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Seven Quality Tools [Statistical Process Control] by S. Oliver. Nesa. Raj Assistant professor School of Mechanical Engineering SRM University
Quality management o Quality management refers to systematic policies, method and procedures used to ensure that goods and services are produced with appropriate levels of quality to meet the nee customers. o Organizations today integrate quality principles into their management systems using tools such as Total Quality Management (TQM), Six Sigma, and Lean Operating Systems, Quality circle, Zero defect, Kaizen Poka Yoke etc. , .
A Brief History of Quality Management o Historical uses of quality management include the precision involved in building of Egyptian pyramids, interchangeable parts during Industrial Revolution, and statistical tools used for quality control during World War II. o Dr. Joseph Juran and Dr. W. Edwards Deming were pioneers in the field (more later on these two quality gurus). o The Japanese integrated quality ideas and methods throughout their organizations and developed a culture of continuous improvement.
Understanding Quality o Quality can be a confusing concept, partly because people view quality in relation to differing criteria based on their individual roles in the value chain, such as: Ø Ø Ø perfection, delighting or pleasing the customer, eliminating waste, doing it right the first time, and/or consistency.
Factors Affecting Quality: • Market compulsions, Product complexities • Money, Men Machines • Shop floor point of delivery • Responsible Management • Information systems • Motivation Techniques
W. Edwards Deming • Focus on bringing about improvements in product and service quality by reducing uncertainty and variability in goods and services design and associated processes (the beginning of his ideas in 1920 s and 1930 s). • Higher quality leads to higher productivity and lower costs. • “ 14 Points” management philosophy. • Deming Cycle – Plan, Do, Study, and Act.
W. Edwards Deming 14 Points Point 1: Create a Vision and Demonstrate Commitment Point 2: Learn the Philosophy Point 3: Understand Inspection Point 4: Stop Making Decisions Purely on the Basis of Cost Point 5: Improve Constantly and Forever Point 6: Institute Training Point 7: Institute Leadership
W. Edwards Deming 14 Points…. . Point 8: Drive Out Fear Point 9: Optimize the Efforts of Teams Point 10: Eliminate Exhortations Point 11: Eliminate Numerical Quotas Point 12: Remove Barriers to Pride in Work Point 13: Encourage Education and Self- Improvement Point 14: Take Action
What is quality ? § Fitness for the purpose - Joseph M Juran § Suitability for use by the customer § Goods that do not come back, but customers that do come back § The totality of features and other characteristics of a product or service that bear on its ability to satisfy stated or implied needs. [As per ISO 8402 - 1986]
DIMENSIONS OF QUALITY The dimensions of quality are nothing, but the various features of a product or service. o 1. 2. 3. 4. 5. 6. Product Quality o Functionality Reliability [mean time between failure] Usability Maintainability [mean time to repair] Efficiency Portability [Ability to transferred from one environment to another] 1. Service Quality 3. Quality of customer service Quality of service design Quality of delivery o Additional Attributes… 1. Timeliness Aesthetics [ appearance] Regulatory Requirements of Society Conformance to Standards 2. 3. 4. 5.
Quality control § The operational techniques and activities employed to achieve and maintain the quality of a product, process or service. § It involves Monitoring activity § It finds out and eliminates the causes of quality problems § Juran gives 3 steps of QC : 1. Evaluation actual operating performance 2. Compare actual performance to goals 3. Act on the difference Quality assurance § Quality assurance, refers to planned and systematic production processes that provide confidence in a product's suitability for its intended purpose
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Total Quality Management (TQM) [Company Wide Quality Control (CWQC)] n n 1. 2. 3. 4. 5. It is a process which involves the whole organization, every department , every activity, every single person at every level in the production of quality products. Responsibility…. (As per TQM) Design department Purchase department Machine operators Inspection department Marketing service department
key factors for the success of TQM § § § “Fit for purpose" (the product should be suitable for the intended purpose) and “Right first time" (mistakes should be eliminated). Use statistical process charts & control charts For variation in quality, the route cause must be found out Don’t fight with person – but fight for the issue Ensure total involvement of all the employees. Look for continuous improvement in the major contributing factors of TQM.
Total Quality Management (TQM)…. . o European Construction Institute (1993) recommends the following objectives to achieve TQM in construction: n C – Commitment by top management n O – Organization and structure for total quality management n N- Normal financial control n S – Supplier relationships n T – Training, education and safety awareness
Total Quality Management (TQM) …. . o o o o R – Relationships with customers U – understanding and commitment by employees C – Communications T – Teamwork I – Independent certification to ISO 9000 O – Objective measurement N – Natural use of tools and techniques
Total Quality Management (TQM) Customers will seek out the highest quality product. Therefore, quality is “free”. Improved quality that exceeds customer expectations will generate more revenues that exceed the cost of quality.
Total Quality Management (TQM) W. Edwards Deming proposed that improving quality reduces cost and improves profitability. Quality can be and should be improved continuously. Revenues Max Profit Cost Max Quality
What is QC Problem Solving ? “Problem solving, the isolation and analysis of a problem and the development of a permanent solution, is an integral part of the qualityimprovement process”. n Not hit or miss, but objective and systematic n Not directed at symptoms, but rather at root causes
Problem Solving Process Symptom Recognition Fact Finding Problem Identification Idea Generation Solution Development Plan Implementation Follow Up
All Managers Need Problem Solving Skills o 80% of problems are external to QC organizations o Quality problems transcend individual functions o Companies need multi-discipline problem solving approach o Management involvement and commitment is crucial
Problem Solving Skills for Managers Understand utilize a systematic problem solving process o Ask the right questions o Present information clearly and unambiguously o Make judgments based on information o
Kaizen: Implementation o The Deming cycle: Originally developed by Walter Shewart, but renamed in 1950 s because Deming promoted it extensively.
