognize the symptoms
DefineDefine
Agree on the problem and set boundaries
InvestigateInvestigate
Collect data
AnalyzeAnalyze
Use quality tools to aid
SolveSolve
Develop the solution and implement
ConfirmConfirm
Follow up to ensure that the solution is effective
5. Seven Quality Tools
Cause and Effect DiagramsCause and Effect Diagrams
Flow ChartsFlow Charts
ChecksheetsChecksheets
HistogramsHistograms
Pareto ChartsPareto Charts
Control ChartsControl Charts
Scatter DiagramsScatter Diagrams
6. Quality Tool
Brainstorming
RulesRules
• Diverse groupDiverse group
• Go around room and get input from all – one ideaGo around room and get input from all – one idea
per turnper turn
• Continue until ideas are exhaustedContinue until ideas are exhausted
• No criticismNo criticism
• Group ideas that go togetherGroup ideas that go together
• Look for answersLook for answers
8. Fishbone Diagram
Purpose:Purpose: Graphical representationGraphical representation
of the trail leading to the root cause ofof the trail leading to the root cause of
a problema problem
How is it done?How is it done?
• Decide which quality characteristic,Decide which quality characteristic,
outcome or effect you want tooutcome or effect you want to
examine (may use Pareto chart)examine (may use Pareto chart)
• Backbone –draw straight lineBackbone –draw straight line
• Ribs – categoriesRibs – categories
• Medium size bones –secondaryMedium size bones –secondary
causescauses
• Small bones – root causesSmall bones – root causes
9. Cause & Effect Diagrams
Benefits:Benefits:
Breaks problems down into bite-size pieces to find root causeBreaks problems down into bite-size pieces to find root cause
Fosters team workFosters team work
Common understanding of factors causing the problemCommon understanding of factors causing the problem
Road map to verify picture of the processRoad map to verify picture of the process
Follows brainstorming relationshipFollows brainstorming relationship
10. Cause & Effect Diagrams
Sample
Incorrect shipping
documents
Manpower Materials
Methods Machine
Environment
Keyboard sticks
Wrong source info
Wrong purchase order
Typos
Source info incorrect
Dyslexic Transposition
Didn’t follow proc.
Poortraining
Glare on
displayTemp.
No procedure
No communications
No training
Software problem
Corrupt data
12. Flow Charts
Purpose:Purpose:
Visual illustration of the sequence of operations required toVisual illustration of the sequence of operations required to
complete a taskcomplete a task
Schematic drawing of the process to measure or improve.Schematic drawing of the process to measure or improve.
Starting point for process improvementStarting point for process improvement
Potential weakness in the process are made visual.Potential weakness in the process are made visual.
Picture ofPicture of process as itprocess as it shouldshould be.be.
Benefits:Benefits:
Identify process improvementsIdentify process improvements
Understand the processUnderstand the process
Shows duplicated effort and other non-value-added stepsShows duplicated effort and other non-value-added steps
Clarify working relationships between people and organizationsClarify working relationships between people and organizations
Target specific steps in the process for improvement.Target specific steps in the process for improvement.
13. Flow Charts
Top Down
BenefitsBenefits
• Simplest of allSimplest of all
flowchartsflowcharts
• Used for planning newUsed for planning new
processes or examiningprocesses or examining
existing oneexisting one
• Keep people focused onKeep people focused on
the whole processthe whole process
How is it done?How is it done?
• List major stepsList major steps
• Write them across top ofWrite them across top of
the chartthe chart
• List sub-steps under eachList sub-steps under each
in order they occurin order they occur
Problem report
Hardware return
Failure analysis
Measure
Customer input
Stress analysis
Heat transfer
analysis
Life analysis
Substantiation
Analyze
Hardware
procurement
Customer
coordination
Compliance
verification
Documentation
FAA approval
Improve
Fleet leader
reports
Service reports
Operational
statistics
Control
14. Flow charts
LinearBenefitsBenefits
Show what actually happens atShow what actually happens at
each step in the processeach step in the process
Show what happens when non-Show what happens when non-
standard events occurstandard events occur
Graphically display processes toGraphically display processes to
identify redundancies and otheridentify redundancies and other
wasted effortwasted effort
How is it done?How is it done?
Write the process step insideWrite the process step inside
each symboleach symbol
Connect the Symbols withConnect the Symbols with
arrows showing the direction ofarrows showing the direction of
flowflow
Toolbox
15. Quality Tool
Sample Linear Flow
1- Fleet Analysis
utilizes data
warehouse reports to
create and distribute
a selection matrix.
