ASSOSA POLYTECHNIC

COLLEGE

Under Ethiopian TVET

system

DATABASE ADMINISTRATION
Level IV
Apply problem solving tools and
techniques
QC Story/problem solving / Procedure
 Content
Part One: 7 QC Tools
Part Two: QC Story
I. Identify and select theme
II. Grasp current Status and Set Goal (Fact
Analysis).
III. Establish Activity Plan
IV. Analyze causes of a problem
V. Examine Countermeasures and their
Implementation
VI. Assess Effectiveness of the solution
VII. Problem Standardize and sustain operation
 PART One
Seven(7) QC Tools
“The term “7 tools for QC”
is named after the 7 tools
of the famous warrior,
Benkei. Benkei owned 7
weapons, which he used to
win all his battles.”

6
 1. What are 7 QC Tools ？
(A) (B)
 Check sheet  Check sheet
 Pareto chart  Pareto chart
 Cause and effect  Cause and effect
diagram diagram
 Histogram  Histogram
 Scatter chart  Scatter chart
 Stratification  Graph
 Control chart  Control chart

3
 1. What are 7 QC Tools ?
Cont….

• The 7 QC tools are simple statistical tools

used for problem solving.

• 7 QC tools are the means for collecting

data, analyzing data, identifying root
causes and measuring the results.

• 7 QC tools are not only used for quality

problems, but also for productivity Kaizen,
cost reduction, delivery date improvement
etc.

8
 2. Why 7 QC Tools?
1)They are easy to use. They can be
mastered in a few hours of study.
“Simple is beautiful”.
2)They are easy to understand.
3)They can be used by everybody
working together.
4)95% 0f problems encountered in
work places can be solved with these 7
tools.
9
3. 7 QC tools

3.1 Check Sheet

10
 What is check sheet?

• A check sheet is a paper form specially prepared to

enable data to be collected and analyzed simply
by making check marks or simple symbols.

• It is used for tallying the occurrences of the

defects or causes being addressed and graphing or
charting them directly.

• It is a powerful data recording tool.

11
Ways of recording (collecting) data
• Data is a guide for our actions. From data we learn
pertinent facts, and take appropriate actions based
on such facts.

• Determine what you are going to do with the

data before collecting.

Eg. In quality control, objectives of collecting data

are
1) Controlling and monitoring of the production
process,
2) Analysis of the non-conformance or
inspection
12
 Ways of recording (collecting) data Cont…

• Collect data that suites the purpose

• Ensure reliability of measurements
• The origin of the data must be clearly
recorded. Data whose origin is not clearly
known becomes dead data.
• Data should be gathered in a simple
way and in an easy-to-use form.
• A set of standard recording forms
should be prepared beforehand to
continuously collect data (design a
check sheet).
13
Main Purposes of Check Sheet
• To make data-gathering easy

• To ensure that no items are omitted

when inspecting.

• To classify data exactly at the time of

their collection.

• To arrange data automatically so that

they can be used easily later on.

14
 Main Use of Check Sheet cont….

１） Survey on ・ When many defectives occur, use it to

defective item know what kind of defectives are many.
and factor

２） Survey on ・ Usage for comparison of average and

distribution of variation of measured data and specification
process ・ Usage for survey on where defectives
capacity occur on product or in process

３） Maintenance ・ Use to survey distribution of quality

and inspection of characteristic such as weight and size.
equipment

15
 Examples of check sheet
There are different types of check sheets.
Eg.1 Check sheet for production process
distribution
Eg.2 Defective item check sheet
Eg.3 Defect location check sheet
Eg. 4 Defect cause check sheet

16
• To know the variation in the dimensions of a kind
of parts whose machining specification is
8.3+0.008. Deviation*1000 Checks Frequency
-10 5 10 15
20
-9
Specification -8
-7
-6
-5 X 1
-4 X X 2
-3 X X X X 4
-2 X X X X X X 6
-1 X X X X X X X X X 9
8.3 0 X X X X X X X X X X X 11
1 X X X X X X X X 8
2 X X X X X X X 7
3 X X X 3
4 X X 2
5 X 1
6 X 1
7
Specification 8
9
10
Total 55

17
• A Defective Item Check Sheet counts and
classifies defects by type, as below.
• Final inspection process of a certain moulded
plastic product.

