TOTAL 66 56 67 77 266

OTHERS II I I 4
IIII IIII IIII 64
FILING IIII IIII IIII IIII IIII II IIII IIII IIII IIII IIII

IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII 110
TYPING IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII
OMITS IIII IIII IIII IIII IIII IIII IIII IIII 38
DAIRY IIII I IIII I IIII I 18

ROUTINE I IIII II I 8

TEL.NO
WRONG IIII III IIII IIII I IIII 24
WEEK 1 WEEK 2 WEEK 3 WEEK 4
ERROR TOTAL
OBSERVATION RECORD

7 TOOLS OF QUALITY
&
PROBLEM SOLVING

By
MQS Office
“Why do we need Quality ?”

2
Why do we need ‘Quality’ ?

A Quote from Bill Smith ...

In 1985, Bill Smith, an engineer at Motorola

(Father of Six Sigma) presented a paper which
concluded that …
“If a product was found defective & corrected
during the production process, other defects
were bound to be missed and found later by the
customer during early use of the product….

However, when the product is manufactured

error free, it rarely fails during early use by
the consumer …”

3
Problem Solving Technique

Question of Simple
Implementation
Problem Types
Problems

Known
C D
Solution

A B
Really Worth Require High
Unknown Known
Solving & Level of Tech.
Challenging Root Cause

4
Problem Solving Technique
Types of Problem Solvers
Self
Problem
Negating,
Solving
Despairing
Type
Type

The Some One

--- Else’s
Type Fault Type

5
 Whose perspective should we look at?

people Lens of organisation

products
processes

results
outcomes
benefits
Lens of customer

6
Who are Our Customers?

Most 1. End Users Least

useful E.g. Consumer, User, Service heard

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

Least 3. Internal customers Most

useful heard
E.g. Manufacturing, In-plant user

7
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.

8
Problem solving - Methods & Tools

What methods & Tools do we have for Problem Solving?

9
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

10
7 QC TOOLS
The 7 QC Tools;

Flow chart

Check sheet

Histogram

Pareto Diagram
Q
Cause & Effect

Scatter diagram

Control charts and . . . .

11
7 QC TOOLS

The 7 QC Tools;

Flow chart FLOW CHART

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
12
FLOW CHARTS

What is a Flow chart ?

“ A diagram that uses graphic symbols to depict

the nature and flow of the steps in a process.”

13
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.

14
FLOW CHARTS

When to use Flow Charts ?

To determine how a process currently functions.

To determine how a process could ideally function.

15
FLOW CHARTS
FLOW CHART SYMBOLS

16
FLOW CHARTS
A BASIC FLOW CHART

17
FLOW CHARTS
MACRO MINI MICRO

Start Start Turn on PC

Get Draft of Open word

Draft POD POD Program

NO NO
Is it Are
Type POD approved? Approval settings Correct
Ok?
YES
YES

Distribute Proceed End Draft

End Distribute
End

End

18
FLOW CHARTS

Real world usage of Flow charts

Production
Manufacturing
To identify critical path
Accounting
Helps visualising money flow
Services
Restaurants
Real estate

19
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.

20
FLOW CHART

1. Examples of Flow chart:

• In-house Process Flow chart

• Supplier Process Flow chart

21
7 QC TOOLS

The 7 QC Tools;
CHECK SHEET
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
22
CHECK SHEET

What is a Check sheet ?

A graphical presentation of information.

Data gathering & interpretation tool.

Simplest way to assess common problems.

23
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.

24
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?

25
CHECK SHEET
SAMPLE CHECK SHEET

26
CHECK SHEET
SAMPLE CHECK SHEET

27
CHECK SHEET
SAMPLE CHECK SHEET

28
CHECK SHEET
SAMPLE CHECK SHEET

29
7 QC TOOLS

The 7 QC Tools;
HISTOGRAM
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
30
HISTOGRAM

What is a Histogram ?

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.

31
HISTOGRAM

TITLE: __________________________

Bar & Its height

Frequency
‘Y’ Axis

‘X’ Axis

32
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.

33
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

34
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

35
BAR WIDTH & BOUNDARY

1. Find the range of the data set I.e., Highest value - lowest.

2. Bar width = Range of data set / number of bars (as / table)

?
36
INTERPRETING HISTOGRAM
Location & Spread of Data

A B

Target Target

C D

Target Target
37
 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

38
INTERPRETING HISTOGRAM
Common Histogram Shapes

Skewed (Not symmetrical) Discontinued

Symmetrical (Mirror imaged)

39
INTERPRETING HISTOGRAM

40
INTERPRETING HISTOGRAM

41
INTERPRETING HISTOGRAM

42
HISTOGRAM

Benefits of Histogram

To know whether process produces within specification.

