PRACTICAL PROBLEM

SOLVING TOOLS
•TALLY SHEET
•PARETO DIAGRAM
•CAUSE AND EFFECT DIAGRAM
•BRAINSTORMING
•5 WHYS’
 OBJECTIVES
Understand the common problem-
solving techniques, applications and
methodology.
Develop problem-solving skills among
all levels of organization personnel.
Understand the concept of Quality
Control Circle as a means to study and
solve quality-related problems.
 What is a Tally Sheet?
A tally sheet is a tool for
collecting the right data in a
simple manner.
a b c d e A. Recording Tally Sheets
1 1. Defective item tally sheet

2 2. Cause of defect tally sheet

3 3. Production process distribution

tally sheet
4
5
B. Inspection Tally Sheets
1. Checking and information tally sheet
2. Requested item tally sheet
3. Evaluation tally sheet
 EXERCISE 1
Make a tally sheet from the data of
Summary DPR.
The tally sheet is about the frequency
that each injection machines has an
OEE below 75% .
What is a Pareto Diagram?
Pareto diagram is defined in Japan Industrial
Standard’s Quality Control terminology as
follows:
“It is a diagram that shows by item and by classes
the order of the largest number of occurrences
and the cumulative sum total. For example,
classify the defective products according to defect
content, arrange the ranking of the total number
of defects. Draw the diagram and rank importance
will be known.”
 Brief History of Pareto
Diagram
Pareto diagram was first thought out by an Italian
economist, Pareto (1848-1923); when he used it as a
method form national income analysis to show that a
large proportion of the wealth was centred around a
small minority of people.
Then an American quality control authority, Juran,
born in 1904, used it tin the field of Quality Control.
If used properly, the Pareto diagram will clearly
portray where the biggest defect or error or the
whereabouts of the problem is, the biggest influence,
and the degree of magnitude of the problem.
 Making a Pareto Diagram
1. Set the method and time period for the data
collection. Collect the data classified
according to causes and subject matter.
2. Arrange the items in such a way that the
item with the most data is entered first,
followed by items with decreasing data. Add
up the cumulative figure.
3. On a graph, draw in the vertical axis (y) and
horizontal axis (x). Put the scale unit in the
vertical axis.
 Making a Pareto Diagram
4. In the order of the most data, from the left,
draw in the bar graphs. Keep all the bars in
the same width. Do not leave any space in
between the bars.
5. Using the cumulative figure, draw in the
cumulative curve. From the bar graph
column’s right corner, extend the line to the
end, joining with a broken line graph.
 Making a Pareto Diagram
6. Draw a line from the end of the bar graph
to the vertical axis. Where it intersects the
cumulative curve, it is taken as 100%. Put
in the scales for the cumulative percentage.
7. Write in the title for the Pareto diagram, the
period the data was collected, the total
number of data, the authors, etc.
 EXERCISE 2
Make a Pareto Diagram using the data
of the tally sheet in exercise 1.
Don’t forget to get the cumulative
figure of the data before making a
Pareto Diagram.
 Brainstorming
Allows generation of a high volume of
ideas quickly. Generally used integrally
with the advocacy team when
identifying the potential X’s
 What is A Cause-And-Effect?
A cause-and-effect
diagram shows the
systematic relationship Man Machine Material
between a fixed result
and its related causes. Process
It is also called Defects
fishbone diagram
because of its shape. Method Measurement
 Making A Cause-And-Effect

1. Draw in the order of large, medium and

small bones.
a. Decide on the effect. Write it on the right..
 Making A Cause-And-Effect
1. Group the causes into large, medium and small
bones. (Via brainstorming)
a. Let the group members come up with all the
causes they can on the effect.
b. Cluster the causes of the effect under large
headings and write into the bone. The large bone
should only have 4 to 8 branches
c. Write each cause into the middle and small
bones.
Making A Cause-And-Effect
d. Check that nothing is omitted or overlaps.
e. Mark the cause that is the most important.
 Pointers in Making a Cause
and Effect Diagram
• Do not mix up factors, causes and
countermeasures.
• Accept all ideas of all circle members, no matter
how “insignificant” the opinions are.
• Set the diagram up in a visible place for everybody
to see.
• Do as many sheets as there are effects.
 MANPOWER MATERIALS
Do not want the Issuance of defective
assigned job handles due to
Rush jobs Careless Operator molding process
Factory Defect
Overlooked by
Lack of training Defective QA inspectors
Newly hired marking tapes
employees Poor quality Low output
At the stamping
Worn out section
Slow heat generation by Defective
Lack of jig holders
the heater stamping jigs
Improper lighting Slow set-up time of
Defective foot switch
facilities jigs
Lack of
Too many rejected Frequent
maintenance
handles due to stamping replacement of jigs
Unreported process No line maintenance
Breakages Too much dependence of
Overlapped or mis-aligned maintenance personnel
Lack of
MACHINE “stamped rating” on METHOD stamping jig
handles
Misplaced & lost
 Exercise 3
Make a fishbone diagram from the data
in exercise 2.
Use brainstorming for gathering of
causes.
 5 Whys’
It is a tool for collecting the root causes
of the problem by asking why after
each causes five times.
The cause of the 5th why is the most
probable cause of the problem.
 Example
Problem : Employees are frustrated &
complaining about the new e-mail system.
Why : Employees do not understand how
to use the function of the system.
Why : The employee didn’t receive
adequate training on the new system., a manual
they can use, and didn’t give inputs on their needs
for the new system functions.
 Example
Why : The IS manager has a poor
planning process: didn’t ask
employees about their needs
on system functions, didn’t
plan for training up front,
didn’t notify employees using
multiple communication
channels, didn’t review the
manual with employees.
 Example
Why : The manager didn’t get
direction and support
from his boss, or
receive planning
process training.