TOTAL 66 56 67 77 266

OTHERS II I I 4
IIII IIII IIII 64
FILING IIII IIII IIII IIII IIII II IIII IIII IIII IIII IIII

IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII 110
TYPING IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII
OMITS IIII IIII IIII IIII IIII IIII IIII IIII 38
DAIRY IIII I IIII I IIII I 18

ROUTINE I IIII II I 8

TEL.NO
WRONG IIII III IIII IIII I IIII 24
WEEK 1 WEEK 2 WEEK 3 WEEK 4
ERROR TOTAL
OBSERVATION RECORD

7 TOOLS OF QUALITY
&
PROBLEM SOLVING

By
MQS Office
“Why do we need Quality ?”

2
Why do we need ‘Quality’ ?

A Quote from Bill Smith ...

In 1985, Bill Smith, an engineer at Motorola

(Father of Six Sigma) presented a paper which
concluded that …
“If a product was found defective & corrected
during the production process, other defects
were bound to be missed and found later by the
customer during early use of the product….

However, when the product is manufactured

error free, it rarely fails during early use by
the consumer …”

3
Problem Solving Technique

Question of Simple
Implementation
Problem Types
Problems

Known
C D
Solution

A B
Really Worth Require High
Unknown Known
Solving & Level of Tech.
Challenging Root Cause

4
Problem Solving Technique
Types of Problem Solvers
Self
Problem
Negating,
Solving
Despairing
Type
Type

The Some One

--- Else’s
Type Fault Type

5
 Whose perspective should we look at?

people Lens of organisation

products
processes

results
outcomes
benefits
Lens of customer

6
Who are Our Customers?

Most 1. End Users Least

useful E.g. Consumer, User, Service heard

2. Intermediate customers
E.g. Retailer, Distributor, OEM

Least 3. Internal customers Most

useful heard
E.g. Manufacturing, In-plant user

7
Why Do we need Quality Tools?

“95% of the problem is solved when clearly defined”

We need Quality Tools for:

1. Problem solving - making judgments & decisions.

2. For continual improvement.

3. For Process measurement.

8
Problem solving - Methods & Tools

What methods & Tools do we have for Problem Solving?

9
Problem solving - Methods & Tools

"As much as 95% of Quality related problems in

the factory can be solved with Seven

fundamental quantitative tools."

- Kaoru Ishikawa

10
7 QC TOOLS
The 7 QC Tools;

Flow chart

Check sheet

Histogram

Pareto Diagram
Q
Cause & Effect

Scatter diagram

Control charts and . . . .

11
7 QC TOOLS

The 7 QC Tools;

Flow chart FLOW CHART

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
12
FLOW CHARTS

What is a Flow chart ?

“ A diagram that uses graphic symbols to depict

the nature and flow of the steps in a process.”

13
FLOW CHARTS

What is a Flow chart ?

Graphical representations of a process.

Sequential flow of processes & sub-process.

Process steps shown with symbolic shapes.

Process flow indicated by arrows & symbols.

14
FLOW CHARTS

When to use Flow Charts ?

To determine how a process currently functions.

To determine how a process could ideally function.

15
FLOW CHARTS
FLOW CHART SYMBOLS

16
FLOW CHARTS
A BASIC FLOW CHART

17
FLOW CHARTS
MACRO MINI MICRO

Start Start Turn on PC

Get Draft of Open word

Draft POD POD Program

NO NO
Is it Are
Type POD approved? Approval settings Correct
Ok?
YES
YES

Distribute Proceed End Draft

End Distribute
End

End

18
FLOW CHARTS

Real world usage of Flow charts

Production
Manufacturing
To identify critical path
Accounting
Helps visualising money flow
Services
Restaurants
Real estate

19
FLOW CHARTS

Benefits of Flow Charts

Create Visual map of process.

To identify time lags & NVA steps.

Identify process that need improvement.

Determine major & minor inputs in the process.

Promotes process understanding.

Depicts customer - supplier relationship.

20
FLOW CHART

1. Examples of Flow chart:

• In-house Process Flow chart

• Supplier Process Flow chart

21
7 QC TOOLS

The 7 QC Tools;
CHECK SHEET
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
22
CHECK SHEET

What is a Check sheet ?

A graphical presentation of information.

Data gathering & interpretation tool.

Simplest way to assess common problems.

23
CHECK SHEET

When to use a Check sheet ?

To distinguish between fact & opinion.

To gather data about how often a problem occurs.

To gather data about the type of problem.

24
CHECK SHEET

How to create a Check sheet ?

What is the Problem?

Why should data be collected?

Who will use the information being collected?

Who will collect the data?

25
CHECK SHEET
SAMPLE CHECK SHEET

26
CHECK SHEET
SAMPLE CHECK SHEET

27
CHECK SHEET
SAMPLE CHECK SHEET

28
CHECK SHEET
SAMPLE CHECK SHEET

29
7 QC TOOLS

The 7 QC Tools;
HISTOGRAM
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
30
HISTOGRAM

What is a Histogram ?

