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Seven quality tools
This presentation provided learning material on Ishikawa's seven basic quality tools: histograms, Pareto charts, cause-and-effect diagrams, run charts, scatter diagrams, flow charts, and control charts. Each tool was defined and explained with examples of how it is constructed and how it can be used. The tools are simple and effective ways to analyze data, identify problems and prioritize solutions, discover causes of problems, study relationships between variables, map processes, and monitor quality control.
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Seven quality tools
- 1. Seven Quality Tools •The Seven Tools – Histograms, Pareto Charts, Cause and Effect Diagrams, Run Charts, Scatter Diagrams, Flow Charts, Control Charts
- 2. Ishikawa’s Basic Toolsof Quality • Kaoru Ishikawa developed seven basic visual tools of quality so that the average person could analyze and interpret data. • These tools have been used worldwide by companies, managers of all levels and employees.
- 3. Histograms Slide 1 of3 • Histogram Defined – A histogram is a bar graph that shows frequency data. – Histograms provide the easiest way to evaluate the distribution of data.
- 4. Histograms Slide 2 of3 • Creating a Histogram – Collect data and sort it into categories. – Then label the data as the independent set or the dependent set. • The characteristic you grouped the data by would be the independent variable. • The frequency of that set would be the dependent variable. – Each mark on either axis should be in equal increments. – For each category, find the related frequency and make the horizontal marks to show that frequency.
- 5. Histograms Slide 3 of3 • Examples of How Histograms Can Be Used – Histograms can be used to determine distribution of sales. – Say for instance a company wanted to measure the revenues of other companies and wanted to compare numbers.
- 6. Pareto Charts Slide 1of 4 • Pareto Chart Defined – Pareto charts are used to identify and prioritize problems to be solved. – They are actually histograms aided by the 80/20 rule adapted by Joseph Juran. • Remember the 80/20 rule states that approximately 80% of the problems are created by approximately 20% of the causes.
- 7. Pareto Charts Slide 2of 4 • Constructing a Pareto Chart – First, information must be selected based on types or classifications of defects that occur as a result of a process. – The data must be collected and classified into categories. – Then a histogram or frequency chart is constructed showing the number of occurrences.
- 8. Pareto Charts Slide 3of 4 • An Example of How a Pareto Chart Can Be Used – Pareto Charts are used when products are suffering from different defects but the defects are occurring at a different frequency, or only a few account for most of the defects present, or different defects incur different costs. What we see from that is a product line may experience a range of defects. The manufacturer could concentrate on reducing the defects which make up a bigger percentage of all the defects or focus on eliminating the defect that causes monetary loss. • Actual chart is on the next slide » Example and chart were obtained from: <www.yourmba.co.uk/pareto_diagram.htm>
- 9.
- 10. Cause and EffectDiagrams Slide 1 of 4 • Cause and Effect Diagram Defined – The cause and effect diagram is also called the Ishikawa diagram or the fishbone diagram. – It is a tool for discovering all the possible causes for a particular effect. – The major purpose of this diagram is to act as a first step in problem solving by creating a list of possible causes.
- 11. Cause and EffectDiagrams Slide 2 of 4 • Constructing a Cause and Effect Diagram – First, clearly identify and define the problem or effect for which the causes must be identified. Place the problem or effect at the right or the head of the diagram. – Identify all the broad areas of the problem. – Write in all the detailed possible causes in each of the broad areas. – Each cause identified should be looked upon for further more specific causes. – View the diagram and evaluate the main causes. – Set goals and take action on the main causes.
- 12. Cause and EffectDiagrams Slide 3 of 4 • An Example of When a Cause and Effect Diagram Can Be Used – This diagram can be used to detect the problem of incorrect deliveries. • Diagram on next slide – Diagram obtained from: <http://www.hci.com.au/hcisite/toolkit/causeand.htm> – When a production team is about to launch a new product, the factors that will affect the final product must be recognized. The fishbone diagram can depict problems before they have a chance to begin.
