PRODUCTIVITY QUALITY TOOLS

LEARNING MODULE

MODULE 5
Basic Quality Tools

PROGRAM: BS-ENTREPRENEURSHIP

Year Level: 3D
Section: 3C,3D
COURSE CODE: SPET03

Prepared by
LENIE L. DE JUAN, MBA
Instructor
SECTION 1 : FLOW CHART

OBJECTIVES:
1. To be able to understand the systems, processes and quality
2. To completely understand the basic tools of quality

What is a Flowchart?

flowchart
 It is a generic tool that can be adapted for a wide variety of purposes and can be
used to describe various processes, such as a manufacturing process, an
administrative or service process, or a project plan.
 It's a common process analysis tool and one of the seven basic quality tools.
 presents a diagrammatic picture that indicates a series of symbols describing the
sequence of steps in an operation or process.
 it visualizes a picture including the inputs, activities, decision points, and outputs
for using and understanding easily concerning the overall objective through
process.
 This chart as a problem solving tool can apply methodically to detect and analyze
the areas or points of process may have had potential problems by
“documenting” and explaining an operation, so it is very useful to find and
improve quality into process

Elements that may be included in a flowchart

 a sequence of actions
 materials or services entering or leaving the process (inputs and outputs)
 decisions that must be made
 people who become involved
 time involved at each step
 process measurements

When to Use a Flowchart

 To develop understanding of how a process is done

 To study a process for improvement
 To communicate to others how a process is done
 When better communication is needed between people involved with the same
process
 To document a process
 When planning a project

Real-world examples of usage

 Documenting and analyzing the steps involved in a customer order fulfillment
process.
 Mapping out the workflow of a software development lifecycle.
 Visualizing the process flow of patient admissions in a hospital.

Benefit
Enhances process understanding, highlights bottlenecks or inefficiencies, and supports
process optimization and standardization efforts.

Flowchart Basic Procedure

1. Define the process to be diagrammed. Write its title at the top of the work
surface.
2. Discuss and decide on the boundaries of your process: Where or when does the
process start? Where or when does it end? Discuss and decide on the level of
detail to be included in the diagram.
3. Brainstorm the activities that take place. Write each on a card or sticky note.
4. Arrange the activities in proper sequence.
5. When all activities are included and everyone agrees that the sequence is
correct, draw arrows to show the flow of the process.
6. Review the flowchart with others involved in the process (workers, supervisors,
suppliers, customers) to see if they agree that the process is drawn accurately.

Who can use it?

 Process improvement teams mapping and documenting existing processes for
analysis.
 Business analysts or consultants analyzing workflow and process optimization
opportunities.
 Software developers or system designers documenting the flow of information or
interactions in a system.

Flowchart Considerations

 Don’t worry about drawing the flowchart the "right way." Ultimately, the right
way is the way that helps those involved understand the process.
 Identify and involve in the flowcharting process all key people involved with the
process. This includes suppliers, customers, and supervisors. Involve them in the
actual flowcharting sessions by interviewing them before the sessions and/or by
showing them the developing flowchart between work sessions and obtaining
their feedback.
 Do not assign a "technical expert" to draw the flowchart. People who actually
perform the process should do it.

Flowchart Examples

1. High-Level Flowchart for an Order-Filling Process

2.Detailed Flowchart

Commonly Used Symbols in Detailed Flowcharts

One step in the process. The step is written inside the box.
Usually, only one arrow goes out of the box.
Direction of flow from one step or decision to another.
Decision based on a question. The question is written in the
diamond. More than one arrow goes out of the diamond, each
one showing the direction the process takes for a given answer
to the question. (Often the answers are "yes" and "no.")

Delay or wait
Link to another page or another flowchart. The same symbol
on the other page indicates that the flow continues there.

Input or output

Document

Alternate symbols for start and end points

SECTION 2 : CHECK SHEET

OBJECTIVES:

What is a Check Sheet?