18
 Eg 3. Defect location check sheet
• It uses a picture of the item to mark
defect positions, as below. Problem areas
are usually indicated by clustering of
marks.

19
• It aims to correlate cause and effect, by
stratifying causal factors, such as time of day,
operator, machine and location.

Example
• Below table indicates an example of the
defect occurrence rate of plastic
switching buttons.

20
 ○:scratch on surface, × ： nest, △：
Eg 4. Defect cause check sheet Cont…

finishing, ● ： disorder in shape, □：

others
Mon Tue Wed Thu Fri
Machine

Worker

AM PM AM PM AM PM AM PM AM PM

No.1 A ○○×● ○× ○○○ ○×× ○○○×××● ○○○○×× ○○○○×●● ○×× ○○○○

××

B ○×× ○○○×× ○○○○○○× ○○○×× ○○○○○○×× ○○○○○○ ○○○○ ○×× ○○○× ●● ○○×× ● ○○○○○
× ● ×●

No2 C ○○× ○× ○○ ● ○○○○○ ○○○○○○ ○○ ○○● ○△ ○□

×

D ○○× ○× ○○△ ○○○● ○○○● △ ○○○○○× ○○ ● ○○△ ○○△△□ ○●●

21
 Eg 4. Defect cause check sheet Cont…

• The table shows that worker B causes many

defects.
• Also, it indicates there are many defects on
Wednesday.
• Survey results shows that worker B does not
follow all necessary procedures.
• There was issues in materials lot on
Wednesday.

22
3.2 Pareto Chart

23
• First developed in 1906, by Italian
economist, Vilfredo Pareto, who
observed unequal distribution of
wealth and power. Most of it in a
relatively small proportion of the total
population.

• Then Joseph M.Juran applied it in

classifying problems of quality.

24
 Pareto Chart cont…

• It is used to classify problems, show

their frequency and set their priority
(which of many problems have the
most serious effect or greatest
cumulative effect on quality, productivity,
cost, safety, etc.

• In quality control, it often represents

 Common sources of defects
 Highest occurring type of defect,
 Most frequent reasons for customer complaints, and so on.

25
 Pareto Principle
• The Pareto Principle states that only a
"vital few“ (20%) causes are
responsible for producing most (80%) of
the problems.

• This principle can be applied to

production improvement that a great
majority of problems are produced
by a few key causes.

• If we correct these few key causes, we

will have a greater probability of success. 26
 Pareto Chart Example
By kind of defetctive
100%
800
90%
700
80%
Frequency

600 70%

500 60%
50%
400
40%
300
30%
200
20%
100
10%
0 0%
Spot Burr Crack Shape Others
change

27
 How to make Pareto Chart

• Form a table listing the

causes/problems and their frequency
as a percentage.

• Arrange them in decreasing order from

most to least frequent. Summarize
less frequent problems as ‘others’.

• Calculate cumulative percentage (It is

the summation of percentages from first
up to the current cause or problem)
28
How to make Pareto Chart cont…
• Plot a bar graph with causes on x-axis and
percent frequency or frequency on y-axis(Left side).

• Plot (on the same graph)causes on x-axis and

cumulative percentage on y-axis(Right Side). Join
the points to form a curve. Vertical axis is better if
indicated in money rather than in frequency
number.

• Draw a line at 80% on y-axis parallel to x-axis.

Then drop the line at the point of intersection with
the curve on x-axis. This point on the x-axis
separates the important causes on the left and less
important causes on the right.
29
Example

30
31
32
33
34
35
36
 Cumulative
percentage
37
 Cumulative
percentage
38
 Example
An airline trying to analyze and prioritize quality
complaints received from its customers.

Type of complaint Total Number

Poor cabin service 3

Missed connections 15
Lost baggage 7
Baggage delay 23

Ticketing error 2
Total 50

39
 Example
• An airline trying to analyze and prioritize
quality complaints received from its
customers.
Type of complaint Total Percentag Cumulative
Number e Percentage
Baggage delay 23 46% 46%
Missed connections 15 30% 76%
Lost baggage 7 14% 90%
Poor cabin service 3 6% 96%
Ticketing error 2 4% 100%
• As shown in Total
the Chart,
50 76%100%
of customer -
complaints are related to baggage delay and
missed connections.
40
EXERCISE
Figure of Unit 6th 7th 8th 9th 10th Total
Loss
defect (Birr
Mar.
)
Matte 25 14 8 12 10 12 56