- 13. Cause and EffectDiagrams Slide 4 of 4 Diagram of the Incorrect Deliveries Example:
- 14. Scatter Diagrams Slide 1of 4 • Scatter Diagrams Defined – Scatter Diagrams are used to study and identify the possible relationship between the changes observed in two different sets of variables.
- 15. Scatter Diagrams Slide 2of 4 • Constructing a Scatter Diagram – First, collect two pieces of data and create a summary table of the data. – Draw a diagram labeling the horizontal and vertical axes. • It is common that the “cause” variable be labeled on the X axis and the “effect” variable be labeled on the Y axis. – Plot the data pairs on the diagram. – Interpret the scatter diagram for direction and strength.
- 16. Scatter Diagrams Slide 3of 4 • An Example of When a Scatter Diagram Can Be Used – A scatter diagram can be used to identify the relationship between the production speed of an operation and the number of defective parts made.
- 17. Scatter Diagrams Slide 4of 4 • An Example of When a Scatter Diagram Can Be Used (cont.) – Displaying the direction of the relationship will determine whether increasing the assembly line speed will increase or decrease the number of defective parts made. Also, the strength of the relationship between the assembly line speed and the number of defective parts produced is determined. – Example obtained from: <http://www.sytsma.com/tqmtools/Scat.html>
- 18. Flow Charts Slide 1of 3 • Flow Charts Defined – A flow chart is a pictorial representation showing all of the steps of a process.
- 19. Flow Charts Slide 2of 3 • Creating a Flow Chart – First, familiarize the participants with the flow chart symbols. – Draw the process flow chart and fill it out in detail about each element. – Analyze the flow chart. Determine which steps add value and which don’t in the process of simplifying the work.
- 20. Flow Charts Slide 3of 3 • Examples of When to Use a Flow Chart – Two separate stages of a process flow chart should be considered: • The making of the product • The finished product
- 21. Check sheets • Isa form used to collect data in such a way that it makes not only the collection of data easy but also the analysis of that data automatic. . The types of defects , number of defects and their distribution can be seen at a glance which makes data analysis very quick and easy . It provides a logical display of data that are manually derived and yield results from which conclusions can be easily drawn.
- 24. Control Charts Slide 1of 3 • Control Charts Defined – Control charts are used to determine whether a process will produce a product or service with consistent measurable properties.
- 25. Control Charts Slide 2of 3 • Steps Used in Developing Process Control Charts – Identify critical operations in the process where inspection might be needed. – Identify critical product characteristics. – Determine whether the critical product characteristic is a variable or an attribute. – Select the appropriate process control chart. – Establish the control limits and use the chart to monitor and improve. – Update the limits.
- 26. Control Charts Slide 3of 3 • An Example of When to Use a Control Chart – Counting the number of defective products or services • Do you count the number of defects in a given product or service? • Is the number of units checked or tested constant?
- 27. Activity • Process FlowChart for Finding the Best Way Home – Construct a process flow chart by making the best decisions in finding the best route home. – Refer to the prior notes on flowcharts. • Remember: Define and analyze the process, build a step-by step picture of the process, and define areas of improvement in the process. » Answer is on the next slide » Example obtained from: <http://deming.eng.clemson.edu/pub/tutorials/qctools/flow m.htm#Example>
- 29. Summary This presentation providedlearning material for each of Ishikawa’s seven basic tools of quality. Each tool was clearly defined with definitions, a step-by-step process and an example of how the tool can be used. As seen through the presentation, these tools are rather simple and effective.