Kaizen: Implementation o Plan – Study the current system; identifying problems; testing theories of causes; and developing solutions. o Do – Plan is implemented on a trial basis. Data collected and documented. o Study – Determine whether the trial plan is working correctly by evaluating the results. o Act – Improvements are standardized and final plan is implemented.
10 Problem Solving Steps Continuous improvement Ensure performance Evaluate Solution ACT STUDY DO Implement Solution Recognize Problem Form quality improvement teams Define Problem Analyze PLAN Problem Determine Possible Causes Identify Possible Solutions
Plan: study current situation Do: implement plan on trial basis Study: determine if trial is working correctly Act: standardize improvements
Process Analysis Method UNDERSTAND SELECT ANALYZE ADOPT CHECK PLAN DO
PDSA and QC Tools Brainstorming Pareto analysis ACT PLAN Run charts Control charts Histograms Check sheets STUDY Scatter diagrams Pareto charts DO Why-Why diagram Cause and effect diagram Scatter diagrams Control charts Check sheets Run charts
Brainstorming to encourage creative thinking and generation of ideas o Purpose - generate a list of n n n o problems opportunities ideas Problems for “Why-Why” discussion Construct a “Why-why” diagram Success requires n n no no criticism arguing negativism evaluation List problem statement Ask why 5 times; record responses
Chapter 15 Quality Management Cost of Quality Measurements • The cost of quality refers to the costs associated with avoiding poor quality or those incurred as a result of poor quality. • Prevention costs are those expended to keep nonconforming goods and services from being made and reaching the customer. • Appraisal costs are those expended on ascertaining quality levels through measurement and analysis of data to detect and correct problems.
Chapter 15 Quality Management Cost of Quality Measurements • Internal-failure costs are costs incurred as a result of unsatisfactory quality that is found before delivery of good or service to the customer. • External-failure costs are incurred after poor-quality goods or services reach the customer.
Statistical Process Control o o The objective of process control is to control the quality of the processes and ensure that the deliverables are produced as planned The aim of statistics based process controls to produce products and services with quality consistently. The application of statistics to quality control has enabled quick analysis and control of quality in all types of businesses. STATISTICS : Collection, Organization, Analysis, Interpretation and Presentation of data.
Ishikawa’s Basic Tools of Quality n Kaoru Ishikawa developed seven basic visual tools of quality so that the average person could analyze and interpret data. n These tools have been used worldwide by companies, managers of all levels and employees
The 7 Quality Tools are Problem Solving Tools which can § Help to identify and prioritise problems quickly and more effectively. § Assist the decision making process. § Provide simple but powerful tools for use in continuous improvement activity. § Provide a vehicle for communicating problems and resolutions throughout the business. § Provide a way of extracting information from the data collected.
Why do we need the 7 QC tools? o TQM is data driven: data are impersonal; opinions are not. o Experience is gained quickest by collecting and analyzing data. o The 7 QC tools provide common methods of analysis to help problem solving teams operate effectively.
Goals of SPC o Collection of data of performance of products and service deliverables o Finding out variations o Analyzing through brain storming and determining the causes and eliminating the causes o Improving performance of processes continuously
Process improvement: Kaizen o o o Every employee strives for improvement. Top management views improvement as part of strategy and supports it. Middle management can implement top management’s improvement goals by establishing, maintaining, and upgrading operating standards. Workers can engage through suggestions, small group activity. Middle management can help create conducive environment for improvement by improving cooperation amongst departments, and by making employees conscious of their responsibilities for improvement. Supervisors can direct their attention more on improvement than supervision, which will facilitate communication.
Process management o o Planning and administrating the activities necessary to achieve high quality in business processes; and also identifying opportunities for improving quality and operational performance – ultimately, customer satisfaction. Process simplification reduces opportunities for errors and rework. Processes are of two types – value-added processes and support processes. Value-added processes – those essential for running the business and achieving and maintaining competitive advantage. (Design process, Production/Delivery process)
Process management o o o Support processes – Those that are important to an organization’s value-creation processes, employees and daily operations. Value creation processes are driven by external customer needs while support processes are driven by internal needs. To apply the techniques of process management, a process must be repeatable and measurable. Process owners are responsible for process performance and should have authority to manage the process. Owners could range from highlevel executive to workers who run a cell. Assigning owners ensures accountability.
Process management
Process control o o 1. 2. o Control is the activity of ensuring the conformance to the requirements and taking corrective action when necessary. Two reasons for controlling the process Process control methods are the basis of effective daily management of processes. Long-term improvements can not be made to a process unless the process is first brought under control. Short-term corrective action should be taken by the process owners. Long-term remedial action should be the responsibility of the management.
Process control Effective quality control systems include 1. Documented procedures for all key processes 2. A clear understanding of the appropriate equipment and working environment 3. Methods of monitoring and controlling critical quality characteristics 4. Approval processes for equipment 5. Criteria for workmanship: written standards, samples etc. 6. Maintenance activities
Process improvement o o o Customer loyalty is driven by delivered value. Delivered value is created by business processes. Sustained success in competitive markets require a business to continuously improve delivered value. To continuously improve value creation ability, a business must continuously improve its value creation processes. Continuous process improvement is an old management concept dating back to 1895. However, those approaches were mainly productivity related. More recently (1951) Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement!
Process improvement: Kaizen o o Japanese for gradual and orderly continuous improvement over a long period of time with minimum financial investment, and with participation by everyone in the organization. Improvement in all areas of business serves to enhance quality of the firm. Three things required for successful kaizen program: operating practices, total involvement, and training. Operating practices expose opportunities for improvement. JIT reveals waste and inefficiency as well as poor quality.
