Topic 5 - The Tools of Quality
Topic 5 - The Tools of Quality
Topic 5 - The Tools of Quality
CHAPTER 10:
The Tools of Quality
L e cture r : N g uy e n M i nh H o a
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TOPIC OUTLINE
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TOPIC OUTLINE
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BASIC SEVEN TOOLS OF QUALITY
Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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BASIC SEVEN TOOLS OF QUALITY
Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
5
Analysis
Diagrams
Control
charts
Procsess Maps
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Purposes of Procsess Maps
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Simple rules for process maps
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Steps in process mapping
Step 1: Setting on a standard set of process mapping symbols to be used
Step 2: Clearly communicating the purpose of the process map to all the individuals
involved in the exercise
Step 3: Observing the work being performed by shadowing the workers performing the
work
Step 5: Reviewing the process map with the employees to make needed changes and
adjustmentsto the process map
Start/Stop Processing
Input/output Decision
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Current & Proposed Home occupation Process
Current Proposed
Exercise
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Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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Check sheets
Step 2: Draw a table with common defects in the left column and time period across
the tops of the columns to track the defects
Step 3: The user of the check sheet then places checkmarks on the sheet whenever
the defect is encountered
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Tabular check sheet
Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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Exercise
Problem: Jeff is the branch manager at a local bank. Recently, Jeff’s been
receiving customer feedback saying that the wait times for a client to be served
by a customer service representative are too long. Jeff decides to observe and
write down the time spent by each customer on waiting. Here are his findings
from observing and writing down the wait times spent by 70 customers. You are
required to create a histogram based on the below data.
(minute)
Histograms
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Steps to develop histograms
Step 1: Find maximum value (Xmax) and Step 6: Draft a histogram count sheet
minimum value (Xmin) Class Class interval Count
1 [(Xmin – (Xmin+H)]
Step 2: Cacuclate the total range (R)
2 [(Xmin+H) – (Xmin+2H)]
R=Xmax – Xmin …
Step 3: Choose the number of classes (k), which is k
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Rules to develop histograms
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Rules to caculate the number of classes
2k ≥ 𝑛 k ≥ log n/ log 2
Where
• n is the number of raw data values
• k is the number of classes
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TYPICAL HISTOGRAM SHAPES AND WHAT THEY MEAN
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TYPICAL HISTOGRAM SHAPES AND WHAT THEY MEAN
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TYPICAL HISTOGRAM SHAPES AND WHAT THEY MEAN
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TYPICAL HISTOGRAM SHAPES AND WHAT THEY MEAN
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TYPICAL HISTOGRAM SHAPES AND WHAT THEY MEAN
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BASIC SEVEN TOOLS OF QUALITY
Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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Exercise
Problem: Healthy People, Inc., a
company specializing in home health
care solutions for U.S. consumers,
was a growing company. The
company wished to study the
relationship between absenteeism
and the number of overtime hours
worked by employees. Thirty
employees were randomly selected,
and numbers of overtime hours were
graphed against numbers of days
absent for the previous year.
Scatter Diagram
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Steps in setting up a scatter plot
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BASIC SEVEN TOOLS OF QUALITY
Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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Exercise
Problem: The Sampson Company produces high-tech radar that is used in top-secret
weapons by the Secret Service and the Green Berets. They have had trouble with a
particular round component. The target diameter for this component is 6 centimeters.
Samples of size four were taken during four successive days. The results are in the
following table.
