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Abstract
The general aim of this paper is to identify the key ingredients for successful quality management in any industrial
organization. Moreover, to illustrate how is it important to realize the intergradations between Statistical Process Control
(SPC) is seven tools (Pareto Diagram, Cause and Effect Diagram, Check Sheets, Process Flow Diagram, Scatter Diagram,
Histogram and Control Charts), and how to effectively implement and to earn the full strength of these tools. A case study
has been carried out to monitor real life data in a Jordanian manufacturing company that specialized in producing steel. Flow
process chart was constructed, Check Sheets were designed, Pareto Diagram, scatter diagrams, Histograms was used. The
vital few problems were identified; it was found that the steel tensile strength is the vital few problem and account for 72% of
the total results of the problems. The principal aim of the project is to train quality team on how to held an effective
Brainstorming session and exploit these data in cause and effect diagram construction. The major causes of nonconformities
and root causes of the quality problems were specified, and possible remedies were proposed.
2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved
Keywords: Statistical Process Control, Check sheets, Process Flow Diagram, Pareto Diagram, Histogram, Scatter Diagram, Control Charts,
Brainstorming, and Cause and Effect Diagram..
understanding, and workflow a process flow chart of JS is SPC tool that is the Control Charts. QC department
shown in Figure 1. analyze and review quality data once a week. The general
purpose of this paper is to promote and implement other
3. SQC TOOLS statistical tools as follows:
4. CHECK SHEET
The main purpose of Check Sheets is to insure that the category Montgomery [7]. It is a special type of bar charts
date collected is carefully and accurately by operating in which the categories of responses are listed on the X-
personnel. Data should be collected in such manner that it axis, the frequencies of responses (listed from largest to
can be quickly and easily used and analyzed. The form of smallest frequency) are shown on the left side Y-axis, and
the check sheet is individualized for each situation and is the cumulative percentages of responses are shown on the
designed by the project team Besterfield [3]. The check right side of Y-axis. This diagram named after the Italian
sheet shown in Table 1 was created by tallying each type economist Alfredo Pareto. Dr. Joseph Juran recognized
of call defect during a specified time. It shows the types of this concept as a universal that could be applied to many
defects and how many of each type occurred during that fields. He coined the phrases Vital Few and Useful Many
period. Keeping track of these data provides management in quality problems Besterfield [1].
with information on which to base improvement actions. Pareto chart was constructed based upon data collected
by check sheet for the main tests performed on steel and
5. Pareto Chart shown in the following Table 1 and Figure 2. The figure
reveals that the tensile strength is the vital few quality
The Pareto (pah-ray-toe) chart is a very useful tool problems and represents around 72% of the total
whenever one needs to separate the important from trivial cumulative percentage of non-conformities so that the
Goetsch [3]. A Pareto Chart is simply a frequency main reason of most rework is the tensile strength. The rest
distribution (or Histogram) of attribute data arranged by of tests are considered as Useful Many and represents
around 28% of the total cumulative percentage
2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved - Volume 4, Number 6 (ISSN 1995-6665) 695
Table 1: Check Sheet for various steel tests with their respective frequancy and percentage
Cumulative Cumulative
Category Repetition Frequency Percentage
Frequency percent
40 100%
97%
92%
90%
85%
80%
30 28
72%
70%
Frequancy
60%
20 50%
40%
30%
10
20%
5
3 10%
2
1
0 0%
ngth Streng
th en diame
te
e Wei
gh
ensile stre Yield gation Perc ctive fectiv
T Elon Effe Ef
Problems
Figure 2: Pareto Chart for tensile strenghth test
6. Histogram between bar chart and histogram is that the X-axis on a bar
chart is a listing of categories; where as the x-axis on a
Histogram is a special bar chart for measurement dat. histogram is a measurement scale. In addition, there are no
Histograms is used to chart frequency of occurrences gaps between adjacent bars.
Goetsch [3]. In the histogram, the data is grouped into Data concerning the tensile strength test is shown in
adjacent numerical categories. Minitab can organize the Table 2 and used to illustrate the histogram in Figure 3.
data into groups, and plot the histogram. The difference
696 2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved - Volume 4, Number 6 (ISSN 1995-6665)
30
Mean = 670.96 Median = 662.0
25 Mode = 650.0 Std. Div = 64.54
Min = 520 Max = 795
20
Frequancy
15
10
0
61 613
6- 6
6- 6
70 706
6- 6
9
8- 8
59 4 .4
2
8. 8 .8
68 7 .4
8- 8
78 0 .4
.
.
.
7.
0.
3.
79
63 63 1
53 53 8
72 72 4
75
61
59
55
65
68
74
78
4-
4-
4-
5
7
0-
3-
6-
2-
2-
8-
2-
4.
7.
0.
8.
7.
5.
1.
0.
4.
3.
1.
