7 TOOLS OF QUALITY

&
PROBLEM SOLVING

By
Prof. Sadashiv
 Contents
• What is 7 QC tools & Why 7 QC tools required?

• Types of 7 QC tools?

• How to use 7 QC tools.

• Steps to follow during 7 QC tools.

• Excercise
What is 7 QC tools & why it required?

• 7 QC tools are statistical quality tools, those are for

measure, analyze, and to take control steps for
better process.
• 7 QC tools are required for

- Systematic collection of data in graphical view

-Interpreting that data correctly,

-for assisting in decision making.

Types of 7 QC tools
Whose perspective should we look at?

people Lens of organisation

products
processes

results
outcomes
benefits
Lens of customer
Who are Our Customers?

Most 1. End Users Least

useful heard
E.g. Consumer, User, Service

2. Intermediate customers
E.g. Retailer, Distributor, OEM

Least 3. Internal customers Most

useful heard
E.g. Manufacturing, In-plant user
Why Do we need Quality Tools?
“95% of the problem is solved when
clearly defined”

 We need Quality Tools for:

1.Problem solving - making judgments & decisions.

2. For continual improvement.

3. For Process measurement.

Problem solving - Methods & Tools

"As much as 95% of Quality related problems in

the factory can be solved with Seven

fundamental quantitative tools."

- Kaoru Ishikawa
7 QC TOOLS

The 7 QC Tools;

 Flow chart

 Check sheet

 Histogram
Q
 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts and . . . .

7 QC TOOLS

The 7 QC Tools;

 Flow chart FLOW CHART

 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts
FLOW CHARTS

What is a Flow chart ?

“ A diagram that uses graphic symbols to depict

(Ideal path) of the nature and flow of the steps in a

process.”
FLOW CHARTS

What is a Flow chart ?

 Graphical representations of a process.

 Sequential flow of processes & sub-process.

 Process steps shown with symbolic shapes.

 Process flow indicated by arrows & symbols.

FLOW CHARTS

When to use Flow Charts ?

 To determine how a process currently functions.

 To determine how a process could ideally function.

FLOW CHARTS - SYMBOLS

Operation

Inspection

Transportation

Delay

Storage
BASIC FLOW CHARTS
 Flow symbols
1.Activity Symbol 1.Process activity-Inspection
2.Decision Symbol 2.Process moving direction- 2
3.Terminal symbol 3.Start & End
4.Document symbol 4.Written .evidence of documents
5.Data base symbol 5.collection-computers
6.Flow lines symbol 6.Process flow directions
7.Connector Symbol 7.Specific process flow Circle
Write number or word
FLOW CHARTS

Real world usage of Flow charts

 Production

 Manufacturing

 To identify critical path

 Accounting

 Helps visualising money flow

 Services

 Restaurants

 Real estate
FLOW CHARTS

Benefits of Flow Charts

 Create Visual map of process.

 To identify time lags & NVA steps.

 Identify process that need improvement.

 Determine major & minor inputs in the process.

 Promotes process understanding.

 Depicts customer - supplier relationship.

Example- Raw vegetables

 Example
Item A
Machine 1 2 3 4 5
Operation 10 20 30 40 50
Nos/hr 20 22 15 14 19 90
Average 18

Output/day 18x8 144

output/month 25 days 3600

15 14 15x8x25 3000 nos

3000
14x8x25 2800 nos
3600 Bottle neck
2800
opn
7 QC TOOLS

The 7 QC Tools;

 Flow chart

 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts
CHECK SHEET

What is a Check sheet ?

 A graphical presentation of information.

 Data gathering & interpretation tool.

 Simplest way to assess common problems.

CHECK SHEET

When to use a Check sheet ?

 To distinguish between fact & opinion.

 To gather data about how often a problem occurs.

 To gather data about the type of problem.

Example : Attenance sheet

 Week : 1,2,3,4
CHECK SHEET

How to create a Check sheet ?

 What is the Problem?

 Why should data be collected?

 Who will use the information being collected?

 Who will collect the data?

CHECK SHEET
SAMPLE CHECK SHEET

16

12
CHECK SHEET
SAMPLE CHECK SHEET
CHECK SHEET
SAMPLE CHECK SHEET
7 QC TOOLS

The 7 QC Tools;
HISTOGRAM
 Flow chart

 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts
HISTOGRAM

What is a Histogram ?

Inventor : Mr A M
Inventor: Mr A M Gurrey Gurreyscientist
–French french scientist

 A vertical bar chart that depicts distribution of data.