A vertical bar chart that depicts distribution of data.

It is a one time snap shot of a process performance.

A tool to determine the frequency of occurrence of data.

A graphical information communicating tool.

Compares process results with specification limits.

31
HISTOGRAM

TITLE: __________________________

Bar & Its height

Frequency
‘Y’ Axis

‘X’ Axis

32
HISTOGRAM

When to use a Histogram ?

To summarize large data sets graphically.

To compare measurements to specifications.

To communicate information to the team.

Assist in decision making.

33
HISTOGRAM

Constructing a Histogram

Step 1: Count number of data points

Step 2: Summarize on a tally sheet

Step 3: Compute the range

Step 4: Determine number of intervals

Step 5: Compute interval width

34
HISTOGRAM

Constructing a Histogram

Step 6: Determine interval starting points

Step 7: Count number of parts in Each interval

Step 8: Plot the data

Step 9: Add title and legend

35
BAR WIDTH & BOUNDARY

1. Find the range of the data set I.e., Highest value - lowest.

2. Bar width = Range of data set / number of bars (as / table)

?
36
INTERPRETING HISTOGRAM
Location & Spread of Data

A B

Target Target

C D

Target Target
37
 INTERPRETING HISTOGRAM

With Process Specification limits

Within Specification Out of Specification

LSL Target USL LSL Target USL

LSL - Lower Specification Limit USL - Upper Specification Limit

38
INTERPRETING HISTOGRAM
Common Histogram Shapes

Skewed (Not symmetrical) Discontinued

Symmetrical (Mirror imaged)

39
INTERPRETING HISTOGRAM

40
INTERPRETING HISTOGRAM

41
INTERPRETING HISTOGRAM

42
HISTOGRAM

Benefits of Histogram

To know whether process produces within specification.

To know whether process is stable & predictable.

Process monitoring & centering.

43
HISTOGRAM

1. Learn to construct a Histogram using:

• MS Excel

• Minitab software

2. Exercise on Histogram

44
HISTOGRAM

Histogram of C1

10

8
Frequency

0
12 14 16 18 20 22
C1

Descriptive Statistics: C1

Variable Mean St Dev Minimum Median Maximum Skewness Kurtosis

C1 17.741 2.357 11.500 18.000 22.000 -0.27 -0.46

45
HISTOGRAM

Bin Frequency
Histogram 0 0
11.5 1
20 13 0
16
15 14.5 3
Frequency

12
8 9 16 12
10
5 17.5 8
5 3
1 19 16
0 0 0
0 20.5 9
0 11.5 13 14.5 16 17.5 19 20.5 22 23.5 22 5
Gap in mm 23.5 0
More 0

46
VISUALS

How a Histogram is generated ?

47
7 QC TOOLS

The 7 QC Tools;

Flow chart PARETO DIAGRAM

Check sheet 1

Histogram 2

Pareto Diagram 3

Cause & Effect 4

Scatter diagram

Control charts
48
PARETO DIAGRAM

What is a Pareto Diagram ?

Shows focus area to get most gains.

Bar chart arranged in descending order of height.

Bars on left; relatively important than those in right.

Separates “Vital few” from “Trivial many”.

80 % of trouble comes from 20 % of the problems

Named after Italian Economist Wilfredo Pareto.

49
PARETO DIAGRAM

When to use a Pareto Diagram ?

Starter to Problem solving - What to solve?

To break big problems into smaller problems.

To prioritize high impact issues - Where to focus?

Systematic analysis of causes based on magnitude.

Allows better use of limited resources.

50
PARETO DIAGRAM

Constructing a Pareto Diagram

Step 1: Record the data

Step 2: Order the data 1

2
Step 3: Label the vertical axis
3
Step 4: Label the Horizontal axis 4

Step 5: Plot the Bars

51
PARETO DIAGRAM

Constructing a Pareto Diagram

Step 6: Add up the counts

Step 7: Add a cumulative line 1

2
Step 8: Add title, Legend and Date
3
Step 9: Analyze the Diagram 4

Step 10: Interpret the results

52
PARETO DIAGRAM

Benefits of Pareto Diagram

Identifies ‘Major Few’ problems.

Improves team performance & effectiveness.

Before & After tracking of a problem in single chart.

53
PARETO DIAGRAM
A SAMPLE PARETO CHART

54
PARETO DIAGRAM

1. Learn to construct a Pareto Diagram using:

• Pareto Excel - Example

• Minitab software

2. Exercise on Pareto Diagram.

55
PARETO DIAGRAM

PARETO ANALYSIS OF INJURIES BY DEPARTMENT

99% 100%
96% 100%

400 92%
90%

350
80%
74%

300 70%
ACCIDENT IN NO.

