Seven

Basic
Quality
Tools
Philosophy

• Emphasized by Kaoru Ishikawa

• All Quality Circle members are
trained to use these tools.
Seven Basic Quality Tools

1. Check sheet
2. Cause-and-effect diagram
3. Histogram
4. Pareto chart
5. Scatter diagram
6. Control charts
7. Stratification
1. Check Sheet
• What?
1
• A data-collection form used
to manually tally and record
the number of observations Create Constancy of
or occurrences of certain Purpose
events during a specified time
period.
• Why? Check
• To collect and display the Sheet
data.
• To detect patterns.
• Solving a problem.
 Defects during water bottle manufacturing

Defect
Defect Scratch Loose Cap Label Volume Leakage Frequency

Capacity

1. Check
300 ml. || || |||| | | 11
Sheet
500 ml. ||| |||| || | | 12
1000 ml. |||| |||| | | | 13
Sum 5 18 8 2 3 36
2. Cause and Effect
Diagram
• What?
2
• A tool used to graphically
display the relationship
between an effect (e.g., a Create Constancy of
problem statement) and the Purpose
its causes.
• Why? Cause and
• To identify the various causes
affecting a problem. Effect
• Helps a group reach a Diagram
common understanding of a
problem.
 2. Cause
and Effect
Diagram
3. Histogram
• What?
3
• A bar chart that displays the
distribution of individual
measurements Create Constancy of
• Also called a frequency Purpose
distribution
• Why?
• To quickly visualize the center,
variation (spread), and shape of Histogram
the distribution of
measurements.
• Provides clues to reducing
variation and causes of
problems.
 Histogram

8
7
6

Frequency
3. 5
4
Histogram 3
2
1
0
6.15 6.20 6.25 6.30 6.35 6.40 6.45 More
Arrival Time
4. Pareto Chart
• What?
4
• A bar chart where the bars
are arranged in descending
order of magnitude. Create Constancy of
Purpose
• Why?
• To prioritize actions needed
to solve complex problems.
• To sort out the “vital few” Pareto
from the “trivial many.” Chart
• To separate important from
unimportant causes
contributing to a problem.
 Pareto Chart - Defects during water bottle
manufacturing

120.0

100.0

Frequency %
80.0

60.0

40.0

20.0
4. Pareto 0.0

Chart
Loose Wrong
Scratch Leakage Volume
Cap Label
Percentage 50.0 22.2 Defect
13.9 8.3 5.6
Defect
Cummulative Scratch
50.0 Loose
72.2 Cap 86.1Label Volume 100.0
94.4 Leakage Frequency
percentage
Capacity Defect

300 ml. || || |||| | | 11

500 ml. ||| |||| || | | 12
1000 ml. |||| |||| | | | 13
Sum 5 18 8 2 3 36
5. Scatter Diagram
5
• What?
• A plot of one measured
variable against another. Create Constancy of
Paired measurements are Purpose
taken on each item and
plotted on a standard X-Y
graph.
Scatter
• Why?
• To study the possible Diagram
relationship between one
variable and another.
 Travelling time from home to office

25

20

Travelling time in Minutes

15

10

5
Travelling time from home to office
5. Scatter 0

Diagram
25
6.00 6.05 6.10 6.15 6.20 6.25
Time I started from my home
20

Travelling time in Minutes

15

10

0
6.00 6.05 6.10 6.15 6.20 6.25
Time I started from my home
6. Control Charts
• What?
6
• A line graph of the measurements of
a product or process over time that
has statistically based control limits
placed on it. Create Constancy of
Purpose
• Why?
• To display and manage variation in
process output over time.
• To identify when a process changes. Control
• To distinguish special from common
causes of variation. Charts
• To tell the operator when to take
and when not to take action and just
let the system run.
 Reaching Time

6.50 UCL
6.40
6. Control

Time
6.30 MEAN
Charts 6.20
6.10
6.00
LCL
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Day
7. Stratification
• What?
7
• Breaking down data into
categories so you can make
sense of it. Create Constancy of
Purpose
• Why?
• When data from a variety of
sources or categories have
been lumped together, the Stratification
meaning of the data can be
impossible to see. This
technique separates the data
so that patterns can be seen.
 Pareto Chart - 300ml

