Greg has expertise for over 20 years in the areas of applied data analysis techniques, instructional design, training and development.Root Cause and Corrective Action (RCCA) Workshop

1. Root Cause and
Corrective Action (RCCA)
Workshop
Developed by: Greg Swartz, CQE
Page 1

2. Greg Swartz, MA, CQE
Trainer/ Statistician / Facilitator
Greg has expertise for over twenty years in the areas of applied data analysis
techniques, instructional design, training and development. Highlights are as follows:
 Expertise in implementing statistical techniques including: MSA, SPC,
FMEA and DOE techniques, for biotech and high-tech organizations.
 Six Sigma consultant working with several DMAIC projects.
 Expertise in Sampling methodologies. Published in Quality Assurance
for Biopharmaceuticals, and Yield Improvement Methodologies.
Greg has expertise in data characterization and correlation techniques.
Mr. Swartz was WW Partner Survey Manager and Sr. Quality Manager at Sun Microsystems
for 7 years. Greg is an expert in customer perception research, applied data analysis techniques,
yield improvement methods, and Supplier Development.
Education:
MA, Instructional Technology - University Of Oregon
M.Ed., Educational Research, GTF in Statistics and GRF - University Of Oregon
BA, Psychology Statistics - Southern Oregon State College
Teaching Experience:
De Anza College Professional Development Program, Consultant and Trainer
San Jose State University- Assist. Professor, MS. Program in QA
San Francisco State University – Lecturer in Business Statistics
Stanford IE Dept. – Guest Lecturer, Sampling Methodologies
Page 2

3. RELIABILITY CONSULTING
Company Overview

4. provides clients with integrated reliability solutions across
the Product Life Cycle.
We have the unique ability to assess a product and understand the key
reliability elements necessary to measure/improve product performance
and customer satisfaction.
Our strength lies in our ability to tailor a solution to fit your needs based on
your product reliability requirements, schedule and budget.

5. Three Different Types of
Solutions
We work with companies on three different levels
1) Organizational – These companies don’t know where
to start, and for this, we start off with an Assessment, and
use it to determine how to structure a reliability program.
2) Product – These companies have a specific product
level problem they need to resolve, from start to finish.
3) Life Cycle Phase – These companies know exactly
what specific help they need at each phase, and for this,
we have a menu of services for them to choose from.

6. Customizing our Solutions
Ops A La Carte offers a wide range of
Reliability Services and solutions to help
 assess the customer’s situation
 develop goals
 write program plan
 execute program plan
All focused on developing reliable products
and improving customer satisfaction.

7. Reliability Integration Education
- 31 different seminars on reliability -
1) Overall Program Reliability Integration 17) Design for ‘X’ (DfX)
2) Concept Phase Reliability Tools & Integration 18) Mechanical Design for IC Packaging
3) Design Phase Reliability Tools & Integration 19) Design of Experiments (DoE)
4) Prototype Phase Reliability Tools & Integration 20) HALT and HASS Application
5) Manufacturing Phase Reliability Tools & Integr. 21) Statistics for 6 Sigma
6) Reliability Techniques for Beginners 22) Fundamentals of Climatic Testing
7) Reliability Statistics 23) Design for Vibration and Shock
8) FMECA 24) Software Reliability
9) CRE Exam Preparation 25) Root Cause Analysis
10) CQE Exam Preparation 26) Reality of Pb-Free Reliability
11) Design for Reliability (DfR) 27) Statistical Process Control
12) Design for Manufacturability (DfM) 28) Innovative Problem Solving
13) Design for Testability (DfT) 29) Mechanical Design for Reliability
14) Design for Warranty Cost Reduction (DfW) 30) Problem Solving Tools
15) Design for 6 Sigma (DfSS) 31) Applied Data Analysis
16) Design for Safety
Red – Part of our yearly symposium

8. HALT and HASS Labs
• Our own lab facility located in Northern California in the heart of Silicon
Valley. We provide HALT/HASS services on a world-wide basis, using
partner labs for tests outside California.
• Second oldest HALT facility in the world, established in 1995 (originally
owned by QualMark)
• HALT equipment has all latest technology – only lab in region
• Highly-experienced staff with over 100 years of combined experience in
HALT and HASS
• Tested over 500 products in over 30 different industries
• Our HALT/HASS services are fully integrated with our other consulting
services.