250 60%
54%

50%
200

40%
30%
150
128
30%
102
100
82 76 20%

50
10%
20
12
4
0 0%
MAINTENANCE - 1MAINTENANCE - 2OPEARATIONS - 1OPEARATIONS - 2 ADMINISTRATION TRAINING SAFETY
DEPARTMENT

56
PARETO DIAGRAM

Pareto Analysis of Injury by Dept.

100
400
80
Accident No.

300

Percent
60
200
40

100 20

0 0
Department r
-1 -2 -1 -2 IO
N
the
E E S S T O
A NC ANC IO
N
IO
N
RA
T T T
T EN T EN RA RA NI
S
N N A A I
AI AI E E M
M M OP OP AD
Count 128 102 82 76 20 16
Percent 30.2 24.1 19.3 17.9 4.7 3.8
Cum % 30.2 54.2 73.6 91.5 96.2 100.0

57
7 QC TOOLS

The 7 QC Tools;

Flow chart
CAUSE & EFFECT DIAGRAM
Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
58
CAUSE & EFFECT DIAGRAM

What is a Cause & Effect Diagram ?

A graphical tool that helps identify, sort and

display possible causes of a problem or

Quality characteristic.

59
CAUSE & EFFECT DIAGRAM

About Cause & Effect Diagram ?

Developed by Kaoru Ishikawa of Japan.

Also called, Ishikawa or Fish bone diagram.

Used to explore potential & real causes.

Compares relative importance of each cause.

Helps to identify root cause.

60
CAUSE & EFFECT DIAGRAM

When to use a Cause & Effect Diagram ?

During Problem solving to focus on problem.

To sort out interactions among factors for a cause.

To analyze existing problems.

61
CAUSE & EFFECT DIAGRAM

Why to use Cause & Effect Diagram ?

Helps to determine root cause of a Problem.

Group participation & knowledge sharing.

Indicates possible cause for variation in a process.

Increases knowledge of a process, its factors etc.,

Identifies areas of further data collection.

62
CAUSE & EFFECT DIAGRAM

STEP 1 - Identify & define the effect

Decide on the effect to examine.

Use operational definitions.

Phrase effect and quantify

Positive (an objective) or

Negative (a problem)

63
CAUSE & EFFECT DIAGRAM
STEP 2 - Fill in the Effect Box & draw the spline

POOR
MILEAGE -
5 KMPL

64
CAUSE & EFFECT DIAGRAM
STEP 3 - Identify main categories

METHOD MACHINE

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL

65
CAUSE & EFFECT DIAGRAM
STEP 4 - Identify Causes influencing the factors
METHOD MACHINE

Use wrong
gears Under inflated
tyres

Rash Carburetor
Driving adjustment
POOR
MILEAGE -
Poor 5 KMPL
Improper
maintenance
lubrication

Poor Wrong
Driving habits fuel

PEOPLE MATERIAL

66
CAUSE & EFFECT DIAGRAM
STEP 5 - Add detailed levels & Analyze the diagram
METHOD MACHINE

POOR
MILEAGE -
5 KMPL

PEOPLE MATERIAL

67
CAUSE & EFFECT DIAGRAM

68
CAUSE & EFFECT DIAGRAM

69
CAUSE & EFFECT DIAGRAM

Benefits of Cause & Effect Diagram

Focus is on ‘Causes’ rather than on ‘Symptoms’

Indicates possible causes of variation.

Improves team performance & effectiveness.

Improves process knowledge.

Encourages group participation.

70
CAUSE & EFFECT DIAGRAM

1. Learn to construct a Cause & Effect Diagram using:

• Cause & Effect Diagram Generator

• Minitab software

2. Exercise on Cause & Effect Diagram

71
CAUSE & EFFECT DIAGRAM

Cause & Effect Analysis for Low Income - Rs. 2500 P.m
Personal Family

Low education 5 C hildren

N o improv ement 2 Wife

N o interest Relativ es

P essimistic H ospital exp

Low Income

Take time N o scope

C an't accept change Boss

H as bad name Low pay ment

H as bad friends Low profile job

Society Office

72
7 QC TOOLS

The 7 QC Tools;
SCATTER DIAGRAM
Flow chart

Check sheet

Histogram

Pareto Diagram

Cause & Effect

Scatter diagram

Control charts
73
SCATTER DIAGRAM

What is a Scatter Diagram ?

A visual & statistical testing tool.

Analyzes strength & relationship between 2 variables.

Involve correlation to establish significant relationship.

Arrive at Quantitative conclusion on relationship.

74
SCATTER DIAGRAM

When to use a Scatter Diagram ?

In problem solving to establish a root cause.

Examine root cause theories in C & E.

To confirm a Hypothesis.

75
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM

Positive Correlation Negative Correlation No Correlation

Strong positive Correlation Weak negative Correlation

76
SCATTER DIAGRAM

77
SCATTER DIAGRAM

SCATTER PLOT STATISTICS:

For scatter plots, the following statistics are calculated:

Mean X and Y Average of all the data points.