 It is a one time snap shot of a process performance.

 A tool to determine the frequency of occurrence of data.

 A graphical information communicating tool.

 Compares process results with specification limits.

HISTOGRAM

TITLE: __________________________

Bar & Its height

Frequency
‘Y’ Axis

‘X’ Axis
HISTOGRAM

When to use a Histogram ?

 To summarize large data sets graphically.

 To compare measurements to specifications.

 To communicate information to the team.

 Assist in decision making.

HISTOGRAM

Constructing a Histogram

Step 1: Count number of data points

Step 2: Summarize on a tally sheet

Step 3: Compute the range

Step 4: Determine number of intervals

Step 5: Compute interval width

HISTOGRAM

Constructing a Histogram

Step 6: Determine interval starting points

Step 7: Count number of parts in Each interval

Step 8: Plot the data

Step 9: Add title and legend

Count the total number of data points &
arrange in ascending manner
Summarize the data on tally sheet
Compute the range for the data set
Determine number of intervals
 Compute the interval width
• R = 590 • Table for selecting no of
• Class intervals classes
Readings 135 • Readings Classes
= 10 • Bellow 50 7
• Width of class • 51 – 100 7 to 10
= R / no of classes • 101 -150 10 to 12
= 590 /10
= 60
 Determine the starting point of each interval

frequency intervals
Sr no Boundries Tally marks Frequency
Start End
1 -180 -120 III 3
2 -120 -60 IIIII, I 6
3 -60 0 IIIII, IIIII, II 12
5 o 60 IIIII, IIIII, IIIII,, IIIII, II 22
6 60 120 IIIII, IIIII, IIIII,, IIIII, III 23
7 120 180 IIIII, IIIII, IIIII, IIIII, IIIII 25
8 180 240 IIIII, IIIII,IIIII,IIIII, 20
9 240 300 IIIII, IIIII,IIIII, 15
10 300 360 IIIII, I 6
11 360 420 III 3
135
Plot the data & add the title & legend
 How to interpret the histogram?

• Is process is within limit or not?

• Is process capable or not to produce right product?

Important : Do not jump to the conclusion, if you have not supported with
correct data.
INTERPRETING HISTOGRAM
Location & Spread of Data

A B

Target

C D

Target Target
 INTERPRETING HISTOGRAM

With Process Specification limits

Within Specification Out of Specification

LSL Target USL LSL Target USL

LSL - Lower Specification Limit USL - Upper Specification Limit

INTERPRETING HISTOGRAM
Common Histogram Shapes

Skewed (Not symmetrical) Discontinued

Symmetrical (Mirror imaged)

INTERPRETING HISTOGRAM
HISTOGRAM

Benefits of Histogram

 To know whether process produces within specification.

 To know whether process is stable & predictable.

 Process monitoring & centering.

HISTOGRAM

Histogram of C1

10

8
Frequency

0
12 14 16 18 20 22
C1

Descriptive Statistics: C1

Variable Mean St Dev Minimum Median Maximum Skewness Kurtosis

C1 17.741 2.357 11.500 18.000 22.000 -0.27 -0.46
HISTOGRAM

Bin Frequency
Histogram 0 0
11.5 1
20 13 0
16
15 12 14.5 3
Frequency

8 9 16 12
10
5 17.5 8
5 3
1 19 16
0 0 0
0 20.5 9
0 11.5 13 14.5 16 17.5 19 20.5 22 23.5 22 5
Gap in mm 23.5 0
More 0
7 QC TOOLS

The 7 QC Tools;
PARETO DIAGRAM
 Flow chart

 Check sheet 1

 Histogram 2

 Pareto Diagram 3

 Cause & Effect 4

 Scatter diagram

 Control charts
Pareto Chart
• Pareto chart is a series of bars whose height reflect the
frequency or impact of problems.
• The bars are arranged in descending order of height from left
to right.
• This means the categories represented by the tall bars on the
left are relatively more significant than those on right.

• Why to use pareto Chart?

• A pareto chart breaks a big problem into smaller pieces and
identifies biggest contributors.
• Identify vital few causes.
• Where to focus efforts in order to maximize achievements.
 PARETO CHART
• Dr Vilfriend pareto • WELTH OF COUNTRY
• 1848-1923 • 80% & 20%
• ITALIAN ECONOMIST •
In manufacturing, few
• Dr J M Juran- 1907 reasons /defects appears
frequently in process,
Consultant of General
which are responsible for
motors
major rejections.
• (Vital few,useful many)
Focus on 20% reasons,
Process can be controlled.
PARETO DIAGRAM

What is a Pareto Diagram ?

