Unit-2

Tools of TQM
 Seven Quality Tools of Analysis
These seven basic quality control tools, which
introduced by Dr. Ishikawa,
1) Check sheets
2) Graphs (Trend Analysis)
3) Histograms
4) Pareto charts
5) Cause-and-effect diagrams
6) Scatter diagrams
7) Control charts.
Introduction
• Most organizations use quality tools for various
purposes related to controlling and assuring
quality.
• There are seven basic quality tools used in
organizations. These tools can provide much
information about problems in the organization
assisting to derive solutions for the same.
1. Flow Charts
• The flow chart can be used to understand a
complex process in order to find the
relationships and dependencies between
events.
• Flow charts can be used for any field to
illustrate complex processes in a simple way.
There are specific software tools developed for
drawing flow charts, such as MS Visio.
• You can download some of the open source flow
chart tools developed by the open source
community.
Flow Chart
2. Histogram
• Histogram is used for illustrating the frequency
and the extent in the context of two variables.
• Histogram is a chart with columns. This
represents the distribution by mean. If the
histogram is normal, the graph takes the shape
of a bell curve.
• If it is not normal, it may take different shapes
based on the condition of the distribution.
Histogram can be used to measure something
against another thing. Always, it should be two
variables.
• The following histogram shows morning
attendance of a class. The X-axis is the number
of students and the Y-axis the time of the day.
3. Cause and Effect Diagram
• Cause and effect diagrams (Ishikawa Diagram)
are used for understanding organizational or
business problem causes.
• Organizations face problems everyday and it is
required to understand the causes of these
problems in order to solve them effectively.
Cause and effect diagrams exercise is usually a
teamwork.
• A brainstorming session is required in order to
come up with an effective cause and effect
diagram.
• All the main components of a problem area are
listed and possible causes from each area is
listed.
• Then, most likely causes of the problems are
identified to carry out further analysis.
4. Check Sheet
• A check sheet can be introduced as the most
basic tool for quality.
• A check sheet is basically used for gathering
and organizing data.
• When this is done with the help of software
packages such as Microsoft Excel, you can
derive further analysis graphs and automate
through macros available.
• Therefore, it is always a good idea to use a
software check sheet for information gathering
and organizing needs.
• One can always use a paper-based check sheet
when the information gathered is only used for
backup or storing purposes other than further
processing.
5. Scatter Diagram
• When it comes to the values of two variables,
scatter diagrams are the best way to present.
Scatter diagrams present the relationship
between two variables and illustrate the results
on a Cartesian plane.
• Then, further analysis, such as trend analysis
can be performed on the values.
• In these diagrams, one variable denotes one
axis and another variable denotes the other
axis.
Scatter Diagram
6. Control Charts
• Control chart is the best tool for monitoring the
performance of a process. These types of charts can
be used for monitoring any processes related to
function of the organization.
• These charts allow you to identify the following
conditions related to the process that has been
monitored.
• Stability of the process
• Predictability of the process
• Identification of common cause of variation
• Special conditions where the monitoring party
needs to react
Control Charts
7. Pareto Charts
• Pareto charts are used for identifying a set of
priorities. You can chart any number of
issues/variables related to a specific concern
and record the number of occurrences.
• This way you can figure out the parameters that
have the highest impact on the specific concern.
• This helps you to work on the propriety issues
in order to get the condition under control.
Pareto Charts
 New QC Tools
1. Affinity Diagram.
2. Arrow Diagram.
3. Matrix Diagram.
4. Nominal Group Technique (NGT)
5. Process Decision Program Chart (PDPC)
6. Relations Diagram.
7. Seven Basic Quality Tools.
8. Tree Diagram
1. Affinity Diagram
• The Affinity Diagram is a method which can
help you gather large amounts of data and
organise them into groups or themes based on
their relationships.
• The affinity process is great for grouping data
gathered during research or ideas generated
during Brainstorms.
• The method is also called “Space Saturate and
Group.
Advantages of Affinity Diagram
• Facilitates breakthrough thinking and stimulate
fresh ideas.
