7 QC

-A Systematic Approach to Problem

Solving

The Problems We Face ...

Though We face a lot of problems in our
day to day life, how many times are we
able to take effective decisions ?
There are times when we take effective
decisions but are they timely?
Do we always take decisions that result
in total elimination of the problem?

Solve the problem timely

and effectively...
Use data and statistics for decision
making
Dont eliminate the symptoms eliminate
the cause
You cant eliminate all causes, so
prioritize your actions
Ten Heads are better than One.
Always re-check your corrective action

Data and Statistics

The word Statistics implies data and data
reflects fact
for a situation to be correctly analyzed and control
to be realized, data must be collected carefully
and accurately.
The intent and purpose for which the data is
collected should always be clear.
eg. to control the production process, to see
the relationship between cause and effect to
determine the strength of materials etc.
Data may appear in two forms:
Non-Numerical (Attribute)
Numerical (Variable)

Non-Numerical Data
TECHNIQUES

APPLICATION

AFFINITY DIAGRAM

To Organize Into Groupings A Large

No. Of Ideas, Opinions Or Concerns
About A Particular Topic

BENCHMARKING

To Compare a Process against those of

Recognized
Leaders
to
Identify
Opportunities
for
Quality
Improvement.

BRAINSTORMING

To Identify Possible Solutions to

Problems & Potential Opportunities For
Quality Improvement.

Non-Numerical Data
Contd
TECHNIQUES

APPLICATION

CAUSE AND EFFECT

To Facilitate Problem Solving From

Symptom To Cause To Solution.

DIAGRAM
FLOW CHART

To Describe An Existing Process/to

Design A New Process

TREE DIAGRAM

To Show The Relationship Between A

Topic And Its Component Elements.

Numerical Data8
TECHNIQUES

APPLICATION

CONTROL CHART

Diagnosis : To Evaluate Process Stability

Control : To Determine When A Process
Needs To Be Adjusted And When It Needs To
Be Left As Is
Confirmation : To Confirm An Improvement
To A Process

HISTOGRAM

- To Display The Pattern Of Variation Of Data

- To Communicate Visually Information About
Process Behavior

Numerical Data Contd

TECHNIQUES

APPLICATION

PARETO

- To Make Decisions About Where To Focus

Improvement Efforts
To Display In Order Of Importance, The
Contribution Of Each Item To The Total
Effect

SCATTER DIAGRAM
To Discover & Confirm Relationship
Between Two Associated Sets Of Data.
- To Confirm Anticipate Relationships
Between Two Associated Sets Of Data

7 BASIC PROBLEM
SOLVING TOOLS

BRAINSTORMING
BRAINSTORMING

IS

TECHNIQUES

FOR

TAPPING THE CREATIVE THINKING OF A TEAM

TO GENERATE AND CLARIFY A LIST OF IDEAS,
PROBLEMS OR ISSUES.

3 Phases of Brain storming

Creative Phase
Analytical Phase
Recommendatio
n

BRAIN STORMING PROCEDURE :

Identify a Facilitator.
Clearly State the Purpose of the Session and topic.
Allow all members two minutes to write down whatever comes to
mind.
Let Each Team Member Take in Turn State a Single Idea Until No
More Ideas Are Generated (Team Members May Build on Others Idea)
At This Stage, Neither Criticize nor Discuss the Ideas
Record Ideas Where All Team Members Can See Them
Analyze All Ideas for their applicability
Where in doubt ask the suggester for Clarification.
Arrive at the workable set of ideas and use them.

CHECK SHEET
- Make it easy to compile data in such a

form that they may be used readily and

analysed automatically
- To collect data in a systematically and
easy manner for understanding status,
analyse and monitoring of process and
making decisions on acceptance or
Rejection/Rework of Products.

PURPOSE

Understand to answer the question.

How often the events happened ?

- Starts the process of translating

opinion into facts i.e. it answer the
basic question how often in what
category.

During Problem definition

To Monitor implemented
solution.

Kind of Check Sheets

i. Production / Process distribution check
sheet
ii. Defective item check sheet
iii. Defect location check sheet
iv. Defective cause checks
v. Check-up confirmation checks
vi. Others.

Defect Location Check

Sheet

Defective Cause Check Sheet

PRODUCTION CONTROL CHECK SHEET

Defective item Check Sheet

METHODOLOGY
These are six simple steps to draw a check sheet :
1.