Maximum X and Y Maximum value in the series.

Minimum X and Y Minimum value in the series.

Sample Size Number of values in the series.

X Range and Y Range Maximum value - minimum value.

78
SCATTER DIAGRAM
SCATTER PLOT STATISTICS:

X Range and Y Range Maximum value - minimum value.

Stdev of X and Y values Indicates spread of data around the mean. Line

of Best Fit - Slope Slope of the line

Line of Best Fit - Y Intercept Point at which line of best fit crosses Y axis

79
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM
Strong correlation

r-value range of between 0.85 to 1, or -0.85 to -1.

Moderate correlation

r-value ranges from 0.75 to 0.85 or, -0.75 to -0.85.

Weak correlation

r ranges from 0.60 to 0.74 or -0.60 to 0.74.

Though an entirely random relationship equals, 0.00,

r-value that is 0.59 and below is not considered to be a reliable predictor.

(Tan 45 degree = 1)

80
SCATTER DIAGRAM

Benefits of Scatter Diagram

Trends & patterns of different measures are tracked.

Better process management in variable analysis.

Relationship establishment tool.

81
SCATTER DIAGRAM

1. Learn to construct a Scatter Diagram using:

• Scatter diagram using MS Excel

• Minitab software

2. Exercise on Scatter Diagram

82
7 QC TOOLS

The 7 QC Tools;

Flow chart CONTROL CHARTS

Check sheet
UCL
Histogram
X
Pareto Diagram
LCL
Cause & Effect

Scatter diagram

Control charts
83
CONTROL CHARTS

What is a Control chart ?

Statistical tool for monitoring & improving quality.

Distinguishes between Common & Special cause.

Measure consistency of a machine or process.

UCL

LCL

84
CONTROL CHARTS

When to use a Control chart ?

Visual display for Process output.

To monitor, control & improve process performance.

To identify variation at its source.

85
CONTROL CHARTS

Benefits of Control charts

Common visual language to predict process.

Provides cues for taking action.

Easy & simple to maintain.

86
CONTROL CHARTS

1. Learn to construct a Control Chart using:

• MS Excel

• Minitab software

2. Exercise on Control charts

87
VISUALS

How a Control chart is generated ?

88
OTHER QC TOOLS

89
7 QC TOOLS

The 7 QC Tools;
STRATIFICATION
Stratification

Graphs & Charts 70

60

Parameter Y
50
Brain storming
40

30

20

10

1 2 3 4 5 6 7 8 9 10 11

Parameter X

90
STRATIFICATION

What is Stratification ?

A technique used to analyze and divide a universe of

data into homogeneous groups (Strata)

Involves observing data, splitting them into distinct layers

& doing analysis to see a different process.

Often these events, represent multiple sources that need

to be treated separately.

91
STRATIFICATION

How it is carried out ?

It involves looking at process data, splitting it into distinct

layers and doing analysis to possibly see a different

process.

92
STRATIFICATION

Example:

For instance, analysing ‘Quality’ cost.

Prevention cost

Internal Failure cost

External Failure cost

Appraisal cost

World class companies have a Quality cost of around 2

to 5 %

93
STRATIFICATION

When to use Stratification ?

Used extensively to improve Is this

Process ok ?
- How long?
In control process &

Stable process UCL

LCL

94
STRATIFICATION

Benefits of Stratification

Unknown strands of data can be identified.

Systematic reduction of Common cause variation.

Overall increase in product quality.

UCL

1 2 3 X

LCL

95
7 QC TOOLS

The 7 QC Tools;
GRAPHS & CHARTS
Stratification

Graphs & Charts

Brain storming

96
GRAPHS & CHARTS

What are Graphs & Charts?

A technique used to communicate information visually.

Complicated information is made easy to understand

individually and comparatively using Graphs & Charts.

Basic types include;

1. Bar graph

2. Line graph

3. Pie or Circle graph

97
GRAPHS & CHARTS

1. Learn to construct Graphs & Charts using:

• MS Excel worksheet

2. Exercise on Graphs & Charts

98
VISUALS

Some Sample Graphs ...

99
7 QC TOOLS

The 7 QC Tools;
BRAINSTORMING
Stratification

Graphs & Charts

Brain storming

100
BRAINSTORMING

What is Brainstorming?

A tool used by teams for creative exploration of options in

an environment of free criticism.

Provides creative and unrestricted exploration of options

or solutions.

101
BRAINSTORMING

Benefits of Brainstorming

Creativity

Large number of ideas

Involvement of team members

Sense of ownership in decisions

Input to other tools

102
BRAINSTORMING

Ground Rules

Active participation by everyone

No discussion / No debate

Build on others’ ideas

Contribute to the best extent

Display ideas presented - clarify & combine

103
BRAINSTORMING

Brainstorming sequence

Review the rules

Set a time limit

State / pose the question

Collect ideas - Structured & Unstructured

Collate & analyze

104
BRAINSTORMING

1. A Demo on Brainstorming:

• Go to Brainstorming video.

