INTRODUCTION TO STATISTICAL PROCESS

CONTROL
• In the 1920s, Dr Walter Shewhart of Bell Laboratories primarily developed the concepts of
Statistical Process Control (SPC). It was expanded by Dr. W. Edwards Deming, who brought SPC
to the Japanese manufacturing industry after World War II. SPC has been adopted worldwide as
a principal method to enhance quality of the product by minimizing processes after early
positive adoption by Japanese firms.
• SPC is a tool used by statistical analysis to track, manage and develop a process. This
philosophy states that all processes display inherent variation. Processes often show
unnecessary variability, generating inconsistent or undesirable effects. To achieve the best
target value, SPC is utilized to minimize variability.
INTRODUCTION TO STATISTICAL PROCESS
CONTROL
• SPC is an analysis technique of distinguishing variability resulting from specific
causes and variation resulting from normal causes in order to remove the
particular causes and to create and preserve process continuity, allowing process
improvements
PROCESS VARIATION
• As defined by simplilearn.com process variation is a major course of quality issue,
whether in business or manufacturing process. Variation in procedure happens
when systems do not follow a particular sequence.
TYPES OF PROCESS VARIATION
Common Cause Variation (Predictable/non-assignable)
• Those are inherent variations in the process itself. A process is considered in
statistical control when there are only common cause variations. This is also
known as chance variation. Example: errors in measurement, bad working
conditions, slow processing time.

Special Cause Variation( Unpredictable/ assignable)

• These are variations within the production process which could be traced to a
specified cause. The process is considered out of control when there is an
existence of special cause variations. Example: machinery damage, accidents,
black out
STATISTICAL PROCESS CONTROL TOOLS
Pareto Chart-
• Is a method used to classify quality problems focused on degree of importance.
The rationale underlying Pareto's analysis is that only a few problems with quality
are significant, whereas many others are not necessary. The method was named
after Vilfredo Pareto, an Italian economist of the nineteenth century who claimed
that only a small number of people owned much of the resources. This concept
was often referred to as the 80 – 20 rule, and was applied to many areas. The
logic behind Pareto 's principle in quality management is that most quality
problems are caused of only a few factors.
STATISTICAL PROCESS CONTROL TOOLS
Cause and Effect Diagram-
• his refers to a chart that describes possible causes of different quality issues.
They are also called fishbone diagrams, because they look like a fish bone. The
fish's "head" is represents the quality issue. The diagram is plotted in such a way
that the fish's "spine" attaches the "head" to the possible source of the problem.
Such factors may be linked to machinery, staff, measuring devices, suppliers,
materials and many other aspects of the manufacturing process. Then, each of
these potential causes will have smaller "bones" addressing specific problems
that apply to each cause.
STATISTICAL PROCESS CONTROL TOOLS
Checklist
• Is a list of specific defects and the number of those defects. It is a simple but
powerful method that enables the worker to gather precise details about the
deficiencies observed. You may also use a checklist to focus on certain
measurements, such as the place or time.
STATISTICAL PROCESS CONTROL TOOLS
Flow chart
• Is a schematic diagram of the sequence of organizational procedure or steps
involved. This offers a simple and easy to use diagram that serves as a visual
resource. By looking at the steps involved in an operation process, everyone gets
a good picture of how the procedure works and where problems arise.
 SYMBOLS IN FLOWCHARTING

www.lucidchart.com
STATISTICAL PROCESS CONTROL TOOLS
Histogram-
• Is a diagram showing the frequency distribution of observed variables. From the
plot, we can see what form of distribution a certain variable shows, such as
whether it has a normal distribution and whether the distribution is symmetrical.