9. We Can Help You Sell to Your
Management
Often times, our main contact has difficutly
selling reliability into their company. We
have many techniques to help:
1) Detailed Proposals with Case Examples
2) Free Presentations at your site
3) Technical Articles/White Papers
4) Blog Articles covering your situation
5) Newsletter articles

10. What’s New at Ops?
1) a new HALT calculator
2) Semiconductor Reliability
3) Software Reliability
4) RoHS conversion services
5) Warranty analysis services
6) New Accelerated Life Test methodology
7) Quality/6 Sigma Seminars
8) Offices: Singapore, China, Taiwan, UK, India
9) Solutions Services
10) Green Reliability Services

11. Upcoming Seminars
DFX South – May, 2010
CRE Course – Aug-Oct, 2010
DFX East – Oct, 2010
We offer 31 different courses and seminars in
Reliability, Quality, and Technical Operations.
Please see our Educational Brochure inside your
Ops A La Carte packet for more details

12. Upcoming Events
ARS – June, Reno
We are a co-sponsor and we will be exhibiting and
will be presenting a paper on “HALT Calculator”
ASTR – October, ’10, Denver
We are on the committee and will be exhibiting and
presenting.
RAMS – January, ’11, Orlando
We are on the committee and will be exhibiting and
presenting.

13. Contact Information
RCA/6 SIGMA GROUP CORPORATE
Ops A La Carte, LLC Ops A La Carte, LLC
Greg Swartz Mike Silverman
Senior Quality Engineer Managing Partner
650-274-6001 (408) 472-3889
gregs@opsalacarte.com mikes@opsalacarte.com
www.opsalacarte.com www.opsalacarte.com

14. Root Cause and
Corrective Action (RCCA)
Workshop
Developed by: Greg Swartz, CQE
Page 14

15. RCCA Defined
" RCCA is a systematic closed loop process for identifying
issues and associated causes that are contributing
factors to key problems. The RCCA process facilitates
concrete corrective actions in preventing reoccurrence,
while promoting a team problem solving approach."
Page 15

16. RCCA Workshop Contents
I. RCCA Overview
II. Implementing an Effective RCCA Process:
1) Engaging
2) Initiating
3) Performing
4) Facilitation Agenda – Class Exercise
III. Problem Solving Process Improvement Model
IV. Corrective Action Quality Tools
V. Documenting your RCCAs (Fact Sheets)
VI. Root Cause Definitions
Page 16

17. I. RCCA Process
Overview
1. Identify 2. Analyze 3. Plan/Select
Problem Problem Corrective Action
 Create Cause and Effect Diagram
 History  Brainstorm Contributing Causes
 Describe Environment  Select Major Cause in selected categories
 Customer Expectation  Drill down (peeling the onion) asking
vs. what they received “5 Whys” for each selected Major Cause
 GAP Problem Statement  Obtain consensus on Root Cause
4. Implement
5. Evaluate/ Measure Corrective/
Results Preventive
 RCCA Fiscal Year Analysis Action
 Trend Analysis with Process  Log Corrective Action (CA)
Control or Scatter Charts  Quality / Reliability identifies
 Correlate Cause and Effect Variables and assigns Owner(s) with CA
 Monitor for Improvements  Quality Officer/Investigator
reviews status weekly
Page 17

18. II. The RCCA Process
Step 1: Triggers for Engaging RCCAs
RCCAs can be triggered by:
 Customer or Vendor request
 Internal Quality or Yield Issue
 Defect Rate
 Special Request – e.g. manufacturing,
reliability engineering, supplier quality.
Page 18

19. Initiating the RCCA
Step 2: Initiating the RCCA Process –
1. Describe the issue at hand, work on clarity of
Problem definition.
2. Systems / Environment considerations.
3. What did the customer (internal or external)
perceive in terms of a quality and reliable
product or service?
Page 19

20. Creating a Problem Statement
Problem Statement
 When creating a Problem Statement, you need be
specific while describing the problem.
 Quantify the problem when ever possible.
 Include any Gap that exist between what the Customer
expected, versus what they actually received!
Page 20