Kaizen: Implementation Juran’s breakthrough sequence: 1. Proof of the need 2. Project identification 3. Organization for breakthrough – two paths identified: symptom to cause (diagnostic) and cause to remedy (remedial) paths. 4. Diagnostic journey 5. Remedial journey 6. Holding the gains.
The Seven QC Tools (Process improvement tools) n n n n Histograms Control Charts & Run Charts Check sheets Pareto Charts Cause and Effect Diagrams Scatter Diagrams Process Flow Charts
Lead Indicators of Quality Variation indicates poor quality. To measure variation, there are several tools that can be used: Run Charts A graphical display of the frequency distribution of attributes. Defects Histograms Control Charts
Diagnostic Information While Lead indicators tell that there IS a While lead indicators tell that there IS a problem, diagnostic tools help determine Diagnostic tools help to determine WHAT the problem is. Cause-and-Effect Diagrams Process Flow Charts Scatter Diagrams Pareto Charts
The “Seven QC Tools” 1. Flowcharts: process mapping to identify the sequence of activities or flow of materials/ information in a process. 2. Run Charts and Control Charts: a run chart is a line graph with data plotted over time; control charts include control limits. 3. Checksheets: simple tools for data collection, ensure completeness. 4. Histograms: graphically represent frequency of values within a specified group.
The “Seven QC Tools”…. . 5. Pareto Diagrams: separate the vital few from the trivial many causes; provide direction for selecting projects for improvement. Pareto analysis to separate the major causes of the problems form the minor ones 6. Cause-and-Effect Diagrams: represent chain of relationships; often called a fishbone diagram. To identify potential causes of a problem 7. Scatter Diagrams: graphical component of regression analysis. Often used to point out relationship between variables. Statistical correlation analysis used to interpret scatter diagrams
Histograms § Histograms are powerful tools for elementary analysis of data that contain variations. § A histogram is a diagram which represents the class interval and frequency in the form of a rectangle. § There will be as many adjoining rectangles as there are class intervals.
Steps Involved in Formulating Histograms § § § § § Measure and record data pertaining to a process Arrange values in ascending order Note the range , ie. Max and min of the values Divide the range into number of groups called class intervals Mark class intervals on X-axis and frequencies on Y-axis. Now divide the X-axis as per class intervals Choose a proper scale for Y-axis Count the number of occurrences of the data in each class interval. this is called frequency of occurrence in each interval Plot the frequency or Count the number of occurrences corresponding to each interval in the form of bars. It is essentially a column graph Draw rectangles with class intervals as bases and the corresponding frequencies as heights.
Example § The daily wages of 50 workers, in rupees, are given below
Histogram A kink or a zig - zag curve is shown near the origin. It indicates that the scale along the horizontal axis does not start at the origin.
Histogram 7 Quality Tools
Histogram 40 35 30 25 20 15 10 5 0 1 2 6 13 10 16 19 17 12 16 20 17 13 5 6 2 1
Control Chart § § To identify common cause and special cause variations According to walter A. Shewhart “A phenomenon will be said to be controlled when, through the use past experience, we can predict, at least within limits, how the phenomenon can be expected to vary in future” § The number of samples over a period of time will help us to characterize the nature of the process. § Control charts are used to determine whether a process will produce a product or service with consistent measurable properties.
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.
Types of measurements § § § There are two types of measurement which you can measure and plot on a Control Chart. Variables answer the question ‘how much? ’ and are measured in quantitative units, for example weight, voltage or time. Attributes answer the question ‘how many? ’ and are measured as a count, for example the number of defects in a batch of products. § The vertical axis of the control chart identifies the scale of measurement for the variable of interest. § The upper horizontal line of the control chart, referred to as the upper control limit, and the lower horizontal line, referred to as the lower control limit.
Control Chart
Control Chart Process control involves monitoring a production process and charting the results on a control chart. If any of the points plotted falls outside the control limits, the process is out-of-control. 27 UCL = 23. 35 24 Number of defects 21 c = 12. 67 18 15 12 9 6 LCL = 1. 99 3 2 4 6 8 10 12 Sample number 14 16
Control Charts Quality Improvement: Problem Solving
Run Chart § A run chart, also known as a run-sequence plot is a graph that displays observed data in a time sequence. Often, the data displayed represent some aspect of the output or performance of a manufacturing or other business process. § What it is used for To show the output of a process over time § § When to use To monitor process performance In determining when a change to a process might have occurred.
Creating a Run Chart § Gathering Data Some type of process or operation must be available to take measurements for analysis. § Organizing Data must be divided into two sets of values X and Y. X values represent time and values of Y represent the measurements taken from the manufacturing process or operation. § Charting Data Plot the Y values versus the X values. § Interpreting Data Interpret the data and draw any conclusions that will be beneficial to the process or operation.
An Example of Using a Run Chart § § An organization’s desire is to have their product arrive to their customers on time, but they have noticed that it doesn’t take the same amount of time each day of the week. They decided to monitor the amount of time it takes to deliver their product over the next few weeks.
Check sheets o o o Special types of data collection forms in which the results may be interpreted on the form directly without additional processing. Data sheets use simple columnar or tabular forms to record data. However, to generate useful information from raw data, further processing generally is necessary. Additionally, including information such as specification limits makes the number of nonconforming items easily observable and provides an immediate indication of the quality of the process.