 Shows focus area to get most gains.

 Bar chart arranged in descending order of height.

 Bars on left; relatively important than those in right.

 Separates “Vital few” from “Trivial many”.

 80 % of trouble comes from 20 % of the problems

 Named after Italian Economist Wilfredo Pareto.

PARETO DIAGRAM

When to use a Pareto Diagram ?

• Starter to Problem solving - What to solve?

• To break big problems into smaller problems.

• To prioritize high impact issues - Where to focus?

• Systematic analysis of causes based on magnitude.

• Allows better use of limited resources.

PARETO DIAGRAM

Constructing a Pareto Diagram

Step 1: Record the data

1
Step 2: Order the data
2
Step 3: Label the vertical axis
3

Step 4: Label the Horizontal axis 4

Step 5: Plot the Bars

PARETO DIAGRAM

Constructing a Pareto Diagram

Step 6: Add up the counts

1
Step 7: Add a cumulative line
2
Step 8: Add title, Legend and Date
3

Step 9: Analyze the Diagram 4

Step 10: Interpret the results

 PARE
Record t
Month wise complaint logged in boy’s hostel

350

962
505
PARETO CHART
Order the data

962 43.2 43.2

505 22.7 65.9
350 15.7 81.6
PARETO CHART
Label the horizontal-vertical axis, plot the bar.
PARETO CHART
How to Interpret the chart?

• Are problems arranged in ascending manner?

• Whether vital few problems identified?

• On which problems efforts to be concentrate?

PARETO CHART
Exercise

During Testing, 3 months data is collected for no of leakage observations found.

According to data chart a Pareto,and interpret it.
Defects Jan Feb Mar Total
Leakage through HPP pipe 2 8 1 11
Leakage through RA cover 2 1 1 4
Leakage through Rear side 2 3 3 8
Leakage through bypass 2 3 2 7
tube
Leakage through water pump 10 15 5 30
joint face
Leakage through front side 6 6 3 15
Leakage through oil pump 8 7 10 25
joint face.

Leakage through oil drain 4 5 3 12

plug
PARETO DIAGRAM

Benefits of Pareto Diagram

 Identifies ‘Major Few’ problems.

 Improves team performance & effectiveness.

 Before & After tracking of a problem in single chart.

PARETO DIAGRAM
A SAMPLE PARETO CHART
PARETO DIAGRAM

PARETO ANALYSIS OF INJURIES BY DEPARTMENT

99% 100%
96% 100%

400 92%
90%

350
80%
74%

300 70%

60%
ACCIDENT IN NO.

250 54%

50%
200

40%
30%
150
128
30%
102
100
82 76 20%

50
10%
20
12
4
0 0%
MAINTENANCE - 1MAINTENANCE - 2OPEARATIONS - 1OPEARATIONS - 2 ADMINISTRATION TRAINING SAFETY
DEPARTMENT
PARETO DIAGRAM

Pareto Analysis of Injury by Dept.

100
400
80
Accident No.

300

Percent
60
200
40

100 20

0 0
Department
-1 -2 -1 -2 O
N
her
I
E E NS NS AT Ot
ANC ANC I O IO R
T
T EN T EN RAT RAT NIS
I
AI
N
AI
N
PEA PEA DM
M M O O A
Count 128 102 82 76 20 16
Percent 30.2 24.1 19.3 17.9 4.7 3.8
Cum % 30.2 54.2 73.6 91.5 96.2 100.0

63
7 QC TOOLS

The 7 QC Tools;

 Flow chart
CAUSE & EFFECT DIAGRAM
 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts
64
CAUSE & EFFECT DIAGRAM

What is a Cause & Effect Diagram ?

A graphical tool that helps identify, sort and

display possible causes of a problem or

Quality characteristic.

Dr K Isikava 1943

Kavasaki iron works

Japan std Institute- stastical tool

65
CAUSE & EFFECT DIAGRAM

About Cause & Effect Diagram ?

 Developed by Kaoru Ishikawa of Japan.

 Also called, Ishikawa or Fish bone diagram.

 Used to explore potential & real causes.

 Compares relative importance of each cause.

 Helps to identify root cause.

66
CAUSE & EFFECT DIAGRAM

When to use a Cause & Effect Diagram ?

 During Problem solving to focus on problem.

 To sort out interactions among factors for a cause.

 To analyze existing problems.