Bubble 16 3 2 3 5 2 15

Foreign 78 7 9 7 5 10 38
material
Swell 95 1 1 2 3 1 8

Graze 178 2 3 1 1 3 10

Stain 160 1 1 1 1 4

Crack 30 1 1 2

Blem 38 1 1 2

Asperity 65 1 1

Flow 20 1 1
42
 number unit cost Value
Foreign material 38 78 2,964
Graze 10 178 1,780
Matte 56 25 1,400
Swell 8 95 760
Stain 4 160 640
Bubble 15 16 240
Blem 2 38 76
Asperity 1 65 65
Crack 2 30 60
Flow 1 20 20
Total 8,005
43
 Number of defect

10
20
30
40
50
60
70
80
90
100
110
120
130
140

Matte

Foreign material

Bubble

Graze

Swell

Stain

Crack

Blem

Asperity

Flow
10
20
30
40
50
60
70
80
90
100

Cumulative percentage
44
 3.3 Cause and Effect
Diagram

If you clearly identify the root

cause then you are already 80% of
the way to solving it.

46
Mind game
 Cause and Effect Diagram
• It arranges the relationship between
problems & their causes in a fish-bone
style (also called fish-bone
diagram ).
• It is sometimes called Ishikawa
Diagram because it was invented by
Dr.Karou Ishikawa.
• Its main use is to pick up and arrange
all possible causes without any
omissions.
• It allows many factors to be seen at the
same time, and can be used by 48
 When should a team use this
diagram?
Constructing a fish bone diagram can help
when a team needs to:
• Identify the possible root cause for a
specific effect or problem.
• Sort out and relate some of the
interactions among the factors
affecting a particular process or effect.
• Analyze existing problems so that
corrective action can be taken.

49
Benefits of using Cause and
Effect Diagram

• Helps determine root causes.

• Encourage group participation.
• Uses an orderly, easy-to-read
format.
• Increases process knowledge.

50
Basic layout of Cause-and-effect diagram for manufacturing
industries

51
Basic layout of Cause-and-effect diagram for service industry

52
Cause and Effect diagram cont…

Factor
Major factor Major factor

Factor

Problem/ Effect
item

Major factor Major factor

Cause Problem
Countermeasure Objective

53
Cause and Effect diagram cont…
Material Die
Positi Size
Plac on
MFR e Gas vent
Stora Temperat
Aspect ge ure Metho
Additive d
ratio
agent Die
Filling
temperaSize Meth
material
Temperatu ture
Compounding Positi od
Gate
re ratio on
Dry Recycle Circu Positi Size
material it on
Tim Size Contaminati
e on
Short Shot

Multistage Press
Maximum injection control ure Multistage
pressure Pressure control
keeping Pressu
Injection VP
conditionTim re
ratio changeover
Gal of e Injection
backflow condition
prevention vet
Spe
Equipment Condition ed

54
 Steps to construct a Cause-and
Effect diagram
Step 1- Identify and define the effect
Step 2- Draw the spine and the effect box
Step-3- Identify the main causes (the major
branches).

55
 Effect
Items
Effect items Contents
Productivi ・ Low Production output ・ Low Efficiency
ty ・ Availability ratio ・ Yield ratio
・ Number of defects ・ Number of correction
Quality
・ Number of claims
・ High Processing cost ・ High Inventory
Cost quantity ・ Labor cost ・ Material cost ・
High Additional Expense
Delivery ・ Long Lead time ・ Delay ・ Longer inspection
Time time
Number of
accident, High fatigue, Risky work
Safety environment
・ Absence ratio
Number of ・ Low Number of proposal ・
near-accidents
Motivatio
Attendance rate in meeting, Negligence at
n work, low participation
56
Step 4 - Identify many causes (sub
branches). You can do this by asking a
serious of “Why” questions
If a minor cause applies to more than one
major cause, list it under both.

Step 5 - Analyze the diagram

 causes that appear repeatedly
represent root cause.
 identify and circle the causes that you
can take action on.