• Permits the problems to be pinned down
accurately
• Ensures everyone clearly recognizes the
problem
• Incorporates opinions of entire group
• Fosters team spirits
• Raises everyone level of awareness
Affinity Diagram
2. Relationship Diagram
• Relations Diagrams are drawn to show all the
different relationships between factors, areas,
or processes.
• Because they make it easy to pick out the
factors in a situation which are the ones which
are driving many of the other symptoms or
factors.
• For example, a relations diagram of urban
poverty might start out something like this:
Relationship Diagram
Advantages of Relations Diagram
• Useful at planning sage for obtaining
perspective on overall situation
• Facilitates consensus among team
• Assists to develop and change peoples thinking
• Enables priorities to be identified accurately
• Makes the problem recognizable by clarify the
relationships among causes.
To create a Relations Diagram:
• Agree on the issue or question.
• Add a symbol to the diagram for every element involved in
the issue.
• Compare each element to all others. Use an "influence"
arrow to connect related elements.
• The arrows should be drawn from the element that
influences to the one influenced.
• If two elements influence each other, the arrow should be
drawn to reflect the stronger influence.
• Count the arrows.
• The elements with the most outgoing arrows will be root
causes or drivers.
• The ones with the most incoming arrows will be key
outcomes or results.
3. Tree Diagram
• This tool is used to break down broad categories
into finer and finer levels of detail. It can map
levels of details of tasks that are required to
accomplish a goal or task.
• It can be used to break down broad general
subjects into finer levels of detail.
• Tree diagrams display all the possible outcomes of
an event.
• Each branch in a tree diagram represents a
possible outcome. Tree diagrams can be used to
find the number of possible outcomes and
calculate the probability of possible outcomes.
Tree Diagram
Steps:
– Work from left to right
– Start with the purpose to be accomplished
– Generate the high level targets or goals that must be
completed to accomplish the purpose
– Link each goal to the purpose (these are the first branches of
the tree)
– Expand on each target to identify and define subordinate
tasks to accomplish each target
– Link each to their target
– Continue expansion process until final level is
implementable.
– Review logic of completed tree (perhaps with larger group)
4. Matrix Diagram
• A Matrix Diagram (MD) is a tool that allows a
team to identify the presence and strengths of
relationships between two or more lists of
items.
• It provides a compact way of representing
many-to-many relationships of varying
strengths.
Matrix Diagram
 = Strong relationship
 = Medium relationship
 = Weak relationship

Actions Improve Improve Develop

Work Manufacturing New
Goals Environment Technology Products
Cost
Effectiveness  
High Quality  
Shareholder
Value  
 Six Sigma
• Six Sigma is a set of techniques and tools for
process improvement. It was developed by
Motorola in 1986.
• Six Sigma seeks to improve the quality of
process outputs by identifying and removing
the causes of defects .
• Six Sigma approach is a collection of managerial
and statistical concept and techniques that
focuses on reducing variation in processes and
preventing deficiencies in product.
 Continuous Process Improvement
• A continual improvement process, also often
called a continuous improvement process is an
ongoing effort to improve products, services,
or processes.
• These efforts can seek
"incremental" improvement over time or
"breakthrough" improvement all at once.
 Continuons Process Improvement (CPI)
Techniques
1. Business Process Mapping
• To get a better idea of the hows and whys of the
process you’re working on, you’ll need to create
a business process map.
• The simplest way is to create a flowchart
including different process steps. So, for
example, here’s a process map for employee
onboarding.
Business Process Mapping
2. Deming Cycle (PDCA)
• Plan – Identifying a goal or purpose, formulating a
theory, defining success metrics, and putting a plan
into action
• Do – Implementing the plan on a small scale to prove
or disprove it’s validity
• Check – Measuring and monitoring outcomes to test
the validity of the plan. This allows for identification of
potential problems and areas for improvement
• Act – Taking the knowledge gained from the previous
steps and putting it to use. This can either mean
implementing it on a wider scale or restart the cycle
and apply the lessons learned to change the plan for
the better
3.Process Management Software
• Once you make improvements to a process, you
need to make sure that they stick. 