2. Exercise on Brainstorming

• As an input to Cause & Effect diagram.

105
VISUALS

A Sample Brainstorming Session ...

106
DEFINING THE PROBLEM
START

80 • • 100%
PROCESS •
STEPS 60 • 75%
•
40 50%
DECISION
20 25%
A B C D E Other Check Sheet
STOP
Pareto Chart
Flow
Chart

IS IS NOT
WHAT?
Histogram
WHO?

WHERE?

WHEN?

HOW MUCH?

Capability Study
Is/Is Not Analysis Control Chart

107
 te many ideas in as short a time as possible. A Problem Statement is tool used
study the relationship between the causes
nstorming can be used in two ways: structured or
to document a Probletunity. and discover the “root cause” of a problem.
A Quality Tool Belt
tructured.
A Problem Statement is
Project Bulletin Board Cause Cause

divided into three parts: the

Problem
current situation or existing
Cause
RED ITEMS REQUIRE ACTION WITHIN 30 DAYS. Cause Cause Cause
1. Statement
state of the problem, the
Completed Items move to the Cause
2.
Successful Projects Board. Cause
3.

YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED.

1.
impact the problem has on INTERRELATIONSHIP Cause
Cause
2.
Items must be organized into segments
capable of being addressed within 30 days. the organization, and the If a relationship can be
Imagineering is a Brainstorming technique used
3.

A Column Chart is a vertical bar graph GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS. The Strategic Plan refers state
desired to all aspects
one of organization
would like established, lines are Cause
CAUSE & EFFECT DIAGRAM [FISHBONE]
that displays collected data in parallel 1.
2.
Items move into yellow as space permits. level planning and the deployment of action plans. This
to achieve by solving theof to identifydrawn
whatbetween
an individual
two or group envisions as
Cause

Brainstorming
A Cause & Effect Diagram is used when you need to includes primarily the development and deployment the perfectcauses. Analysis leads to
project, process, or system. Another
3.
columns whose lengths are proportional to problem Purpose & Vision
identify, explore, and display the possible causes of a an organizational mission, or improving
key measures the
of mission drawing arrows between INTERRELATIONSHIP
specific problem or condition. “Fishboning” specific amounts in sets of data.
process.
fulfillment, and strategies that take into account key term usedcauses
for Imagineering
and effects. is idealized design.
represents a sophisticated form of brainstorming. student and stakeholder requirements. Strategic Theis
Force Field Analysis facilitator or leader
COLUMN CHART Planning has a
Cause Cause results-oriented Imagineering must clearly state the
a visual listing of possible

focus and seeks to

STRATEGIC PLAN forces driving or FORCE FIELD ANALYSIS
preventing change.objective of the
Driving Restraining
Number align all daily work Imagineering
A Force Field Analysis is Forces session. Forces
within the useful if a quality
EFFECT organization with improvement team wants
Example:
Action
the over-all Plan refers to a series of connected steps that A Flow Tree helps to break down to find out what is
driving, slowing, or not “What would be the perfect
Surveys are used when a project is
CategoryThe Nominal Group Technique [NGT] provides a
are designed to accomplish a goal or objective. Action
organizational
direction.
plans include details of shorter- and longer-term
outcomes into major subcategories or allowing change at all. learning environment?”
Hint: removing a
A Bone Diagram is a systems
Causeclarify their
organizations
planned,
Causecurrent Cause
and
to helps
reflection tool, which prove the need and demand
desired state. It also way to of
give everyone in the group an equal voice in trahC oteraPperformance projections, responsible personnel, resource capacities. It is an integral part of a restraining force will
A Control Chart is simply a Run Chart with statistically
the customer,
identifies the forces driving and preventing progress toward the
or to test a group for
problem selection. commitments Aand time horizons for accomplishment.
make for more progress
desired change. It combines the Systems Progress and Force
Field Analysis Tools.
determining
uo y sp l e h t aht hp a r g r ab l a ci t r ev fo m ro f l a i c e ps a s
a g nioD .re dr o ta hw ni e vlos ot s melborp hci hw enimre ted o t
i t r a h C o t er a P
Action plan development represents the critical stage Capacity Matrix [See]. than creating driving
forces.
determined upper and lower control limit lines drawn on
either side of the process average. Being in control
ata d fo smrof reh to ro tsi L kcehC a re htie no desab tra hC o teraP [meaning no data points fall outside the control limits]
SURVEY
Positive Forces That Create Growth

tnatr opmi yl ur t eh t o t str offe dna noit net tin

a t ceplanning
r id sple h n oitcwhen
1.
2. quality. Future Organization el loc
simply means the process is consistent.
Total strategic *.smel borp
ACTION PLAN Flow Tree
1.
3.
4. + erio
d
2.
% 0 01
Compile the results Stratification helps analyze casestrin ot er aP data
ahCwhich
objectives and CONTROL CHART
3.
5. P 1. xxxxxxxxxx A 1 3 1 1 6
ion 4.
nsit
goals are made
6.
Tra 2. xxxxxxxxxx B 3 4 4 2 13 _ _ _ _ _ _ _ _ _ _Upper
_ _ _ _Control
_ _ _ _ Limit
_ _ _ _[UCL]
using Life a Checklist may actually mask the %real
57 facts. specific so that
___