52
55
57
65
66
74
76
Tensile Strength
700
650
600
550
500
450
100 150 200 250 300 350 400
8. Control Charts and labor, lower rework costs, reduced inspections, higher
product quality, more consistent part characteristics,
Variable control charts are used to study a process greater operator confidence, lower trouble shooting,
when characteristics is a measurement, for example, cycle reduced completion time, faster deliveries and others
time, processing time, waiting time, highest, area, Summers [8].
temperature, cost or revenue. Measurement data provides Figure 5 illustrates the XmR range chart obtained from
more information than attribute data: consequently, Minitab for historical data and Figure 5 presenting new
variables charts are more sensitive in detecting special real life data.
cause variation than are attribute charts. Variable charts are Comparison between factory historical data and new
typically used in pairs. One chart studies the variation in a real life data shows that the historical data is not accurate
process, and the other studies the process average. The the reason for that is lack of precision in sampling process,
chart that studies variability must be examined before the inaccuracy in sampling size and sampling intervals. This
chart that studies the process average. This is so because contradict with a major objective of SPC is to quickly
the chart that studies the process average assumes that the detect the occurrence of assignable causes of process shifts
process variability is stable over time. One of the most so that investigations of the process and corrective action
commonly employed pair of charts is the Xbar-chart and may be undertaken before many nonconforming units are
the R-chart. Through the use of control charts, similar manufactured.
gains can be realized in the manufacturing sector. Users of
control charts report savings in scrap, including material
Figure 4: XmR Range and XmR Control Chart for historical data
698 2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved - Volume 4, Number 6 (ISSN 1995-6665)
Figure 5: New XmR Range and XmR Control Chart for real life data
The above mentioned procedures and rules were taught
9. Brainstorming and Cause and Effect Diagram to the quality team members at JS as to establish the
Cause-and-Effect (C&E) diagram.
Brainstorming is a technique used to elicit a large The Cause-and-Effect (C&E) diagram is a tool used
number of ideas from a team using its collective power. It to organize the possible factors that could be negatively
normally takes place in a structured session involving impact the stability, centre, spread, and shape of a critical
between 3 to 12 people, with 5 to 6 people being the to quality (CTQ) characteristics measure.
optimal group size. The team leader keeps the team A team typically used a Cause-and-Effect (C&E)
member focused, prevents distractions, keeps ideas diagrams to identify and isolate causes of a problem. The
flowing, and records the outputs (or make sure that team late Dr. Kauro Ishikawa, a noted Japanese quality expert,
members record their own outputs). The brainstorming developed the technique, so some times the diagram is
session should be a closed-door meeting to prevent called an Ishikawa diagram. It is also called a Fishbone
distractions. Seating should be arranged in a U-shape or Diagram because that is what it looks like Goetsch [6]. If
circle to promote the flow of ideas among group members it is the Pareto diagram that helps us to prioritize our
Gitlow and Levin [5]. efforts and focus attention on the most pressing problem or
There are specific steps are recommended prior to a symptom, it is the Cause-and-Effect (C&E) diagram that
brainstorming session as to clarify the subject of helps to lead us to the root cause of the problem Devor [4].
brainstorming session. Moreover, many rules should be The data analyzed by The Cause-and-Effect (C&E)
observed by the participants to ensure that participation is diagram usually comes from a brainstorming session.
not inhibited. These rules are as follows: The C&E diagrams shown in Figure 6 and Figure 7
Do not criticize anyones ideas, by word of gesture. were constructed by quality improvement team and
Do not discuss any ideas during the session, except for through brainstorming sessions involving all employees
clarification. taking part in the related production and test activities.
Do not hesitate to suggest an idea because it sounds
silly. Many times, such as an idea can lead to the 10. Conclusions
problem solution.
Do not allow any group member to present more than Pareto diagram identifies that the tensile etrength is the
one idea at a time. vital view steel characteristic that need attention.
Do not allow any group to be dominated by one or two Scatter diagram proves that there is no direct
people. relashinship between tensilt strength and flow of water
Do not let brainstorming because a gripe session. used to cool down steel during different production
stages.
2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved - Volume 4, Number 6 (ISSN 1995-6665) 699
The interpretation of control charts indicates sources of There is a necessity in Jordan Steel to introduce
assignable causes were sampling process and ongoing education and training programs of
specifying the correct sample size and sampling management and line staff on interrelation between
intervals. Sources of chance causes were defined as SPC tools and its implementation steps.
mistakes such as errors in calculations, poor Jordan Steel lacks the ability to properly forming
maintenance plans, having different workers taking quality teams and hold brainstorming sessions
samples and using the same chart and poor storage according to standard rules and precedures.
conditions.
Sequence of Remaining
Noise repair segments in
Electricity
Inspection line
is cut Problems in
size slides Poor
Water Control maintenance
Coolant
breaks off documents Machines
Production
line problems
Insufficient Inspection
training programs
Omissions Inspection
Impurities
Poor machines
attitude
Coolant
[5] Gitlow, H. S. and Levine, D. M., Six Sigma for Green Belts [7] Montgomery, D., Introduction to Statistical Quality Control,
and Champions, FT Press, 7th Edition, 2009. 5th Edition, John Wiley, 2005.
[6] Goetsch, D. L. and Davis S. B.,Quality Management: [8] Summers, D. C. S., Quality, Pearson Prentice Hall, 4th Edition,
Introduction to Total Quality Management for Production, 2006.
Processes, and Services, Pearson Education, 5th Edition, 2006.