The Quality Control Tools

1. Brainstorming:

Its purpose:
 To establish a common method for a team to creatively and efficiently generate a
high volume of ideas on any topics by creating a process that is free of criticism
and judgement.
 It encourages open thinking when a team is stuck in same old thinking.
The way to do it:
2. The central brainstorming question is stated, agreed on, and written down
for everyone to see. Be sure that everyone understands it.
3. Each member, in turn, gives an idea. No idea is criticised.
4. As ideas are generated, write each one in large on a flipchart or other
writing surface as said by the speaker.
5. Ideas are generated in turn until each person passes, indicating that the
ideas are exhausted.
6. Review the written list of ideas for clarity and to discard any duplicates.

2.Cause and Effect Diagram:

Its purpose:
To allow a team to identify, explore, and graphically display all the possible
causes related to a problem or condition to discover its root causes.
The way to do it:
 Select the most appropriate cause & effect format. The two major formats are:
1. Dispersion Analysis type, which is constructed by placing individual
causes within each major cause category and then asking of each
individual cause of their causes of happening.
2. Process classification type, which uses the major steps of the process in
place of the major cause categories.
 Generate the causes needed to build a cause and effect diagram by either
ways: brainstorming without previous preparation or check sheets based on
data collected by team members before the meeting.
 Construct the Cause & Effect Diagram as follows:
1. Place the problem statement in a box on the right-hand side of the writing
surface.
2. Draw major cause categories or steps in the production or service process.
Connect them to the backbone of the chart. Traditional categories are:
Machines, Methods, Materials, Men or people.
3. Place the brainstormed or data-based causes in the appropriate category.
Sometimes you may put one cause in more than one category.
4. Ask repeatedly of each cause listed on the bones: why does it happens?,
and what could happen?
5. Interpret or test for root causes by looking for causes that appear
repeatedly within major cause categories, or by using check sheets or other
formats to determine the relative frequencies of the different causes.
For example of the cause and effect diagrams the following take away restaurant
case:
People
Machines
People
Unreliable don’t show
cars up
Drivers get
Ovens too lost
small Late Delivery
on
Friday and
Saturday
Poor Poor
handling of dispatching Run out of
large orders ingredients

Methods Materials

3. Pareto Diagram:

Its Purpose:
To focus efforts on the problems that offer the greatest potential for improvement by
showing their relative frequency or size in a descending bar graph.
Its objectives:
 It helps the teams to focus on those causes that will have the greatest
impact if solved.
 Displays the relative importance of problems in a simple, quickly
interpreted, visual format.
 Helps prevent shifting the problem, since some solutions removes some
causes but worsen others.
 Progress is measured in away that provides incentives to push on for more
improvement.
The way to do it:
 Decide which problem you want to know more about. For example, What
problems are people having in an internal computer network.
 Choose the causes or problems that will be monitored, compared, and rank
ordered by brainstorming or with existing data. For example: what were
the most common problems in the internal computer network in the last
month.
 Choose the most meaningful unit of measurement such as frequency or
cost. In our example the most important measure is frequency.
 Choose the time period for the study that is long enough to represent the
situation. The scheduled time should be typical in order to take into
account seasonality or even different patterns within a given day or week.
 Gather the necessary data on each problem category by real time or
reviewing historical data. In our example the data will be based on the
review of the incident reports (historical).
 Compare the relative frequency or cost of each problem category. As in
our example:

Problem Category Frequency Percent (%)

Bad configuration 3 1
Boot problems 68 33
File problems 8 4
Connections 20 10
Print problems 16 8
Reflection hang 24 12
Reflection sys. Integrity 11 5
Reflection misc. 6 3
System configuration 16 8
System integrity 19 9
Others 15 7

 List the problem categories on the horizontal line and frequencies on the
vertical line. List the descending order from left to right on the horizontal
line with bars above each problem category to indicate its frequency or
cost. List the unit of measure on the vertical line.
 Interpret the results. Generally, the tallest bars indicate the biggest
contributors to the overall problem. Always ask: what has the most impact
on the goals of our business and customer.
 Pareto chart and improvement: It is one of the most widely and creatively
used improvement tool. The most frequently methods are:
 Major cause breakdown, in which the tallest bar is broken down
into sub-causes in a second, linked pareto.
 Before and after in which the new pareto bars are drawn side by
side with the original pareto, showing the effect of a change. It can
be drawn one chart or two separate charts.
 Change the source of data, the data here are collected from
different sources and different departments, and shown in side by
side pareto charts.
 Change measurement, The same categories but measured
differently as (cost and frequency)

4. Check Sheet:

Its purpose:
 To allow a team to systematically record and compile data from historical sources,
or observations as they happen, so that patterns and trends can be clearly detected
and shown.
 Creates easy to understand data
 Builds with each observation, a clear picture of the facts.
 Makes patterns in the data become obvious quickly
The way to do it:
 Agree on the definition of the events or conditions being observed. For
example, if you are looking for reasons of late payments, agree on the
definition of “late”.
 Decide who will collect the data, over what period, and from what sources.
Make sure that the collectors have both the time and knowledge they need
to collect accurate information.
 Design a check sheet form that is clear, complete, and easy to use. As
example the following check sheet:

Project: Admission Delays Name: ( collector) Shift: All

Location: Emergency Room Dates: 3/10 to 3/16
Dates
Reason: 3/10 3/11 3/12 3/13 3/14 3/15 3/16 Total
Lab delays 9 4 6 6 3 12 12 52

No beds 2 7 2 4 5 8 3 31
available

Incomplete 7 3 1 2 2 4 5 24
patient info.
Total 33 28 36 30 25 47 38 237

 Collect the data consistently and accurately.

4. Control Chart:

Its purpose:
 To monitor, control, and improve process performance over time by studying
variation and its source.
 It distinguishes special from common causes of variation, as a guide to local or
management action.
 It provides a common language for discussing process performance.
The way to do it:
 Select the process to be charted
 Determining sampling method and plan. As much as possible, obtain the
samples under the same technical conditions: the same machine, operator,
lot, and so on. Generally, collect 20-25 groups of samples before
calculating the statistics and control limits.
 Initiate data collection. Here you collect the data and include any unususal
events that occur.
 Calculate the appropriate statistics. For the variable data, use the following table:
Type of control chart Sample size Control Line Control Limits
(n)
Average UCLx= X+A2R
X= (X1+X2+…Xk)/k
&Range 10, but LCLx= X–A2R
usually
UCLR=D4R
3-5 R=(R1+R2+….Rk)/k
X and R
LCLR=D3R
Average UCLx= X+A3s
X= (X1+X2+…Xk)/k
and LCLx= X–A3s
standard deviation Usually
 10 UCLs=B4S
X and s S= (S1+S2+…Sk)/k
LCLs=B3S
Median UCLx= X+A2R
X= (X1+X2+…Xk)/k
and Range  10, but LCLx= X–A2R
usually UCLR=D4R
X and R 3 or 5 R=(R1+R2+….Rk)/k
LCLR=D3R
Idividuals & Moving UCLx= X+E2Rm
Range 1 X= (X1+X2+…Xk)/k
LCLx= X–E2Rm
Rm = [(Xi +1 – Xi)]
X&R