To know whether process is stable & predictable.

Process monitoring & centering.

43
HISTOGRAM

1. Learn to construct a Histogram using:

• MS Excel

• Minitab software

2. Exercise on Histogram

44
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

45
HISTOGRAM

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

12
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

46
VISUALS

How a Histogram is generated ?

47
7 QC TOOLS

The 7 QC Tools;

Flow chart PARETO DIAGRAM

Check sheet 1

Histogram 2

Pareto Diagram 3

Cause & Effect 4

Scatter diagram

Control charts
48
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.

49
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.

50
PARETO DIAGRAM

Constructing a Pareto Diagram

Step 1: Record the data

Step 2: Order the data 1

2
Step 3: Label the vertical axis
3
Step 4: Label the Horizontal axis 4

Step 5: Plot the Bars

51
PARETO DIAGRAM

Constructing a Pareto Diagram

Step 6: Add up the counts

Step 7: Add a cumulative line 1

2
Step 8: Add title, Legend and Date
3
Step 9: Analyze the Diagram 4

Step 10: Interpret the results

52
PARETO DIAGRAM

Benefits of Pareto Diagram

Identifies ‘Major Few’ problems.

Improves team performance & effectiveness.

Before & After tracking of a problem in single chart.

53
PARETO DIAGRAM
A SAMPLE PARETO CHART

54
PARETO DIAGRAM

1. Learn to construct a Pareto Diagram using:

• Pareto Excel - Example

• Minitab software

2. Exercise on Pareto Diagram.

55
PARETO DIAGRAM

PARETO ANALYSIS OF INJURIES BY DEPARTMENT

99% 100%
96% 100%

400 92%

90%

350
80%
74%

300 70%
ACCIDENT IN NO.

250 60%
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

56
PARETO DIAGRAM

Pareto Analysis of Injury by Dept.

100
400
80
Accident No.

300

Percent
60
200
40

100 20

0 0
Department r
-1 -2 -1 -2 IO
N
the
E E S S T O
A NC ANC IO
N
IO
N
RA
T T T
T EN T EN RA RA NI
S
N N A A I
AI AI E E M
M M OP OP AD
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

57
7 QC TOOLS

The 7 QC Tools;

Flow chart
CAUSE & EFFECT DIAGRAM
Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
58
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.

59
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.

60
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.

61
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.

62
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)

63
CAUSE & EFFECT DIAGRAM
STEP 2 - Fill in the Effect Box & draw the spline

POOR
MILEAGE -
5 KMPL

64
CAUSE & EFFECT DIAGRAM
STEP 3 - Identify main categories

METHOD MACHINE

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL

65
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

66
CAUSE & EFFECT DIAGRAM
STEP 5 - Add detailed levels & Analyze the diagram
METHOD MACHINE

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL

67
CAUSE & EFFECT DIAGRAM

68
CAUSE & EFFECT DIAGRAM

69
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.

70
CAUSE & EFFECT DIAGRAM

1. Learn to construct a Cause & Effect Diagram using:

• Cause & Effect Diagram Generator

• Minitab software

2. Exercise on Cause & Effect Diagram

71
CAUSE & EFFECT DIAGRAM

Cause & Effect Analysis for Low Income - Rs. 2500 P.m
Personal Family

Low education 5 C hildren

N o improv ement 2 Wife

N o interest Relativ es

P essimistic H ospital exp

Low Income

Take time N o scope

C an't accept change Boss

H as bad name Low pay ment

H as bad friends Low profile job

Society Office

72
7 QC TOOLS

The 7 QC Tools;
SCATTER DIAGRAM
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
73
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.

74
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.

75
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM

Positive Correlation Negative Correlation No Correlation

Strong positive Correlation Weak negative Correlation

76
SCATTER DIAGRAM

77
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.

78
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

79
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)

80
SCATTER DIAGRAM

Benefits of Scatter Diagram

Trends & patterns of different measures are tracked.

Better process management in variable analysis.

Relationship establishment tool.

81
SCATTER DIAGRAM

1. Learn to construct a Scatter Diagram using:

• Scatter diagram using MS Excel

• Minitab software

2. Exercise on Scatter Diagram

82
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
83
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

84
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.

85
CONTROL CHARTS

Benefits of Control charts

Common visual language to predict process.

Provides cues for taking action.

Easy & simple to maintain.

86
CONTROL CHARTS

1. Learn to construct a Control Chart using:

• MS Excel

• Minitab software

2. Exercise on Control charts

87
VISUALS

How a Control chart is generated ?

88
OTHER QC TOOLS

89
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

90
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.

91
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.

92
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 %

93
STRATIFICATION

When to use Stratification ?

