7qc Tools Test

7QC Tools
7 QC TOOLS
Q7T/PPT- 1
7QC Tools
Types
Types of 7QC tools

Check Sheet Check Sheet Pareto Diagram Pareto Diagram Cause & Effect diagram Cause & Effect diagram
7 QC Tools 7 QC Tools
Graph &Control charts Graph &Control charts Histogram Histogram Scatter Diagram Scatter Diagram Stratification Stratification
Q7T/PPT- 2
7QC Tools
Check sheet
Check sheet
Q7T/PPT- 3
7QC Tools
Check sheet
What is a check sheet? Why is a check sheet necessary?
Q7T/PPT- 4
7QC Tools
Check sheet
Check sheet
Check sheets are forms used for standardizing checking results of work verifying and collecting data
Q7T/PPT- 5
7QC Tools
Check sheet
Types of Check Sheet

Indiscrete value such as height, Indiscrete value such as height, weight, length, time & temp., Etc. weight, length, time & temp., Etc. Discrete value such as no. Of Discrete value such as no. Of recording errors, no. of Item sold recording errors, no. of Item sold & Rejections etc. & Rejections etc.
Measured Measured Data Data Point Scale Point Scale Data Data
Counted Counted Data Data
Check Sheet
Ordered Ordered Data Data
st nd st nd Order 11 , ,22 Order Very Good, Good, No Good Very Good, Good, No Good Type - -Type
Primary Primary Data Data

YES NO or YES / /NO or X Type / /X - -Type
Point, Point 11Point, 22Point etc. etc.
Q7T/PPT- 6
7QC Tools
Check sheet
Example of check sheet

Defect check sheet
Month ,day Component 1 2 3 4 5 6 7 8 9 10 4/1 2 3 4
No. of defects
Q7T/PPT- 7
7QC Tools
How to prepare check sheets? Clarifying the objective Determining the type of check sheet to use Deciding which items to check Creating the check sheet Recording the data Tallying the data Examining the check sheet
Q7T/PPT- 8
7QC Tools
Check sheet
Check points for check sheets preparation

Below items can be added , as necessary 1. The purpose of the checks 2. The items being checked 3. The methods of the checks 4. The dates and times of the checks 5. The person to perform the checks 6. The results
Q7T/PPT- 9
7QC Tools
Pareto
Pareto diagram
Q7T/PPT- 10
7QC Tools
Pareto
Do you remember this? (14th March 2001 - Eden gardens )
Q7T/PPT- 11
7QC Tools
Pareto
Do you remember this? (14th March 2001 - Eden gardens )
Q7T/PPT- 12
7QC Tools
Pareto
Now lets look at the second innings score board: India SS Das S Ramesh VVS Laxman SR Tendulkar SC Ganguly R Dravid N R Mongia Zaheer Khan Harbhajan Singh hit wicket b Gillespie c ME Waugh b Warne c Ponting b McGrath c Gilchrist b Gillespie c Gilchrist b McGrath run out b McGrath not out not out Total
Q7T/PPT- 13
39 30 281 10 48 180 4 23 8 657
7QC Tools
Pareto
When we observe which batsmen got the maximum runs we can see that Laxman & Dravid got 461 out of the 657 runs. That is about 70% of the runs. 22% of the 9 batsmen who batted got 70% of the runs!
Lets now observe the Australian 2nd innings score card
Q7T/PPT- 14
7QC Tools
Pareto
Australia M Hayden M Slater J Langer M Waugh S Waugh R Ponting A Gilchrist J Gillespie S Warne M Kasprowicz G McGrath
lbw b Tendulkar c Ganguly b Harbhajan c Ramesh b Harbhajan lbw b Raju c Sub B Harbhajan c Das b Harbhajan lbw b Tendulkar c Das b Harbhajan lbw b Tendulkar not out lbw b Harbhajan Total
67 43 28 0 24 0 0 6 0 13 12 212
Q7T/PPT- 15
7QC Tools
Pareto
Who got the wickets?
O Zaheer Khan V Prasad Harbhajan Singh V Raju S Tendulkar S Ganguly

Q7T/PPT- 16
M 4 1 8 3 3 0
R 30 7 73 58 31 2
W 0 0 6 1 3 0
8 3 30.3 15 11 1
7QC Tools
Pareto
When we observe which bowlers got the maximum wickets we can see that Harbhajan & Tendulkar got 9 out of the 11 wickets. That is about 80% of the wickets. 30% of the 6 bowlers who bowled got 80% of the wickets!
This illustrates the Pareto principle
Q7T/PPT- 17
7QC Tools
Pareto
Pareto Vilfredo Pareto was an Italian engineer in the 19th Century who studied the number of people in various income classes & declared 20% of the people own 80% of the countrys wealth; 80% of the people own 20% of the countrys wealth
Q7T/PPT- 18
7QC Tools
Pareto
Pareto Principle Pareto principle holds good to the present day in various applications A few causes lead to many defects; many causes lead to few defects. The few causes that lead to many defects are the vital few. The many causes that lead to few defects are the trivial many.
Q7T/PPT- 19
7QC Tools
Pareto
Get to the biggest problems first Solve the vital few
Q7T/PPT- 20
7QC Tools
REMEMBER
The most frequent or most costly events are not always the most important.
e.g.
Two fatal accidents deserve more attention than 100 cut fingers.
Q7T/PPT- 21
7QC Tools
Pareto
Creating a Pareto Diagram

Steps 1. Collect data 2. Arrange data in the descending order 3. Calculate the relative % for individual data 4. Calculate the cumulative % for individual data 5. Draw a graph with scales on both axis 6. Draw bar chart based on data
200 175 79 150 125

In nos
84 73 65.5 55.5
88
91
93.5
95.5
97.5
98.5
99.5
100 100
75
100 75 50 25 0
Others Stores Factory production Personnel Materials Finance Service Quality Manufacturing Planning Marketing Research & Development Plant Maintenance Production Engineering Information Systems
50 66
33 45 20 25
15
12
10
1 0
Dept
7. Using cumulative % data, draw cumulative curve 8. Identify the VITAL FEW (thumb rule > 70%)
Q7T/PPT- 22
In %
7QC Tools
200
Pareto
STEP 1
Data collection through check sheet

Period : Week No. 45 To 50 No. Of External Phone Calls
Sl.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Quality Service Marketing Plant Maintenance Factory production Manufacturing Planning Stores Personnel Materials Finance Research & Development Information & Systems Others Department Production Engineering No. Of cells regd. 10 2 12 45 20 2 1 5 8 66 15 4 6 4
175 79 150 125

In nos
84 73 65.5 55.5
88
91
93.5
95.5
97.5
98.5
99.5
100 100
75
100 75 50 25 0
50 66
33 45 20 25
15
12
10
1 0
Dept
Q7T/PPT- 23
In %
7QC Tools
200 175
Pareto
84 79 150 125
In nos
88
91
93.5
95.5
97.5
98.5
99.5
100 100
STEP 2
Arrange data in the descending order

No. Of External Phone Calls
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14
73 65.5 55.5
75
100 75 50 25 0
50 66
33 45 20 25
15
12
10
1 0
Dept
Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores Research & Development Others Quality Factory production Manufacturing Planning
No. Of cells reqd.