Check Sheet Shifts Defect Type 7 Quality Tools
Check Sheet COMPONENTS REPLACED BY LAB TIME PERIOD: 22 Feb to 27 Feb 1998 REPAIR TECHNICIAN: xxxx TV SET MODEL 1013 Integrated Circuits Capacitors Resistors Transformers Commands CRT |||| |||| |||| |
Exhibit 15. 4 Source: K. Ishikawa, Guide to Quality Control (Tokyo: Asian Productivity Organization, 1982), p. 33. Defective Item Checksheet
Pareto Charts § § § § Pareto chart, named after Vilfredo Pareto, is a type of chart which contains both bars and a line graph. The purpose of the Pareto chart is to highlight the most important among a (typically large) set of factors. Helpful in identifying the quality focus areas. Popularized by Juran. It is a histogram of the data from the largest frequency to the smallest. The bars display the values in descending order, and the line graph shows the cumulative totals of each category, left to right. The left vertical axis is the frequency of occurrence, but it can alternatively represent cost or other important unit of measure. The right vertical axis is the cumulative percentage of the total number of occurrences, total cost, or total of the particular unit of measure.
Steps Involved in Pareto Diagram § § § § Calculate the share of each cause as a percentage of total. Then arrange the causes in descending order. If there are too many small causes contributing too little to the total, group them as a miscellaneous. Arrange the data in descending order. Calculate the percentage of total of the datum. Calculate the cumulative percentage. Draw the column graph in the solid line pertaining to each of the causes, in descending order.
Pareto chart
% Complaints Pareto chart 7 Quality Tools
m di n De sig 70 De ens io fe n ct ive s M pa ac rts hi ne ca l O pe ibra tio ra to r e ns rro De rs fe ct ive m Su at rfa er ia ce ls ab ra sio ns ro ng W Po or Percent from each cause Pareto Chart (64) 60 50 40 30 20 (13) 10 (10) (6) (3) Causes of poor quality (2) 0
Use of Pareto Diagrams for Progressive Analysis
Cause and Effect Diagram § § § Developed by Kaoru Ishikawa (1953) 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. Show the relationships between a problem and its possible causes. The major purpose of this diagram is to act as a first step in problem solving by creating a list of possible causes.
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.
Cause and Effect Diagram
Cause and Effect “Skeleton” Materials Procedures Quality Problem People Equipment 7 Quality Tools
Fishbone Diagram Measurement Faulty testing equipment Incorrect specifications Improper methods Inaccurate temperature control Dust and Dirt Environment Human Machines Out of adjustment Poor supervision Lack of concentration Tooling problems Old / worn Inadequate training Quality Problem Defective from vendor Not to specifications Materialhandling problems Materials Poor process design Ineffective quality management Deficiencies in product design Process
Exhibit 15. 6 Cause-and-Effect Diagram for Hospital Emergency Admission
Cause and effect diagrams Advantages n n making the diagram is educational in itself diagram demonstrates knowledge of problem solving team diagram results in active searches for causes diagram is a guide for data collection
Cause and effect diagrams To construct the skeleton, remember: o For manufacturing - the 4 M’s ü o man, method, machine, material For service applications ü equipment, policies, procedures, people
Scatter Diagram § A scatter diagram is a tool for analyzing relationships between two variables. § One variable is plotted on the horizontal axis and the other is plotted on the vertical axis. The pattern of their intersecting points can graphically show relationship patterns.
When to use it § Use a scatter diagram to examine theories about cause-andeffect relationships and to search for root causes of an identified problem. § Use a scatter diagram to design a control system to ensure that gains from quality improvement efforts are maintained.
How to use it § § § Collect data Gather 50 to 100 paired samples of data that show a possible relationship. Draw the diagram Draw roughly equal horizontal and vertical axes of the diagram, creating a square plotting area. Label the axes in convenient multiples (1, 2, 5, etc. ) increasing on the horizontal axes from left to right and on the vertical axis from bottom to top. Label both axes. Plot the paired data Plot the data on the chart, using concentric circles to indicate repeated data
Title and Label the Diagram Interpret the data Scatter diagrams will generally show one of six possible correlations between the variables Types of correlations § Strong Positive Correlation § Strong negative Correlation § weak Positive Correlation § Strong negative Correlation § Complex Correlation § week Correlation
Scatter Diagram Strong Positive Correlation The value of Y clearly increases as the value of X increases.
Scatter Diagram Strong Negative Correlation The value of Y clearly decreases as the value of X increases.
Scatter Diagram Weak Positive Correlation The value of Y increases slightly as the value of X increases.
Scatter Diagram Weak Negative Correlation The value of Y decreases slightly as the value of X increases.
Scatter Diagram Complex Correlation The value of Y seems to be related to the value of X, but the relationship is not easily determined.
Scatter Diagram No Correlation There is no demonstrated connection between the two variables.
Flow charts o o o Process map identifies the sequence of activities or the flow in a process. Objectively provides a picture of the steps needed to accomplish a task. Helps all employees understand how they fit into the process and who are their suppliers and customers. Can also pinpoint places where quality-related measurements should be taken. Also called process mapping and analysis. Very successfully implemented in various organizations. e. g. Motorola reduced manufacturing time for pagers using flow charts.
Flowcharts n n n § Graphical description of how work is done. Used to describe processes that are to be improved. A flowchart is a common type of diagram, that represents an algorithm or process, showing the steps as boxes of various kinds, and their order by connecting these with arrows. Flowcharts are used in analyzing, designing, documenting or managing a process or program in various fields. “Draw a flowchart for whatever you do. Until you do, you do not know what you are doing, you just have a job. ” -- Dr. W. Edwards Deming.
Symbols o Start and end symbols Represented as circles, ovals or rounded rectangles, usually containing the word "Start" or "End", or another phrase signaling the start or end of a process, such as "submit enquiry" or "receive product". o Arrows Showing what's called "flow of control" in computer science. An arrow coming from one symbol and ending at another symbol represents that control passes to the symbol the arrow points to. o Processing steps Represented as rectangles. Examples: "Add 1 to X"; "replace identified part"; "save changes" or similar. o Input/Output Represented as a parallelogram. Examples: Get X from the user; display X.