120.0

100.0

80.0

Frequency %
60.0

40.0

20.0

Pareto Chart - Defects during water bottle 0.0

manufacturing Wrong Label Scratch Loose Cap Volume Leakage
Defect
Pareto Chart - 500ml
120.0
120.0
100.0

7
Frequency %
80.0 100.0

60.0

Stratification
80.0

Frequency %
40.0

20.0 60.0

0.0 40.0
Loose Wrong
Scratch Leakage Volume
Cap Label
20.0
Percentage 50.0 22.2 13.9 8.3 5.6 Pareto Chart - 1000ml
Cummulative 50.0 72.2 86.1 94.4 100.0 0.0
percentage 120.0 Loose Cap Scratch Wrong Label Volume Leakage
Defect Defect
100.0

80.0

Frequency %
60.0

40.0

20.0

0.0
Loose Cap Wrong Label Leakage Scratch Volume
Defect
2022 – Changes in the BoK – 5A/B/C
2022 – Changes in the BoK – 5A/B/C
❖ Topics removed from the BoK
❖ Theory of Constraints (This was covered in 1A as well)
❖ Topics added to the BoK
❖ None
 Analytical Tools
❖ 1. Affinity diagrams and Force field
analysis
❖ 2. Tree diagrams
❖ 3. PDPC
❖ 4. Matrix diagrams
❖ 5. Interrelationship diagraph
❖ 6. Prioritization matrices
❖ 6. Activity network diagrams
 1. Affinity Diagrams
❖ To organize large number of ideas into
natural groups
❖ After brainstorming
❖ Interviews/surveys – open ended questions

❖ Also known as K-J Method after

Kawakita Jiro who developed this tool.
 1. Affinity Diagrams

More quizzes interactive

To the point Flash cards

Easy to understand Small videos

Detailed coverage
slides
notes Cover the BoK
practice
 1. Affinity Diagrams

Small videos
Interactive
To the point Slides
More quizzes
Notes
Easy to
Flash cards
understand Detailed
Practice coverage
Cover the BoK
1. Force Field
Analysis
• Balance between
forces driving
change and forces
resisting change.
1. Force Field
Analysis
Forces
against
the
change

Forces in
favor of
change
1. Force Field
Analysis
- Reduced over time
- Initial investment
- Fear of new
technology

- Customer looking
for less defects
- Low down time
- Increased sale
 2. Tree Diagram
❖ To breakdown a goal or broad category
into fine level of details
❖ Finer details of activities that
contributes to the issue.
 2. Tree Diagrams
Org.
support
Motivation
Financial

Binder
Books
Passing
Handbook
CSSBB exam

Youtube
Videos
Udemy
Quizzes
 3. Process Decision Program Charts
❖ PDPC is used to identify what may go
wrong in a new plan.
❖ This tool is some what similar to FMEA
❖ You start with a tree diagram to break
down the objective into tasks.
❖ Draw the next level as what could go
wrong, and at the end the
countermeasures to address issues.
3. Process Decision Program Charts
Org. support

Motivation
No support from
Financial
Org.
Self finance
O
Binder

Books

Handbook
Passing CQE
exam
Detailed research

Too much
and make list of
topics
O O – Practical
Youtube irrelevant
information
Watch more
X - Impractical
Videos
videos X
Udemy

Quizzes

What could Counter

go wrong measures
 4. Matrix Diagram
❖ Shows the relationship between two or
more groups.
 4. Matrix Diagrams – L Shaped
Section 1 Section 2 Section 3 Section 4 Section 5

Difficulty 1 5 3 2 1
Level
Conceptual 4 3 2 1 1
Knowledge
Statistical 1 1 1 1 5
Knowledge
Business 2 4 5 4 2
Application
 4. Matrix Diagrams – T Shaped

Returns 5 3 1 1 3
Complaints 5 4 1 3 2
Sale 1 2 5 4 5
Product 1 Product 2 Product 3 Product 4 Product 5

Efficiency 2 3 5 2 1
Pickup 1 3 4 5 3
Look 1 2 5 4 4
Comfort 2 1 4 2 3
4. Matrix Diagrams – T Shaped
4. Matrix Diagrams – Roof Shaped
 5. Interrelationship Digraphs
❖ Interrelationship digraphs show cause-and-effect relationships,
and help analyze the natural links between different aspects of a
complex situation.
 5. Interrelationship Digraphs