57
 Causes
Major Sub-Causes
factor
Man ・ Experience in operation and skill ・
Attitude
・ Health condition ・ Eligibility
Machine ・ Daily checking ・ Track record of
failure
・ Contents of failure ・ Problems on
machine
Material ・ Quality of material ・ Method of
Handling
・ Conditions that affect characteristics of
material
Method ・ Work standard ・ Instruction ・
・ Method of storing
Measurement and checking ・ Quantity ・ Layout of ・
Treatment
workplace Location, Room temperature, Humidity, Lights,
Air-condition, Noise, Transportation, Preparation for work,
Adjustments 58
Example

59
Step 2: Brainstorm for gathering opinions
on causes

60
Step 2: Brainstorm for gathering opinions on
causes cont…..

61
Brainstorming Rules
• Don’t criticize other
people’s ideas.
• Build on other people’s
ideas.
• The more creative ideas the
better.
• Speak freely, there are no
dumb ideas.
62
63
Step 4: Determine the category for
each listed cause

64
Step 4: Determine the category for
each listed cause cont….

65
66
67
68
 3.4 Histogram
Histogram of operation time
ｘ
Lower limit Upper limit

20

15
Frequency

10

0
78 78.2 78.7 79.2 79.7 80.2 80.7 81.2 81.7 82.2 82.7 83.2 83.7 84.2
Operating time(ms)

69
• Histogram or frequency Distribution
Diagram is the most commonly used graph
to show frequency distributions in
convenient class intervals arranged in
order of magnitude.

70
• It is useful in studying patterns or shape of
a distribution and comparing it with
specifications or standard values.

• To find abnormality in a process from the

shape of data distribution.

• It organizes bulk data in an easy manner

easy for understanding.

71
• For large numerical data.
• To compare measurements to process
specifications or limits.
• To analyze what the output from a
supplier’s process looks like.
• To see if a process change has
occurred from one time period to
another.
• To determine whether the outputs of
two or more processes are different.
• To communicate the distribution of
data quickly and easily to others. 72
Constructing a Histogram

73
 Constructing a Histogram cont….
① Gather data （ｎ＝ 50 ～ 200 ）
② Find maximum (L) and minimum (S),
calculate range
（L－S）.
③ Calculate number of bars/intervals （ ）.
④ Decide width of bar/interval (L － S) ／ ）.
⑤ Decide class limit → （ First low class limit = S
－（ measure unit/2 ））
First upper class limit = low class limit ＋
width of range
⑥ Calculate center of interval (median)
⑦ Prepare frequency table and construct
It is better to round width of interval/bar for easy calculation at
histogram.
step No.4. Then number of bars/intervals may change regardless
of step No.3. 74
Range
• Compute the range by subtracting the
smallest value in the data set from the
largest value. The range represents the
extent of the measurement scale
covered by the data.

Range= Largest value –

Smallest value

75
 Determine how many intervals
(No. of bars)
No. of bars = , Where n is number of
data taken
or
If you have Use this
number
this many data(n) of
intervals
Less than 50 5 to 7
50 to 99 6 to 10
100 to 250 7 to 12
More than 250 10 to 76
Interval width

• should be rounded up to the next

higher whole number to come up with
values that are convenient to use.

77
Start and End points of intervals

78
• The horizontal scale across the bottom of the
graph contains the intervals that were
calculated previously.

• The vertical scale contains the count or

frequency of observations within each of the
intervals.

• A bar is drawn for the height of each interval

A histogram
which represents isfrequency
mainly used to analyze of
or percentage a
process by examining the location of the
frequency.
mean value in the graph or degree of
variations, to find a problem that needs to be
improved.
79
 Interpretation
A histogram may be interpreted by asking three
questions:
1. Is the process performing within
specification limits?
2. Does the process seem to exhibit
wide variation?
3. If action needs to be taken on
the process, what action is
appropriate?

80
3.5 Graphs

81
 Uses of Graph
1)To easly visualize figures in form
of pictures and graphs.

2 ） Avoids reading

3 ） Attract attentions of your

managers or stakeholders.

4 ） Easy to create without highly

skilled mathematic knowledge or
painting abilities. 82
 Various Types of graphs
1) Bar chart
2) Line chart
3) Pie chart
4) Radar chart

83
 1) Bar chart
•Bar chart indicates size or amount
of something by length of bar. It is
used to compare magnitude of
correlation of quantities.

84
 1) Bar chart cont…
• The table indicates details of defects occurred
during one month at certain work place.
• It can also be expressed in bar chart as shown in
below.

Defect No.