Purpose

2.

Time Period

3.

Variety of information

4. Stratify the Parameters (M/C wise, Shift

wise, Operator wise, Supplier wise etc.)
5.

Design the Check sheet

6.

Record Data

BENEFITS
Identification the causes of failure
Actions on the basis of evidence, not
feeling.
Involving people in Quality Movement.
Simple method of data collection that
can be easily understood and applied in
a wide range of areas.

GRAPHS
Are visuals displays of data which
are used to organize and
summarize the data
Can be used effectively and easily
for identifying the problem area,
illustrating current and new,
improved situation

TYPES OF GRAHPS
LINE GRAPH
BAR GRAPH
PIE CHART

LINE GRAPHS
Primarily used for comparing the data, identifying
problem areas and outlining any patterns in the data

Methodology
Choose variables to be measured
Collect data
Label scale X and Y axis
Plot the Data and connect the data
points with straight lines

BAR GRAPHS
Used primarily for comparison purposes
Histogram and Pareto Chart are special
form of Bar Chart

Methodology
Same as Pareto and Histogram

PIE CHARTS
Used for comparing relative
magnitude and contribution to the
whole

HISTOGRAM

To display continuous data collected by check sheets

so that any patterns can be discovered.
Display the pattern of variation
- Patterns of variations are difficult in simple table.
Frequency distribution charts
Graphical Representation of frequency distribution to
study shape, spread and central value of measured
data such as diameter, thickness, length etc.
Estimate percentage non conformance and to see
whether it is due to setting or variability . Also to see
effect of changes in Process Parameters on Processes.

HISTOGRAM
Communicate visually information about Process
behaviour. Simplest and best techniques to analyse
and
display for easy communication.
-

- Make decision about where to focus improvement

efforts.
- The data are displayed as a series of Rectangles of
equal
width and varying heights
- Also known as Bar Chart. It shows a comparative
characteristics by the length of bar over the
dimensions

WHEN TO USE
- At the early stages of Problem solving when a
Person / team is trying to find out what is
happening.
- When a general pattern of figures have to be
highlighted rather than true absolute figures. To
know how overall Process looks like.
- To identify root causes
- To compare the Process Performance before and
after corrective action is initiated
- When in shortest time maximum clarity of
communication to be achieved

HOW TO USE
- Collect the data values
- Find out minimum & maximum value in the data
- Compute the range R=Max-Min
- Determine the no. of intervals in the Histograms
No. of Observations No. of intervals (k)
Less than 50
5 to 7
50 to 100
6 to 10
101 to 250 7 to 12
More than 250
10 to 20
- Divide Range into class intervals to determine the
width of each interval H=R/k - Round figure
- Decide the class intervals, class boundaries and mid
points
- Go through the observations and make the tally marks
- Count the frequencies in each class

- Mark the horizontal axis (X-axis) for class

intervals and Vertical axis (Y-axis) for
frequencies
- Draw the histogram of each interval equal
to the no. of data values (frequencies) that
fall within the interval

Different Shapes of Histograms :

Bell Shaped

Comb -

Method
of taking reading is
not standardize

Isolated peaked /
Cliff like

Double peaked

Skewed

Plateau

- Edge of

Truncated

feature of components
i.e. wear over the period
of time

Edge peaked

Histogram
Metal Block Thickness (in MM)
DATA N=100

3.45 3.48
3.56

3.5 3.42 3.43 3.52 3.49 3.44

3.5 3.52 3.47 3.48 3.46

3.37 3.47 3.49 3.45 3.44

3.52 3.44
3.48 3.32

3.5

3.5 3.56 3.38

3.5 3.49 3.46 3.46

3.5 3.45 3.44 3.48 3.46 3.52 3.46

3.4 3.52 3.34 3.46 3.43 3.3 3.46

3.63 3.59 3.47 3.38 3.52 3.45 3.48 3.31 3.46

3.54 3.46 3.51 3.48

3.5 3.68

3.6 3.46 3.52

3.5 3.56 3.5 3.52 3.46 3.48 3.46 3.52 3.56

3.48 3.46 3.45 3.46 3.54 3.54 3.48 3.49 3.41
3.45 3.34 3.44 3.47 3.47 3.41 3.48 3.54 3.47