Flow chart for order processing
Flow chart for house painting
Flow Diagram
Flow Diagram
Process Chart Description of process 1 Unload apples from truck 2 Move to inspection station 3 Weigh, inspect, sort 4 Move to storage 5 Wait until needed 6 Move to peeler 7 Apples peeled and cored 15 8 Soak in water until needed 20 9 Place in conveyor 5 10 Move to mixing area 11 Weigh, inspect, sort Distance (feet) Process: Apple Sauce Time (min) Analyst: TLR Operation Transport Inspect Delay Storage Location: Graves Mountain Step Date: 9 -30 -00 Page 1 0 f 3 20 100 ft 30 50 ft 360 20 ft Total 20 ft 30 480 190 ft
What are the New Seven Q. C. Tools ¶ Affinity Diagrams · Relations Diagrams ¸ Tree Diagrams ¹ Matrix Diagrams º Arrow Diagrams » Process Decision Program Charts ¼ Matrix Data Analysis
History of the New Seven Q. C. Tools Slide 1 0 f 2 ò ò Committee of J. U. S. E. - 1972 Aim was to develop more QC techniques with design approach Work in conjunction with original Basic Seven Tools New set of methods (N 7) - 1977
History of the New Seven Q. C. Tools Slide 2 0 f 2 ò ò ò Developed to organize verbal data diagrammatically. Basic 7 tools effective for data analysis, process control, and quality improvement (numerical data) Used together increases TQM effectiveness
What are the Basic Seven Q. C. Tools? ¶ Flow Charts · Run Charts ¸ Histograms ¹ Pareto Diagrams º Cause and Effect Diagrams » Scatter Diagrams ¼ Control Charts
Relation Between New Seven Q. C. Tools and Basic Seven Tools FACTS Data Numerical Data Verbal Data Define problem after collecting numerical data Define problem before collecting numerical data The Basic Seven Tools • Analytical approach The Seven New Tools Organize • Generate Ideas • Formulate plans Information Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984)
Benefits of Incorporating New Seven Q. C. Tools Slide 1 0 f 4 Enhanced Capabilities ¶ · ¸ ¹ º » ¼ Organize verbal data Generate ideas Improve planning Eliminate errors and omissions Explain problems intelligibly Secure full cooperation Persuade powerfully
Benefits of Incorporating New Seven Q. C. Tools Slide 2 0 f 4 Enhanced Keys to Organizational Reform ¶ · ¸ ¹ º » ¼ Assess situations from various angles Clarify the desired situation Prioritize tasks effectively Proceed systematically Anticipate future events Change proactively Get things right the first time
Benefits of Incorporating New Seven Q. C. Tools Slide 3 0 f 4 Five Objectives of Organizational Reform which will establish a Culture that: ¶ · ¸ ¹ º Identifies problems Gives importance to planning Stresses the importance of the process Prioritizes tasks Encourages everyone to think systematically
Benefits of Incorporating New Seven Q. C. Tools Slide 4 0 f 4 Unstructured Problem [must be put into solvable form] The Seven New Tools Problem is mapped Problem becomes obvious to all Thoughts are easily organized Plans are easily laid Problem becomes obvious to all People understand problem Problem can be clearly articulated Nothing is omitted Nub of problem is identified Cooperation is obtained Things go well Countermeasures are on target Problem is in solvable form Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984)
New Seven Q. C. Tools Affinity Diagrams Slide 1 0 f 7 For Pinpointing the Problem in a Chaotic Situation and Generating Solution Strategies ò ò ò Gathers large amounts of intertwined verbal data (ideas, opinions, issues) Organizes the data into groups based on natural relationship Makes it feasible for further analysis and to find a solution to the problem.
New Seven Q. C. Tools Affinity Diagrams Slide 2 0 f 7 Advantages of Affinity Diagrams ò ò Facilitates breakthrough thinking and stimulate fresh ideas Permits the problem to be pinned down accurately Ensures everyone clearly recognizes the problem Incorporates opinions of entire group
New Seven Q. C. Tools Affinity Diagrams Slide 3 0 f 7 Advantages of Affinity Diagrams ò Fosters team spirit ò Raises everyone’s level of awareness ò (cont. ) Spurs to the group into action Topic Affinity Statement Data Card Data Card Data Card Data Card Affinity Statement Data Card
New Seven Q. C. Tools Affinity Diagrams Slide 4 0 f 7 Constructing an Affinity Diagram Group Method Approach ¶ · ¸ ¹ º Select a topic Collect verbal data by brainstorming Discuss info collected until everyone understands it thoroughly Write each item on separate data card Spread out all cards on table
New Seven Q. C. Tools Affinity Diagrams Slide 5 0 f 7 Constructing an Affinity Diagram Group Method Approach » ¼ ½ ¾ (cont. ) Move data cards into groups of similar themes (natural affinity for each other) Combine statements on data cards to new Affinity statement Make new card with Affinity statement Continue to combine until less than 5 groups
New Seven Q. C. Tools Affinity Diagrams Slide 6 0 f 7 Constructing an Affinity Diagram Group Method Approach (cont. ) Lay the groups outs, keeping the affinity clusters together Next, complete the diagram ¿