21. Step 3: Performing RCCAs
1. Description of the problem, history, and systems environment
2. Problem Statement including the gap between what
the customer expected vs. what they actually received.
3. Discuss/brainstorm contributing causes to the areas of:
People, Systems, Policy and Procedures
4. Vote on Major Limbs using “star” votes. # of votes = 5/person
5. Gain consensus by selecting one or two key limbs.
6. Peel the Onion on major cause variable(s) with the “5 Whys”
People Systems
Problem
Statement
Policy Procedures
Page 21

22. Details of Performing RCCAs
(continued)
7. Gain consensus as group, and select the Root Cause
from the nth why
8. Collectively discuss the short term fix and long-term
corrective actions with Owners assigned.
9. Obtain consensus on Root Cause categorization,
e.g. process breakdown, product defect, account management,
systems or technology issue, or policy.
Page 22

23. Cause and Effect Diagrams (Fishbone)
This image cannot currently be display ed.
Pe o p le Eq u ip m e n t Me th o d s
Effe ct
(Pro b le m )
C a u s e s (In d e p e n d e n t Va ria b le s )
Ma te ria ls Me a s u re m e n t En viro n m e n t
Cause and Effect Diagrams can:
• Serve as the basis for group discussion and brainstorming
• Increases awareness of your own process
• Provides guidance for concrete corrective action
• Be used for any service, product, or reliability problem
Page 23

24. EXERCISE: Create a “Fishbone Diagram”
1. Identify a problem (effect): e.g. Yield, Productivity,
Quality, Risk Analysis, or Reliability Issue.
2. Brainstorm all possible causes — capture
all ideas generated.
HINT: without evaluating causes as you brainstorm.
3. Identify and circle a branch(es) for corrective action.
CAUSES EFFECT
See example,
page 30
Page 24

25. 4. RCCA Facilitation Agenda
 Describe Systems Environment
 Discuss History (escalation events)
 Identify Problem Statement (include gap)
 Brainstorm Limbs (causes)
 Pick major cause from each limb
 Ask (5) Whys for each major cause (peeling the onion)
 Obtain consensous on Root Cause
 Describe Short-Term Fix
 Describe Official Fix
 Create Corrective Action Plan
Page 25

26. RCCA Facilitation Exercise
EXERCISE: Please use the 10 step Facilitation Agenda to work on a
real-world Quality, Yield, or Reliability problem. Decide on a
Presenter, Scribe, and Facilitator, and then present back your findings.
1. Describe Systems Environment
2. Discuss History (escalation events)
3. Identify Problem Statement (include gap)
4. Brainstorm Limbs (causes)
5. Pick major cause from each limb
6. Ask (5) Whys for each major cause (peeling the onion)
7. Obtain consensous on Root Cause
8. Describe Short-Term Fix
9. Describe Official Fix
10. Create Corrective Action Plan
Page 26

27. Exercise: Performing an RCCA – Case Study
Instructions: Please read the following scenario, and then use the RCCA Agenda on the previous
page to perform your RCCA. Your instructor will have you break into groups for completing this exercise.
Cast of Characters:
Betty Joe Underwood, Interface Designer, for Soft ID, Inc.
Mary Mathieson, Escalation Mgr., Computer Accelerators, Inc.
John Lickstein, Software Development, Computer Accelerators
Patrick Evangelical, Program Manager, Strong Widgets Int’l.
SCENARIO:
Computer Accelerators is a world renowned developer of “Links” operating systems, a virtual thin client that is capable of
running a variety of enterprise level software applications for small business applications. Strong Widgets has purchase the
complete suite of Software from Computer Accelerators, including a special GUI provided with the Suite originally built by
Soft ID, Inc. Strong Widgets experienced normal growth and sales of their photo ID Widget product for the first half of
FY’04.
However, now due to a broadened marketplace, Widgets has been taking on hundreds of more interested customers every
week, and think that there total number of users hitting their web-site has exceeded 225,000.
Intermittent failures in the App. occurred, which prompted Patrick Evangelical to submit an Escalation. Mary designated
the escalation as yellow upon entering into Computer Accelerators tracking database.
The GUI produced by Soft ID was simulated to test reliably at 100,000 users by Computer Accelerators Operating Systems
Test personnel. Recently, due to possible both the scalability issue as well as an interoperability failure inside the GUI,
Computer Accelerator’s OS is now hanging for indeterminable amounts of time, causing Strong Widget’s to reboot the
system for their web-site applications to become once again, and again “Available.” This has moved the Escalation from
yellow to red, which necessitates an RCCA.
Patrick, taking a full head of steam, follows up on the already escalated issue within Computer Accelerators, and contacts
Mary Mathieson to perform an RCCA on this heated issue.
Question: Who do you think Mary bring to the RCCA session?
Please answer this question, and then in your groups, perform an RCCA using the Facilitation Agenda.
Page 27