2 - Other Groups
compile data as
determined by FRB.
3 - FRB meets to
analyze data.
4 - FRB selects
candidate problems
for additional
investigation.
5 - Action Assignee
performs detail
analysis of failure.
Requests failure
analysis as needed.
6 - Action Assignee
documents
investigation
findings.
7 - Action Assignee
reports investigation
results to FRB.
8 - Fleet Analysis
monitors failed item
to ensure failure has
been corrected.
Still
failing?
9 - FRB Categorize
Failure: Workmanship,
component, material,
maintenance, or
design. Also fleet
wide or RSU.
10 - FRB determines
required corrective
action - i.e. QAM or
supplier corrective
action.
11 - Fleet Analysis
monitors failure to
ensure corrective
action is effective.
Still
failing?
No
Yes
Yes
END
No
Start
17. Checksheets
Purpose:Purpose:
Tool for collecting andTool for collecting and
organizing measured or countedorganizing measured or counted
datadata
Data collected can be used asData collected can be used as
input data for other quality toolsinput data for other quality tools
Benefits:Benefits:
Collect data in a systematic andCollect data in a systematic and
organized mannerorganized manner
To determine source of problemTo determine source of problem
To facilitate classification ofTo facilitate classification of
data (stratification)data (stratification)
19. Histograms
Purpose:Purpose:
To determine the spread or variation ofTo determine the spread or variation of
a set of data points in a graphicala set of data points in a graphical
formform
How is it done?:How is it done?:
Collect data, 50-100 data pointCollect data, 50-100 data point
Determine the range of the dataDetermine the range of the data
Calculate the size of the class intervalCalculate the size of the class interval
Divide data points into classesDivide data points into classes
Determine the class boundaryDetermine the class boundary
Count # of data points in each classCount # of data points in each class
Draw the histogramDraw the histogram
Stable process, exhibiting bell shape
20. Histograms
Benefits:
• Allows you to understand at a glance the variation that exists in a
process
• The shape of the histogram will show process behavior
• Often, it will tell you to dig deeper for otherwise unseen causes of
variation.
• The shape and size of the dispersion will help identify otherwise hidden
sources of variation
• Used to determine the capability of a process
• Starting point for the improvement process
22. Pareto Charts
Purpose:Purpose:
Prioritize problems.Prioritize problems.
How is it done?How is it done?
Create a preliminary list ofCreate a preliminary list of
problem classifications.problem classifications.
Tally the occurrences in eachTally the occurrences in each
problem classification.problem classification.
Arrange each classification inArrange each classification in
order from highest to lowestorder from highest to lowest
Construct the bar chartConstruct the bar chart
23. Pareto Charts
Benefits:Benefits:
Pareto analysis helpsPareto analysis helps
graphically displaygraphically display
results so theresults so the
significant fewsignificant few
problems emergeproblems emerge
from the generalfrom the general
backgroundbackground
It tells you what toIt tells you what to
work on firstwork on first
0
20
40
60
80
100
120
Quantity
Defects 104 42 20 14 10 6 4
Dent Scratch Hole Others Crack Stain Gap
24. Pareto Charts
Weighted Pareto
Weighted Pareto charts useWeighted Pareto charts use
the quantity of defectsthe quantity of defects
multiplied by their cost tomultiplied by their cost to
determine the order.determine the order.
0
100
200
300
400
500
600
700
800
900
WeightedCost
Weighted cost 800 208 100 80 42 14 6
Gap Dent Hole Crack Scratch Others Stain
Defect Total Cost
Weighted
cost
Gap 4 200 800
Dent 104 2 208
Hole 20 5 100
Crack 10 8 80
Scratch 42 1 42
Others 14 1 14
Stain 6 1 6
Pareto Charts
26. Control Charts
Purpose:Purpose:
The primary purpose of a control chart is to predictThe primary purpose of a control chart is to predict
expected product outcome.expected product outcome.
Benefits:Benefits:
Predict process out of control and out ofPredict process out of control and out of
specification limitsspecification limits
Distinguish between specific, identifiable causes ofDistinguish between specific, identifiable causes of
variationvariation
Can be used for statistical process controlCan be used for statistical process control
27. Control Charts
Strategy for eliminating assignable-cause variation:Strategy for eliminating assignable-cause variation:
Get timely data so that you see the effect of the assignableGet timely data so that you see the effect of the assignable
cause soon after it occurs.cause soon after it occurs.
As soon as you see something that indicates that anAs soon as you see something that indicates that an
assignable cause of variation has happened, search for theassignable cause of variation has happened, search for the
cause.cause.