66 45 20 15 12 10 8 6 5 4 4 2 2 1 200
Q7T/PPT- 24
In %
7QC Tools
200 175
Pareto
84 79 150 125
In nos
88
91
93.5
95.5
97.5
98.5
99.5
100 100
STEP 3
Calculate the relative % for individual

No. Of External Phone Calls
Department
73 65.5 55.5
75
100 75 50 25 0
50 66
33 45 20 25
15
12
10
1 0
Dept
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Nos.
66 45 20 15 12 10 8 6 5 4 4 2 2 1 200
Relative %
33.0 22.5 10.0 7.5 6.0 5.0 4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5
Q7T/PPT- 25
In %
7QC Tools
200 175
Pareto
84 79 150 125
In nos
88
91
93.5
95.5
97.5
98.5
99.5
100 100
STEP 4
Calculate the cumulative % for individual

Data No. Of External Phone Calls
Department
73 65.5 55.5
75
100 75 50 25 0
50 66
33 45 20 25
15
12
10
1 0
Dept
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Nos.
66 45 20 15 12 10 8 6 5 4 4 2 2 1 200
Relative %
33.0 22.5 10.0 7.5 6.0 5.0 4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5 100
Cumulative %
33.0 55.5 65.5 73.0 79.0 84.0 88.0 91.0 93.5 95.5 97.5 98.5 99.5 100.0
Q7T/PPT- 26
In %
7QC Tools
Pareto
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14
Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores Others Quality Factory production Manufacturing Planning
Nos.
66 45 20 15 12 10 8 6 5 4 4 2 2 1 200
Relative %
33.0 22.5 10.0 7.5 6.0 5.0 4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5 100
Cumulative %
33.0 55.5 65.5 73.0 79.0 84.0 88.0 91.0 93.5 95.5 97.5 98.5 99.5 100.0
VITAL FEW TRIVIAL MANY
Research & Development
Q7T/PPT- 27
7QC Tools
Pareto
Sl.No
1 2 3 4 5
Department
Materials Marketing Plant Maintenance Finance Others
Nos.
66 45 20 15 60 200
Relative %
33.0 22.5 10.0 7.5 27 100
Cumulative %
33.0 55.5 65.5 73.0 100
Q7T/PPT- 28
7QC Tools
Pareto
180
150
120
In nos
90 66 60 54 45 20
30
15
0
Marketing Plant Maintenance Finance Materials others
Dept
Q7T/PPT- 29
7QC Tools
Pareto
100 180
100
150 65.5 120

In nos
73
75
Cumulative %
55.5 50
90 66 60 33 45 20 54 25 15 0
Marketing Plant Maintenance Finance Materials others
30
Dept
Q7T/PPT- 30
7QC Tools Vital Few

100 100
Pareto
180
150
70 %
65.5 55.5
73
75
120
In nos
50 90 66 60 33 45 20
54 25
30
15 0
0
Plant Maintenance Marketing Finance Materials others
Dept
Q7T/PPT- 31
Cumulative %
7QC Tools
Pareto
Why pareto ?
To Clearly prioritise the magnitude of the problem. To identify the vital few and trivial many problems. To find 80/20 rule which states that 80% of the problems are created by 20% of the causes.
Q7T/PPT- 32
7QC Tools
Add examples from APC..
Q7T/PPT- 33
7QC Tools
Data Collection Q4 02 Final Failure Details

Q 4' 02 F inal failure D etails
SL#
O ct '02 N ov '02 D ec '02 Jan '03 Total % D P U C um % D esc ription 2062 6.38 75.97 1 S ec o n d P ass 520 710 73 759 331 1 .02 88.1 6 2 D efec tive 68 227 22 14 3 B roken C om p 6 48 6 5 65 0.20 90.56 4 M is inserted 1 22 1 7 31 0.1 0 91 .70 5 S kewed C om p 6 14 1 3 24 0.07 92.58 6 C om p M issing 15 0 0 4 1 9 0.06 93.28 7 O ut of toleranc e 8 7 0 4 1 9 0.06 93.98 8 N o / Low solder 8 9 0 1 1 8 0.06 94.64 9 Lifted 7 2 0 4 1 3 0.04 95.1 2 10 S horts 9 0 0 0 9 0.03 95.5 8612 14314 1185 12859 36970 Tested 7838 13219 1058 11978 34093 8.4 8.02 P assed
Q 4 F in al F ailu re D etails
2500 2062 2000 75.97 100.00 93.98 94.64 95.12 95.5 93.28 90.56 91.70 92.58 90.00 88.16 80.00 70.00 1500
Qty
60.00 Cum % 50.00 40.00 30.00
1000
500
331 65 31 4 24 5 19 19 18 8 13 9 9 10
20.00 10.00 0.00
0 1 2 3 6 7 Failure
Q7T/PPT- 34
7QC Tools
Pareto
Same problem, but different approach
You have to cut down your house expenditure by 20% / month How will you do it ?
Pareto
Q7T/PPT- 35
7QC Tools
Pareto
Make a check list of all the expenses in your home & the amount you spend on these expenses
Q7T/PPT- 36
7QC Tools
Sl.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Q7T/PPT- 37
Pareto
Expense House Rent Electricity Bill Water Bill Cable TV Bill News paper bill Milkman Maid servant Groceries Entertainment & Lifestyle Travel Educational Hospital Insurance Premium Loan repayment Clothes Petrol Others Amount 3000 500 280 210 120 300 150 2000 1500 200 1500 200 500 0 200 1300 300
17
7QC Tools
Pareto
Arrange these expenses & amounts in an order, with the highest expense being the first & lowest expense being the last
Q7T/PPT- 38
7QC Tools
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Q7T/PPT- 39
Pareto
Expense
House rent Groceries Entertainment Educational Petrol Electricity bill Insurance premium Milkman Others Water bill Cable TV Travel Clothes Hospital Maid servant News paper Loan repayment
Amount
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260
7QC Tools
Pareto
Calculate the percentage contribution of each of these expenses. Percentage can be calculated by the formula Individual expense Total expense X 100
Q7T/PPT- 40
7QC Tools
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Q7T/PPT- 41
Pareto
Department
House rent Groceries Entertainment Educational Petrol Electricity bill Insurance premium Milkman Others Water bill Cable TV Travel Clothes Hospital Maid servant Newspaper Loan repayment
Nos.
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260
Relative %
24.47 16.32 12.23 12.23 10.6 4.08 4.08 2.45 2.45 2.28 1.72 1.63 1.63 1.63 1.22 0.98 0 100
7QC Tools
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Pareto
Department
Nos.
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260
Relative %
24.47 16.32 12.23 12.23 10.6 4.08 4.08 2.45 2.45 2.28 1.72 1.63 1.63 1.63 1.22 0.98 0 100
Cumulative %
24.47 40.79 53.02 65.25 75.85 79.93 84.01 86.46 88.91 91.19 92.91 94.54 96.17 97.8 99.02 100 100.0 100
Q7T/PPT- 42
7QC Tools
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Department
Nos.
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260
Relative %
24.47 16.32 12.23 12.23 10.6 4.08 4.08 2.45 2.45 2.28 1.72 1.63 1.63 1.63 1.22 0.98 0 100
Cumulative %
24.47 40.79 53.02 65.25 75.85 79.93 84.01 86.46 88.91 91.19 92.91 94.54 96.17 97.8 99.02 100 100.0 100
Q7T/PPT- 43
7QC Tools
12000 10000
Amount
8000 6000 4000 2000 0