28. Exercise: Performing an RCCA
Perform an RCCA using the Facilitation Agenda:
 1. Use a Flip Chart to address those items from
page 11 – RCCA Agenda
Hint: Be as creative as you’d like within the guidelines
of the RCCA Agenda.
 2. Create a separate Flip Chart Page for your
Cause and Effect Brainstorming Session
 3. Present your process and conclusion back to the class.
Page 28

29. III. Problem Solving Improvement Model
Using the “Plan, Do, Check, Act” (PDCA) Method.
1. PLAN: Select Problem,
Explore Causes,
and Create Plan
4. ACT: Reflect and
2. DO: Implement
Act on Learning
Solution (CA)
Outcomes
3. CHECK: Review &
Evaluate Results
Page 29

30. Attribute Process Improvement Flow
Using the “Plan, Do, Check, Act” (PDCA) Method.
Ca u ses Effe ct
Ne e d No Ta ke
M ore D a ta ? Co r re cti ve
Act io n
Ye s
C a use Tal l y
Page 30

31. Pareto Charts
Pareto Analysis (The 80-20 effect)
Value of Pareto Analysis:
 When you identify the “vital few” you improve your ability
to identify the root causes to the majority of the problems.
 By solving the largest problem in many cases, decreases
the overall percent defective or the product or service.
 Cost benefit of product can be determined with the
assistance of Pareto Analysis.
 Solving major problems often reduces or
eliminates the minor problems (noise).
Refer to: page 95
Page 31

32. Procedure for Using Check
Sheets
1. List all possible causes (defects) to your process
2. Tally up (checks) over a specified time period.
3. Re-rank cause in order of Frequency.
4. Calculate %
Pareto Analysis Worksheet
Causes Tally Mark Freq. Rank %
Smear II 2
Color IIII I 6
IIII IIII IIII IIII IIII
Contaminatio IIII I 36
IIII IIII IIII IIII
M isc. 24
IIII
Misc.2 IIII
4
IIII IIII IIII IIII IIII IIII
IIII IIII IIII IIII IIII IIII 78
empty well IIII III
Totals 150
Page 32

33. ACTIVITY: Given the set of data below, please address
the following:
1. What is the data type?
2. Which graphical output might be most effective?
Causes Tally Mark Freq. Rank %
Bent pin 2 6
Insufficient 6 4
solder
Misaligned 36 2 24%
Misc. 24 3
NTF 4 5
Missing 78 1 52%
hardware
Totals 150
Page 33

34. Check Sheet and Pareto Exercise
Given the set of data below, please address the following:
1. Sort the Data by Frequency and complete the table.
2. Create a Pareto Diagram.
3. Decide on which Cause category should be
targeted for Corrective Action
Causes Tally Mark Freq. Rank %
Bent pin 2
Insufficient 6
solder
Misaligned 36
Misc. 24
NTF 4
Missing 78
hardware
Totals 150
Page 34

35. Creating Pareto in Excel
Procedure for Creating a Pareto Diagram in ExcelTM
1. Sort your cause categories so they are ranked (highest to lowest).
2. Create an ordered Check Sheet
3. Tabulate both fraction defective and Cum. Fraction def.
as in the table below:
RankinCauses Count Freq. Cumulative (% )
1 Scratches 77 0.51 0.51
2 Misaligned 36 0.24 0.75
3 Misc. 25 0.17
4 Wrong # 11 0.07
5 TOTAL 149
6
4. Use the mouse to block off the causes, Frequency
in %, and Cumulative %.
5. Use the Chart Wizard to create your Pareto
Chart (see below).
Page 35

36. Pareto Example with Cumulative %
2490 Pareto
0.7 1.2
0.6 1
Proportion Defective
0.5
0.8 %
0.4
0.6 Cummu.%
0.3
0.4
0.2
0.1 0.2
0 0
ue
e
id
ge
ge
D
cle
.1
.2
le
r
Vo
NV
he
tic
id
sid
id
isc
isc
rti
Br
Sp
ar
Br
Pa
Re
M
M
M
lP
rt.
SE
e
Pa
al
rg
Sm
La
 Analysis: Over 90% of the defects detected by
the 2490 were Residue and Small Particles.
Page 36

