The document discusses various quality control and problem solving tools and techniques including: - Approaches to problem solving like defining the problem, diagnosing causes, implementing remedies, and maintaining improvements - Tools for analyzing problems like cause-effect diagrams, checksheets, control charts, histograms, Pareto charts, and scatter plots - Guidelines for using these tools effectively like how to structure a team, gather and analyze data, identify root causes, and monitor ongoing performance The overall aim is to provide an overview of a structured approach and key analytical methods for quality improvement and problem solving.

1. PROBLEM SOLVING APPROACH - Selection of Tools and Applications

2. QUALITY CONTROL AND QUALITY IMPROVEMENT Time Better Performance Zone of Quality Improvement Sporadic Spike Chronic Waste ( An opportunity for improvement ) Original Zone of Quality Control New Zone of Quality Control Worse

3. QUALITY CONTROL AND QUALITY IMPROVEMENT

4. QUALITY CONTROL AND QUALITY IMPROVEMENT

5. QUALITY CONTROL AND QUALITY IMPROVEMENT

6. THE FOUR MAJOR PHASES OF PROBLEM SOLVING Primary Responsibility Holding the Gains Project definition and Organization Diagnostic Journey Remedial Journey Identified Root Causes Breakthrough in Cultural patterns Implemented solutions Breakthrough in Results Demonstrated control at the New level Breakthrough in Attitudes Breakthrough in Organization Mission Statement and Team Charter Breakthrough in Knowledge

11. APPLICATION FOR QUALITY IMPROVEMENT TOOLS

12. CUSTOMER COMPLAINT ANALYSIS Customer : AUTOMOTIVE AXELS LIMITED Complaint No.: 006 / 2006-2007 Date of receipt : 02.07.2007 Complaint Ref.: E_Mail dated 02.07.2007 Type : M&M AVL Product : CROWN WHEEL Nature of Complaint : DEFECTIVE MATERIAL D1. Team / Area Team members who know the product and process related problems Team should from multi disciplinary area and appropriate size Team should have a leader D2. Problem description Problem definition should be clear and permitting its comprehension Should show the quality and magnitude. Should describe where and how occurred the problem Should describe the frequency of occurance D3. Containment action To protect the customer immediately Verify so that there it should not create new problem Products under containment action are identified Applied to similar products

13. CUSTOMER COMPLAINT ANALYSIS D4. Occur root cause Were used techniques as Brainstorming, Why-why method to identify the root cause, escape root cause, verification of fool proof arrangement by making the failure on and off. D5. Occur permanent Practicality of corrective action, cost time and resource analysis Analysis of possible risks in each analysis Compromising with the chosened action Effectiveness of corrective action D6. Implementation of corrective action Changes documented, pertinent documentation review (FMEA, Tooling drg, Conrol plan, check list, work instruction, visual aids etc..) Effectiveness verified Removal of containment action D7. Preventive action Analysis of corrective action to similar products Preventive action plan to create improvement implementation Define responsibility and time to action implementation D8. Team recognition Motivation of team members engaged with continuous improvement

19. DIE MANAGEMENT PROCESS DIE ISSUED FOR PRODUCTION SAMPLE APPROVAL DIE CORRECTION BLANKS PRODUCED REJECTION DETAILS DIE INSPECTED ON RECEIPT DIE ANALYSIS METHODING CHECK CONDUCT DOE TO UNDERSTAND INTERECTIONS ANOVA PROBLEM IDENTIFICATION 2 stages-Dimensional& Metallurgical MACHINE CONDITIONING PROCESS CHECK MODIFY CONTROL PLAN DIE RECON- DITIONING MODIFY TRY OUT PROVE OUT INFORM T.O. YES NO MACHINE PROBLEM DIE PROBLEM REJECTIONS < 5% OK NOT OK OK NOT OK OK NOT OK REJECTIONS > 5% OK NOT OK STORED WITH GREEN TAG

23. CAUSE EFFECT DIAGRAM FOR PISTON BLOWHOLES / SHRINKAGES

24. CAUSE EFFECT DIAGRAM FOR DIE DEPENDENT REJECTIONS

27. GENERATING INFORMATION Questions Information Needs Data Communication Analysis

28. CHECKSHEET FOR TV COMPONENT FAILURES Components Replaced by Lab Enter a mark for each component replaced. Mark like the following: I II III IIII Time period: 22.01.02 – 27.02.02 Repair Technician : BOB TV set model 1017 Integrated Circuits Capacitors II Resistors II Transformers IIII Commands CRT I IIII IIII IIII IIII IIII IIII IIII TV set model 1013 Integrated Circuits Capacitors Resistors IIII Transformers IIII Commands CRT I IIII IIII IIII IIII IIII IIII IIII IIII

29. LOCATION PLOT OF CHIPPED ENAMEL RANGE Top (Back)

30. A CHECKSHEET Notes Reading taken at 1112 hrs Line stopped between 1310 and 1330 hrs Solder Bath Temperature

31. GROUPED BAR GRAPH Model

32. STACKED BAR GRAPH

33. PIE CHARTS FOR COMPARING PROPORTIONS Eastern Region Western Region

34. INCONSISTENT VERTICAL SCALES Operating Hours System not available Center A Operating Hours System not available Center B

35. STRATIFICATION Stratification : Data grouped against different potential causes to determine the significant problem. This tool is very useful when the combined Histogram or a Pareto Chart does not identify one or two significant problem. There does not appear to be a significant difference in contract change among Product divisions but appears to be a significant difference between fiscal Quarters.

36. STRATIFICATION Both the Supplier put together shows a skew ness and out of span. But stratified supplier wise , clearly shows defect is entirely contributed by Supplier B.

37. THE PAERTO DISTRIBUTION AND THE ‘AWKWARD ZONE’ Categories 1 N 0 50 100 Cumulative percent of Quality Costs Few Dollars are in Useful many categories The Awkward Zone Most Dollars are in the “Vital few” Categories

38. PARETO TABLE OF ERRORS ON ORDER FORMS Order Form Item Number of Errors Percent of total Cumulative percent of Total G 44 29 29 J 38 25 54 M 31 21 75 Q 16 11 86 B 8 5 91 D 5 3 95 C 3 2 97 A 1 0.67 98 O 1 0.67 98 R 1 0.67 99 N 1 0.67 99 L 1 0.66 100 I 0 0 100 E 0 0 100 H 0 0 100 K 0 0 100 F 0 0 100 P 0 0 100 Total 150 100 1 2 3

39. PARETO DIAGRAM OF ERRORS ON ORDER FORMS Useful Many Vital Few 86 100 50 Cumulative Percent of Total 1 2 2 3 3 0

40. PARETO DIAGRAM OF DIE DEPENDENT REJECTIONS

44. HISTOGRAM Histogram : A Histogram is a Bar chart that shows the central tendency and variability of a data set. Also called as frequency distribution. It helps to understand the total variability of a process. Quickly and easily determines the underlying distribution of the process.

45. TYPICAL PATTERNS OF CORRELATION X Y X Y Strong -Negative Strong -Positive X Y X Y Weak -Positive Weak -Negative X Y X Y Complex None

48. BOX PLOT A Box plot is sometimes called a Box and Whisker plot and used when less than 20 Data is available. It shows the changes in process measurement Over time. It is similar to the Run chart however it gives you the variability of the process. It helps to get a detailed picture of trends and variability Over time. It also recognizes change in the process. Hardness of Piston Blanks

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