en t en t na l G ro ce r ie s Pe tro l En te rta in m Ed uc at io O th er s R
100 90 80 70 60 50 40 30 20 10 0
Ho us e
Expenses
Q7T/PPT- 44
Cumulative %
7QC Tools
Cause & effect diagram
Cause & Effect diagram
Q7T/PPT- 45
7QC Tools
Why Cause & Effect ?

To identify and systematically list the different causes that can be attributed to a problem (or an effect) To identify the reasons why a process goes out of control To decide which causes to investigate for process improvement.
Q7T/PPT- 46
7QC Tools
What is Effect ?
EFFECT = A Result or an outcome EFFECT is What happens
Q7T/PPT- 47
7QC Tools
What is cause ?
CAUSE = Reason or Factor contributing to the EFFECT CAUSE is WHY it happens
Q7T/PPT- 48
7QC Tools
The analysis of why? for what? is cause and effect diagram
Q7T/PPT- 49
7QC Tools
Cause & effect diagram In 1953, Kaoru Ishikawa, Professor of the University of Tokyo, used the Cause & effect diagram for the first time. A cause & effect diagram is also called a fish bone diagram since it looks like the skeleton of a fish.
Q7T/PPT- 50
7QC Tools
Cause & effect diagram Cause & Effect diagram derived from pareto Pareto chart
Cause-and-effect diagram
Q7T/PPT- 51
7QC Tools
Steps of making cause & effect diagram
Q7T/PPT- 52
7QC Tools
Cause & effect diagram Steps of making cause & effect diagram
Step 0 Gather members for discussion Clarify the problem to all members Step 1 Conduct Brain storming session List all possible causes Step 2 Classify the causes into 4M Draw Ist level Cause & Effect diagram Step 3 Delete irrelavant causes Step 4 Assign importance factor to the remaining causes Step 5 Conduct why why analysis if required to find root causes
Q7T/PPT- 53
7QC Tools
Step 1 List all the causes that have been suggested by team members as a part of brain storming.
What is brain storming ?
Q7T/PPT- 54
7QC Tools
Brainstorming is another tool which we use as a part of all the 7 QC tools
Q7T/PPT- 55
7QC Tools
Brain storming
BRAIN STORMING !
Q7T/PPT- 56
7QC Tools
Brain storming
BRAIN STORMING Brain storming is a technique to obtain creative ideas from a group of persons in a shortest possible time Brain storming plays an important role to build a cause and effect diagram
WHY
To identify the problem - to identify the causes To find solution - to prevent problem
Q7T/PPT- 57
7QC Tools
Brain storming
BRAIN STORMING Brain storming can be conducted in two ways 1. Structured Every person in a group must give an idea as their turn arises. Forces even shy people to participate. Creates a certain amount of pressure to contribute.
Q7T/PPT- 58
7QC Tools
Brain storming
2. Unstructured Group members simply give ideas as they come to mind. Creates more relaxed atmosphere Risks domination. Thumb rule : 5 15 minutes works well
Q7T/PPT- 59
7QC Tools BRAIN STORMING SESSION

Let all the members speak freely and give ideas Encourage wild ideas Quantity rather than Quality ideas Suspend judgment on Good or Bad Ride on anothers ideas Never criticize other persons opinions Never prohibit a person from speaking See the problem from different angles/facets Write down all the viewpoints List the cause/ideas Think of the countermeasures to eliminate the causes
Brain storming
Leader/facilitator need to guide the members in generating ideas Whenever necessary non members can also be involved
Q7T/PPT- 60
7QC Tools
Brain storming
WHY BRAIN STORMING?
TO IDENTIFY THE PROBLEM TO IDENTIFY CRITICAL CAUSES TO FIND THE SOLUTION TO PREVENT THE PROBLEM
Q7T/PPT- 61
7QC Tools
Brain storming
BENEFITS OF BRAIN STORMING? Individual is limited in generating ideas and that Individual is limited in generating ideas and that group produces more ideas group produces more ideas Ideas are improved upon by members Ideas are improved upon by members Presence of others increases creativity Presence of others increases creativity Pooling of ideas and resources is made possible by Pooling of ideas and resources is made possible by coming together as a group coming together as a group
Q7T/PPT- 62
7QC Tools
Step 2 Draw Cause & Effect diagram Level 1 Classify the causes into 4M Sort out the relations among the causes & connect the sub causes to the main causes. The main causes should then be connected to the effect.
Q7T/PPT- 63
7QC Tools
METHOD
Sub cause
MATERIAL
Sub-sub cause
PROBLEM
MAN
MACHINE
CAUSES
EFFECT
Q7T/PPT- 64
7QC Tools
MAN
Fatigue HEALTH Illness Training SKILL Experience Inspection QUALITY Storage
MACHINE
Imbalance Concentration SPIRIT INSPECTION Attentiveness Method STABILITY Vibration
Instrument
2
JIGS & FIXTURES
Clamping
Location Degree of tightening SETTING FORM Placement on locator Shape Feed WORKING Dimension Spindle speed
Dimensional Variation
MATERIAL
METHOD
Q7T/PPT- 65
7QC Tools
Step 3 Delete irrelavant causes
Q7T/PPT- 66
7QC Tools
MAN
Fatigue HEALTH Illness Training SKILL Experience Inspection QUALITY Storage
MACHINE
Imbalance Concentration SPIRIT INSPECTION Attentiveness Method STABILITY Vibration
Instrument
2
JIGS & FIXTURES
Clamping
Location Degree of tightening SETTING FORM Placement on locator Shape Feed WORKING Dimension Spindle speed
Dimensional Variation
MATERIAL
METHOD
The EFFECT or PROBLEM is stated on the right side of the diagram and the major INFLUENCES or CAUSES are listed to the left.
Q7T/PPT- 67
7QC Tools
Step 4 Evaluate the siginificance of each cause to the problem and assign importance factor Assign an importance to each factor, & mark the particularly important factors which seem to have a significant effect.
Q7T/PPT- 68
7QC Tools
4M Cause Specification Functionwise training
Cause Verification
Investigation Analysis
Man
No focused training
Generic
No method to measure Skill matrix for operator's skills Method No OJT each workmen Practical training at genba
No skill matrix
No OJT Common module given
Workmen not trained in Need based specific jobs Material Module content is academic oriented training
Content should be specific need Theory based based
Q7T/PPT- 69
7QC Tools
Step 5 Do why why analysis for the significant causes Atleast ask why 3 times
Q7T/PPT- 70
7QC Tools
Cause & effect diagram Thorough investigation of causes