CHECK SHEET
 provide a systematic way to collect, record and present quantitative and
qualitative data about quality problems.
 used to collect quantitative data is known as a tally sheet.
 When used to collect qualitative data, a check sheet collects data in the form of
checkmarks. It indicates how many times a particular value has occurred.
 It is one of the most popular QC tools and it makes data gathering much simpler.
 The purpose of a check sheet is to collect data.
 A defining characteristic of a check sheet is that data is recorded by making
marks (“checks”) on it.
 Its typical type is divided into regions, and marks made in different regions have
different significance.

Five basic types of check sheets include:

1. Classification check sheet

2. Defect location check sheet
3. Frequency check sheet
4. Measurement scale check sheet
5. Check List

Classification check sheet

 A trait such as a defect must be

classified into a category.
 If you just kept track of the total
defects, you would know that you
had 101 total defects. That is
somewhat useful but that, in and
of itself, does not provide much
insight as to which day is the
worst day or which source of
defects is in the worst shape, etc.
 it provides a visual overview of the problem areas.

Defect location check sheet

 The physical location of a trait is indicated on a
picture, or illustration of a part or item being
evaluated.
 Instead of just keeping track of the number of
defects, the defect location check sheet can
sometimes reveal an area of the product that tends to
 see most of the defects. Once this is known, the team can go back to the process
to see what it is about the upper right-hand corner of the product that is causing
the defects.

Frequency check sheet

 The presence or absence of a trait or
combination of traits is indicated.
 Also, number of occurrences of a trait on a
part can be indicated.
Notice that if you just tracked the number
of defects, you may not realize
that Wrong Color has the highest
frequency of occurrence. Furthermore,
if Wrong Color was not broken down
further, you might not realize that GREEN
is giving you the most defects.

Measurement scale check sheet

 is divided into intervals and measurements

are indicated by checking an appropriate
interval.

Check List
 The items to be performed for a task are listed so that as each
is accomplished
it can be marked as having been completed.

What is a Check Sheet Used for?

Check sheets are used for data collection. For example, they can help you in:
 Record the number of defects by type
 Record the locations of defects
 Record the number of safety incidences

What Are the Good Features of a Check Sheet?

Quality practitioners use a Check Sheet to collect data. The following five
features make a check sheet a valuable tool for data collection.
1. Keeps You Organized
A check sheet is a handy tool for keeping all your data organized.
2. Can Be Used To Record Results
A check sheet is particularly useful for recording or collecting data as the event
happens.
3. Easy to Understand and Interpret it
It is straightforward to use and interpret the results.
4. A Good Starting Point for the Process Improvement
 You can use a check sheet to collect data that can be used for further analysis
using tools such as a Pareto Chart.

Tools for creating a Check Sheet

1. Manual
Using a pen and paper: In most cases, this method will work well unless
the data volume is high.
2. Microsoft Excel
If the data volume is high and it is not practical to collect it manually, you
need some software support. If the data is collected automatically in high
volume, you can use a data analysis tool (such as Excel) to compile or group the
data into various categories. The Pivot table function of Excel is quite helpful in
such situations.

How to make a checksheet

1. Identify the needed information.
 Why do you need to collect the data?
 What type of information should you collect?
 Where should you collect the data from?
 Who should collect the data?
 When should you collect the data?
 How should you measure the data?
 How much data is essential?
2. Construct your sheet based on the title, source information and content
information (refer to the example below).
3. Test the sheets. Make sure that all the rows and columns in it are required and
relevant and that the sheet is easy to refer to and use. Test it with other
collectors and make adjustments based on feedback.

Who can use it?

 Quality inspectors or auditors who need to collect data on defects or issues.
 Process operators or technicians responsible for tracking process parameters or
measurements.
 Customer service representatives who record customer complaints or inquiries.
SECTION 3: Tools for problem identification (Fishbone diagram, 5 Whys)

OBJECTIVES:

Cause and Effect Analysis: Using Fishbone Diagram and 5 Whys

Cause and effect

 is a relationship between
events or things, where
one is the result of the
other or others. This is a
combination of action and
reaction.
A cause-and-effect analysis
 generates and sorts
hypotheses about
possible causes of
problems within a process
by asking participants to
list all of the possible
causes and effects for the identified problem.
 allows problem solvers to broaden their thinking and look at the overall picture of
a problem.
Cause-and-effect diagrams
 can reflect either cause that blocks the way to the desired state or helpful factors
needed to reach the desired state.