Cause Effect

❖ High number of outgoing arrows > Root cause or driver

❖ High number of incoming arrows > Key effect or outcome
 5. Interrelationship Digraphs
❖ Interrelationship digraphs show cause-and-effect relationships,
and help analyze the natural links between different aspects of a
complex situation.
 5. Interrelationship Digraphs
No
Procedure Wear and
Lack of Tear
Mgmt Conflicting
support procedures
Lack of
Planning
Poor Quality
•The elements with
the most outgoing
arrows will be root No
causes or drivers. maintenance
•The ones with the
most incoming Lack of
motivation
arrows will be key
outcomes or results. Lack of
training No
Calibration
 6. Prioritization Matrix
❖ It is used to compare choices
❖ Or to select a project
 6. Prioritization Matrix
IMPORTANCE Product Product Product Product Product
1 2 3 4 5

Efficiency 0.3 2 3 5 2 1
Pickup 0.1 1 3 4 5 3
Look 0.4 1 2 5 4 4
Comfort 0.2 2 1 4 2 3
Total 1.0 1.50 2.2 4.7 3.1 2.8
 7. Activity Network Diagram
❖ To manage number of tasks in a
sequence.
❖ List down tasks
❖ Time for each task
❖ Predecessor and successor tasks
❖ Identify bottlenecks
 Activity Duration Depends
on

A 2
7. Activity Network Diagram BC 4
1
A
A
D 2 B
❖ CPM (Critical Path Method) is commonly E 7 B, C
used with all forms of projects
❖ It includes:
❖ A list of all activities required to complete
the project
❖ The time (duration) that each activity will
take to complete,
❖ The dependencies between the activities
and,
❖ Logical end points such as milestones or
deliverable items.
 7. Activity Network Diagram
❖ Float
❖ float or slack is the amount of time that a
task in a project network can be delayed
without causing a delay
❖ Critical Path
❖ An activity on critical path has "zero free
float"
7. Activity Network Diagram

Activity Duration Depends

on

A 2
B 4 A
C 1 A
D 2 B
E 7 B, C
 7. Program Evaluation and Review Techniques (PERT)

❖ The PERT Network acknowledges that

there will be a time variance (due to
uncertainty) in the completion of each
activity
❖ PERT Network uses a probabilistic
approach to estimating for each activity.
❖ To estimate for an activity, the following
formula is used:
❖ Expected time = ( Optimistic + 4 x Most
likely + Pessimistic ) / 6
7. Program Evaluation and Review Techniques (PERT)
 • An approach for improvement of
quality and productivity

Kaizen • Kai + Zen

• kai, which means 'change,' and
• zen, which means 'good.'
 Kaizen
Daily Management
Improvement from daily
management and operations.
Small Improvement
Starts with small improvement

Kaizen
Participation
Participation of the employees

Humanized Approach
Eliminates hard work,
Motivates employees,
creating sense of belonging and
sense of fulfillment
 Kaizen
Identify Wastes Document the Present and
New State Celebrate