Histogram
1

3.275-3.325

3.325-3.375

3.375-3.425

3.425-3.475

32

3.475-3.525

38

3.575-3.625

10

3.575-3.625

3.625-3.675

3.675-3.725

Largest Value = 3.68

Smallest Value = 3.30 2
Range = 3.68-3.30
= 0.38
K =10
H = (3.68-3.30)/10
= 0.038
~ 0.05

INTERPRETATION OF HISTOGRAM
-

# of classes (in Histogram) determine how much of a

pattern will be visible

- some Processes are naturally skews : dont expect every

distribution to follow a bell shaped curve
- Get suspicious of the accuracy of the date if the classes
suddenly stop at a point without some previous decline
in no.
- Always look for twin peaks indicating that the data is
coming from two or more different sources eg. shifts,
m/cs etc..

BENEFITS
- Histogram is an important Quality
Improvement tool. The Pictorial summary of
the data conveys excellent information
about the process. As power lies in its
picturisation.
- Histogram are a simple visual way of viewing
data that highlights non-normal situations.

CAUSE AND EFFECT DIAGRAM

After collecting data, the preparation of
histograms can reveal that items seemingly
produced in exactly the same way can turnout
differently. In many of the cases, this
dispersion occurs because of differences in
- The Men/Operator
- The Tools, Machinery or Equipment
- The Work Method or Process
- The Material
- The Environment

- used to analyse and communicate cause and effect

relationship
- Cause and Effect diagram is an investigating tool
- Used for thinking thorough and displaying
relationship between a given effect and its potential
causes
- Explore and display all of the possible causes of a
specific problem or condition. The causes are
organized into major categories and sub-categories
so that the display resembles a skeleton of a fish.
Hence the tool is known as a Fishbone diagram

WHEN TO USE
- To find Potential solutions to a problem
and is looking for the root cause
- Analyse the causes to trace the real or
root causes.

METHODOLOGY
1. State the problem
2. Write the Problem on the right. Draw a broad arrow
from the left to the right
3. Writhe the main factors (Use 4M and 1E) which may be
causing the problem, directing a branch arrow to the main
arrow.
4. Using brain storming techniques list various causes
under each main diagonal lives to represent possible
causes.

5. The ideas collected during Brain storming are

critically
examined to identify the important ones. These are
than
circled. At this stage ideas that are not found
relevant
are struck off and new ones may be added.
6. The most probable causes are revoked in order of
importance.
7. After identifying true causes, again Brain storming
technique can be used to suggest ways to solve the

Exercise on Cause and Effect

Diagram

Late Arrival at Punch Booth inside

the Plant

PARETO ANALYSIS
- Special form of vertical bar graph which help us to
determine which Problem to solve in what order. For
ranking items from the most frequent to the least
frequent.
- Rank improvement opportunities
- Display the contribution of each item to the total effect
in order of importance
- Pareto Principle states that just a few of items often
account for most of the effect.
- Pareto Chart help us our attention and efforts on truly
important problems based on data collected in the
Check Sheet.

- In Problem solving techniques pareto analysis has special

significance. Worlds 35% of the quality related projects use
this quality improvement tool only.
- 80:20 Rule
- 80% of defects arose because of 20% of causes. 80% of
bebts arose due to 20% of customers etc.
- The presentation of data has two measures, frequencies of
occurrences and
the Cost/Value.
- Analysis based on both of these measures have their utility.
Frequency helps in reducing the over all no. of defects and
thus raising the morale of plant operator.
- Analysis using cost will be necessary to seek solution to
those cause which give rise to greatest cost and hence the
greatest potential savings.

1. List all the elements in the order they occur

2. Measure the elements - Measurement may
be in cost, frequency, number or amount.
3. Rank the elements - Ordering takes place
according to the measures and not to its
classification and draw
4. Compute cumulative distribution

5. Draw Pareto curve - joining the cumulative

frequency points
6. Interpret the Pareto curve
7. It is useful to add to the pareto plot a
vertical line as 20% of cumulative number of
element, and horizontal line at 80% of cumulative
percentage of measures

Example on Pareto Analysis

Number Inspected = 2165
Defective items
Caulking
Fitting
Connecting
Torque
Gaping

No of defectives
198
25
103
18
72

Total 416
Draw Pareto Diagram and comment

Scatter Diagram
Quality Problems sometimes require a study of the relationship
between two or more variables

Used in analysis include forecasting and prediction, determining the

important variables influencing some result and locating optimum
operating conditions

Scatter Diagrams
Show degree and direction of relationship
between two variables
Determine contribution of cause to effect
Use regression to quantify relation

Scatter Diagram
+ ve Correlation

- ve Correlation

+ ve Correlation may be present

- ve Correlation may be present

No Correlation

Scatter Diagram
Clearly defining the objectives of the Study.