Used extensively to improve Is this

Process ok ?
- How long?
In control process &

Stable process UCL

LCL

94
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

95
7 QC TOOLS

The 7 QC Tools;
GRAPHS & CHARTS
Stratification

Graphs & Charts

Brain storming

96
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

97
GRAPHS & CHARTS

1. Learn to construct Graphs & Charts using:

• MS Excel worksheet

2. Exercise on Graphs & Charts

98
VISUALS

Some Sample Graphs ...

99
7 QC TOOLS

The 7 QC Tools;
BRAINSTORMING
Stratification

Graphs & Charts

Brain storming

100
BRAINSTORMING

What is Brainstorming?

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.

101
BRAINSTORMING

Benefits of Brainstorming

Creativity

Large number of ideas

Involvement of team members

Sense of ownership in decisions

Input to other tools

102
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

103
BRAINSTORMING

Brainstorming sequence

Review the rules

Set a time limit

State / pose the question

Collect ideas - Structured & Unstructured

Collate & analyze

104
BRAINSTORMING

1. A Demo on Brainstorming:

• Go to Brainstorming video.

2. Exercise on Brainstorming

• As an input to Cause & Effect diagram.

105
VISUALS

A Sample Brainstorming Session ...

106
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

107
 and discover the “root cause” of a problem.
tured.

Project Bulletin Board A Quality Tool Belt

Problem
RED ITEMS REQUIRE ACTION WITHIN 30 DAYS.
1.
ing Statement
Cause Cause
Completed Items move to the
2.
Successful Projects Board.
3.

YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED. Cause

1. Cause
Items must be organized into segments
2.
3. capable of being addressed within 30 days.

GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS.

ike Cause
1.
Items move into yellow as space permits.
Cause
2.
o
Brainstorming
3.
Purpose & Vision
n INTERRELATIONSHIP
specific problem or condition. “Fishboning”
d stakeholder requirements. Strategic T
COLUMN CHART ible
Cause Cause Imagineering mu
s to
STRATEGIC PLAN o
FORCE FIELD ANALYSIS
Driving Restraining
Number rk I is Forces Forces
EFFECT ants

“What would be the perfect

not
l. learning environment?”
Category
Cause Cause Cause
ss
to test a group for
lopment represents the critical stage
Positive Forces That Create Growth
1.
2.
Future Organization
1.
SURVEY *.smel borp
n
3.
4. + rio
d
2.
Total
% 0 01 ACTION PLAN Flow Tree
trahC ot er aP
3.
5.
ion
Pe 4.
lts 1. xxxxxxxxxx A 1 3 1 1 6 CONTROL CHART
6.
nsit
Tra 2. xxxxxxxxxx B 3 4 4 2 13 _ _ _ _ _ _ _ _ _ _Upper
_ _ _ _Control
_ _ _ _ Limit
_ _ _ _[UCL]
___
ife % 57
kL

Measurement
Present Organization or 3. xxxxxxxxxx C 2 1 3 3 9
fW

at aD waR
Negative Forces That Create Growth
1.
alit
yo Average
-
1.
2. Qu 2.
D 4 2 2 4 12
3.
4.
3.
t, % 05 wide
4. _______________ __________
5. nd
r Lower Control Limit [LCL]
NGT
6.
% 52

Time
reh tO D C B A
4
sh to see their view on an issue. ies to focus corrective action.
CHECKLIST 3
Consensogram Stratification Capacity Matrix construct and use.
RUN CHART

Understanding
Date 2 Aim or Capacity Breakdown

Measurement
Total
100 % Result

Knowledge

Application
A Alone

Analysis
1

Measurement
Category 1 Data Data 90 %
r ior
0
U e
Category 2 Data Data 80 % A and B Combined Average

Category 3 Data Data 70 %

B Alone
Category 4 Data Data ETC.
Pie Chart Time
Time

either side of that point. See t .

Quality Improvement Story Board
on 3”x3” sticky Parking
1. Describe the OFI identified in the
Baldrige Assessment.
2.a. Identify the team members who will
address the issue.
3. Collect data regarding the
current situation. CORRELATION CHART HISTOGRAM Affinity Diagram Ganntt Chart Lot
b. Establish operational definitions to be used.

PROJECT +
Ne le Time What is going well? What needs improvement

ga io
n STEPS
tiv at
e el
Frequency

rr 1.
Factor 1

No CCo Correlation
6. Report results.
4. Identify causes for the current 5. Develop a plan for improvement and
situation. how success will be measured.

orr s. 2.
tiv
e ela ? I/O
Po
si to answer the questions: “Where did we start?
tio
n 3. What question do you have?
What are the issues or observations.