1st Why
ASK WHY? 5 TIMES

5th Why C 4th Why
Procedure
D
Policies
2nd Why
3rd Why
Why defects?
People
Plant
Q7T/PPT- 71
7QC Tools
WHY WHY Analysis
Primary Phenomenon (Result) Cause Cause Phenomenon (Result) Cause Phenomenon (Result) Secondary Tertier
Phenomenon (Result)
Examples : - Cylinder does not operate smoothly Why Why is opertion not smooth? Why has strainer clogged? Why did oil get dirty? Why does dirt get in? Why was hole made? Oil was dirty. Dirt enters tank. Answer Strainer clogged. Clean strainer.
Action Drain oil and clean. Prevent scattering of chips and cutting fluid
Upper plate of tank has hole and gap. Plug hole and gap. Repair error during maintenance work. Standardize repairs.
Q7T/PPT- 72
7QC Tools
WHY WHY Analysis
- Oil leaks from cylinder rod each time it operates. Why Why did it leak? Why was it cut? Why was it scratched? Why did chips get attached? Why is rod praced in that Why no cover? Answer Cut in O-ring. Rod has scratch. Chip was scattered and attached on rod. Cylinder is located within scattering range of chips. Rod cover is not placed. Defective design and installation Action Disassemble leaking part. Replace O-ring. Remove scratch. Take measure to prevent chips from scattering Change cylinder position Install cover. Standardize design and installation.
Q7T/PPT- 73
7QC Tools
Guidelines
Special effort should be made to identify as many causes as possible The ideal method to identify as many causes as possible would be by brainstorming with the team members. All the ideas/causes suggested by members during the brainstorming session should be noted however insignificant they may initially appear. Brainstorming is a session specially meant for free flow of ideas.
Remember
Q7T/PPT- 74
7QC Tools
METHOD
Sub cause
MATERIAL
Sub-sub cause
MAN
MACHINE
CAUSES
EFFECT
Q7T/PPT- 75
7QC Tools
Non-standard HANDLING Party removed COPYING PAPER Not using specified quality of paper Over consumption Paper shortage No communication
Not understanding the defect codes/ communicating defects Paper jam Wrong paper not cleared usage properly Lack of Paper with stables Untrained personnel knowledge handling the machine Supply from various sources Nominated persons Non-standard not handling Frequent changes Serviced by unauthorized persons Improper service No periodical service No stabilizer Power
Dust accumulation Location No cleaning Heavy usage
POOR QUALITY OF XEROX COPIES
Specified toner not filled Lack of knowledge
Limited machines
High fluctuation
MACHINE
Q7T/PPT- 76
PROCESS CONSUMABLES
7QC Tools
1
Effect
Causes
Q7T/PPT- 77
7QC Tools
A combination of Pareto diagram & cause and effect diagram is an ideal way to arrive at the main problem & its causes. Take the biggest problem from the pareto diagram & put it on the right side in the cause & effect diagram. Derive the causes for the same.
Q7T/PPT- 78
7QC Tools
Examples from APC..
Q7T/PPT- 79
7QC Tools
METHOD
Improper tools
MATERIAL
Improper /Movement High Rej in M/C. Improper Storage Incoming material.
PROCESS
Data Mixed process & Original Handling Pro not defined. No process flow Identification and Segregation Not done.
SCRAP
Improper Storage In racks . Program /Nozzle error No plan for Feeder maintenance
Q7T/PPT- 80
Improper Handling No Awareness
Machine rejections are high. No Alarms for M/C Board Jam.
Inadequate Training Scrap Disposal Training /Procedure is inadequate
MACHINE
MAN
7QC Tools
METHOD
Improper tools
MATERIAL
Improper /Movement High Rej in M/C. Improper Storage Incoming material.
PROCESS
Data Mixed process & Original Handling Pro not defined. No process flow Identification and Segregation Not done.
SCRAP
Improper Storage In racks . Program /Nozzle error No plan for Feeder maintenance
Q7T/PPT- 81
Improper Handling No Awareness
Machine rejections are high. No Alarms for M/C Board Jam.
Inadequate Training Scrap Disposal Training /Procedure is inadequate
MACHINE
MAN
7QC Tools
Ishikawa Diagram
METHOD
High Touch up defects before ICT Imbalance flow of production Board Flow from Wave to ICT
MAN
Operator absenteeism Operator Skill (Prep of Heat sink)
High DPU
M/c Cycle time improvement Tab & radial BHS problem
Low Productivity
GSM error Spindle up ICT Downtimes and Second pass
Battery Charging
IC-9 Screening
Scratches
High Rejection on plastic parts
Serial Number Screening
MACHINE
MATERIAL
Flow & Black Mark Printing Defect
Q7T/PPT- 82
7QC Tools
Stratification
Stratification
Q7T/PPT- 83
7QC Tools
Stratification
Q7T/PPT- 84
7QC Tools
Stratification
Stratification Stratification is the act of fine tuning the data in order to make sure of the significance of the assured factors, to the grass root level.
Q7T/PPT- 85
7QC Tools
Stratification
Why Stratification? To ascertain the difference between different categories and to analyse the reasons behind abnormal distribution. To obtain clues for identifying the causes
Q7T/PPT- 86
7QC Tools
Stratification
Case study Problem : Increased Inventory