37. Quality Tools Integration
Procedure:
1. Identify Primary
Problem with Pareto
2. Place Problem
in Effect Side
of Fishbone Diagram
3. Brainstorm all CAUSES EFFECT
possible causes
4. Isolate Limb for
Corrective Action
Refer to: page 104 for
Integrating Cost Pareto
Page 37

38. Report Out Exercise:
Process your own RCCA!
Instructions:
1. Break out into small groups (4-6 people), and decide upon
a real-world problem issue from one of the participant’s workplace.
2. Use the RCCA Agenda (refer to back to page 11), and work together to
address all those items.
3. Detail your Corrective Action Plan while deciding on the potential
use of other quality tools to implement. Refer to page 27 for clues…
4. Report back the following:
A. Quantifiable problem statement
B. Cause and Effect diagram showing all possible variables
C. Exploration of significant cause variables (5 whys)
D. Decide on specific statistical tools to address key variables
E. Determine short-term fix and long – term corrective action.
Page 38

39. Decision Tree for Corrective Action Quality
Tools
Process Improvement Flow Chart
C o n tin u o u s P r o c e s s
Im p r o v e m e n t
N e e d fo r F e edb ack
D a ta b a s e d o n d a ta
T ype s of
D a ta
A ttrib u te D a ta V a ria b le s D a ta
C a te g o r i c a l M e a s u ra b le
C heck
S h e e ts H is to g r a m
P ie
C h a rts Tw o No R un
V a ria b le s C h a r ts
P a re to
Y es
C h a rts
C o n tro l
S c a tte r C h a r ts
D ia g r a m s
A ttrib u te
C h a r ts
Page 39

40. IV. Corrective Action Quality Tools
Preface: You’ve learned how to perform RCCAs and
how to integrate Problem Solving Methods. “Corrective
Action Quality Tools” help hone and reduce variation to
your existing processes.
This section will discuss the following:
1. Variation – Abnormal and Normal causes of variation
2. Data Collection Do’s and Don’ts
3. Variables and Attribute Control Charts
4. Approaches to improving Quality Service
Page 40

41. Variation – Abnormal and Normal Causes
• Normal causes of variation result from
the problems in the system as a whole.
• Abnormal causes of variation result from
special problems within a system.
Normal cause Abnormal cause
common special
random non-random
systematic local
expected irregular
unidentifiable identifiable
Page 41

42. Sources of Variation
Sources of Variation:
 People lack of training, shifting priorities,
motivation, work habits
 Machinery obsolete, inadequate, difficult to use
 Materials contamination, faulty, expired, make-shift
 Environment temperature, humidity, poor lighting,
poor working conditions
 Measurement inaccurate or not precise,
out of calibration
 Methods inappropriate, unclear methodology,
inadequate documentation
Page 42

43. Measures of Variation
 Variation: Spread, dispersion or scatter around
the Central Tendency, e.g. the mean or average.
 Range: Difference between the largest and smallest value.
 Standard Deviation ( σ or S ): A measure of variance.
Normal Distribution Curve
mean
-3 o -2 o -1o X +1 o +2 o +3 o
Page 43

44. DATA COLLECTION METHOD:
Do’s and Don’ts
DO’s:
1. Specify the type of data that is being collected
2. Present data in order of importance to the problem
3. Include summary statistics, e.g. averages,
sigma levels, etc.
4. Depending on your audience, for example peers,
data may consist of:
 All test methods
 All samples and test conditions
 Data gathering method, source, and time period.
Page 44

45. DATA COLLECTION METHOD:
Don’ts:
1. Confuse data collection methods with your Results.
(This is “How” you got there, vs. “What” you have)
2. Present extensive tabled data (avoid eye charts)
3. Present raw data by itself
Page 45

46. Pick the best Quality Tool for your
data!
Data
Attribute Variable
Display Display
Data Over Data Over
Time? Time?
No Yes Yes
No
Check Data X and MR
P, NP, or
Sheet Collection Run Chart
C Charts Sheet
_
Pareto X and R
Chart Histogram
Control
Chart
Pie Process
Chart Capability
Tools
Page 46