Use X and R charts to determine whether the process is stable
Control charts
Control charts are used to determine whether a process will produce a
product or service with consistent measurable properties
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Common types of control charts
Variables Attributes
X process population average P proportion defective
𝑋ത np number defective or number
mean or average
nonconforming
R c number nonconforming in a
range
consistent sample space
MR moving range u number defects per unit
s standard deviation
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𝑋ത and R chart
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Steps to develop 𝑋ത chart
Step 1: Select samples from the process for the characteristic being measured. Then form the
samples into rational subgroups
Step 2: Find the average value of each sample by dividing the sums of the measurements by the
sample size (𝑋𝑖)
σ𝑛
𝑖=1 𝑋𝑖
Step 3: Compute a center line 𝑋ധ =
𝑁
Step 2: Compute the range R by taking the difference of the high value in the subgroup minus the low
value
σ𝑛
𝑖=1 𝑅𝑖
Step 3: Compute a center line 𝑅ത =
𝑁
Step 2: Find the average value of each sample by dividing the sums of the measurements by the
sample size (𝑋𝑖)
Compute the range R by taking the difference of the high value in the subgroup minus the low value
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Steps to develop 𝑋ത chart
Step 3: Compute a center line
σ𝑛
𝑖=1 𝑋𝑖 6+6.75+6.25+5.5.+5.75+6.5+6.25+5.25
ധ
𝑋= = = 6.03
𝑁 8
σ𝑛
𝑖=1 𝑅𝑖 2+2+1+3+2+1+1+3
𝑅ത = = = 1.88
𝑁 8
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Steps to develop 𝑋ത chart
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BASIC SEVEN TOOLS OF QUALITY
Process Check
Histograms
Map sheets
Cause-and-
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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Cause-and-Effect (Ishikawa) Diagrams
The Ishikawa cause-and-effect or fishbone or Ishikawa diagram is a good tool to
help us move to lower levels of abstraction in solving problems.
The diagram looks like the skeleton of a fish, with the problem being the head of
the fish, major causes being the “ribs” of the fish, and subcauses forming smaller
“bones” off the ribs.
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Steps to develop cause-and-Effect Diagrams
Step 1: State the problem clearly in the head of the fish.
Step 2: Draw the backbone and ribs. Ask the participants in the brainstorming session to
identify major causes of the problem labeled in the head of the diagram. If participants
have trouble identifying major problem categories, it may be helpful to use materials,
machines, people, and methods as possible bones.
Step 3: Continue to fill out the fishbone diagram, asking “Why?” about each problem or
cause of a problem until the fish is filled out. Usually it takes no more than five levels of
questioning to get to root causes—hence the “five whys.”
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Cause-and-Effect Diagram:
Wobbling Saw Blade Example
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BASIC SEVEN TOOLS OF QUALITY
Process Check
Histograms
Map sheets
Cause and
Pareto
Scatter Plots Effect
Analysis
Diagrams
Control
charts
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Pareto charts
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Some rules for constructing Pareto charts
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Steps in developing Pareto chart
Step 1: Gathering categorical data relating to quality problems.
Step 7: Focusing on the tallest bars in the frequency chart first when solving the
problem
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Exercise
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The new seven tools
Interrelationship
Affinity diagram
digraph
Tree diagram/
Systems flow
Prioritization
Matrix diagram
matrices
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The new seven tools
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The new seven tools
Interrelationship
Affinity diagram
digraph
Tree diagram/
Systems flow
Prioritization
Matrix diagram
matrices
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Affinity diagram
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Steps to establish an affinity diagram
Step 1. Identify the problem to be stated. Create a clear, concise statement of the issue that is
understood by everyone.
Step 2. Give the team members a supply of note cards and a pen. Ask them to write down
issues that relate to the problem. There should only be one idea per card. Ask them to use at
least four or five words to clearly explain their thinking.
Step 3. Allow only about 10 minutes for this writing activity.
Step 4. Place the written cards on a flat surface.
Step 5. Lay out the finished cards so all participants can see and have access to all the cards.
Step 6. Let everyone on the team move the cards into groups with a similar theme. Do this
work silently because it does not help to discuss your thinking. Work and move quickly.
Step 7. If you disagree with someone else’s placement of a note card, say nothing, but move it.
Step 8. You reach consensus when all the cards are in groups, and the team members have
stopped moving the cards. Once consensus has been reached concerning placement of the
cards, you can create header cards.
Step 9. Draw a finished affinity diagram, and provide a working copy for all participants
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QUESTIONS
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