Change tools to compensate for the assignable cause.Change tools to compensate for the assignable cause.
Strategy for reducing common-cause variation:Strategy for reducing common-cause variation:
Do not attempt to explain the difference between any of theDo not attempt to explain the difference between any of the
values or data points produced by a stable system in control.values or data points produced by a stable system in control.
Reducing common-cause variation usually requires makingReducing common-cause variation usually requires making
fundamental changes in yourfundamental changes in your processprocess
28. Control Charts
Control Chart Decision TreeControl Chart Decision Tree
Determine Sample size (n)
Variable or Attribute Data
Variable is measured on a continuous scale
Attribute is occurrences in n observations
Determine if sample size is constant or changing
29. Control Charts
Start
Variable data
n >10
n = 2 to 10
X bar , R
X bar, S
n = 1
IX, Moving Range
Percent data
Count data
Constant n
Constant n
Changing n
Changing n
p (fraction defective) or
np (number def. Per sample
p
c (defects per sample or
u defects per unit
u
Control Chart Decision Tree
AttributeData
30. Control Charts
What does it look like?What does it look like?
o Adding the element of timeAdding the element of time
will help clarify yourwill help clarify your
understanding of the causesunderstanding of the causes
of variation in the processes.of variation in the processes.
o A run chart is a line graphA run chart is a line graph
of data points organized inof data points organized in
time sequence and centeredtime sequence and centered
on the median data value.on the median data value.
31. Control Charts
Individual X charts
How is it done?How is it done?
The data must have a normal distribution (bell curve).The data must have a normal distribution (bell curve).
Have 20 or more data points. Fifteen is the absolute minimum.Have 20 or more data points. Fifteen is the absolute minimum.
List the data points in time order.List the data points in time order. Determine the rangeDetermine the range
between each of the consecutive data points.between each of the consecutive data points.
Find the mean or average of the data point values.Find the mean or average of the data point values.
Calculate the control limits (three standard deviations)Calculate the control limits (three standard deviations)
Set up the scales for your control chart.Set up the scales for your control chart.
Draw a solid line representing the data mean.Draw a solid line representing the data mean.
Draw the upper and lower control limits.Draw the upper and lower control limits.
Plot the data points in time sequence.Plot the data points in time sequence.
32. Control Charts
Next, look at the upper and lowerNext, look at the upper and lower
control limits. If your process is incontrol limits. If your process is in
control, 99.73% of all the datacontrol, 99.73% of all the data
points will be inside those lines.points will be inside those lines.
The upper and lower control limitsThe upper and lower control limits
represent three standard deviationsrepresent three standard deviations
on either side of the mean.on either side of the mean.
Divide the distance between theDivide the distance between the
centerline and the upper controlcenterline and the upper control
limit into three equal zoneslimit into three equal zones
representing three standardrepresenting three standard
deviations.deviations.
33. Control Charts
Search for trends:Search for trends:
Two out of three consecutiveTwo out of three consecutive
points are in zonepoints are in zone ““CC””
Four out of five consecutiveFour out of five consecutive
points on the same side ofpoints on the same side of
the center line are on zonethe center line are on zone
““BB”” oror ““CC””
Only one of 10 consecutiveOnly one of 10 consecutive
points is in zonepoints is in zone ““AA””
34. Control Charts
Basic Control ChartsBasic Control Charts
interpretation rulesinterpretation rules::
Specials are any points above the
UCL or below the LCL
A Run violation is seven or more
consecutive points above or below
the center (20-25 plot points)
A trend violation is any upward or
downward movement of five or
more consecutive points or drifts
of seven or more points (10-20
plot points)
A 1-in-20 violation is more than
one point in twenty consecutive
points close to the center line
36. Scatter Diagrams
Purpose:Purpose:
To identify the correlations that might
exist between a quality characteristic
and a factor that might be driving it
A scatter diagram shows the correlation
between two variables in a process.
These variables could be a Critical
To Quality (CTQ) characteristic and
a factor affecting it two factors
affecting a CTQ or two related
quality characteristics.
Dots representing data points are
scattered on the diagram.
The extent to which the dots cluster
together in a line across the diagram
shows the strength with which the
two factors are related.
37. Scatter Diagrams
How is it done?:How is it done?:
• Decide which paired factors you want to examine. Both factors
must be measurable on some incremental linear scale.
• Collect 30 to 100 paired data points.
• Find the highest and lowest value for both variables.
• Draw the vertical (y) and horizontal (x) axes of a graph.