- 30. Works - Cited •Histograms and Bar Graphs. <http://www.shodor.org/interactivate/lessons/sm3.html> • Your MBA: The Business Study Reference Site. http:// yourmba.co.uk/pareto_diagram.htm • Hci Home Services. Cause and Effect Diagram. http:// hci.com.au/hcisite/toolkit/causeand.htm • Scatter Diagram. http://sytsma.com/tqmtools/Scat.html • Flowchart. <http://http://deming.eng.clemson.edu/pub/tutorials/qctools/flowm.htm> • Run Charts/Time Plot/ Trend Chart. <http://www.deming.edu.clemson.edu/pub/tutorials/qctools/runm.htm> • Foster Thomas S. Managing Quality An Integrative Approach. New Jersey: Prentice Hall, 2001
Editor's Notes
- #2 &lt;number&gt;
- #3 &lt;number&gt; Kaoru Ishikawa is known for “democratizing statistics.” Since statistical concepts are not that easy to grasp, he created ways for the average person to obtain knowledge in statistics.
- #4 &lt;number&gt; Histograms suggest the nature of and possible improvements for physical mechanisms at work in progress.
- #5 &lt;number&gt;
- #6 &lt;number&gt; Perhaps the company wants to compare numbers of companies that make from 0-10000; from 10,000-20,000; from 20,000-30,000; and so on.
- #7 &lt;number&gt; This is the economic concept that Juran applied to quality problems. The meaning behind that 80/20 rule is that there are vital few causes that create the problems.
- #8 &lt;number&gt; The steps used in Pareto analysis include gathering categorical data, drawing the histogram, and concentrating on the tall bars.
- #9 &lt;number&gt; Data should be analyzed in two cases. The manufacturer could concentrate on reducing the defects that make up a bigger percentage of all the defects or they could concentrate on the defect that is costing them the most money. As part of the analysis, look at the tallest bars when trying to solve the problem.
- #10 &lt;number&gt; Concentrating on reducing defects A, B and C since they make up 75% of all defects. Or focus on eliminating defect E, if defect E causes 40% of monetary loss.
- #11 &lt;number&gt; This tool helps workers spend time on concentrating on the causes of problems rather than focusing on improving the indications of problems.
- #12 &lt;number&gt; This is called the fishbone diagram because it looks like the skeleton of a fish. The problem is the head, the major causes of a problem are the “ribs”, and the detailed causes are the small bones.
- #13 &lt;number&gt; The effect being examined is normally an aspect of product or service quality.
- #14 &lt;number&gt; You continue the process of branching off into more and more directions until every possible cause has been identified. The final result will represent a pile of all the factors relating to the effect being explored and the relationships between them.
- #15 &lt;number&gt; These relationships are can be used to recognize indicator variables in organizations.
- #16 &lt;number&gt; The X variable is independent and the Y variable is dependent.
- #17 &lt;number&gt; A scatter diagram is used for confirming instincts about a cause-and-effect relationship between types of variables.
- #18 &lt;number&gt; Scatter diagrams are also used to display the direction of the relationship and displaying the strength of the relationship.
- #19 &lt;number&gt; Flow charts define and analyze processes. They build a step-by-step picture of the process for analysis, discussion, or communication purposes.
- #20 &lt;number&gt; Some examples of simple symbols are: the shape of a diamond symbolizes decisions, a parallelogram represents input or output, the rectangle is the processing symbol, an arrow for flow line and so forth.
- #21 &lt;number&gt; Flow charts are used to define, standardize, or find areas for improvement in a process.
- #22 &lt;number&gt; Run charts are useful in discovering patterns that occur over time.
- #23 &lt;number&gt; When measuring data, the measurements must be taken over time and in sequential order. When plotting the values, use an appropriate scale that will make the points on the graph visible.
- #24 &lt;number&gt; By using a run chart, the organization can determine which day or days it is taking longer to deliver and can allow themselves more time for on-time delivery.
- #25 &lt;number&gt; The process for developing a process chart is the same for almost all charts. The statistical computations is what makes it different and sometimes more complicated.
- #26 &lt;number&gt; A variable is a continuous measurement. An attribute is the result of a binomial process that results in an either-or situation.
- #27 &lt;number&gt; Control charts focus more on acceptable limits of the process.
- #28 &lt;number&gt;
- #29 &lt;number&gt;
- #30 &lt;number&gt;
- #31 &lt;number&gt;