Caulking 198

Clamping 103

Crevice 72

Contacting 25

Torque 18

85
 2) Pie chart
• Indicate ratio of each fan-shaped part of whole
circle that is considered to be 100%. Useful to
indicate ratio of each category.
• How to make Pie Chart
(1)Collect and arrange data
(2)Rearrange classification in order of size.
(3)Compute ratio, cumulative ratio & angle
of cumulative ratio of each item.
(4)Create a pie chart and insert lines to
divide the circle.
(5)Fill name of each item

86
 3) Pie chart cont…
Items No.of Ratio Cumulative Accu. angle
employee （ mil ） (%) (%)

manuf/const 1,415 22.6 22.6 81

admin 1,244 19.9 42.5 153
special technic 920 14.7 57.2 206
sales 901 14.4 71.6 257
service 748 11.9 83.5 300
farmer/fishery 284 4.5 88.0 317
management 189 3.0 91.0 328
others 564 9.0 100 360

total 6,265 100 100 360

87
 4) Radar chart
• Radar chart consists of lines as
much as items, extending from the
center where distance from the
center indicates values.

• Radar chart is used to show or

check balances between items.

88
 6) Radar chart cont…
How to make
（１） collect and arrange data
（２） draw a circle and divide into numbers of
items to insert mark lines.
（３） draw concentric circle with scales
（４） fill in data
Characteristic of radar charts
（１） check balance between items
（２） check time variation of component ratio
（３） check actual against target of each item
（４） check relation between each item and
average

89
 6) Radar chart cont…..
Result of math test by items
Item Previous Now
Figures and formula 80(%) 90(%)
Function 87 100
Diagrams 48 82
probability and
statistic 65 56
set ・ logic 60 78

90
3.6 Control
Charts

91
 What are Control Charts?
• The control chart is a graph used to study
how a process changes over time. It is
used to analyze a process.

92
 What are Control Charts? Cont...
• A control chart always has a central line
for the average, an upper line for the
upper control limit and a lower line for
the lower control limit
• These lines are determined from
historical data.
• By comparing current data to these
lines, we can conclude if a process
 is in control (consistent)
 or is unpredictable (out of control)
 affected by special causes of variation

93
How to make and utilize Control
Charts?
1. Collect data for a certain period of
time.
2. Plot dots on the chart
3. Examine how they are distributed
or if they are within the established
control limit.
4. Observe variations and analyze the
causes
5. Take some actions to control the
process
6. Standardize various factors,
94
7. Make a control chart again and
 How to make and utilize
Control Charts? Cont…

• If your process is in control, almost all

the data points will be inside those
lines.

95
Example: Size of Pizza

96
 Example: Size of Pizza
cont…
• Pizza Management have to do something.
Average Diameter = 16 inches
Upper Limit = 17 inches
Lower Limit = 15 inches
• Pizzas within specifications were
acceptable.
• One abnormally small pie is “uncommon”.
• Should be examined for quality control.

97
3.7 Scatter
Diagram

98
 What are Scatter Diagrams?
• A scatter diagram shows the correlation
between two variables in a process. Also
called scatter plot, X–Y graph.
• If the variables are correlated, the points will
fall along a line or curve. The better the
correlation, the tighter the points will hug the
line.

99
 Examples
• To identify the correlations that might exist
between a quality characteristic and a
factor that might be affecting it.
• Relationship between temperature of a
steel material and its tensile strengths.
• Relationship between visit made by a
salesman and volume of sales.

100
 How to make Scatter Diagrams

1. Decide which paired factors you want to

study their relations.
2. Collect at least 30 pairs of data.
3. Find the highest and lowest value for both
variables. To decide the scales of horizontal
and vertical axes.
4. Draw on the y-axis (dependent variable or
effect) & on x- axis (independent variable or
cause).
5. Plot the data (If two dots fall together, put
them side by side, touching, so that you can
see both.)
6. Title the diagram
101
 How to read scatter Diagrams
• Positive • No correlation:
correlation: y where x and y have
increases with x. no particular
relation.