67
CAUSE & EFFECT DIAGRAM

Why to use Cause & Effect Diagram ?

 Helps to determine root cause of a Problem.

 Group participation & knowledge sharing.

 Indicates possible cause for variation in a process.

 Increases knowledge of a process, its factors etc.,

 Identifies areas of further data collection.

68
CAUSE & EFFECT DIAGRAM

STEP 1 - Identify & define the effect

 Decide on the effect to examine.

 Use operational definitions.

 Phrase effect and quantify

 Positive (an objective) or

 Negative (a problem)

69
CAUSE & EFFECT DIAGRAM
STEP 2 - Fill in the Effect Box & draw the spline

POOR
MILEAGE -
5 KMPL

70
CAUSE & EFFECT DIAGRAM
STEP 3 - Identify main categories

METHOD MACHINE

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL

71
CAUSE & EFFECT DIAGRAM
STEP 4 - Identify Causes influencing the factors
METHOD MACHINE

Use wrong
gears Under inflated
tyres

Rash Carburetor
Driving adjustment
POOR
MILEAGE -
Poor 5 KMPL
Improper
maintenance
lubrication

Poor Wrong
Driving habits fuel

PEOPLE MATERIAL

72
CAUSE & EFFECT DIAGRAM
STEP 5 - Add detailed levels & Analyze the diagram
METHOD MACHINE

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL

73
CAUSE & EFFECT DIAGRAM

74
CAUSE & EFFECT DIAGRAM

Benefits of Cause & Effect Diagram

 Focus is on ‘Causes’ rather than on ‘Symptoms’

 Indicates possible causes of variation.

 Improves team performance & effectiveness.

 Improves process knowledge.

 Encourages group participation.

75
7 QC TOOLS

The 7 QC Tools;
SCATTER DIAGRAM
 Flow chart

 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts
76
 No of
SR No Oil Level defectives
1 3 phr 15
2 2 phr 17 No of defectives
3 5 phr 21 25
4 1 phr 11
5 2 phr 6 20

6 0 0 15
7 0 0 No of defectives

8 0 0 10

9 0 0
10 5 phr 6 5

0
0
OIL2 4 6 8 10 12

Level
SCATTER DIAGRAM

What is a Scatter Diagram ?

 A visual & statistical testing tool.

 Analyzes strength & relationship between 2 variables.

 Involve correlation to establish significant relationship.

 Arrive at Quantitative conclusion on relationship.

78
SCATTER DIAGRAM

When to use a Scatter Diagram ?

 In problem solving to establish a root cause.

 Examine root cause theories in C & E.

 To confirm a Hypothesis.

79
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM

Positive Correlation Negative Correlation No Correlation

Strong positive Correlation Weak negative Correlation

80
SCATTER DIAGRAM

81
Hardness (X) & Tensile strength
(Y)
Test pcs Hardness Textile strength

X Y
no BHN(X) KG/MM (Y) square square XY
1 84 38.00 7056 1444 3192.00
2 93 40.70 8649 1656 3785.10
3 89 35.30 7921 1246 3141.70
4 86 37.60 7396 1414 3233.60
5 87 36.20 7569 1310 3149.40
6 93 37.60 8649 1414 3496.80
7 88 33.10 7744 1096 2912.80
8 80 24.90 7744 620 1992.00
700 283.40 62728 10200 24903.40
Value R ?
n Observations (8)
EX 700 EX sq 62728
Ey 283.4 EY sq 10200

Exy 24903
SCATTER DIAGRAM

SCATTER PLOT STATISTICS:

For scatter plots, the following statistics are calculated:

Mean X and Y Average of all the data points.

Maximum X and Y Maximum value in the series.

Minimum X and Y Minimum value in the series.

Sample Size Number of values in the series.

X Range and Y Range Maximum value - minimum value.

85
SCATTER DIAGRAM

SCATTER PLOT STATISTICS:

X Range and Y Range Maximum value - minimum value.

Stdev of X and Y values Indicates spread of data around the mean. Line of Best

Fit - Slope Slope of the line

Line of Best Fit - Y Intercept Point at which line of best fit crosses Y axis

86
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM
Strong correlation

r-value range of between 0.85 to 1, or -0.85 to -1.

Moderate correlation

r-value ranges from 0.75 to 0.85 or, -0.75 to -0.85.

Weak correlation

r ranges from 0.60 to 0.74 or -0.60 to 0.74.

Though an entirely random relationship equals, 0.00,

r-value that is 0.59 and below is not considered to be a reliable predictor.