Raw Material sheets Bars Tubes Imports Proprietary pressings Fasteners Rubber Rubber Bearings Castings Shop wise Assy wise Sub-Assy wise Stage wise Machine wise Rt Rejections Tubes Proprietary Fasteners Bearings Shop wise Sub-Assy wise
Total Inventory
Components
Work in process
Q7T/PPT- 87
7QC Tools
Stratification
Case study 2 Problem : More No. of Accidents Let us stratify the the data regarding the accidents
Q7T/PPT- 88
7QC Tools STATISTICS REPORTABLE ACCIDENTS NON-REPORTABLE ACCIDENTS NEAR MISS INCIDENTS LOST TIME INJURIES MANDAYS LOST Rep.acct. for Non-reportable acct. beyond less than 48 hrs Lost time injury
Q7T/PPT- 89
Stratification
: : : : :
08 33 21 41 187
Operator not reporting back to duty more than 48hrs Operator disablement extending the day of shift but Reportable + Non-reportable
7QC Tools
Stratification
ANALYSIS REPORTABLE ACCIDENT Total no of reportable accident : 8
Q7T/PPT- 90
7QC Tools ACCORDING TO CATEGORY
Stratification
Contract Labour (1) 13%
Temp.workman (3) 38%
Regular Employee (4) 49%
Total no.of Reportable accidents : 8
Q7T/PPT- 91
7QC Tools ACCORDING TO PROBLEM

Adjusting/Cleaning/Loading/Unloading while M/C running Wrong handling of material handling equipment Hit against object
0 2
Stratification
Hit by objects/Fallen objects
others
Fall from Height
Fall from Two wheeler
Contact with chemical
wrong assembly
No of Accidents
Q7T/PPT- 92
7QC Tools ACCORDING TO BODY PARTS INJURED
Stratification
Leg (2) 25%
Hand (1) 13%
Finger (5) 62%
Q7T/PPT- 93
7QC Tools ACCORDING TO PLANT
Stratification
Others (1) 13% Sp. Wh (1) 13%
Plant-1 (0) 0% Plant-2 (3) 37%
R & D (1) 13% Plant-3 (2) 24%
Q7T/PPT- 94
7QC Tools ACCORDING TO UNIT

2
Stratification
PLANT- 2
No.of accidents
0
FAB ENG UNIT PAINT
0
VECH UNIT
0
STORES
0
PLATING
Q7T/PPT- 95
7QC Tools ACCORDING TO SHIFT

5 4
No.of accidents
Stratification
3 2 1 0
I II Total no.of Reportable accidents : 8 III
0
GEN
0
OT
Q7T/PPT- 96
7QC Tools ACCORDING TO MONTH

4 3
No.of accidents
Stratification
3 2 1 0
Y PR IL A M A
2 1 0 0
JU NE
1 0
0
JU LY
0
A UG US T SE PT EM
0
BE R O C TO BE R EM NO V
0
BE R BE R RY JA NU A EM FE BR A DE C
RY
UA
Q7T/PPT- 97
RC
7QC Tools ACCORDING TO FAULT

4 3 2 1 0
OPERATORS FAULT SUPERVISORY FAULT
Stratification
3 2
No.of accidents
SYSTEM AND ENVIRONMENT FAULT
Q7T/PPT- 98
7QC Tools
Stratification
The data has been stratified 1. According to employee category 2. According to phenomenon 3. According to body parts injured 4. According to plant a. According to unit 5. According to shift 6. According to month 7. According to fault
Q7T/PPT- 99
7QC Tools
Graph&control charts
Graph & Control charts
Q7T/PPT- 100
7QC Tools
Graph
What is Graph? When there are more than 2 interrelated data sets,you write the datasets on a graph so as to clearly define the relationships. Why Graph? The details of the data should be Correctly understood In their entirety With just a one look Pictorial representation A picture is worth of thousand words
Q7T/PPT- 101
7QC Tools
Graph
Types of Graphs & Its application Bar graphs,line graphs, pie charts, and band graphs. There are also other specialty graphs such as radar charts, Z charts and area graphs Applications To understand relative sizes of numbers To understand trends over time To understand percent-ages of totals
Q7T/PPT- 102
7QC Tools
Pie chart - Composition of sales turnover 2001-02

Export Sales 1% Spare parts sales 6% Other income 1%
Vehicle sales 92%
Pie charts are used to show percentages or proportions of different components of a specific item. Q7T/PPT- 103
7QC Tools
Bar chart - Sales performance

Rs Million x 100
300 250 200 150 100 50 0 17 19 27 41 62 14 83 133 104 162 184 194
Plan for 2002-03

262
90-91
91-92
92-93
93-94
94-95
95-96
96-97
97-98
98-99
99-00
00-01
'01-02
'02-03
Q7T/PPT- 104
Bar charts are used for comparing quantities between persons, regions, time intervals etc.
7QC Tools
Line chart - Hourly output of Workmen

46 45 44 43 42 42 42 45
No. of workmen
43 42 41 40 39 38 37 Jan Feb 40
Mar
Apr
May
Jun
Q7T/PPT- 105
Line graphs are used to depict change or variation over time.
7QC Tools
How to draw graphs?