• Negative
correlation: y
decreases with x

102
 Scatter Diagrams
Positive Negative
correlation correlation

4.5
4.5
4
4
3.5
3.5
3
3

特 性 BB
2.5
2.5

Characteristic value
Pressure keeping
保圧

2
2
1.5
1.5
1
1
0.5
0.5
0
0
0 5 10 15 20 25
0 5 10 15 20 25
質量 特 性 A value A
Characteristic
Weight

103
 Scatter Diagrams
Scatter chart including abnormal
data Scatter chart without correlation

4.5
5
4 4.5
3.5 4

Characteristic value B
3 3.5
Pressure保keeping

特 性 値 B
2.5
圧

2.5
2
2
1.5 1.5
1 1
0.5 0.5

0 0
0 5 10 15 20 25 0 5 10 15 20 25

質 量 特 性 値 value
Characteristic A A
Weight

104
 How to read scatter Diagrams
Cont…
• You may occasionally get scatter diagrams in a
sweeping form that look boomerang- or
banana-shaped.
• To analyze the strength of the correlation,
divide the scatter plot into two sections.
• Treat each half separately in your analysis

105
 Stratification
Stratification is a technique used in
combination with other data analysis
tools. Stratification is grouping and
categorization.

When data from a variety of sources or

categories have been lumped together, the
meaning of the data can be impossible to
see. This technique separates the data so
that patterns can be seen.
106
 Stratification
Eg. Data from Machine A & B

A and B
mixed

107
 Stratification
・ Workplace ・ Group ・
Production line
・ Operator ・ Years of experience
・ Age
・ Product ・ Parts
・ Lot
・ Working shift （ daytime/night ）
・ Machine
・ Material ・ Day of the week
・ Time
・ Process related problems ・
performance problem
・ market problems ・ 108
 Stratification
A prerequisite to stratification is the data
must be reliably managed, i.e.,
-- the production date,
o number of units produced,
o the number of lots,
o information about the materials,
o the production machinery name,
o the name of the person-in-charge,
o quality level, and other data must be clearly known.

109
 To Summarize
Tool Function
Check sheet Efficient Data Collection
Pareto Analysis Focus and Prioritize on major problems
Cause-and-Effect Identify relations among cause and effect
Diagrams

Histograms To see the distribution of data

Graphs Pictorial representation of data

Scatter Diagrams Correlation of a pair of variables

Control charts To find abnormalities and identify the

current status

110
 PART TWO
PROBLEM SOLVING
TECHNIQUES AND
STEPS
 QCC Techniques
 QC Circles are strongly recommended to use other problem-
solving and idea generation techniques such as
 Brainstorming
 Why-why approach
 5S
 3Mu
 5W1H
 4M1E
 Theme selection
It will be impossible to get everyone's full
cooperation or to attain optimum results if
management forces a theme on a QC circle
or if the leader arbitrarily decides on a
theme.
It is essential that QC circle take the time it
needs to examine the candidates and to
enable a consensus to emerge on what the
most important, feasible problem is.
 Cont…
1. Search problems
 collect specific problems that all the members
understand and then to go through this collection
for the best problem.

 Find a way to record problems as they occur in

day-to-day operations.
 Listen carefully to each person.
 Consult with management and ask them to point
out problems.
 Discuss the candidate problems thoroughly until
everyone agrees on which problem to tackle.
2. Looking problems
A "problem" is the difference between what you want to be and
what you are-the difference between the ideal or target status and
the actual current status.

Ideal
current
situations
situations
 Key points in looking problems
 Focus on the problems all around you.
 Look at how company policies apply to your workplace
and identify problems that your QC circle can handle.
 Ask the people involved in the next downstream process
for their ideas. What would they like to see you do
differently?
 What complaints do they have? How could you make
life easier for them?
 Review the list of problems remaining from previous QC
circle activities.
 Identify and record problems
 It is important that you record problems when
they occur or as soon as they are identified.
Letting them go until later will mean they are
forgotten. At least problems that are not
recorded right away have less immediacy and
tend to get slighted later on.
 Identify problems through brainstorming
Describe the problem in specific terms
o Do not use abstract statements to describe the problem. Make
the description as specific as possible. Use data and other
means to avoid generalizing.