Measurement
ork
Present Organization
3. xxxxxxxxxx C 2 1 3 3 9
W
aland display them
Negative Forces That Create Growth
of Average

at aD waR
P RIOR K NO WL E D GE AS S E SS ME N T Hig h S c ho o l Cu s to d ia l QIP S u rve y
ity effective
are-simple easy-to-understand
1.
1.
Qu D 4 2 2 4 12
HECKLISTS or sheets
2. 2.
This is often the case when the recorded data is
organization-wide
orms used to determineusing whetheraand Barwith
Chart,
3.
3. % 05
4.
what
from manysurvey sources A Pie
but is treated as one Chart is used
understanding
number. and to display data which is _______________ __________
4.

A Consensogram is a statistical that measures

equency specified eventsColumn are taking Chart,
place. or
Check lists
5.
Lower Control Limit [LCL]
NGT
an entire groups perception of effort, commitment, % 52 deployment
represented by area circle [100 percent] and is A Run Chart is used to monitor a process to see
6.

upply the necessary data for creating Run Charts and

Pareto
ther continuous improvement tools.
Chart. U nd e rs to o d th e 2 -Jo b C on c ep t p understanding,
rio r to etc. The question asked is decided by
Stratification
the leader, group, breaks
team, or organization. The down single numbers possible.
into down into slices.
then broken whether or not the long-range average is
tr ain in g. changing. Time
Consensogram is used when you have a group of people reh tO D C B A
4
meaningful categories to focus corrective action.
and wish to see their view on an issue. .srab rellams eht gn il kcat naht rab tsel lat eht no gnikroThe
w yb eromPie
n iag ylChart
lareneg ll iw uoY* Run Charts are the simplest quality tool to
CHECKLIST 3
Consensogram Stratification
shows the most Capacity Matrix construct and use.
important problem RUN CHART

Understanding
Date Total 2 Aim or Capacity Breakdown
Measurement

Measurement
100 % A and B Result

Knowledge

Application
Combined by giving areas
A Alone

Analysis
1

Measurement
Category 1 Data Data
Un d er s to od t h at I a m a c u st om er t oo pr ior U nd e rs90
to o%
d th e 8 5- 15 Ru le p rio r to them a larger piece
0 S er ie s1
A andofB theCombined Average
Category 2 to tr ain Data
Data in g. 80 % tr ain in g. pie. Pie
Operational definitions give a clear communica
70 % Charts are easy to
Category 3 Data Data
A Histogram is a specialized Column
The Affinity Graph
Diagram is theused of read
B Alone
result and are
an interactive
meaning to a concept which enables individua
A Correlation Chart measures the performance ETC. work on a system based on basic guides of
Category 4 Data Data to illustrate the stability of dataacollection
process. Thewhich allows groups
method of people
effective A Ganntt
with allChart is used for
Pieplanning
Chart schedules and A Parking Lot is a place where group Time
of one factor compared to another and helps greatest number of Time
unitstoare
identify and process
pictured at thelargeTime
quantities of ideas managing
mid in a projects. A Ganntt Chart is useful when doing a understanding. There are no gray areas.
determine what relationship. if any, exists. Thewith roughly an equal very short time. It is a non-judgmentalage waygroups.
to collect participants can anonymously communicate
point
Un de r st oo d t he i de a o f " C us to m e r- Dr iven number
and process ofAunits
ideas. question onis posed. Team project where one stage depends upon another. It also with facilitators or group leaders.
correlation is based on the pattern of dataeither
Q u alit y " p rio r to tr ain in g.
points.side of that point. members
See the example
individually below.
Brainstorm silently writing makes
ideas it obvious which steps can be done simultaneously. .
Quality Improvement Story Board
on 3”x3” sticky Parking
CORRELATION CHART HISTOGRAM notes. Affinity Diagram Ganntt Chart Lot
1. Describe the OFI identified in the 2.a. Identify the team members who will 3. Collect data regarding the
Baldrige Assessment. address the issue. current situation.