New Seven Q. C. Tools Affinity Diagrams Slide 7 0 f 7 Completing an Affinity Diagram Topic Affinity Statement Data Card Data Card Data Card Data Card Affinity Statement Data Card Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984)
New Seven Q. C. Tools Relations Diagrams Slide 1 0 f 7 For Finding Solutions Strategies by Clarifying Relationships with Complex Interrelated Causes ò ò ò Resolves tangled issues by unraveling the logical connection Allows for “Multi-directional” thinking rather than linear Also known as Interrelationship diagrams
New Seven Q. C. Tools Relations Diagrams Slide 2 0 f 7 Advantages of Relations Diagrams ò ò Useful at planning stage for obtaining perspective on overall situation Facilitates consensus among team Assists to develop and change people’s thinking Enables priorities to be identified accurately
New Seven Q. C. Tools Relations Diagrams Slide 3 0 f 7 Advantages of Relations Diagrams ò (cont. ) Makes the problem recognizable by clarifying the relationships among causes Tertiary Cause Primary Cause Why doesn’t X happen? Primary Cause Tertiary Cause Secondary Cause Tertiary Cause Primary Cause Secondary Cause 4 th level Cause Secondary Cause Primary Cause Tertiary Cause Secondary Cause 6 th level Cause 4 th level Cause 5 th level Cause
New Seven Q. C. Tools Relations Diagrams Slide 4 0 f 7 Constructing a Relations Diagram Group Method Approach Express the problem in form of “Why isn’t something happening? ” · Each member lists 5 causes affecting problem ¸ Write each item on a card ¹ Discuss info collected until everyone understands it thoroughly ¶
New Seven Q. C. Tools Relations Diagrams Slide 5 0 f 7 Constructing a Relations Diagram Group Method Approach º » ¼ ½ (cont. ) Move cards into similar groups Asking why, explore the cause-effect relationships, and divide the cards into primary, secondary and tertiary causes Connect all cards by these relationships Further discuss until all possible causes have been identified
New Seven Q. C. Tools Relations Diagrams Slide 6 0 f 7 Constructing a Relations Diagram Group Method Approach ¾ ¿ (cont. ) Review whole diagram looking for relationships among causes Connect all related groups Next, complete the diagram
New Seven Q. C. Tools Relations Diagrams Slide 7 0 f 7 Completing a Relations Diagram Tertiary Cause Primary Cause Why doesn’t X happen? Primary Cause 4 th level Cause Tertiary Cause Primary Cause Secondary Cause Tertiary Cause Secondary Cause Primary Cause Tertiary Cause Secondary Cause 6 th level Cause 4 th level Cause 5 th level Cause Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984)
New Seven Q. C. Tools Tree Diagrams Slide 1 0 f 5 For Systematically Pursuing the Best Strategies for Attaining an Objective ò ò ò Develops a succession of strategies for achieving objectives Reveals methods to achieve the results. Also known as Systematic diagrams or Dendrograms
New Seven Q. C. Tools Tree Diagrams Slide 2 0 f 5 Advantages of Tree Diagrams ò ò ò Systematic and logical approach is less likely that items are omitted Facilitates agreement among team Are extremely convincing with strategies Secondary means Primary means To Accomplish Constraints Secondary means 3 rd means 4 th means 4 th means
New Seven Q. C. Tools Tree Diagrams Slide 3 0 f 5 Constructing a Tree Diagram Group Method Approach ¶ Write Relations Diagram topic (Objective card) Identify constraints on how objective can be achieved ¸ Discuss means of achieving objective · (primary means, first level strategy) ¹ Take each primary mean, write ob-jective for achieving it (secondary means)
New Seven Q. C. Tools Tree Diagrams Slide 4 0 f 5 Constructing an Tree Diagram Group Method Approach º » Continue to expand to the fourth level Review each system of means in both directions (from objective to means and means to objective) ¼ ½ (cont. ) Add more cards if needed Connect all levels Next, complete the diagram
New Seven Q. C. Tools Tree Diagrams Slide 5 0 f 5 Completing a Tree Diagram 4 th means Primary means 4 th means 3 rd means Secondary means To Accomplish 3 rd means Secondary means 3 rd means 4 th means 3 rd means Secondary means Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984) 3 rd means 4 th means Primary means Constraints 4 th means 3 rd means Secondary means 4 th means 3 rd means 4 th means
New Seven Q. C. Tools Matrix Diagrams Slide 1 0 f 7 For Clarifying Problems by “Thinking Multidimensionally” ò ò Consists of a two-dimensional array to determine location and nature of problem Discovers key ideas by relationships represented by the cells in matrix.
New Seven Q. C. Tools Matrix Diagrams Slide 2 0 f 7 Advantages of Matrix Diagrams ò ò Enable data on ideas based on extensive experience Clarifies relationships among different elements Makes overall structure of problem immediately obvious Combined from two to four types of diagrams, location of problem is clearer.