47. Control Limits
Control Limits:
• Help define acceptable variations of the process.
• Are calculated and represent true capability of
the target process.
• Can change in time as the process improves.
UCL
X
LCL
1 2 3 4 5 6 7 8 9 10 11 12
Time or Sample Number
General Rule: Don’t apply specification limits on control charts,
especially on average control charts.
Page 47

48. X Bar and R Chart
UCL x
M
E
A
S
U
R
E
x
M
E
N
T LCL x
UCL R
R
Page 48

49. Short-Run Control Charts
Key Points for Plotting the X (individual) Control Chart:
 X is the individual measurement to be plotted.
 X is the average of the individual plot points.
 This becomes the center line for the control chart.
 UCL is the Upper Control Limit and is calculated by:
 LCL is the Lower Control Limit and is calculated by:

UCL  X  1.96 x  
LCL  X  1.96 x 
Page 49

50. Short-Run Control Charts Exercise
Da te Phre d 20 Ave . UCLx LCLx
5/1/2004 351
5/2/2004 375
Variables Data Exercise: 5/3/2004 368
5/4/2004 364
5/5/2004 321
" Create Upper Control Limit =
5/6/2004 289
Ave. plus 1.96 Std. Dev.
5/7/2004 325
" Create Lower Control Limit = 5/8/2004 366
Ave. minus 1.96 Std. Dev. 5/9/2004 378
5/10/2004 347
" Create 3 additional columns 5/11/2004 339
for UCL, LCL, and Ave. 5/12/2004 335
5/13/2004 389
" Swipe Mouse over Dates, 5/14/2004 348
Averages, UCL, LCL, and Average
5/15/2004 354
" Use chart wizard to create 5/16/2004 368
a multiple line chart 5/17/2004 356
5/18/2004 392
" Include Interpretation Section 5/19/2004 373
for Out-Of-Control points 5/20/2004 352
Sum =
Ave . = 354.5
Std. De v.= 24.62455
Page 50

51. Attribute Controls
Attribute Control Charts
Attribute Control Charts consist of primarily three basic types of
charts following the binomial and poisson distributions:
 np Charts - used for monitoring the # of defects per sample
when the sample size is constant, for example, n = 50.
 p Charts - can be used either with a constant sample size or
variable sample (n) size. Variable control limits or average n
size control limits may be imposed.
 c Charts – is applicable for the number on defects per sample
unit, e.g. # of defects on a car. Sample unit size is constant.
Page 51

52. np Chart (Attribute Data) Procedure
Steps for creating NP Chart in Excel:
1. List in horizontal rows your data and sample size
as shown on previous page.
2. Next, Create average column, and Upper Control Limit column
based on 95% confidence. Hint: you will need
to calculate the standard deviation for NP.
3. Create fourth column with Limit included for every point
4. Use chart wizard to create your control chart.
Page 52

53. NP Chart Formulas

UCLnp  np  3. np 1  p 

LCLnp  np  3. np 1  p 
Page 53

54. np Chart Exercise
NP Chart Exercise in Excel
Instructions: Using data from the Bowl of Beads Experiment
that Instructor provides, construct an NP Chart in Excel, applying
+/-1.96 standard deviation limits. Lastly, Interpret for process control.
Refer to: page 37
Page 54

55. p Chart Formulas (99.7% confidence.)
UCL p  p  3.

p 1 p 
n
LCL p  p  3.

p 1 p 
n
Page 55

56. Attribute Control Chart Exercise
P Chart Exercise: Given the following set of data, please create a “p”
chart with Upper and Lower Control Limits, along with a process average.
sample n np (defects np/n =p Ave. p UCLp LCLp
1 50 2 0.040 0.060721
2 35 4 0.114 0.06
3 45 3 0.067 0.06
4 65 5 0.077 0.06
5 75 1 0.013 0.06
6 35 3 0.086 0.06
7 45 2 0.044 0.06
8 75 3 0.040 0.06
9 50 2 0.040 0.06
10 45 5 0.111 0.06
11 58 8 0.138 0.06
12 25 5 0.200 0.06
13 40 3 0.075 0.06
14 60 1 0.017 0.06
15 80 0 0.000 0.06
16 65 1 0.015 0.06
17 46 4 0.087 0.06
18 50 3 0.060 0.06
19 25 4 0.160 0.06
20 85 5 0.059 0.06
Totals 1054 64
Average P 0.060721
Refer to:
page 39 & 49
Page 56