Team members
b. Establish operational definitions to be used.

randomly placeProcess A PROJECT +

Ne them in the middle Time What is going well? What needs improvement

Radar Chart illustrates relationships The

ga io
n STEPS
tiv at of the table.
e el 1.
rr
Frequency
Factor 1

4. Identify causes for the current

Five Whys? are simply a process of

5. Develop a plan for improvement and
6. Report results.
No CCo Correlation
Systems Progress is a visual technique
Ideas are grouped
usedprovide evidence that proposed
Process C
orr
Pilot Projects 2.
situation. how success will be measured.

into like categories.

tiv
e ela Process B ? I/O
asking Why? at least five times in a row si to answer the questions: “Where
tio
did weAstart? 3. What are the issues or observations.

tween characteristics of plotted data toparticular

n Finally, a header
Po innovations or improvements will work. Pilot
What question do you have?
Process illustrates greater
note is placed at 4. A Bar Chart displays collected data on Operational
detect the root cause or meaning of a Factor 2
Where are we now? Where are we
Projects
the top going?
variation than Process B.
Processare
of each
the “DO” of the Plan-Do-Study-Act
5. parallel horizontal bars for comparative
problem or situation.
Scores column. C illustrates even less
Definitions
[PDSA] Cycle.
variation than Process B. analysis. Lengths are proportional to

ints in relation to the whole picture.

collected data. Define the Team
A Flowchart is a pictorial
representation showing all
Start
BAR CHART of the steps Team Members
Act of a process. Plan
FLOWCHART

Why? Why?
dar Charts can give a second
Flowcharts are used to Name Role

Process “document” a process.

Delighted By John Team Leader
Why?

Category
Step creating and studying
Customers Mary Coach
flowcharts teams can often Bob Teacher

erpretation to the same set of data in Why? Why? uncover sources of trouble Susan Custodian
Decision as wellStudy
as solutions to Do Bill Secretary
problems. Many of us are
Pilot Project Five Whys? visual learners.
The “Let’s
Plan-Do-Study-Act [PDSA] Cycle Systems Progress Survey Results In Percent
Jane Driver

Bar or Column Chart.

Wayne Student
Stop flowchart it” is a most
important step in problem
solving.

108
 Quality Improvement Story Board
The Strategic Plan refers to all aspects of organization
Brainstorming is a procedure that allows a group to
level planning and the deployment of action plans. This
express problem areas, ideas, solutions, or needs. It
1. Describe the OFI identified in
includes primarily the development and deployment of
allows each participant to state their opinion in a non- 2.a. Identify the team members who will 3. Collect data regarding the
an organizational mission, key measures of threatening
mission
the Baldrige Assessment.*
fulfillment, and strategies that take into account
create
environment. Brainstorming helps a group
keymany ideas in as short a time as possible. address the issue. Define the Team current situation. Use any or all of
student and stakeholder requirements. Strategic
Planning has a
Brainstorming can be used in two ways: structured or Name
Team Members
Role the following: A Run Chart is used to monitor a process to see
unstructured. John Team Leader whether or not the long-range average is
results-oriented A Bar Chart displays collected data on
focus and seeks to
STRATEGIC PLAN Mary
Bob
Coach
Teacher
changing.
parallel horizontal bars for comparative
align all daily work
Susan Custodian
analysis. Lengths are proportional toRun Charts are the simplest quality tool to
Bill Secretary
within the Jane Driver
collected data. construct and use.
organization with Wayne Student
RUN CHART
the over-all Operational definitions give a clear communicable
BAR CHART
organizational
A Problem Statement is tooloperational
b. Establish used
meaning to a concept which enables individuals to
definitions to be used.

Measurement
direction. work on a system based on basic guides of

Category
Surveys are used when a project to document
Brainstorming
wayisto give everyone a
The Nominal Group Technique [NGT] provides a
Probletunity.
in the group an equal voice in understanding. There are no gray areas.
Average

planned, to prove the need andproblem

demand selection.
of A Problem Statement is CHECKLISTS or sheets are simple easy-to-understand
the customer, or to test a group for divided into three parts: the forms used to determine whether and with what
Problem frequency specified events are taking place. Check lists
determining current situation or existing Survey Results In Percent
Statement supply the necessary data for creating RunTimeCharts and
quality. SURVEY state of the problem, the
Total
other continuous improvement tools.
Aimpact the
1 3 1 1 problem
6 has on
Compile the results 1. xxxxxxxxxx
Bthe organization,
using a Checklist
2. xxxxxxxxxx 3 4 4 2 13 and the CHECKLIST
3. xxxxxxxxxx Cdesired
2 1 3state
3 9 one would like
and display them Dto achieve
4 2 2 4 by
12 solving the Date Total
using a Bar Chart, Operational
problem or improving the Category 1 Data Data
Column Chart, or Definitions
process.
Pareto Chart. NGT Category 2 Data Data

Category 3 Data Data

*Use BOTH the Building Bullet Book and the Baldrige Category 4 Data Data
Feedback Report along with the annual Baldrige Survey Results
to identify OFIs.