What is a Fishbone Diagram?

 drawing cause-and-effect diagrams
 which organizes a large amount
of information by showing links
between events and their
potential or actual causes and
provides a means of generating
ideas about why the problem is
occurring and the possible
effects of that cause.
 also known as Cause and Effect
Diagram or Ishikawa Diagram
 It visually displays multiple
causes for a problem and helps
 us to identify stakeholder ideas about the causes of problems, which Allows us to
immediately categorize ideas into themes for analysis or further data gathering.
People often use the 5-whys technique in conjunction with the fishbone diagram.

When to Use a Fishbone Diagram?

A cause-and-effect analysis stimulates and broadens thinking about potential or real

causes and facilitates further examination of individual causes. Because everyone’s
ideas can find a place on the diagram, a cause-and-effect analysis helps to generate
consensus about causes. It can help to focus attention on the process where a problem
is occurring and to allow for constructive use of facts revealed by reported events.
 When identifying possible causes for a problem
 When having difficulty understanding contributing factors or causes of a system
failure
 Most helpful as a team process for brainstorming collaboratively

Steps for Creating a Fishbone Diagram

1. Identify the problem statement (also referred to as the effect).
2. Written at the mouth of the fish
3. Identify the major categories of causes of the problem
4. Written as branches from the main arrow for each of the major categories
include: equipment or supply factors, environmental factors,
rules/policy/procedure factors, and people/staff factors
5. Brainstorm all the possible causes of the problem
6. Ask “why does this happen?”
7. Write it as a branch from the appropriate category
8. Repeat the other categories by asking “Why does this happen?” about each
cause
9. Write sub-causes branching off the cause branches
10.Ask “Why?” and generate deeper levels of causes and continue organizing them
under related causes or categories

Real-world examples of usage

 Investigating the potential causes of low employee morale or high turnover rates.
 Analyzing the factors contributing to product defects in a manufacturing process.
 Identifying the root causes of customer complaints in a service industry.

Who can use it?

 Cross-functional improvement teams working on complex problems or process
improvement projects.
 Quality engineers investigating the root causes of quality issues.
 Product designers or engineers seeking to understand the factors affecting
product performance.

The 5 whys
 It is a quality technique developed by Sakichi Toyoda and originally used at
Toyota.
 offers a simple, focused strategy for finding the root cause of a problem with
minimal cost.
  is a technique for analyzing problems within an organization. It involves
identifying a problem and asking "why?" until you determine the main cause of
the issue.
 There are many variations of the method based on reducing from 5 to 4, 3 or 2
questions.
 The method is based on the iteration of questions.
 The “5” is because it is usually the number of iterations necessary to solve a
problem.
 It is not a rigid method, nor does it provide strict rules, its potential lies in its
simplicity. With few resources, very positive results can be achieved.

The goal is to find the root cause of a problem. The pursuit of questions is
motivated by the fact that a problem usually has more than one root cause. This
method ends when the response is an inefficient or nonexistent process. That is, when
a precise answer is obtained from the origin of the problem. If not, the iteration of
questions must continue.

On many occasions this process is long, as it cannot be executed completely within the
selected team of people. Questions may go unanswered because the answer is ignored.
To answer it, communications can be initiated outside the work team, or internally in
the company or even with external suppliers. This leads to broadening the team’s
knowledge of the problem, increasing the control it has over the process or service. It is
a method that allows to focus efforts and find deficiencies or weaknesses in a process.

Companies can apply the five whys method for:

 Troubleshooting
 Quality improvement
 Process analysis

How to conduct 5 whys analysis

In the 1930’s, Sakichi Toyoda developed a method of problem-solving, stating:

"by repeating ‘why?’ five times, the nature of the problem as well as its solution
becomes clear." Here are six steps to implementing Toyoda’s five whys method:
1. Assemble a team
2. Define the Problem
3. Ask the First "Why?"
4. Ask "Why?" Four More Times (see Why template)
5. Know When to Stop
6. Address the Root Cause(s)
7. Monitor Your Measures

Benefits of 5 Whys Analysis

 Fast reaction time.
 Future problem prevention.
 Improved communication.