(Tan 45 degree = 1)

87
SCATTER DIAGRAM

Benefits of Scatter Diagram

 Trends & patterns of different measures are tracked.

 Better process management in variable analysis.

 Relationship establishment tool.

88
7 QC TOOLS

The 7 QC Tools;

 Flow chart CONTROL CHARTS

 Check sheet UCL

 Histogram
X
 Pareto Diagram
LCL
 Cause & Effect

 Scatter diagram

 Control charts
89
CONTROL CHARTS

What is a Control chart ?

 Statistical tool for monitoring & improving quality.

 Distinguishes between Common & Special cause.

 Measure consistency of a machine or process.

UCL

LCL

90
CONTROL CHARTS

When to use a Control chart ?

 Visual display for Process output.

 To monitor, control & improve process performance.

 To identify variation at its source.

91
CONTROL CHARTS

Benefits of Control charts

 Common visual language to predict process.

 Provides cues for taking action.

 Easy & simple to maintain.

92
Types of control charts

1.NP Chart ( No of defcts produceD)

2.P Chart (% of defects produced)

3.C chart (No of defects)

4.U chart ( defects in count type data)

Np chart
Jute mill- no of bags to be checked every day

Total
P= defective bags bags
No of bags inspected

120 / 20 x 50

120 / 1000 = 0.12

n= no of bags inspected daily
np 20 x .12
6
P Chart
Monotoring the praportion of non confirming units
in sample
Pass or fail
Go or
no go

P= No of defective bags / inspected bags

438 / 4236
0.103
No of
No date No inspected defectives % of defectioves
1 03.01.14 185 17 9.19
2 04.01.14 210 22 10.48
3 05.01.14 196 16 8.16

Total 591 55 9.306

C Chart

Control on defecives which is produced in productivity

ie

Time defects Time Defects

8 4 13 1 C=?
8.3 3 13.3 4 C= Total defectives/inspn
9 2 14 3 done tme
9.3 0 14.3 2 52/20
10 1 15 0 = 2.6
10.3 5 15.3 0
11 6 16 3 UCL = 7.44
11.3 4 16.3 2 LCL = - 2.24
12 0 17 5
12.3 3 17.3 4
U Chart
No of
Time Insn unit defects
8 1 3 No of defects = 34
8.3 1 4 area of inspn
9 1 6 12 sq m
9.3 1 1
10 1 4 U = 34/12
10.3 1 3 2.8
11 1.5 7 UCL = ?
11.3 1.5 4 LCL = ?
12 1.5 2
12.3 1.5 0
12 34
OTHER QC TOOLS

99
7 QC TOOLS

The 7 QC Tools;
STRATIFICATION
 Stratification

 Graphs & Charts 70

60

Parameter Y
50
 Brain storming
40

30

20

10

1 2 3 4 5 6 7 8 9 10 11

Parameter X

100
STRATIFICATION

What is Stratification ?
 A technique used to analyze and divide a universe of

data into homogeneous groups (Strata)

 Involves observing data, splitting them into distinct layers

& doing analysis to see a different process.

 Often these events, represent multiple sources that need

to be treated separately.

101
STRATIFICATION

How it is carried out ?

 It involves looking at process data, splitting it into distinct

layers and doing analysis to possibly see a different

process.

102
STRATIFICATION

Example:
 For instance, analysing ‘Quality’ cost.

 Prevention cost

 Internal Failure cost

 External Failure cost

 Appraisal cost

 World class companies have a Quality cost of around 2

to 5 %

103
STRATIFICATION

When to use Stratification ?

 Used extensively to improve Is this

Process ok ?
- How long?
 In control process &

 Stable process UCL

LCL

104
STRATIFICATION

Benefits of Stratification

 Unknown strands of data can be identified.

 Systematic reduction of Common cause variation.

 Overall increase in product quality.

UCL

1 2 3 X

LCL

105
7 QC TOOLS

The 7 QC Tools;
GRAPHS & CHARTS
 Stratification

 Graphs & Charts

 Brain storming

106
GRAPHS & CHARTS

What are Graphs & Charts?

 A technique used to communicate information visually.

Complicated information is made easy to understand

individually and comparatively using Graphs & Charts.

 Basic types include;

1. Bar graph

2. Line graph

3. Pie or Circle graph

107
7 QC TOOLS

The 7 QC Tools;
BRAINSTORMING
 Stratification

 Graphs & Charts

 Brain storming

108
BRAINSTORMING

What is Brainstorming?