Repeat
The Process

Document the Make Changes Standardize

Current State The Process
 • A Kaizen Blitz, or rapid improvement,
is a focused activity on a particular
process or activity.
Kaizen Blitz • The basic concept is to identify and
quickly remove waste.
 • Four steps for improvement
• Iterative approach of
improvement
PDCA Cycle • Deming popularized PDSA
Cycle ( Shewhart Cycle) and
later changed it to PDCA
cycle
 Act Plan
PDCA Cycle
Check Do
 Other Improvement Tools
❖ Theory of Constraints (TOC)
❖ Overall Equipment Effectiveness (OEE)
 Theory of Constraints (TOC)
❖ The theory of constraints (TOC) was
introduced by Eliyahu M. Goldratt in his
1984 book titled The Goal.
❖ Identifying the constraint (factor which
limits throughput / stands in the way of
goal) and systematically improving that.
Repeating this process to improve the
next constraint.
❖ Constraint is the weakest link in the
chain.
 Theory of Constraints (TOC)
❖ It helps in identifying what to improve.
❖ Current constraint should always be the
top priority to make improvement.
❖ Improving a non-constraint process will
not improve the overall throughput.
❖ Constraints examples – Physical, Policy,
Paradigm, Marketplace
 5 Steps to Identify and Eliminate Constraint
❖ Identify
❖ Identify the current constraint
❖ Exploit
❖ Make improvement using existing resources
❖ Subordinate
❖ Ensure all activities support constraint
❖ Elevate
❖ If constraint still exists, take further actions
❖ Repeat
❖ Move to the next constraint
 Drum-Buffer-Rope
❖ Method of synchronizing production to
the constraint while minimizing
inventory and work-in-process.
❖ Drum – is the constraint / Sets the pace
❖ Buffer – is level of inventory needed to
maintain consistent production
❖ Rope - is a signal generated from the
buffer to release material. It indicates a
set amount of inventory has been
consumed.
 Drum-Buffer-Rope
BUFFER

ROPE
DRUM

Process 3
Process 1 Process 2 Ship
(Constraint)
 • Lean tools to identify
and eliminate waste.
•5 S
Lean Tools
• Value Analysis
 • Work place organization
approach
5S
 5S

Seiri Seiton Seison Seiketsu Shitsuke

Sort Set in order Shine Standardize Sustain

Remove all of Organize in an Clean up the Ensure Ensure that 5S

the clutter from efficient and entire area standard ways principles are
the work place ergonomic removing all of working for part of the
manner. dirt the first three culture
stages.
 5S

Space utilization Waste

Up
Productivity
Morale
Commitment

Down
Quality
Work Environment
Safety
 Value Stream Maps
❖ Type of Flow Chart showing how value
flows through the organization
❖ Flow of material
❖ Flow of information
Value Stream Maps
 Value Stream Maps
❖ SigmaXL demonstration
❖ Symbols
 Value Stream Maps
❖ Used to analyze waste

Current Lean Future

State Principles State
 Kanban
❖ Kanban means Signboard (or billboard)
in Japanese.
❖ Kanban is an inventory-control system
❖ Taiichi Ohno developed it as a part of JIT
 Kanban
❖ Three bin system for supplied parts
❖ One bin is on the factory floor (the initial
demand point),
❖ One bin is in the factory store (the
inventory control point), and
❖ One bin is at the supplier.
❖ The bins usually have a Kanban card.
 Visual Controls
❖ Visual Controls are used to convey the
information.
❖ Helps management and employees to
see the factory floor status at a glance.
❖ Examples: graphs, charts, signs, gauges,
digital displays, colors, shapes, numbers,
letters, arrows, lines
 Visual Controls - Types
❖ Identification – what is it?
❖ Informational – What is the current
status?
❖ Instructional – How the task to be
performed?
❖ Planning – What is the plan?
 Visual Controls - Andon
❖ A “Visual Control” device that indicates
the “Status” of a machine, line, or
process.
❖ ANDONS typical color-codes:
❖ Green (Normal Operations)
❖ Yellow (It is time for a changeover or
planned maintenance)
❖ Red (A problem has occurred, the machine
or line is down)
 Visual Controls - Andon
❖ Jidoka (automation with a human
touch)is the ability to stop the work if
there is any problem. This prevents
defects at the earliest, and correcting
the problem.
❖ ANDONS is the device to indicate that
there is a problem.
Lean Methods – Waste Elimination
 Philosophy
❖ Waste exist in all processes at all levels
in the organization.
❖ Waste elimination is the key to
successful implementation of lean.
❖ Waste reduction is an effective way to
increase profitability.
Muda, Mura, Muri

Muda
an activity that is wasteful and
doesn't add value or is unproductive
Wastes
Mura
Any variation leading to
unbalanced situations.