Select the type of chart or graph most suitable for the type of data. Decide the units and scale of items to be shown on X-axis and Yaxis Fill the information on the graph Join the required points to complete lines or bars. Colour or shade the lines or bars to distinguish between different groups or classes. Provide appropriate title.
Q7T/PPT- 106
7QC Tools
Histogram
To add examples from APC
Q7T/PPT- 107
7QC Tools
Results
Productivity improvement
600
After
500
Units produced / Shift
522
Before
370 277 208 278 397
400
300 200 100 0
246
OCT
NOV
DEC
JAN
Month
FEB
MARCH
APRIL
Q7T/PPT- 108
7QC Tools
Results
DPU Trend for Cerror Torre
30 ICT FINAL DPU
Before
25 23.8 20.4 15.6 13.9 12.1 10 9.9 8.3 5 8.2 7.4 7.3 4.4 7.4 4.2 12 11.9 11.7 11.6 10.3 6.5 3.8 APRIL 6.5 3.8 10.3 23.9
20
% DPU
15
After
0 ICT FINAL DPU

Q7T/PPT- 109
OCT 13.9 9.9 23.8
NOV 12.1 8.3 20.4
DEC 11.9 12 23.9
JAN 8.2 7.4 15.6
FEB 7.3 4.4 11.7
MAR 7.4 4.2 11.6
7QC Tools
Southern chips Problem trend
April Scratches 22% 25% Printing missing Ckt Brkr Broken 16% 26% 11% Sleeve not put Wire interchange Wire not connected
Q7T/PPT- 110
7QC Tools
Histogram
Histogram
Q7T/PPT- 111
7QC Tools
Histogram is an important diagnostic tool which gives a Birds eye-view of the variation in a data set. It is nothing but a frequency distribution chart. It shows the distribution of data
Q7T/PPT- 112
7QC Tools
Histogram
In quality control, we try to discover facts by collecting data & then take necessary action based on those facts. The data is not collected as an end in itself, but as a means of finding out the facts behind the data.
Data FACTS
Q7T/PPT- 113
7QC Tools
Histogram
For example, consider a sampling inspection. We take a sample from a lot, carry out measurements on it, and then decide whether we should accept the whole lot or not. Here our concern is not the sample itself, but the quality of the whole lot. The totality of items under consideration is called the population.
Q7T/PPT- 114
7QC Tools
Histogram
The data obtained from a sample serves as a basis for a decision on the population. The larger the sample size is, the more information we get about the population. But an increase of sample size also means an increase in the amount of data
Q7T/PPT- 115
7QC Tools
Histogram
It becomes difficult to understand the population from these data even when they are arranged into tables. In such a case we need a method which will enable us to understand the population at a glance. A histogram answers our needs.
Q7T/PPT- 116
7QC Tools
Histogram
What is histogram ?
Histogram shows a bar chart of accumulated data and provides the easiest way to evaluate the distribution of data . The horizontal axis shows the values of the characteristics, with the region between the largest value and smallest value being broken into several smaller spaces. The sizes of the vertical bars reflects the number of data that fall into these spaces.
Q7T/PPT- 117
7QC Tools
Histogram
How to make a histogram?

Let us make a histogram using an example. Example: To investigate the distribution of the diameters of steel shafts produced in the grinding process, the diameters of 90 shafts are measured as shown in the table.
Q7T/PPT- 118
7QC Tools
Histogram
Diameter after grinding Sample Number 1 - 10 11 - 20 21 - 30 31 - 40 41 - 50 51 - 60 61 - 70 71 - 80 81 - 90 2.51 2.527 2.529 2.52 2.535 2.533 2.525 2.531 2.518 2.517 2.536 2.523 2.514 2.523 2.51 2.515 2.545 2.527 2.522 2.506 2.523 2.512 2.526 2.542 2.52 2.524 2.511 Results of Measurement 2.522 2.541 2.523 2.534 2.525 2.524 2.519 2.522 2.519 2.51 2.512 2.519 2.526 2.532 2.53 2.526 2.52 2.531 2.511 2.515 2.528 2.53 2.522 2.521 2.527 2.519 2.527 2.519 2.521 2.543 2.532 2.502 2.522 2.522 2.519 2.529 2.532 2.536 2.538 2.526 2.53 2.535 2.542 2.529 2.528 2.543 2.529 2.518 2.523 2.522 2.54 2.54 2.522 2.519 2.525 2.524 2.534 2.52 2.514 2.528 2.528 2.513 2.521
Q7T/PPT- 119
7QC Tools
CONSTRUCTING A HISTOGRAM STEPS

1. Collect data 2. Determine the largest value & smallest value 3. Obtain the range R (The range is the smallest value in the set of data subtracted from the largest value 4. Divide the range value in to certain number of classes referred to as K 5. Determine the class width, H = R / K 6. Divide the value of class boundary 7. Construct a frequency table, based on the values compiled 8. Construct Histogram based on the frequency table
Q7T/PPT- 120
7QC Tools CASE STUDY

STEP 1
Collect data
9.9 9.8 9.7 10.2 9.9 9.3 9.0 10.0 9.5 9.6 10.3 9.5 9.9 9.9 9.3 9.8 9.4 10.1 10.7 10.2 9.5 9.7 9.7 9.4 9.6 9.5 10.4 10.2 10.2 10.1 9.6 9.8 9.3 9.2 9.7 9.4 10.6 10.1 9.7 9.8 9.3 9.8 9.4 10.1 9.9 9.7 10.0 9.8 10.1 10.3 10.3 9.9 9.9 9.7 9.7 9.8 9.8 9.4 9.5 10.1 9.5 10.1 9.7 10.1 9.9 9.2 9.6 10.2 9.3 9.6 N = 125 9.6 9.8 9.9 10.0 9.8 9.9 9.8 9.6 10.0 10.2 9.8 10.0 9.7 9.5 10.1 10.0 10.4 9.8 9.5 9.5 9.6 10.3 10.1 9.5 10.0 9.7 9.7 10.7
Period Material UOM Thickness
: wk no. 15 to 20 : ms flange collar : mm : 9 mm + 1.5 mm
9.9 9.9 10.1 10.2 9.8 9.8 9.3 10.0 9.8 9.8 9.7 10.0 9.7 9.6
9.8 9.6 10.0 10.7 9.4 9.4 9.7 9.8 9.3 9.3 10.0 9.7 10.7
Q7T/PPT- 121
7QC Tools
CASE STUDY
STEP 2
DETERMINE THRE LARGEST AND SMALLEST VALUE