Alex Osborn-American scientiest-1950-Sales & advertising

facing verious issues

• A tool used by teams for creative exploration of options

in an environment of free criticism.

• Provides creative and unrestricted exploration of options

or solutions.
109
 Two methods of Brainstorming
Logical
1 Thinkingng New ideas developed Loyer,govt officers
Systematically Experience
Depend on particular Rule

2 Lateral thinking Innovation,Inspirations Scientist

Inventor
authour
3 Qualities of Brainstorming
• Speed Too many ideas
• flexibility Mind set
• Reality New search
• awareness Always look at future
• Burning desire Elimination of fear
BRAINSTORMING

Benefits of Brainstorming

• Creativity

• Large number of ideas

• Involvement of team members

• Sense of ownership in decisions

• Input to other tools

111
BRAINSTORMING

Ground Rules

 Active participation by everyone

 No discussion / No debate

 Build on others’ ideas

 Contribute to the best extent

 Display ideas presented - clarify & combine

112
BRAINSTORMING

Brainstorming sequence

• Review the rules

• Set a time limit

• State / pose the question

• Collect ideas - Structured & Unstructured

• Collate & analyze

113
 Types of brainstorming
• 1.Free wheeling or unstructured
• 2.Slip method.
• 3.Round robin or structured
• Sub : Brain storming

• Freedom to express
• Members are more enthusiastic
• Advantages:

• Individual ideas get quick & more

• One idea gives birth to other idea
• Disadvantages

• Few members are very aggressive

• Silent members get demoralized
• Many members talking together
• Confusion & conflicts
•
DEFINING THE PROBLEM
START

80 • • 100%
PROCESS •
STEPS 60 • 75%
•
40 50%
DECISION
20 25%
A B C D E Other Check Sheet
STOP
Pareto Chart
Flow
Chart

IS IS NOT
WHAT?
Histogram
WHO?

WHERE?

WHEN?

HOW MUCH?

Capability Study
Is/Is Not Analysis Control Chart
117
 Quality Improvement Story Board
1. Describe the OFI identified in 2.a. Identify the team members who will 3. Collect data regarding the
the Baldrige Assessment.* address the issue. current situation. Use any or all of
Define the Team
Team Members the following:
Name Role
The Strategic Plan refers to all aspects of organization
J ohn Team Leader
level planning and the deployment of action plans. This Brainstorming is a procedure that allows a group to
express problem areas, ideas, solutions, or needs. It Mary Coach
includes primarily the development and deployment of
an organizational mission, key measures of mission allows each participant to state their opinion in a non- Bob Teacher
threatening environment. Brainstorming helps a group Susan Custodian
fulfillment, and strategies that take into account key
create many ideas in as short a time as possible. Bill Secretary
student and stakeholder requirements. Strategic Brainstorming can be used in two ways: structured or J ane Driver
Planning has a unstructured. Wayne Student
results-oriented
focus and seeks to
STRATEGIC PLAN A Bar Chart displays collected data on
A Run Chart is used to monitor a process to see
whether or not the long-range average is
align all daily work parallel horizontal bars for comparative changing.
within the
organization with b. Establish operational definitions to be used. analysis. Lengths are proportional to
collected data. Run Charts are the simplest quality tool to
construct and use.
the over-all
BAR CHART RUN CHART
organizational
direction.

Measurement
Brainstorming

Category
Average

A Problem Statement is tool used Operational definitions give a clear communicable

meaning to a concept which enables individuals to
to document a Probletunity. work on a system based on basic guides of
Survey Results In Percent
Time
Surveys are used when a project is The Nominal Group Technique [NGT] provides a A Problem Statement is understanding. There are no gray areas.
planned, to prove the need and demand of way to give everyone in the group an equal voice in divided into three parts: the
Problem
problem selection. current situation or existing
the customer, or to test a group for Statement
state of the problem, the
determining
impact the problem has on
quality. SURVEY the organization, and the CHECKLI STS or sheets are simple easy-to-understand
Total forms used to determine whether and with what
Compile the results 1. xxxxxxxxxx desired state one would like frequency specified events are taking place. Check lists
A 13 11 6
2. xxxxxxxxxx to achieve by solving the supply the necessary data for creating Run Charts and
using a Checklist B 3 4 4 2 13
3. xxxxxxxxxx problem or improving the other continuous improvement tools.
and display them C 21 33 9 process.
using a Bar Chart, D 4 2 2 4 12 Operational CHECKLIST
Column Chart, or Definitions Date Total
Pareto Chart.
NGT Category 1 Data Data

*Use BOTH the Building Bullet Book and the Baldrige Category 2 Data Data

Feedback Report along with the annual Baldrige Survey Category 3 Data Data

Category 4 Data Data

Results to identify OFIs.