Muri
Any activity asking unreasonable
stress or effort from personnel,
material or equipment.
 Muda
❖ Muda is a traditional Japanese term for
an activity that is wasteful and doesn't
add value or is unproductive Wastes
❖ Type I Muda: (Incidental Work)
❖ Non-value-added tasks which seam to be
essential. Business conditions need to be
changed to eliminate this type of waste.
❖ Type II Muda: (Non-Value-Added Work)
❖ Non-value-added tasks which can be
eliminated immediately.
 Mura
❖ MURA: Any variation leading to
unbalanced situations.
❖ Mura exists when
Wastes
❖ workflow is out of balance
❖ workload is inconsistent
 Muri
❖ MURI: Any activity asking unreasonable
stress or effort from personnel, material
or equipment.
❖ For people, Muri means too heavy a mental Wastes
or physical burden.
❖ For machinery Muri means expecting a
machine to do more than it is capable of or
has been designed to do.
 Eight Types of Muda
Transportation Over Processing
Unnecessary movement of people Processing beyond the demand
or parts between processes. from the customers.

Inventory Over Production

Materials parked and not having Producing too much, too early
value added to them. and/or too fast.

8 Types
of Wastes Defects
Motion
Unnecessary movement of people Sorting, repetition or making
or parts within a process. scrap

Wait Time Under Utilized Staff

People or parts waiting for a Failure when it comes
work cycle to finish. to exploiting the knowledge and
talent of the employees.
 1. Transportation
❖ Unnecessary movement of people or
parts between processes.

8 Types
of Wastes
 2. Inventory
❖ Materials parked and not having value
added to them.

8 Types
of Wastes
 3. Motion
❖ Unnecessary movement of people or parts
within a process.

8 Types
of Wastes
 4. Waiting time
❖ People or parts waiting for a work cycle to
finish.

8 Types
of Wastes
 5. Over processing
❖ Processing beyond the demand from the
customers.

8 Types
of Wastes
 6. Overproduction
❖ Producing too much, too early and/or too
fast.

8 Types
of Wastes
 7. Defects
❖ Sorting, repetition or making scrap

8 Types
of Wastes
 8. Unexploited knowledge
❖ Failure when it comes to exploiting the
knowledge and talent of the employees.

8 Types
of Wastes
 Standard Work
❖ Doing work in a standard way
❖ All people do one work in one way only
❖ Improvement made in the process leads
to revised standard work
 Process Flow Metrics
❖ Work in progress (WIP)
❖ Work in queue (WIQ)
❖ Touch time
❖ Takt time
❖ Cycle time
❖ Throughput
 Work In Progress (WIP)
❖ Partially finished goods waiting for
completion and eventual sale of these
items.
❖ These items are either just being
fabricated or waiting for further
processing.
 Work in Queue (WIQ)
❖ Material at work station waiting to be
processed.
❖ Some of the Work in Progress may not
be in the queue.
 Touch Time
❖ Time that material is actually being
worked on.
❖ This excludes moving, waiting time.
 Takt Time
❖ Takt time is the time in which a product
needs to be produced in order to satisfy
customer demand.
❖ Takt time =
Net Operating time per period
Customer demand per period
 Takt Time
❖ For example

❖ Customer wants 10 units per week,

❖ Plant operates 40 hour per week
❖ Takt Time = 40/10 = 4 hrs.

❖ Takt time is not related to how much time it

takes to make the unit.
 Takt Time
❖ For example

❖ Customer wants 10 units per week,

❖ Plant operates 40 hour per week
❖ Two breaks of 10 minutes and 40 minutes
lunch break daily. (5 days week)
❖ Net operating time = 40 hrs – 5x(1 hr)= 35
hrs
❖ Takt Time = 35/10 = 3.5 hrs.

❖ Takt time is not related to how much time it

takes to make the unit.
 Cycle Time
❖ Cycle time describes how long it takes to
complete a specific task from start to finish.

Process 1 Process 2 Process 3

3.5 Hours 3.5 Hours 3.5 Hours

❖ Takt time = 3.5 hrs

 Cycle Time
❖ Cycle time describes how long it takes to
complete a specific task from start to finish.