(definition of the dependent or response variable and the independent variables tha
are thought to be related to the dependent variables)

Collect Pairs of data Values

Plot One variable versus another
Calculate the regression Equation
Study the equation to see how well it fits the data
Provide measures of the Precision of the Equation

Control Charts

Investigate stability of a process

Know whether its a signal or noise

Confirm improvements
Do not confuse process limits with spec
tolerances!

Control Charts

X Chart

R Chart
X Bar Chart
p Chart
c Chart

% non confirming product

No. of Non conformities

u Chart

No of NC/unit of Product

np Chart

Avg No. of Defects in one sample

Quality Control Tools

7 QC Tools

7 MP Tools

Reactive based on

Proactive based on

results

process

Fixes problems

Prevents problems
and creates satisfaction

Quantitative

Qualitative

Statistical

Language based data

Can be used by

Managerial tools for

people in

planning

Histogram
The Following data represent the measurements of m/c parts
produced by lines A and B. The tolerance limits are 150+/- 0.05mm
make a Histogram and investigate the relationship between the
parts from lines A and B and the boundaries. The Values were arrived
at by subtracting 150 mm from measured values and then multiplying
by 100

Histogram
B line

A line
1
1
1
2
0
0
-1
2
4
4

3
3
2
3
1
3
4
1
5
3

2
3
0
3
0
3
2
1
5
-2

3
4
1
3
5
2
4
4
3
2

5
-1
2
2
3
0
-1
1
1
3

4
4
-1
2
2
5
0
7
4
6

-1
-5
0
-3
0
-1
-1
0
2
-4

1
2
0
0
1
0
1
-5
-1
-1

-4
3
2
-3
0
-1
1
-2
-4
-3

-2
-1
0
1
-4
-3
0
-3
-1
0

-1
-2
1
0
-2
1
-1
3
-2
1

0
-1
-6
-2
2
-2
2
-6
-2
-3

Cause and Effect Diagram

Cooking rice is very similar to a production process in a factory.
The rice (Raw material) is washed (Pretreatment); then, in a pot
(Equipment), it is heated and steamed (Second treatment). Make a
Cause and Effect Diagram showing the steps necessary to cook
god tasting rice.
Raw Material (Rice)
Pre -Treatment

Cooking Delicious
Rice

Equipment (Pot)

Second Treatment

Graph
Below you will find data defectives collected during the
production process in the month of April by a certain
electrical manufacturer (Producing mainly stereo equpt.)
1. From this data, make a pie diagram. A bar graph and a
Pareto diagram of the respective items and the responsible
sections
2. Analyze the information drawn from the data

Graph
Item
Vacuum tube
Pilot Lamp
Transister
Neom Tube
Speaker
Coil (A)
Rotary Switch
Volume Control
Carbon resistance
Diode
Condensor (C)
Trnsformer (B)
Condensor (D)
Variable Condensor
Condensor (A)
Condensor (B)
Headphone jack
Transformer
Coil (B)
Six Spool Trimer
Coil
Seesaw Switch
Solid State resistor
Transformer (C)
Slide Switch
Printed Circuit
Composite parts
Others

Number responsible Section

327
240
176
105
90
61
21
15
14
14
12
10
9
8
50
45
43
36
33
31
8
8
8
7
6
2
1
23

Electronics Subsidiary A
Purchasing Section
Electronics Subsidiary B
Purchasing Section
Speaker Plant
Coil Plant
Assembly Parts Plant
Volume Control Maker
Resistor Plant
Electronics Subsdiary B
Purchasing Section
Transformer Plant
Purchasing Section
Purchasing Section
Condensor Plant
Condensor Plant
Purchasing Section
Coil Plant
Coil Plant
Purchasing Section
Coil Plant
Assembly Parts Plant
Solid state Registor plant
Transistor Plant
Assembly Parts Plant
Printed Circuit Plant
Ceramic Plant