6. Report results.
4. Identify causes for the current 5. Develop a plan for improvement and
situation. how success will be measured.

Force Field Analysis is Pilot Projects provide evidence that proposed

a visual listing of possible innovations or improvements will work. Pilot
forces driving or FORCE FI ELD ANALYSIS
preventing change.
Projects are the “DO” of the Plan-Do-Study-Act
Driving Restraining [PDSA] Cycle.
A Force Field Analysis is Forces Forces
useful if a quality
The Affinity Diagram is the result of an interactive improvement team wants
CAUSE & EFFECT DIAGRAM [FISHBONE] data collection method which allows groups of people to find out what is
A Cause & Effect Diagram is used when you need to to identify and process large quantities of ideas in a driving, slowing, or not
identify, explore, and display the possible causes of a very short time. It is a non-judgmental way to collect allowing change at all.
specific problem or condition. “Fishboning” and process ideas. A question is posed. Team Hint: removing a
members individually Brainstorm silently writing ideas restraining force will
represents a sophisticated form of brainstorming.
on 3”x3” sticky make for more progress

and/or
than creating driving
Cause notes.
Cause Affinity Diagram forces.
Team members
randomly place
Pilot Project
them in the middle
of the table.
EFFECT
Ideas are grouped
into like categories.
Finally, a header
note is placed at
Cause Cause Cause the top of each Action Plan refers to a series of connected steps that
column. are designed to accomplish a goal or objective. Action
plans include details of shorter- and longer-term
performance projections, responsible personnel, resource
Imagineering is a Brainstorming technique used
to identify what an individual or group envisions as and/or A Run Chart is used to monitor a process to see
whether or not the long-range average is
the perfect project, process, or system. Another A Bar Chart displays collected data on
commitments and time horizons for accomplishment. term used for Imagineering is idealized design. parallel horizontal bars for comparative changing.
Action plan development represents the critical stage analysis. Lengths are proportional to
The facilitator or leader Run Charts are the simplest quality tool to
collected data.
in planning when Imagineering must clearly state the construct and use.
strategic ACTION PLAN objective of the BAR CHART RUN CHART
objectives and Imagineering session.
goals are made

Measurement
Example:

Category
specific so that Average
“What would be the perfect
effective learning environment?”
organization-wide
Survey Results In Percent
understanding and
deployment are Time

possible.

118
 PDCA LOOP IN ACTION

1. Define the Problem

8. Standardise and Future Actions 2. Interim Actions

Team Problem

7. Verify the Results

Solving Process 3. Acquire and Analyse Data

6. Action Plan and Implement 4. Determine Root Cause

5. Evaluate Possible Solutions

119
PDCA LOOP IN ACTION

Draw Establish
Conclusions the Focus

Examine
the Current
DEFINE Situation
Standardise
the CONTROL MEASURE
Changes
Analyze
Act Plan the
ANALYZE Causes

Study
(Check) Do

IMPROVE
Study Act on
the the Causes
QC STORY Results
DMAIC

PDSA/PDCA

120
DEMMING WHEEL

• Identify work
related Define Flow diagram
• problems ie
• Selection of
problem Measure Parato analysis
• Decide objectives &
Plan targets Analyse Brainstorming
• Decide methods of
• achiving targets &
objectives
DEMMING WHEEL

• carry out
• Analyse education • Data collection
• Identify causes • Do the work • Brainstorming
• Identify root • carry out • Data
causes education collection
Do • Data Analysis • Do the work • Brainstorming
• • Flow Chart
• • Value analysis
• Develop the • carry out
solution education • Brainstorming
• • Do the work • value engg
Demming Wheel

Foreseeing resistance Brain storming

Check Trial Implementations Data collection

Regular implementation Data collection

Act Follow up & Review Control chart
SUMMARY

The tools listed above are ideally utilized in reducing the process

variability or identifying specific problems in the process. In any

case, the tools should be utilized to ensure that all attempts at

process improvement include:

· Analysis

· Improvement

· Monitoring

· Implementation

124
 New Seven QC Tools

125
 New Seven QC Tools

 Also called:
 Seven Management tools
 Tools for language data
 Purpose is to help analyze language / verbatim data
 Useful where data is based on statement of stakeholders like
customers, employees, etc.
 Often used in NPD and Business analysis