Process 1 Process 2 Process 3

1 Hours 1.5 Hours 3.5 Hours

❖ Takt time = 3.5 hrs

 Lead Time
❖ Total time a unit takes from the time the
work is requested to the time it is
delivered.
❖ Includes processing and waiting time.
❖ Lead Time = WIP/Throughput
❖ Example:
❖ WIP is 50 units
❖ Throughput is 10 units per day
❖ Lead Time = 50/10 = 5 days
 Throughput Rate
❖ Throughput is the average number of
units processed per time unit.
❖ Throughput rate = 1/ Cycle time

❖ Example:
❖ Cycle time = 20 minutes
❖ Throughput rate = 1/20 per minutes
❖ Or 60/20 per hour = 3 per hour
❖ Or 3x8 per day (for 8 hour shift) = 24 per
day
 8. Single-Minute Exchange of Die - SMED
❖ For rapid and efficient way of converting
a manufacturing process from running
the current product to running the next
product.
❖ Helps in reducing Mura by balancing line
❖ MURA: Any variation leading to
unbalanced situations.
 8. Single-Minute Exchange of Die - SMED
❖ Single-Minute here means less than 10
minutes (single digit), and not 1 minute
❖ Shigeo Shingo, created the SMED
approach
 8. Single-Minute Exchange of Die - SMED
❖ Benefits:
❖ Reduced inventory
❖ Even with higher number of turnovers,
the machine utilization increases
❖ Elimination of setup errors
❖ Reduces defect rates
❖ Lower setup expenses
 8. Single-Minute Exchange of Die - SMED
❖ Eight techniques in implementing SMED.
1. Separate internal from external setup
operations
2. Convert internal to external setup
3. Standardize function, not shape
4. Use functional clamps or eliminate
fasteners altogether
5. Use intermediate jigs
6. Adopt parallel operations
7. Eliminate adjustments
8. Mechanization
2022 – Changes in the BoK – 5D
2022 – Changes in the BoK – 5D
❖ Topics removed/revised from the BoK
❖ Muda has been replaced with 8 types of wastes.
❖ Topics added to the BoK
❖ Overall Equipment Effectiveness (OEE)
Overall Equipment Effectiveness
(OEE)
❖ OEE shows the efficiency of your production system
❖ Overall equipment effectiveness (OEE) = Availability x
Performance x Quality
Overall Equipment Effectiveness
(OEE)
❖ Overall equipment effectiveness (OEE) = Availability x
Performance x Quality
❖ Availability – the percentage of scheduled time that the
operation is available to operate. Often referred to as Uptime
❖ Performance – the speed at which the Work Center runs as a
percentage of its designed speed
❖ Quality - Good Units produced as a percentage of the Total Units
Started
Overall Equipment Effectiveness
(OEE)
❖ Low Availability Reasons
❖Breakdown
❖Idle time
❖Adjustment time
❖Planned down time
❖Example: 8 hours shift (480 mins operation excluding lunch and other breaks)
/ 30 and 15 minutes two machine breakdowns / 45 minutes setup
❖Time available = 480-30-15-45=390 mins
❖Availability = 390/480 = 81.25%
Overall Equipment Effectiveness
(OEE)
❖ Low Performance Reasons
❖ Inefficient work processes
❖ Speed loss
❖ Minor stops
❖Example: Ideal cycle time is 1 minute. In 390 minutes of availability,
we should produce 390 pieces.
❖ Actual produced: 312
❖ Performance = 312/390 = 80%
Overall Equipment Effectiveness
(OEE)
❖ Low Performance Reasons
❖ Inefficient work processes
❖ Speed loss
❖ Minor stops
❖Example: Ideal cycle time is 1 minute. In 390 minutes of availability,
we should produce 390 pieces.
❖ Actual produced: 312
❖ Performance = 312/390 = 80%
If all these 312 pieces are good to ship,
then efficiency so far is 312/480 = 65%
Overall Equipment Effectiveness
(OEE)
❖ Low Quality Reasons
❖Start up rejections
❖Production rejections
❖ Example: Out of 312 pieces produced, 24 pieces got
rejected. The good pieces left are 288.
❖ Quality = 288/312 = 92.3077%
Overall Equipment Effectiveness
(OEE)
❖ Overall equipment
effectiveness (OEE) = Availability
x Performance x Quality
❖OEE = (390/480) x (312/390) x
(288/312)
❖OEE = 0.8125 x 0.80 x
0.923077 = 0.60
Corrective Action
• Understanding the definition as per ISO 9000:2015:
• Correction
• Corrective Action
• Preventive Action
Correction
• action to eliminate a detected nonconformity
• Note 1: A correction can be made in advance of, in conjunction with or
after a corrective action.
• Note 2: A correction can be, for example, rework or regrade.
Corrective Action
• action to eliminate the cause of a nonconformity and to prevent recurrence
• Note 1: There can be more than one cause for a nonconformity.
• Note 2: Corrective action is taken to prevent recurrence whereas
preventive action is taken to prevent occurrence.
2022 – Changes in the BoK – 5E/F
2022 – Changes in the BoK – 5E/F
❖ Topics removed from the BoK
❖ None
❖ Topics added to the BoK
❖ 5 Whys
 For Want of a Nail
For want of a nail the shoe was lost.
For want of a shoe the horse was lost.
For want of a horse the rider was lost.
For want of a rider the message was lost.
For want of a message the battle was lost.
For want of a battle the kingdom was lost.
And all for the want of a horseshoe nail.