New Seven Q. C. Tools Matrix Diagrams Slide 3 0 f 7 Advantages of Matrix Diagrams ò (cont. ) 5 types: L-shaped, T-shaped, Y-shaped, Xshaped, and C-shaped
New Seven Q. C. Tools Matrix Diagrams Slide 4 0 f 7 Constructing a Matrix Diagram Write final-level means from Tree diagram forming vertical axis · Write in Evaluation categories (efficacy, practicability, and rank) on horizontal axis. ¸ Examine final-level means to identify whom will implement them ¹ Write names along horizontal axis ¶
New Seven Q. C. Tools Matrix Diagrams Slide 5 0 f 7 º » Constructing a Matrix Diagram (cont. ) Label group of columns as “Responsibilities” Label right-hand end of horizontal axis as “Remarks” Examine each cell and insert the appropriate symbol: Efficacy: O=good, =satisfactory, X=none Practicability: O=good, =satisfactory, X=none ¼
New Seven Q. C. Tools Matrix Diagrams Slide 6 0 f 7 ½ ¾ ¿ Constructing a Matrix Diagram (cont. ) Determine score for each combination of symbols, record in rank column Examine cells under Responsibility Columns, insert double-circle for Principal and single-circle for Subsidiary Fill out remarks column and record meanings of symbol Next, complete the diagram
New Seven Q. C. Tools Matrix Diagrams Completing a Matrix Diagram Slide 7 0 f 7 Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984)
New Seven Q. C. Tools Arrow Diagrams Slide 1 0 f 7 For Working Out Optimal Schedules and Controlling Them Effectively ò ò ò Shows relationships among tasks needed to implement a plan Network technique using nodes for events and arrows for activities Used in PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method)
New Seven Q. C. Tools Arrow Diagrams Slide 2 0 f 7 Advantages of Arrow Diagrams ò Allows overall task to viewed and potential snags to be identified before work starts ò Leads to discovery of possible improvements ò Makes it easy to monitor progress of work ò Deals promptly with changes to plan ò Improves communication among team
New Seven Q. C. Tools Arrow Diagrams Slide 3 0 f 7 Advantages of Arrow Diagrams ò (cont. ) Promotes understanding and agreement among group Strategy Constraints 4 1 2 3 12 5 9 10 6 8 11 Activity 7 13
New Seven Q. C. Tools Arrow Diagrams Slide 4 0 f 7 Constructing an Arrow Diagram From strategies on Tree diagram, select one (Objective of Arrow Diagram) · Identify constraints to Objective ¸ List all activities necessary to achieving Objective ¹ Write all essential activities on separate cards ¶
New Seven Q. C. Tools Arrow Diagrams Slide 5 0 f 7 º » ¼ ½ Constructing an Arrow Diagram (cont. ) Organize cards in sequential order of activities Remove any duplicate activities Review order of activities, find sequence with greatest amount of activities Arrange parallel activities
New Seven Q. C. Tools Arrow Diagrams Slide 6 0 f 7 Constructing an Arrow Diagram ¾ ¿ (cont. ) Examine path, number nodes in sequence from left to right Record names and other necessary information Next, complete the diagram
New Seven Q. C. Tools Arrow Diagrams Completing an Arrow Diagram Strategy Constraints 4 1 Slide 7 0 f 7 2 3 12 5 9 10 6 8 11 Activity 7 Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984) 13
New Seven Q. C. Tools Process Decisions Program Charts Slide 1 0 f 7 For Producing the Desired Result from Many Possible Outcomes ò Used to plan various contingencies ò Used for getting activities back on track ò ò Steers events in required direction if unanticipated problems occur Finds feasible counter measures to overcome problems
New Seven Q. C. Tools Process Decisions Program Charts Slide 2 0 f 7 Advantages of Process Decisions Program Charts (PDPC’s) ò ò ò Facilitates forecasting Uses past to anticipate contingencies Enables problems to pinpointed Illustrates how events will be directed to successful conclusion Enables those involved to understand decision -makers intentions
New Seven Q. C. Tools Process Decisions Program Charts Slide 3 0 f 7 Advantages of PDPC’s ò ò (cont. ) Fosters cooperation and communication in group Easily modified and easily understood Start NO NO NO YES NO GOAL NO NO
New Seven Q. C. Tools Process Decisions Program Charts Slide 4 0 f 7 Constructing a PDPC Select a highly effective, but difficult strategy from the Tree diagram · Decide on a goal (most desirable outcome) ¸ Identify existing situation (Starting point) ¶ ¹ º Identify constraints of objective List activities to reach goal and potential problems with each activity
New Seven Q. C. Tools Process Decisions Program Charts Slide 5 0 f 7 » ¼ ½ Constructing an PDPC (cont. ) Review list. Add extra activities or problems not thought of previously Prepare contingency plan for each step and review what action is needed if step is not achieved Examine carefully to check for inconsistencies and all important factors are included
New Seven Q. C. Tools Process Decisions Program Charts Slide 6 0 f 7 Constructing an PDPC ¾ (cont. ) Examine to make sure all contingency plans are adequate Next, complete the diagram
New Seven Q. C. Tools Process Decisions Program Charts Slide 7 0 f 7 Completing a PDPC NO NO YES Start NO YES NO NO NO YES NO GOAL Source: Nayatani, Y. , The Seven New QC Tools (Tokyo, Japan, 3 A Corporation, 1984)
New Seven Q. C. Tools Matrix Data Analysis Slide 1 0 f 6 Principal Component Analysis ò ò ò Technique quantifies and arranges data presented in Matrix Based solely on numerical data Finds indicators that differentiate and attempt to clarify large amount of information
New Seven Q. C. Tools Matrix Data Analysis Slide 2 0 f 6 Advantages of Principal Component Analysis ò Can be used in various fields (market surveys, new product planning, process analysis) ò Can be when used when Matrix diagram does not give sufficient information ò Useful as Prioritization Grid
New Seven Q. C. Tools Matrix Data Analysis Slide 3 0 f 6 Constructing a Prioritization Grid Source: Foster, S. , Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001) Determine your goal, your alternatives, and criteria for decision · Place selection in order of importance ¸ Apply percentage weight to each option ¶ (all weights should add up to 1) ¹ Sum individual ratings to establish overall ranking (Divide by number of options for average ranking)
New Seven Q. C. Tools Matrix Data Analysis Slide 4 0 f 6 º Constructing a Prioritization Grid (cont. ) Rank order each option with respect to criterion (Average the rankings and apply a completed ranking) » Multiply weight by associated rank in Matrix (in example, 4 is best, 1 is worst) ¼ Result is Importance Score ½ Add up Importance Scores for each option
New Seven Q. C. Tools Matrix Data Analysis Slide 5 0 f 6 Constructing a Prioritization Grid ¾ (cont. ) Rank order the alternatives according to importance See completed the diagram