Organize and focus on problems

o Use a theme selection matrix and other means to prioritize.
Select a high-impact theme that is important to your work--
one where you will see results when it is solved.
 Evaluate problems in terms of durability
o Does working on this problem allow all the members of the QC
circle to participate?
o Is the cause of this problem within the QC circle's area of
competence? Is this something where the circle has
responsibility?
o Can this problem be solved if everyone works to the fullest?
Will it give everyone chances do his/her best, to stretch a bit,
and to see results?
 2: Methods to grasp the current status o
f the problem
 In fact analysis you clarify the impact of the problem
Narrowing down themes with a WBA board

Write down small problems

that occur in daily work and
display the problem as a W
"Why card" on the WBA Why
board.
card Anyone who is able to propose a
specific corrective action plan
B writes it on an "Action card"
Anyone who is able to Becaus and posts it on the WBA board.
identify a cause writes it on
a "Because card" and posts
e
it on the WBA board. Card A
Action
card
 3: Establish Activity Plan
1. Problem Confirmation
QC circle practitioners have long realized that "no activity is
possible without a plan, no examination is possible without
activity, and no growth is possible without examination."
2. Define the extent of the problems
2.1 Select a high priority problem
The choice of a high priority problem is based on the
data collected in step 1.If data is not readily available, the
QC Circle can use a matrix diagram to arrive at a high
priority problem.
2.2 Define the extent of the problem
The extent of the problem must be defined in
quantifiable terms.
Example:
From January to March 2002, 30 percent of the
orders were not processed correctly.
 Set the activity schedule
 An action plan is crucial if you are to conduct your activities
on your own and to conduct a good examination.
3.1 Draw up the action schedule
o Schedule completion dates for each of the problem-solving
steps in the action plan.
o Incorporate items carried over from previous activities into
the action plan.
o The date each step is completed should be filled in on the
schedule alongside the scheduled completion date.
3.2 Assign responsibilities
Assigning responsibilities is an important part of energizing your QC
circle activities.
o Determine the responsibilities in the action steps.
o Assign the QC circle management responsibilities.
o Let people take the initiative and volunteer for
responsibilities.
o Look at each person's character strengths and skills
o Experience means growth, and it is important that
activities be organized and conducted so as to help
everyone grow.
 4: Analyze causes of a problem
1. Cause analysis of the problem using 4M
Cause analysis means seeking the causes for the variability
identified in fact analysis. One common approach is to
formulate a hypothesis, narrow the factors down, verify them
with facts, and slowly work your way down to the underlying
causes.
1.1 List all possible causes of the problem
Steps of cause analysis:
Step-1: identify and define the effect
Step 2 : Using a chart pack draw the SPINE and
create the EFFECT box.
Step 3: Identify the main CAUSES contributing to
the effect being studied.
Step 4: For each major branch, identify other specific
factors which may be the CAUSES of the EFFECT.
Step 5: Identify increasingly more detailed levels of
causes and continue organizing them under related
causes or categories.
2. Root cause analysis
Steps 1 - Analyze the diagram.
 Look at the “balance” of your diagram, checking for
comparable levels of detail for most of the categories.
 Look for causes that appear repeatedly.
 Look for what you can measure in each cause so you can
quantify the effects of any changes you make.
 Most importantly, identify and circle the causes that you
can take action on.
Step 2: Select root causes
Step 3: Select most critical root cause
Among the root causes, the Circle selects the one that is
most directly related to the problem. Voting can be used to
decide which root cause to work on.
Step 4: List all possible ways to eliminate the most critical root
cause.
The QC Circle brainstorms to generate ideas from the
members using creative techniques.
Step 5: Select a best solution
The QC Circle can use matrix diagrams to select the best
solution.
 3. Setting countermeasures
 Plan corrective actions for each confirmed
cause.
 Do not worry about the practicality of the
countermeasures actions at this point. Come up
with a wide range and large number of
suggestions.
 Put the priority on those actions that your circle
can implement on its own authority.
 Narrow down the countermeasures action plans
and focus on the one(s) you want to implement.
 Actively ask management and staff opinions.
 5: Testing and implementation of countermeasures

• After causes are identified, countermeasures are

examined, evaluated, and selected.
• Aims to correct the root causes and to establish measure
prevent the reoccurrence of the problems.
 6: Assess Effectiveness of the solution

1. Tangible and intangible results

Identify tangible and intangible results
o Tangible results are those that can be quantified, like

when a defect rate is reduced by a certain percent.