https://en.wikipedia.org/wiki/For_Want_of_a_Nail
Five Whys
❖ Simplest Root Cause Analysis you can do.
❖ Based on an assumption that for every action or outcome
there is a single cause. If there are multiple causes of a
problem, then this becomes difficult to manage with this tool.
❖ If you ask “why did it happen” a number of times (typically
5 times), then you will discover the root cause of the problem.
Five Whys
Oil spill on Leakage from
floor pump

Gasket Sub standard

damaged gasket

Policy of
ordering to
lowest bidder
Five Whys
❖ It is preferred to do it in a group environment.
❖Go step by step. Do not jump to a conclusion.
❖Be precise.
❖Avoid causes such as: human error, lack of attention or blaming a person.
❖As far as possible avoid “lack of resources”, “lack of manpower” etc. As these
could be the root cause of any and every problem you may have.
❖You need to identify proposed actions as well. Finding the root cause is not
enough.
Preventive Action
• action to eliminate the cause of a potential nonconformity or other potential
undesirable situation
• Note 1: There can be more than one cause for a potential nonconformity.
• Note 2: Preventive action is taken to prevent occurrence whereas
corrective action is taken to prevent recurrence.
Corrective Action
• Problem identification
• Failure analysis
• Root cause analysis *
• Problem correction
• Recurrence control
• Verification of effectiveness
Preventive Action
• action to eliminate the cause of a potential nonconformity or other potential
undesirable situation
• Note 1: There can be more than one cause for a potential nonconformity.
• Note 2: Preventive action is taken to prevent occurrence whereas
corrective action is taken to prevent recurrence.
Preventive Action Tools
• Error proofing / Poka-yoke *
• Robust design *
• Quality Management System such as ISO 9001:2015
• FMEA
• Lean thinking – 5S
Poka Yoke
• Poka-yoke (pronounced "POH-kah YOH-kay") was invented by Shigeo Shingo in
the 1960s.

• The term "poka-yoke" comes from the Japanese words "poka" (inadvertent
mistake) and "yoke" (prevent).
Types of Poka Yoke
• Eliminates the cause of an error at the source;

• Detects an error as it is being made;

• Detects an error soon after it has been made but before it reaches the next
operation.
 Prevention.

• engineers the process so that it is

impossible to make a mistake.
• remove the need of correction.
Types of
Poka Yoke Detection.

• signals the user when a mistake

has been made.
• they do not enforce the
correction.
Robust Design
• The idea behind robust design is to improve the quality of a product by
minimizing the effects of variation without eliminating the causes.
• Robust design has minimum sensitivity to variations in uncontrollable factors.
 Control factors are factors which can
easily be controlled.

such as in welding – electrode

selection, position, preheating etc.
Control and
Noise
Factors Noise factors are factors that are difficult
or impossible or too expensive to control.
Such as weather, humidity during
welding
Control and Noise Factors
• Noise factors are primarily response for causing a product’s performance to
deviate from its target value.
• Parameter design seeks to identify settings of the control factors which make
the product insensitive to variations in the noise factors.
• Make the product more robust, without actually eliminating the causes of
variation.
Noise Factors
• Outer Noise
• Consumer’s usage conditions, Temperature change, Shock, Vibration,
Humidity, Light
• Inner Noise
• Deterioration, Rusting
• Between Product Noise
• Piece to piece variation where they are supposed to be the same