Use 5 Whys in Combination with Fishbone Diagram

The 5 Whys can be used individually or as a part of the fishbone (also known as the
cause and effect or Ishikawa) diagram. The fishbone diagram helps you explore all
potential or real causes that result in a single defect or failure. Once all inputs are
established on the fishbone, you can use the 5 Whys technique to drill down to the root
causes.
For example:
Statement – Your car stops in the middle of the road.
1. Why did your car stop?
 Because it ran out of gas.
2. Why did it run out of gas?
 Because I didn’t buy any gas on my way to work.
3. Why didn’t you buy any gas this morning?
 Because I didn’t have any money.
4. Why didn’t you have any money?
 Because I lost it all last night in a poker game.
5. Why did you lose your money in last night’s poker game?
 Because I’m not very good at “bluffing” when I don’t have a good hand.

Note:
The 5 Whys uses "countermeasures," rather than "solutions." A countermeasure is an
action or set of actions that seeks to prevent the problem from arising again, while a
solution may just seek to deal with the symptom. As such, countermeasures are more
robust, and will more likely prevent the problem from recurring.

What Is a 5 Whys Template?

Whys Example (Single Lane) Whys Example (Multiple

Lanes)
SECTION 4 : ROOT CAUSE ANAYLSIS (RCA)

OBJECTIVE:

What is Root Cause Analysis (RCA)?

root cause
 is defined as a factor that caused a nonconformance and should be permanently
eliminated through process improvement.
 is the core issue—the highest-level cause—that sets in motion the entire cause-
and-effect reaction that ultimately leads to the problem(s).

Root cause analysis (RCA)

 is defined as a collective term that describes a wide range of approaches, tools,
and techniques used to uncover causes of problems.
 Some RCA approaches are geared more toward identifying true root causes than
others, some are more general problem-solving techniques, and others simply
offer support for the core activity of root cause analysis.

History of Root Cause analysis

Root cause analysis can be traced to the broader field of total quality management
(TQM). TQM has developed in different directions, including a number of problem
analysis, problem solving, and root cause analysis.

Root cause analysis is part of a more general problem-solving process and an integral
part of continuous improvement. Because of this, root cause analysis is one of the core
building blocks in an organization’s continuous improvement efforts. It's important to
note that root cause analysis in itself will not produce any results; it must be made part
of a larger problem-solving effort for quality improvement.

Approaches to Root Cause Analysis

Root Cause Analysis Diagram

There are many methodologies, approaches, and

techniques for conducting root cause analysis,
including:
1. Events and causal factor
analysis: Widely used for major, single-
event problems, such as a refinery
explosion, this process uses evidence
gathered quickly and methodically to
establish a timeline for the activities leading
up to the accident. Once the timeline has
been established, the causal and
contributing factors can be identified.
2. Change analysis: This approach is
applicable to situations where a system’s
performance has shifted significantly. It
 explores changes made in people, equipment, information, and more that may
have contributed to the change in performance.
3. Barrier analysis: This technique focuses on what controls are in place in the
process to either prevent or detect a problem, and which might have failed.
4. Management oversight and risk tree analysis: One aspect of this approach
is the use of a tree diagram to look at what occurred and why it might have
occurred.
5. Kepner-Tregoe Problem Solving and Decision Making: This model provides
four distinct phases for resolving problems:
1. Situation analysis
2. Problem analysis
3. Solution analysis
4. Potential problem analysis

3., 4.Root Cause Analysis (RCA) 5.Corrective and preventive actions (CAPA)

Distinguishing the concepts of the Quality tools Providing the quality tools
recommendation

To develop skills to use quality tools to identify, analyze, and prioritize problems within
processes and systems. To collect, interpret, and visualize data using the basic quality
tools to support decision-making.