126
 New Seven QC Tools

A. Affinity Diagram
B. Inter-relationship Diagram
C. Systematic Diagram
• Tree Diagram
D. Matrix Diagram
E. Matrix Data Analysis Method
F. Arrow Diagram
G. Process Decision Program Chart (PDPC)

127
 Affinity Diagram
Theme – How to improve work processes in a Company

Listening to Different Different How do we

promote any Team
feedback reward needs not Results that Setting
success-thereby development
structure recognized affect the priorities
encouraging… throughout the
Poor customer
…
communication Different Priorities – we
Determine
down and up of terms and Customer is a may have
interdepende
*** conditions ncies through
Remove fear major influence problems
the … Empower
Working with Bonus systems
people Understand Avoidance of
distort purpose
people to Department customer following a
of company at
understand the …
al barriers Persuading requirements. multitude of
being built people to different…
Clear rethink their … Understanding in
The exercise
Communication the process who
Interdepart- should involve
everyone in is the …
Making People mental
requirements Recognizing the …
aware Systems not
the need
(internally
focused)

Taking time Not Controlling

out to enough numerous projects
implement time (one …)

What time horizon Allocation of

can people expect time in applying
… the ideas.
 Affinity Diagram
Theme – How to improve work processes in a Company
Learn how to Review of Learning how Lead the need to Learn how to
Learn how to Review of Learning how Lead the need to Learn how to Establish
improve two way remuneration to work change identify the Establish
improve two way remuneration to work change identify the company
communication system together customer & his company
communication system together customer & his priorities
needs priorities
needs
Listening to Different Different How do we
promote any Team
feedback reward needs not Results that Setting
success-thereby development
structure recognized affect the priorities
encouraging… throughout the
Poor customer
…
communication Different Priorities – we
Determine
down and up of terms and Customer is a may have
interdepende
*** conditions ncies through
Remove fear major influence problems
the … Empower
Working with Bonus systems
people Understand Avoidance of
distort purpose
people to Department customer following a
of company at
understand the …
al barriers Persuading requirements. multitude of
being built people to different…
Clear rethink their … Understanding in
The exercise
Communication the process who
Interdepart- should involve
everyone in is the …
Making People mental
requirements Recognizing the …
aware Systems not
the need
(internally
focused)

Make
Make
time
time
available
available
Taking time Not Controlling
out to enough numerous projects
implement time (one …)

What time horizon Allocation of

can people expect time in applying
… the ideas.
 Inter-relationship Diagram
I=2 I=2
Review of
0=2 Review of
remuneratio
remuneratio 0=1
n system
n system Establish
Establish
I=0
Learn how to
Learn how to
company
company
priorities
0=3
improve two priorities
improve two
way
way
communication
communication

Learn how to
Learn how to
identify the
identify the I=1
customer & his
customer & his
needs
needs
0=2
I=1 Learning
Learning
0=1 how to work
how to work
together
together

Lead the need

Make time
Make time I=3
Lead the need available
to change
to change
available 0=1

I=1
0=2
 Tree Diagram

Goal Means

Use of BSC
Establish
company priority
Identify priorities

Deploy priority

Deploy action plan on

priority items

Contd.
 Matrix Data Analysis Diagram

+ + + + —
Project Impact on Impact on Strategic Do-Ability Current Improvement
Name Customer Business Alignment Performance Index

A Reduce
Administration 3 10 9 5 5 22
expenses

Reduce
B drawing errors 10 10 9 7 5 31
Improve
C Supplier quality 10 10 8 7 5 30
Improve Cell
D Productivity 10 10 10 8 3 35

E Reduce
sales
Cost of
5 10 10 7 7 25

Note: Scale is 1 to 10, with 1 being “minimum” and 10 being “maximum”

132
 Arrow Diagram

4 6

3 5

1 2 7 8 10

11 12

133
 Matrix Diagram
Communication Plan
Technical Implementation

DVP Implementation
Implementation
Consultants

Sales Reps

Champion
Consultants

Kokila , TL
Ranjana, BB

Sanjay
Communication

Panka

Raju
Objectives

  Process Screen results I R A I I

     Integrated process flow I R A I I

  Charter / Business case R A I I I

    Results of requirements validation A I R I I

    Customer Stratification I A I I R

 3 month schedule A I I R I

  Strategies and strategy measure R A I I I

134
 Process Decision Program Chart

135
 Thank you

136