o Intangible results on the other hand are those that

are qualitative, like when teamwork among the

members is improved.
Example
 7: Standardize and sustain operation
1. The concept of standard operation procedure (sop)
Standard: defines the acceptance criteria for judging the quality of
an activity. In the Kaizen context Standards refers to rules,
procedures and guidelines for activities carried out in the workplace.
Standardization: Formulation, publication, and implementation of
guidelines, rules, and specifications. It is Process
 Category of Company Standard

Feedback
(Time, quality , cost)
Standard of
results

Process (Result)
Material Input Output
Processing/Inspection Product
Parts

Design Equipment Technology

Specificatio Energy Manpower
n
(Factor)
Standard of
4M+E
KAIZEN and STADARDIZATION
 Three Elements of Standard Operation

1.Takt time
2.Operating Procedure
3.Standard in process stock

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 TAKT TIME
• The rate at which the end product or service must be
produced and delivered in order to satisfy a defined
customer demand within a given period of time.

• Is the time that is allotted for making one unit of

product.
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 Takt time con’t…..

Takt time = Available work time per day

unit demanded per day

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Example If a process runs 24 hours a day with 2 hours
stoppage and the market demand is 220 entities per day
then:

Takt time = ((24-2)x60) minutes

220 units
= 6minute per unit.

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 Takt Time Calculation
Exercise:
Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift
4 Week Customer Requirements:
Week 1 = 6000 units
Week 2 = 5800 units
Week 3 = 6200 units
Week 4 = 6000 units

Takt Time = ?
 Takt Time Calculation Exercise:

• Work Unit 3000 (Two shift operation) 2 - 10’ breaks/shift

• 4 Week Customer Requirements: 24,000/20 days = 1200

• 2 x 8 hrs. = 16 hrs. x 60’ = 960’ - 40’ breaks = 920’

• 920’ x 60” = 55,200”

• Takt Time = 55,200”/1200 = 46”

• Cycle time is the actual time taken to produce one unit of
product.
• Takt time concept aims to match the pace of
production with customer demand.
Start of Operation Standard
Takt Time

Cycle Time (1)

Cycle Time (2)

Waiting Delay
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 Problems Caused by Late and Ahead Tact time production
• Late Takt time production
 Dissatisfied customer
 Rushes and overburdens
 In process waiting
• Ahead of Takt time production
 Overproduction
 Idle time
 Inventory
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 Standard in Process Stock

Minimum Number of Goods In-process Required

 It is the minimum quantity of parts always on
hand for processing during and between sub-
processes.
 It allows workers to do their jobs continuously in
a set sequence, repeating the same operation over
and over in the same order
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 Standard Operation Sheet

Standard operation sheet is a document that describes the

standard operation of a Specific operation.

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03/02/2025 151
 Procedure Standard Operation Sheet
1. Enter the layout of facilities and pallets in the sheet.
2. Observe the target operator closely.
If the “waiting” is expected during operation, it is also necessary to
decide the point of waiting and the timing to resume the
operation.

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 Procedure cont…

3. Enter operator’s movement using numbers and flow

lines in line with the procedure.
4. Record work elements and time measured in numerical
order.
5. Enter the quantity of Standard In-Process Stock (*) in
the bottom of the format

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 Procedure cont…

6. Enter the items about quality inspection and safety

operations in symbols, if any.
7. Enter the information necessary to help control and make
follow up actions afterwards.

03/02/2025 154
 Steps to Standardization
1. Identify and set a standard
2. Ensure everyone in organization understand & commit to the
standard.
3. Confirm the standard is reasonable & fair.
@ Continuous Improvement is needed:
 Increased competition.
 Customer demands for lower prices.
 Expectations for higher quality.
 Changing technologies.
 Need for improved participation and self-direction.
 Wider base of knowledge.
 Safer, better workplace.
 Zero accidents.
 Standard operation and its benefits
• It deals with detailed procedures to perform an operation
efficiently by anyone assigned for the task.
• An efficient production system which eliminates wasteful
procedures by bringing together a number of jobs focused on the
movements of workers.
• In the KAIZEN context standard operation means creating a
consistent way that an operation or a task is performed so that
anyone can perform it.
Standard Operation Sheet” is subject to change after examining
the effects of the corrective measures at the working site discussing
with operators there.
Principle of Standard Formation
 Enhanced: Standard of Improved situation.
 Acceptability: Acceptable Standard to all employees.
 Practicality: Easy to Implement Standard.
 GOD BLESS
ETHIOPIA

Galatoomaa
_Thank You