57. Control Charting Tools - Overview
There are over 50
different control
charts available.
As can be seen,
various data types
correspond to
particular control
charts.
Refer to:
page 37
Page 57

58. Best Practices: Graphical
Presentation of Data
 Include an Analysis with each graph
(Interpretation statement)
 Use Cumulative % with Pareto Charts
(showing 80/20 effect)
 “Each Slide Should Stand On Its Own”
 Select the most effective display of your data.
Page 58

59. Graphical Presentation of Data –
Report Out Activity 2
Dates Film Film
Thickness Std. Dev.
Given this data set, please 2/29 17.6 .04
address the following: 3/1 17.8 .042
1. What is the data type? 3/2 17.75 .046
3/3 17.9 .05
2. Which graphical output would you
think to be most effective? 3/4 17.7 .06
(refer to decision tree) 3/5 17.4 .065
3/7 18.0 .045
3. Based on your decision in step 2,
create the graph or chart selected. 3/8 17.5 .08
3/9 17.8 .07
3/10 17.6 .09
AVERAGE
MEDIAN
Std. Dev.
Page 59

60. Bonnie Small’s Rules (AT&T)
Bonnie Small's guidelines for interpreting control chart data:
• Points beyond the control limits usually indicate:
- The process performance is sporadic
- Measurement has changed (inspector, shift, gage, etc.)
• Runs indicate a shift or trend. Runs include:
- 7 points in a row on one side of the average
- 7 points in a row that are consistently increasing or decreasing
• Non-random patterns may indicate:
- The plot points have been miscalculated or misplotted.
- Subgroups may have data from two or more processes.
Page 60

61. Corrective Action Process Flow
CA Status Investigator
SPP Quality Program
Owner(s)
Posted on Web brings to
Officer brings to Coordinator
assigned follows up until fix
Or Repository VP Staff
Staff
Program Coordinator Discuss Problem Eng./Mgr. assigned to No fix, then presented
updates Corrective statement, Root CA back up to VP Staff for
Action Web page. Cause and Corrective sign off.
Action. Program Coordinator
contacts new owner to Open CAs are
Identify appropriate get time frame to fix. reviewed on a regular
organization to take basis at VP Staff.
ownership.
Cleansed
RCCA Letter
to Customer
TBD Process is still under review
Components include:
- Sign off from Engineering/
Support- Review by Legal
- Process is reviewed for
thoroughness and consistency
Page 61

62. Documenting your Information
Fact Sheets provide a snapshot of the RCCA. Fact sheets are
distributed by category and posted on the web updating the
RCCA Reports & Analysis.
Highlights include:
Problem Statement including "GAP."
Breakdown and sequence of main causes
Short Term and Official Fix
Detailed Corrective Action Plan
RCCA and Corrective Action information should be located at
a web-site or other repository.
Each Corrective Action is logged for tracking
and follow-up.
Page 62

63. Fact Sheet Example Form
Customer Name:________________________________ Date:_________
Company: ________________________________
Escalation Mgr.:________________________________
1. Describe (Systems) Environment:
1. Discuss History (escalation events):
2. Identify Problem Statement (include gap):
1. Corrective Action Plan including:
1. Breakdown and sequence of main causes
2. Short Term and Official Fix
3. Detailed Corrective Action Plan
5. RCCA and Corrective Action (CA) information should be located at
a web-site or other repository.
6. Follow-Up to CA made on: ___________________ by: ___________________________
Page 63

64. Root Cause Category Definitions
Process Breakdown
Apparent stall at a particular point within the escalation process
Inadequate communication about progress or next step
Too many re-assignments to different people
Process doesn't exist for these circumstances
Product Defect
Nonconformance to stated/expected design or intent of code
Account Management
Customer expectations are set incorrectly or not set at all
Is either non-existent, or there is lack of customer care
May apply to Sales or Service for ownership issues
Page 64

65. Root Cause Category Definitions
(continued)
Difficult to Diagnose
Non-reproducible problems or infrequent occurrence of a problem
Problem ages due to unavailable or hard to capture information
Invalid Configuration
Unsupported configuration, invalid sizing, improperly tuned system
Third-Party Hardware/Software
Issues related to third-party product design, procedure, testing,
or implementation
Page 65