4.
Operational
Factor 2 Scores Projects are the “DO” of the Plan-Do-Study-Act
5.
Definitions
ected data. Define the Team
A
r
Start
BAR CHART Team Members
FLOWCHART

o Act Plan
F Why? Why? Name Role

Process “document” a process.

Delighted By John Team Leader

Category
Step c Customers Why? Mary Coach
fl Bob Teacher
u
Study Why? Why? Susan Custodian
Decision as Do Bill Secretary
p Jane Driver
v “Let’s
The Plan-Do-Study-Act [PDSA] Cycle Systems Progress Pilot Project Five Whys? Survey Results In Percent Wayne Student
Stop flowchart it” is a most
imp

108
 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. Define the Team current situation. Use any or all of
d stakeholder requirements. Strategic Team Members
the following:
Name Role
tured. John Team Leader

s to
STRATEGIC PLAN Mary
Bob
Coach
Teacher
Susan Custodian
rk Bill Secretary
Jane Driver
ected data. construct and use.
Wayne Student
RUN CHART
BAR CHART

Measurement
b. Establish operational definitions to be used.

Category
Average
Brainstorming
to test a group for
Problem Survey Results In Percent
ing Statement Time
SURVEY Total
A 1 3 1 1 6
lts 1. xxxxxxxxxx
B 3 4 4 2 13
2. xxxxxxxxxx
CHECKLIST
3. xxxxxxxxxx C 2 1 3 3 9 ike
Date Total
D 4 2 2 4 12
t, Operational
Category 1 Data Data
r Definitions
NGT Category 2 Data Data

Category 3 Data Data

*Use BOTH the Building Bullet Book and the Baldrige Category 4 Data Data
Feedback Report along with the annual Baldrige Survey Results
to identify OFIs.

6. Report results.
4. Identify causes for the current 5. Develop a plan for improvement and
Projects are the “DO” of the Plan-Do-Study-Act
situation. how success will be measured.
ible
FORCE FIELD ANALYSIS
Driving Restraining
specific problem or condition. “Fishboning” is Forces Forces
on 3”x3” sticky ants
Cause Cause
Affinity Diagram not
l.
le

ss Pilot Project
EFFECT and/ors.
lopment represents the critical stage
Cause n
Cause Cause Th construct and use.
ACTION PLAN Imagineering mu
ected data.
RUN CHART
obj BAR CHART and/or
Ima

Measurement
Category
Average
wide “What would be the perfect
nd learning environment?”

Survey Results In Percent

Time

109
THE IMPROVEMENT CYCLE
Define Measure Analyse
⚫ Select Project ⚫ Define Measures (y’s) ⚫ Identify Potential x’s
⚫ Define Project
C1 C2 C3
Objective
⚫ Form the Team
⚫ Evaluate Measurement Effect
System

C4 C5 C6

⚫ Analyse x’s

Run 1 2 3 4 5 6 7
⚫ Map the Process
⚫ Determine Process 1 1 1 1 1 1 1 1
⚫ Identify Customer Stability
2
3
1
1
1
2
1
2
2
1
2
1
2
2
2
2
4 1 2 2 2 2 1 1
Requirements 5 2 1 2 1 2 1 2
⚫ Determine Process 6 2 1 2 2 1 2 1
7 2 2 1 1 2 2 1
Capability 8 2 2 1 2 1 1 2

LSL USL ⚫ Select Critical x’s

x
x
x x
x x
15 20 25 30 35
x x
⚫ Identify Priorities x
⚫ Set Targets for x
⚫ Update Project File
Measures x

Phase Review Phase Review Phase Review

110
THE IMPROVEMENT CYCLE
Improve Control
⚫ Characterise x’s ⚫ Control Critical x’s

y
.. .. . 10.2 Upper Control Limit

. .. .. .
10.0

9.8 Lower Control Limit

x
y=f(x1,x2,..) 9.6
1 5 10 15 20

⚫ Optimise x’s ⚫ Monitor y’s

y
Q
⚫ Set Tolerances for x’s ⚫ Validate Control
⚫ Verify Improvement Plan

LSL USL

⚫ Close Project
15 20 25 30 35

Phase Review Phase Review

111
PDCA LOOP IN ACTION

1. Define the Problem

8. Standardise and Future Actions 2. Interim Actions

Team Problem
Solving Process 3. Acquire and Analyse Data
7. Verify the Results

6. Action Plan and Implement 4. Determine Root Cause

5. Evaluate Possible Solutions

112
PDCA LOOP IN ACTION

Draw Establish
Conclusions the Focus

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

Study
(Check) Do

IMPROVE
Study Act on
the the Causes
QC STORY
Results
DMAIC

PDSA/PDCA

113
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

114
QUESTIONS ?

115