9.3 9.8 9.4 10.1 10.7 10.2 9.5 9.7 9.7 9.4 9.6 9.5 10.4 10.2 10.2 10.1 9.6 9.8 9.3 9.2 9.7 9.4 10.6 10.1 9.7 9.8 9.3 9.8 9.4 9.9 10.0 10.1 10.3 9.9 9.7 9.8 9.5 9.5 9.7 9.9 9.6 9.3 10.1 9.7 9.8 10.3 9.9 9.7 9.8 9.4 10.1 10.1 10.1 9.2 10.2 9.6 9.6 9.8 9.9 10.0 9.8 9.9 9.8 9.6 10.0 10.2 9.8 10.0 9.7 9.5 10.1 10.0 10.4 9.8 9.5 9.5 9.6 10.3 10.1 9.5 10.0 9.7 9.7 10.7 9.9 9.9 10.1 10.2 9.8 9.8 9.3 10.0 9.8 9.8 9.7 10.0 9.7 9.6 9.8 9.6 10.0 10.7 9.4 9.4 9.7 9.8 9.3 9.3 10.0 9.7 10.7 N = 125 Minimum Maximum 9.3 10.2 9.6 10.1 9.4 10.4 9.8 10.7 9.3 10.7 9.2 10.2 9.0 9.8 9.4 10.3 9.5 10.6 9.3 10.2 9.6 10.3 9.2 10.0 9.3 10.7 9.3 10.7 9.0 10.7
9.9 9.8 9.7 10.2 9.9 9.3 9.0 10.0 9.5 9.6 10.3 9.5 9.9 9.9
Q7T/PPT- 122
7QC Tools
CASE STUDY Divide the R in to No. Of Classes, referred to as K 125 data points would be broken down in to 7 12 classes. Method - 1 No.of data points Under 50 50 100 100 250 Over 250 No. of classes 57 6 10 7 12 10 - 20 Method 2 No. Of Classes K = N where, N = No. Of sample For example, if N = 125 K = 125 = 11
STEP 4
Let us use K = 10 classes

Q7T/PPT- 123
7QC Tools
CASE STUDY
STEP 3
Obtain the range of R
Maximum value Minimum Value = R 10.7 9.0 = 1.7 R = 1.7
Q7T/PPT- 124
7QC Tools
CASE STUDY
STEP 5
Determine the class width H R K 1.7 = 0.17 10 Can be rounded off to 0.20 (Range) (# of classes)
= H
Q7T/PPT- 125
7QC Tools
CASE STUDY
STEP 6
Divide the value of class boundary
For simple determination of class boundaries, take the smallest individual measurement in the data set. Use this number or round to the next appropriate lowest number. This will be lower end point for our first class boundary. In our example this would be 9.0. Now take this number and add the class width to it, 9.00 + 0.20. But it is essential to fix class boundaries in such way that every observed reading will fit in to one and only class. Therefore, we may choose the class boundaries with one decimal place more than the observed readings. For example, if the observations are in one decimal, the class boundaries will be in two decimals and so on. For our case study, it will be 8.95 + 0.20 = 9.15 Finally, consecutively add the class width, to the lowest class boundary until the correct number of classes, approximately 10 and containing the range of all our numbers is obtained.
Q7T/PPT- 126
7QC Tools
CASE STUDY
STEP 7
Construct a frequency table

Frequency Total 1 9 16 27 29 26 11 1 5 0
Class Class Midpoint # Boundaries 1 2 3 4 5 6 7 8 9 10 8.95-9.15 9.15-9.35 9.35-9.55 9.55-9.75 9.75-9.95 9.95-10.5 10.5-10.35 10.35-10.55 10.55-10.75 10.75-10.95 9.05 9.25 9.45 9.65 9.85 10.05 10.25 10.45 10.65 10.85
Q7T/PPT- 127
7QC Tools
CASE STUDY
STEP 8
Construct Histogram
35 30 25 20 15 10 5 0
Thickness in mm
Frequency
USL
8.95 9.15 9.35 9.55 9.75 9.95 10.15 10.35 10.55 10.75
The specification for the thickness characteristic is 7.5 to 10.5, with a target of 9. The above Histogram indicates the process is targeted high and that 3% may be above the upper specification limit.
Q7T/PPT- 128
7QC Tools
HISTOGRAM
Right & Left symmetrical
Slopping the right
Slopping to the left
Having two peaks
Having a cut end
Having extraordinarily high value in the end internal
Having an isolated peak
Q7T/PPT- 129
7QC Tools
Histogram Administration/Service Example

Average response time to patient rings (1st shift) # Of Men Histogram - Daily Example Height of 100 men
# Of Responses
200 150 100 50 0
40 30 20 10 0 63 65 67 69 71
Height (inches)
1 2 3 4 5 6 7 8 9 1
Minutes Histogram-Manufacturing Print Density
8 6 4 2 0 0.6 0.8 0.1 1.2 1.4

Block density of print
Q7T/PPT- 130
Frequency
7QC Tools
Histogram
Application
To analyze processes and discover items to be improved To research process capability To control the process (in a time series) To verify effects of an improvement
Q7T/PPT- 131
7QC Tools
Histogram
Uses of Histogram
A Histogram can be used: To display large amounts of data values in a relatively simple chart form. To tell relative frequency of occurrence. To easily see the distribution of the data. To see if there is variation in the data. To make future predictions based on the data.
Q7T/PPT- 132
7QC Tools
Scatter diagram
Scatter diagram
Q7T/PPT- 133
7QC Tools
Scatter diagram
Scatter diagram
In actual practice, it is often essential to study the relation of two corresponding data types For example, to what extent will the dimension of a machined part be varied by the change in the speed of a lathe?
Q7T/PPT- 134
7QC Tools
Scatter diagram
To study the relation of two variables such as the speed of the lathe & the dimension of the part we can use what is called a Scatter diagram.
Q7T/PPT- 135
7QC Tools
Scatter diagram
The two variables we will deal with are: a) A quality characteristic & a factor affecting it, b) Two related quality characteristics, or c) Two factors relating to a single quality characteristic. Lets consider the steps in making a scatter diagram
Q7T/PPT- 136
7QC Tools
Scatter diagram
Examples of such relationships Speed Vs Mileage Cutting speed Vs Tool life Etc
Q7T/PPT- 137
7QC Tools
Scatter diagram
Step 1 Collect paired data (x,y) between which you want to study the relations & arrange the data in a table. It is desirable to have at least 30 pairs of data.
Q7T/PPT- 138
7QC Tools
Scatter diagram
Step 2 Find the maximum & minimum values for both x & y. Decide the scales of horizontal & vertical axes so that both the lengths become approximately equal, then the diagram will be easier to read. Keep the number of unit graduations between 3 to 10 for each axis & use round numbers to make it easier to read.
Choosing units that express the range of the x and y values, draw an x scale along the horizontal axis and a y scale along the vertical axis.
Q7T/PPT- 139
7QC Tools
Scatter diagram
Step 3 Plot the data on the section paper. Step 4 Enter all necessary items. Make sure that the following items are included so that anyone besides the maker of the diagram can understand at a glance: a) Title of the diagram b) Time interval c) Number of pairs of data d) Title & units of each axis e) Name (etc) of the person who made the diagram
Q7T/PPT- 140
7QC Tools
Scatter diagram
Example A manufacturer of plastic tanks who made them using the blow moulding process encountered problems with defective tanks that had thin tank walls. It was suspected that the variation in air pressure, which varied from day to day, was the cause of the defective thin walls. The table shows data on blowing pressure & percent defective. Let us draw a scatter diagram using this data according to the steps given previously.
Q7T/PPT- 141
7QC Tools
Data of blowing air pressure & percent defective of plastic tank Date Air pressure Percent (kgf/cm2) Defective Oct-01 8.6 0.889 2 8.9 0.884 3 8.8 0.874 4 8.8 0.891 5 8.4 0.874 6 8.7 0.886 7 9.2 0.911 8 8.6 0.912 9 9.2 0.895 10 8.7 0.896 11 8.4 0.894 12 8.2 0.864 13 9.2 0.922 14 8.7 0.909 15 9.4 0.905 16 8.7 0.892 17 8.5 0.877 18 9.2 0.885 19 8.5 0.866 20 8.3 0.896 21 8.7 0.896 22 9.3 0.928 23 8.9 0.886 24 8.9 0.908 25 8.3 0.881 26 8.7 0.882 27 8.9 0.904 28 8.7 0.912 29 9.1 0.925 30 8.7 0.872
Scatter diagram
Q7T/PPT- 142
7QC Tools
Scatter diagram
Step 1 As seen in the table, we have 30 pairs of data. Step 2 In this example, let blowing air pressure be indicated by X (horizontal axis), & percent defective by Y (vertical axis). Then, The maximum value of X: Xmax = 9.4 (kgf/cm2) The minimum value of X : Xmin = 8.2 (kgf/cm2) The maximum value of Y: Ymax = 0.928 (%) The minimum value of Y : Ymin = 0.864 (%)
Q7T/PPT- 143
7QC Tools
Scatter diagram
We mark off the horizontal axis in 0.5(kgf/cm2) intervals, from 8.0 to 9.5 (kgf/cm2) and the vertical axis in0.01(%) intervals, from 0.85 to 0.93(%) Step 3 Plot the data.
Q7T/PPT- 144
7QC Tools
Scatter diagram
0.93 0.92 0.91 0.9 0.89 0.88 0.87 0.86 0.85 8