Pilot Projects provide evidence that proposed

6. Report
innovations results.
or improvements will work. Pilot
4. Identify causes for the current 5. Develop a plan for improvement and
Projects are the “DO” of the Plan-Do-Study-Act
situation. how success will be measured. [PDSA] Cycle.
The Affinity Diagram is the result of an interactive
data collection method which allows groups of people Force Field Analysis is
CAUSE & EFFECT DIAGRAM [FISHBONE] to identify and process large quantities of ideas in a a visual listing of possible
forces driving or
A Cause & Effect Diagram is used when you need to very short time. It is a non-judgmental way to collect FORCE FIELD ANALYSIS
preventing change.
identify, explore, and display the possible causes of aand process ideas. A question is posed. Team Driving Restraining
specific problem or condition. “Fishboning” members individually Brainstorm silently writing ideas A Force Field Analysis is Forces Forces
represents a sophisticated form of brainstorming. on 3”x3” sticky useful if a quality
improvement team wants
notes.
Cause Cause
Affinity Diagram to find out what is
driving, slowing, or not
Team members
randomly place Action Plan refers to a series
allowing of connected
change at all. steps that
Hint: removing a
them in the middle are designed to accomplish a goal or objective. Action
restraining force will
of the table.
EFFECTIdeas are
plans include detailsmake
of shorter-
for moreand longer-term
progress
Imagineering is a Brainstorming technique used Pilot Project
A Run Chart is used to monitor a process to see
and/or
grouped performance projections, responsible
than creating drivingpersonnel, resource
into like categories. forces. to identify what an individual or group envisions as whether or not the long-range average is
commitments and time horizons for accomplishment.
Finally, a header the perfect project, process, orAsystem.
Bar ChartAnother
displays collected data on changing.
Action plan development represents the critical stage
note is placed at term used for Imagineering is idealized design.
parallel horizontal bars for comparative
Run Charts are the simplest quality tool to
Cause
the top of each in planning when analysis. Lengths are proportional to
Cause Cause column. The facilitator or leader construct and use.
strategic ACTION PLAN Imagineering
collected data.
must clearly state the RUN CHART
objectives and
objective of the BAR CHART and/or
goals are made
Imagineering session.

Measurement
specific so that

Category
effective Example: Average
organization-wide “What would be the perfect
understanding and learning environment?”

deployment are Survey Results In Percent

possible. Time

109
THE IMPROVEMENT CYCLE
Define Measure Analyse
⚫ Select Project ⚫ Define Measures (y’s) ⚫ Identify Potential x’s
⚫ Define Project
C1 C2 C3
Objective
⚫ Form the Team
⚫ Evaluate Measurement Effect
System

C4 C5 C6

⚫ Analyse x’s

Run 1 2 3 4 5 6 7
⚫ Map the Process
⚫ Determine Process 1 1 1 1 1 1 1 1
⚫ Identify Customer Stability
2
3
1
1
1
2
1
2
2
1
2
1
2
2
2
2
4 1 2 2 2 2 1 1
Requirements 5 2 1 2 1 2 1 2
⚫ Determine Process 6 2 1 2 2 1 2 1
7 2 2 1 1 2 2 1
Capability 8 2 2 1 2 1 1 2

LSL USL ⚫ Select Critical x’s

x
x
x x
x x
15 20 25 30 35
x x
⚫ Identify Priorities x
⚫ Set Targets for x
⚫ Update Project File
Measures x

Phase Review Phase Review Phase Review

110
THE IMPROVEMENT CYCLE
Improve Control
⚫ Characterise x’s ⚫ Control Critical x’s

y
.. .. . 10.2 Upper Control Limit

. .. .. .
10.0

x
9.8 Lower Control Limit

y=f(x1,x2,..) 9.6
1 5 10 15 20

⚫ Optimise x’s ⚫ Monitor y’s

y
Q
⚫ Set Tolerances for x’s ⚫ Validate Control
⚫ Verify Improvement Plan

LSL USL

⚫ Close Project
15 20 25 30 35

Phase Review Phase Review

111
PDCA LOOP IN ACTION

1. Define the Problem

8. Standardise and Future Actions 2. Interim Actions

Team Problem
Solving Process 3. Acquire and Analyse Data
7. Verify the Results

6. Action Plan and Implement 4. Determine Root Cause

5. Evaluate Possible Solutions

112
PDCA LOOP IN ACTION

Draw Establish
Conclusions the Focus

Examine
the Current
DEFINE Situation
Standardise MEASURE
the CONTROL
Changes
Analyze
Act Plan the
ANALYZE Causes

Study
(Check) Do

IMPROVE
Study Act on
the the Causes
QC STORY
Results
DMAIC

PDSA/PDCA

113
SUMMARY

The tools listed above are ideally utilized in reducing the process

variability or identifying specific problems in the process. In any

case, the tools should be utilized to ensure that all attempts at

process improvement include:

• Analysis

• Improvement

• Monitoring

• Implementation

114
QUESTIONS ?

115