7 TOOLS OF QUALITY

&
PROBLEM SOLVING

A U T O M O T IV E S E C T O R
 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 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
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

Q
Histogram

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

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 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.

7 QC TOOLS

The 7 QC Tools;
CHECK SHEET
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.

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
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 ?

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

INTERPRETING HISTOGRAM
Location & Spread of Data

A B

Target 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 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
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
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

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

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

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%
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
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
7 QC TOOLS

The 7 QC Tools;

Flow chart
CAUSE & EFFECT DIAGRAM
Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
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.
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.

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.

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.

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

POOR
MILEAGE -
5 KMPL
CAUSE & EFFECT DIAGRAM
STEP 3 - Identify main categories

METHOD MACHINE

POOR
MILEAGE -
5 KMPL

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

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL
CAUSE & EFFECT DIAGRAM
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.

7 QC TOOLS

The 7 QC Tools;
SCATTER DIAGRAM
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
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.

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.
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM

Positive Correlation Negative Correlation No Correlation

Strong positive Correlation Weak negative Correlation

SCATTER DIAGRAM
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.

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
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)
SCATTER DIAGRAM

Benefits of Scatter Diagram

Trends & patterns of different measures are tracked.

Better process management in variable analysis.

Relationship establishment tool.

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
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
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.

CONTROL CHARTS

Benefits of Control charts

Common visual language to predict process.

Provides cues for taking action.

Easy & simple to maintain.

OTHER QC TOOLS
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
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.
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.
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 %
STRATIFICATION

When to use Stratification ?

Used extensively to improve Is this

Process ok ?
- How long?
In control process &

Stable process UCL

LCL
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
7 QC TOOLS

The 7 QC Tools;
GRAPHS & CHARTS
Stratification

Graphs & Charts

Brain storming
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

7 QC TOOLS

The 7 QC Tools;
BRAINSTORMING
Stratification

Graphs & Charts

Brain storming
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.
BRAINSTORMING

Benefits of Brainstorming

Creativity

Large number of ideas

Involvement of team members

Sense of ownership in decisions

Input to other tools

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

BRAINSTORMING

Brainstorming sequence

Review the rules

Set a time limit

State / pose the question

Collect ideas - Structured & Unstructured

Collate & analyze

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

Measurement
direction. work on a system based on basic guides of

Category
Surveys are used when a project to document
Brainstorming
wayisto give everyone a
The Nominal Group Technique [NGT] provides a
Probletunity.
in the group an equal voice in understanding. There are no gray areas.
Average

planned, to prove the need andproblem

demand selection.
of A Problem Statement is CHECKLISTS or sheets are simple easy-to-understand
the customer, or to test a group for divided into three parts: the forms used to determine whether and with what
Problem frequency specified events are taking place. Check lists
determining current situation or existing Survey Results In Percent
Statement supply the necessary data for creating RunTime
Charts and
quality. SURVEY state of the problem, the
Total
other continuous improvement tools.
Aimpact the
1 3 1 1 problem
6 has on
Compile the results 1. xxxxxxxxxx
Bthe organization,
using a Checklist
2. xxxxxxxxxx 3 4 4 2 13 and the CHECKLIST
3. xxxxxxxxxx Cdesired
2 1 3state
3 9 one would like
and display them Dto achieve
4 2 2 4 by
12 solving the Date Total
using a Bar Chart, Operational
problem or improving the Category 1 Data Data
Column Chart, or Definitions
process.
Pareto Chart. NGT Category 2 Data Data

Category 3 Data Data

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

Pilot Projects provide evidence that proposed

6. Report
innovationsresults.
or improvements will work. Pilot
4. Identify causes for the current 5. Develop a plan for improvement and how
Projects are the “DO” of the Plan-Do-Study-Act
situation. success will be measured. [PDSA] Cycle.
The Affinity Diagram is the result of an interactive
data collection method which allows groups of people Force Field Analysis is
CAUSE & EFFECT DIAGRAM [FISHBONE] to identify and process large quantities of ideas in a a visual listing of possible
forces driving or
A Cause & Effect Diagram is used when you need to very short time. It is a non-judgmental way to collect FORCE FIELD ANALYSIS
preventing change.
identify, explore, and display the possible causes of a and process ideas. A question is posed. Team Driving Restraining
specific problem or condition. “Fishboning” members individually Brainstorm silently writing ideas A Force Field Analysis is Forces Forces
represents a sophisticated form of brainstorming. on 3”x3” sticky useful if a quality
improvement team wants
notes.
Cause Cause
Affinity Diagram to find out what is
driving, slowing, or not
Team members
randomly place Action Plan refers allowing
to a series of connected
change at all. steps that
Hint: removing a
them in the middle are designed to accomplish a goal or objective. Action
restraining force will
of the table.
EFFECT Ideas
plans include detailsmake
of shorter-
for moreand longer-term
progress
Imagineering is a Brainstorming technique used Pilot Project
A Run Chart is used to monitor a process to see
and/or
are grouped performance projections, responsible
than creating drivingpersonnel, resource
into like categories. forces. to identify what an individual or group envisions as whether or not the long-range average is
commitments and time horizons for accomplishment.
Finally, a header the perfect project, process, orAsystem.
Bar ChartAnother
displays collected data on changing.
Action plan development represents the critical stage
note is placed at term used for Imagineering is idealized design.
parallel horizontal bars for comparative
Run Charts are the simplest quality tool to
Cause
the top of each in planning when analysis. Lengths are proportional to
Cause Cause column. The facilitator or leader construct and use.
strategic ACTION PLAN Imagineering
collected data.
must clearly state the RUN CHART
objectives and
objective of the BAR CHART and/or
goals are made
Imagineering session.

Measurement
specific so that

Category
effective Example: Average
organization-wide “What would be the perfect
understanding and learning environment?”

deployment are Survey Results In Percent

possible. Time
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

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
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