Q7T/PPT- 145
8.5
9.5
7QC Tools Step 4
Scatter diagram
Enter the time interval of the sample obtained (oct.1 oct 30) number of samples (n = 30), horizontal axis (blowing air pressure [kgf/cm2]), vertical axis (percent defective [%]), and title of diagram (scatter diagram of blowing air pressure & percent defective).
0.93
(Oct 1 Oct 30)
Percentage defective
0.92 0.91 0.9 0.89 0.88 0.87 0.86 0.85 8
n=3 0
8.5
9.5
Q7T/PPT- 146
Blowing air pressure
7QC Tools
Scatter diagram
How to read scatter diagrams ? You can grasp the correlation between pairs of data just by looking at the shape of a scatter diagram. 5 examples are given below
Q7T/PPT- 147
7QC Tools
Scatter diagram
Positive correlation
35 30 25 20 15 10 5 0 0 5 10 15 20
Series1
If y increases with x or the vice versa, then x and y are positively correlated.
Q7T/PPT- 148
7QC Tools
Scatter diagram
Negative correlation
350 300 250 200 150 100 50 0 0 100 200 300 400
Series1
If y decreases as x increases, then the two types of data are negatively correlated.
Q7T/PPT- 149
7QC Tools
Scatter diagram
No correlation
700 600 500 400 300 200 100 0 0 100 200 300 400
Series1
If no significant relationship is apparent between x and y, then the two data types are not correlated.
Q7T/PPT- 150
7QC Tools
Scatter diagram
40 30 20 10 0 0 5 10 15 20 Series1
500 400 300 200 100 0 0 100 200 300 400 Series1
Positive correlation may be present
Negative correlation may be present
Q7T/PPT- 151
7QC Tools
Scatter diagram
Let us do an exercise ! Let us say you are simply not satisfied with the marks that your younger brother/sister is scoring. So you want him/her to study more. But does studying more really help? How to find out?
Q7T/PPT- 152
7QC Tools
Scatter diagram
Try a scatter diagram !
Percentage of marks
90 80 70 60 50 0.5 1.0 1.5 2.0 2.5
No. of hours of study/day
Q7T/PPT- 153
7QC Tools
Q7T/PPT- 154

7qc Tools Test

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

7qc Tools Test

Uploaded by

Copyright:

Available Formats

7QC Tools

Types of 7QC tools

What is a check sheet? Why is a check sheet necessary?

Types of Check Sheet

Counted Counted Data Data

Primary Primary Data Data

Point, Point 11Point, 22Point etc. etc.

Example of check sheet

Check points for check sheets preparation

Do you remember this? (14th March 2001 - Eden gardens )

Do you remember this? (14th March 2001 - Eden gardens )

39 30 281 10 48 180 4 23 8 657

Lets now observe the Australian 2nd innings score card

Who got the wickets?

O Zaheer Khan V Prasad Harbhajan Singh V Raju S Tendulkar S Ganguly

This illustrates the Pareto principle

Get to the biggest problems first Solve the vital few

Creating a Pareto Diagram

200 175 79 150 125

Data collection through check sheet

175 79 150 125

Arrange data in the descending order

No. Of cells reqd.

Calculate the relative % for individual

Calculate the cumulative % for individual

VITAL FEW TRIVIAL MANY

Research & Development

150 65.5 120

7QC Tools Vital Few

Add examples from APC..

Data Collection Q4 02 Final Failure Details

60.00 Cum % 50.00 40.00 30.00

20.00 10.00 0.00

Same problem, but different approach

8000 6000 4000 2000 0

Cause & effect diagram

Cause & Effect diagram

Cause & effect diagram

Why Cause & Effect ?

Cause & effect diagram

Cause & effect diagram

Cause & effect diagram

The analysis of why? for what? is cause and effect diagram

Cause & effect diagram

Steps of making cause & effect diagram

Cause & effect diagram

What is brain storming ?

Brainstorming is another tool which we use as a part of all the 7 QC tools

7QC Tools BRAIN STORMING SESSION

WHY BRAIN STORMING?

Cause & effect diagram

Cause & effect diagram

Cause & effect diagram

Step 3 Delete irrelavant causes

Cause & effect diagram

Cause & effect diagram

No OJT Common module given

Content should be specific need Theory based based

Cause & effect diagram

Cause & effect diagram Thorough investigation of causes

ASK WHY? 5 TIMES

Cause & effect diagram

Dust accumulation Location No cleaning Heavy usage