Scatter Diagrams
• These are graphs which show how two variables relate to each other. This is
useful in detecting the extent of correlation between two variables or the degree
of linear relationship. The higher the level of correlation in the scatter diagram,
the more linear the results are. Nevertheless, the more scattered the results in
the diagram, the less connection there is between variables
STATISTICAL PROCESS CONTROL TOOLS
Control Chart-
• The control chart is a diagram used to examine how a process evolves over time.
The data are plotted in order of time. A control chart also includes the average
center line, the upper line for the upper control limit and the lower control limit
line.
OTHER CONTROL CHARTS:
Affinity Diagram
• This is use to collect , organize, and integrate product, procedure, complex issue,
or problem related information. They group them according to their affinity, or
similarity, after generating ideas. This method of development of an idea exploits
the imagination and insight of a team. It was developed by the Japanese
anthropologist Jiro Kawakita in the 1960s.

Tree Diagram
• A tree diagram is a modern method for planning management that defines the
hierarchy of tasks and subtasks required to complete an objective. It begins with
one item which splits into two or more branches, and then branching into two or
more divisions and so on. The finished diagram is like a tree, with a trunk and
many branches.
QUALITY FUNCTION DEPLOYMENT
• A crucial part of building quality into a product is ensuring that consumer needs
are met by the product design. voice into unique technological requirements.
Quality Function Deployment (QFD) is a useful method for translating a
customer's voice into unique technological requirements. This is helpful in
improving coordination between various functions , such as marketing,
operations, and engineering.
QFD helps us focus at seeing the relationships between variables involved in product
design. QFD starts by defining significant customer needs. These criteria are
scored numerically based on their significance, and converted into unique
product features.
QUALITY FUNCTION DEPLOYMENT

Customer Requirements
• The manufacturer’s objective is to produce goods that the consumer wants. In
order to this, we must do a research to identify what characteristics or
requirements are they looking for in a product.

Competitive Evaluation-
• We are trying to compare the quality,features, performance and design of our
products to our competitors. This will give us an eye view of what needs to be
changed and it gives us a better understanding of the competition and our
competitors.
QUALITY FUNCTION DEPLOYMENT
Product Characteristics
• Refers to product specifications and characteristics in creating a product.

The Relationship Matrix

• This shows the strong relationship between the product characteristics and
customer requirements. We need to know the relevance of this two variables to
create the most attractive combination that will entice consumers to make a
purchase.
QUALITY FUNCTION DEPLOYMENT
Trade Off Matrix-
• Shows how the characteristics of each product are connected to the others. This
helps us to see what tradeoffs we need to make.

▪ Trade off- Is a situation decision involving a decrease or loss of one quality ,

quantity or property of a set or design in exchange for a much valuable benefit.

Setting Targets
• The final step in building the quality house is to assess the products of the
competitors in relation to the particular characteristics of the product and to set
targets for the company itself.
HOUSE OF QUALITY
• This is known as a product planning matrix designed to demonstrate how
customer requirements can be directly used to formulate ways and methods that
companies can utilize to meet these requirements (Goetch 2020).
REFERENCES
Goetch, D., David, S.. Quality Management for Organizational Excellence: Introduction to Total Qulaity (9th
Edition).Pearson.
Heizer, J.,Render, B.,Munson, C. Operations Management: Sustainability and Supply Chain Management (12th
Edition).Pearson
Evans., R., James Quality and Performance Excellence8th Edition. Cengage
Statistical Process Control Retrieved from: https://asq.org/quality-resources/statistical-process-control
Process Variation Retrieved from: https://www.simplilearn.com/common-vs-special-cause-of-variance-
article#:~:text=Other%20examples%20that%20relate%20to,are%20all%20common%20cause%20variations
.
http://www.micquality.com/six_sigma_glossary/process_variation.htm
https://tallyfy.com/process-
variation/#:~:text=Process%20variation%20happens%20when%20processes%20fail%20to%20follow%20a
%20precise%20pattern.&text=If%20there%20is%20too%20much,as%20the%20Six%20Sigma%20method.
https://quality-one.com/spc/
https://www.whatissixsigma.net/house-of-quality-qfd/
www.toolshero.co