New Seven Q. C. Tools Matrix Data Analysis Completing a Prioritization Grid Slide 6 0 f 6 Source: Foster, S. , Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review New Seven Q. C. Tools ¶ Affinity Diagrams · Relations Diagrams ¸ Tree Diagrams ¹ Matrix Diagrams º Arrow Diagrams » Process Decision Program Charts ¼ Matrix Data Analysis
Keys to Successfully Using the New Seven Q. C. Tools Slide 1 0 f 5 Mental Attitudes - Keen awareness to the actual problem - Eagerness to solve problem - Be highly motivated for the challenge Four Specific Keys ¶ · ¸ ¹ Understand the problem Select the right tool for the job Obtain appropriate verbal data Interpret analytical results
Keys to Successfully Using the New Seven Q. C. Tools Slide 2 0 f 5 4 Specific Keys ¶ Understand the problem Stage 1 - problem is unclear and not obvious what exact issue should be addressed Stage 2 - problem is obvious, but causes unknown explore causes and single out valid ones Stage 3 - problem and causes are known required action is unknown strategies and plan must be developed
Keys to Successfully Using the New Seven Q. C. Tools Slide 3 0 f 5 · 4 Specific Keys (cont. ) Selecting Right tool for the Job Stage 1 - Collect verbal information on events (Affinity Diagram) Stage 2 - Choose tool to identify causes (Relations Diagram / Matrix Diagram) Stage 3 - List strategies and activities (Tree Diagram / Relations Diagram) Plan actual activities (Arrow Diagram / PDPC Chart)
Keys to Successfully Using the New Seven Q. C. Tools Slide 4 0 f 5 ¸ 4 Specific Keys (cont. ) Obtaining appropriate verbal data Three types of verbal data: - Facts; factual observations expressed in words - Opinions; factual information colored by opinion - Ideas; New concepts created by analyzing facts. Group Discussions: - Ensures common understanding - All data should be without bias or distortion - Data should fit objective of the analysis
Keys to Successfully Using the New Seven Q. C. Tools Slide 5 0 f 5 ¹ 4 Specific Keys (cont. ) Interpreting Analytical Results Information must be obtained for accomplishing objectives from: - Completed diagrams; or - Process of completing diagrams Analyze actual information obtained: - Prepare summarized report with findings, conclusions, and processes used - Check if necessary data has been obtained, if not - Discover the cause and take appropriate action
Practical Application of New Seven Q. C. Tools Slide 1 0 f 5 Example; Relations Diagram ”Abilities Required for Applying New Seven QC Tools” Complete the following Relations Diagram - Review notes for clarity - Get in groups of 4 -5 per table (work as a team!) - Topic - “Using the New Seven QC Tools skillfully” - “Cause cards”- will be provided (not categorized) - Arrange cards to complete diagram (some hints have been provided)
Practical Application of New Seven Q. C. Tools Slide 2 0 f 5 ”Abilities Required for Applying New Seven QC Tools” Primary Cause Use N 7 Skillfully Primary Cause Source: Foster, S. , Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001) Primary Cause
Practical Application of New Seven Q. C. Tools Slide 3 0 f 5 ”Abilities Required for Applying New Seven QC Tools” Cause Statements (hints are in yellow)
Practical Application of New Seven Q. C. Tools Slide 4 0 f 5 ”Abilities Required for Applying New Seven QC Tools” F T Primary Cause Source: Foster, S. , Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001) Use N 7 Skillfully R Y Primary Cause B L I
Practical Application of New Seven Q. C. Tools Solution for ”Abilities Required for Applying New Seven QC Tools” F Slide 5 0 f 5 S U T E N W J Use N 7 Skillfully B G H R P X L A Z V I Q M C Y O Source: Foster, S. , Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001) K D
Summary New Seven Q. C. Tools Benefits of New Seven Q. C. Tools 1 - Provide Training in Thinking 2 - Raise People’s Problem Solving Confidence 3 - Increase People’s Ability to Predict Future Events Roles of New Seven Q. C. Tools 12345 - Express verbal data diagrammatically Make information visible Organize information intelligibly Clarify overall picture and fine details Get more people involved
Bibliography Foster, Thomas. Managing Quality. An Integrative Approach. Upper Saddle River : Prentice Hall, 2001. Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa, Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical Applications for Managers. Tokyo : 3 A Corporation, 1994. “TQM: The 9 TQM Tools. ” Internet http: //www. iqd. com/pfttools. htm.
Chapter 15 Quality Management Other Quality Improvement Strategies Kaizen focuses on small, gradual, and frequent improvements over the long term with minimum financial investment and with participation by everyone in the organization. Poka-yoke (mistake-proofing) is an approach for mistake-proofing processes using automatic devices or methods to avoid simple human error.
Chapter 15 Quality Management Poka-Yoke Examples o o Machines have limit switches connected to warning lights that tell the operator when parts are positioned improperly on the machine. Fast food restaurants use automated french-frying machines that can only be operated one way; the french fries are prepackaged and the equipment automated to reduce the chance of human error.
Summary § This presentation provided learning 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.
The end
Quality circles o o o Teams of workers and supervisors that meet regularly to address work -related problems involving quality and productivity. Developed by Kaoru Ishikawa at University of Tokyo. Became immediately popular in Japan as well as USA. Lockheed Missiles and Space Division was the leader in implementing Quality circles in USA in 1973 (after their visit to Japan to study the same). Typically small day-to-day problems are given to quality circles. Since workers are most familiar with the routine tasks, they are asked to identify, analyze and solve quality problems in the routine processes.
Additional process improvement tools Kaizen blitz o An intense and rapid improvement process in which a team or a department throws all its resources into an improvement project over a short period of time. o Short time “burst” rather than long range simmer- hence the name. o Blitz teams usually comprise of employees from all areas involved in the process who understand it and can implement the changes on the spot.
Additional process improvement tools Poka-Yoke (Mistake proofing) o Approach for mistake-proofing processes using automatic devises or methods to avoid simple human error. o Developed and refined in the 1960 s by the late Shigeo Shingo, a Japanese manufacturing engineer who developed the Toyota production system. o Focused on two aspects: 1. Prediction – Recognizing that a defect is about to occur and provide a warning. 2. Detection – Recognizing that a defect has occurred and stop the process.
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