• Plot the data
• Title the diagram
The shape that the cluster of dots takes will tell you something about the
relationship between the two variables that you tested.
38. Scatter Diagrams• If the variables are correlated,
when one changes the other
probably also changes.
• Dots that look like they are
trying to form a line are strongly
correlated.
• Sometimes the scatter plot may
show little correlation when all
the data are considered at once.
Stratifying the data, that is,
breaking it into two or
more groups based on
some difference such as
the equipment used, the
time of day, some variation
in materials or differences
in the people involved,
may show surprising
results
39. Scatter Diagrams
• You may occasionally get scatter
diagrams that look boomerang- or
banana-shaped.
To analyze the strength of the
correlation, divide the scatter plot into
two sections.
Treat each half separately in your
analysis
Benefits:
• Helps identify and test probable causes.
• By knowing which elements of your
process are related and how they are
related, you will know what to control or
what to vary to affect a quality
characteristic.
Editor's Notes
Why are we doing this?
Because companies with quality programs make more profit. Return on investment is increased.
Identify – must be hands on to recognize the problem
Define – Knowing that there is a problem, set up the conditions to sole it
Investigate – perform tests and collect data so you can react to facts. Seat of the pants decision making is forbidden.
Analyze – Use the quality tools to aid in understanding the problem
Solve – Using the data and quality tools come up with the solution and implement it. When implementing the solution it is imperative that the management monitor the implementation at every step. People are resistant to change and must be hounded to ensure it is implemented as envisioned. This is why it is good to have employees involved in the process integral to the solution. It is also the idea behind suggestion programs.
Confirm – Follow up!
Cause and Effect diagrams – Ishikawa diagrams of Fishbone diagrams
Top down and Linear flow
Simple check sheets which lead to Histograms
Histograms leading to Pareto charts
Pareto charts
Scatter charts
All of these tools are related
Brainstorming Rules
Best in a diverse group of people
Record ideas in a visible way – black board, easel…
All ideas are valid
Go around room until ideas are exhausted
Discuss ideas
Man, material, machine, method, environment, measurement (sometimes)
Separate various causes into identifiable groups
Good basis for showing you where data should be collected
Brainstorm the causes under each category
Sometimes just performing the fishbone diagram will enable the problem to be resolved by understanding
In the top chart we see two operators and two machines. In the morning both operators and both machines seem to be working well. However in the afternoon we see both operators are more prone to defects and the machine two is very prone to problems. We conclude there may be some operator fatigue involved AND that there is some condition on machine two that needs to be investigated. Look for something that affects on machine but not the other like sun glare…
Conditions
Workers
Material
Displays distributions
Remember the bell curve from school… a few Fs many Bs and Cs a few As.
A histogram is a picture of the statistical variation in your process. Not only can histograms help you know which processes need improvement they can also help you track that improvement
This is a process that has too much variation to meet specifications no matter how it is centered. Action must be taken to reduce variation in this process
Column graph in rank order
80% of problems related by 20% of causes
The vital few and the trivial many – Dr. Juran
Identifies problems to be worked first
Conclusion:
We need to concentrate on dents
Its good that there are not many gaps because they are very expensive.
TRAP
This works sometimes but another type of chart is frequently better
Defects times cost
Gap becomes the obvious place to start corrective actions
Costs more than all others put together!!!
Now that you know which area to look from the Cause and Effect Diagrams
Brainstorming
Flow Charts
Check sheets
Histograms
Pareto Charts
you need some basic information on how to monitor processes.
Assignable cause – also known as special cause
Specific problems
Need to be identified quickly to stabilize process
Dull/broken drill, incorrect tool…
Common cause
Normal
Hard to eliminate
Fixed by changes to process
Example is run out in a drill press.
There are many types of control charts. Based on the type of data you collect there is a chart for you.
Make decisions based on type of data and sample size.
VARIABLE CHARTS
X bar using R - small sample size – 3 to 5 <7 controls
X bar using S – large sample size - >7
IndX using MR- when rational subgroups are not possible
ATTRIBUTE CHARTS
P chart – sample is large and changeable
Np chart - sample is large constant
C chart – constant unit – one item – defects per unit
U chart – changeable average defects per unit
The patterns in the run chart can help you find where to look for assignable causes of variation.
A Run Chart can show you trends or help pinpoint unusual events.
Trends indicate that the process may not be in control
One point beyond 3 sigma
2 of 3 points between 2 and 3 sigma
4 of 5 points above2 sigma
8 points in a row in any zone
Shows relationship between two variables
To control variation in any process -it is absolutely essential that you understand which causes are generating which effects.