• Business Process Management Software
(BPMS) allows you to do that and more.
• You can create a digital process and the
software will take care of its execution. Instead
of making to let your employee know of any
changes to the process, you simply update it
within the system and they’ll be automatically
notified.
 PDSA Cycle
• The PDSA cycle is a systematic series of steps
for gaining valuable learning and knowledge for
the continuous improvement of a product or
process. It is also known as Deming cycle, as Dr.
Edward W Deming popularized the concept. Mr.
Walter A. Shewart introduced him to this
concept.
• PDSA (plan – do – study – act) is an iterative
four-step → problem solving process typically
used in business process improvement.
1. Plan: Establish the objectives and processes
necessary to deliver results in accordance with
the expected output.
2. Do: Implement the new processes. Often on a
small scale if possible.
3. Study: Evaluate the new processes and
compare the results against the expected
results to ascertain any differences. Show how
the quality of goods can be improved.  
4. Act: Analyze the differences to determine their
cause. Each will be part of either one or more
of the P-D-S-A steps. Determine where to apply
changes that will include improvement. When
a pass through these four steps does not result
in the need to improve, refine the scope to
which PDSA is applied until there is a plan that
involves improvement
 Kaizen-5S principles
• The list describes how to organize a work space
for efficiency and effectiveness by identifying
and storing the items used, maintaining the
area and items, and sustaining the new order.
1. Sort (seiri) – Distinguishing between
necessary and unnecessary things, and getting
rid of what you do not need.
• Remove items not used in area – outdated
materials, broken equipment, redundant
equipment, files on the computer,
measurements which you no longer use
• Ask staff to tag all items which they don’t think
are needed – this improves understanding
about need and use
• Classify all equipment and materials by
frequency of use to help decide if it should be
removed – place ‘Red Tag’ on items to be
removed
• Establish a ‘holding area’ for items that are
difficult to classify – hold item for allotted
period to enable others not on 5S team to
review
2. Straighten (seiton) – The practice of orderly
storage so the right item can be picked
efficiently (without waste) at the right time,
easy to access for everyone. 
• Identify and allocate a place for all the materials
needed for your work
• Assign fixed places and fixed quantity
• Make it compact
• Place heavy objects at a height where they are
easy to pick from
• Decide how things should be put away, and
obey those rules
3. Shine (seiso) – Create a clean worksite without
garbage, dirt and dust, so problems can be more easily
identified (leaks, spills, excess, damage, etc)
• Identify root causes of dirtiness, and correct process
• Only one work activity on a workspace at any given
time
• Keep tools and equipment clean and in top condition,
ready for use at any time
• Cleanliness should be a daily activity – at least 5
minutes per day
• Use chart with signatures/initials shows that the
action or review has taken place
• Ensure proper lighting – it can be hard to see dirt and
dust
4. Standardize (seiketsu) – Setting up standards for a
neat, clean, workplace
• Standardization of best practices through ‘visual
management’
• Make abnormalities visible to management
• Keep each area consistent with one another
• Standards make it easy to move workers into different
areas
• Create process of how to maintain the standard with
defined roles and responsibilities
• Make it easy for everyone to identify the state of
normal or abnormal conditions – place photos on the
walls, to provide visual reminder
5. Sustain (shitsuke) – Implementing behaviors and
habits to maintain the established standards over the
long term, and making the workplace organization the
key to managing the process for success
• Toughest phase is to Sustain – many fall short of this
goal
• Establish and maintain responsibilities – requires
leader commitment to follow through
• Every one sticks to the rules and makes it a habit
• Participation of everyone in developing good habits
and buy-in
• Regular audits and reviews
• Get to root cause of issues
• Aim for higher 5S levels – continuous improvement
 POKA YOKE
• Poka-yoke is a Japanese term that means
"mistake-proofing" or "inadvertent error
prevention". 
• A poka-yoke is any mechanism in any process
that helps an equipment operator avoid
mistakes.
• Its purpose is to eliminate product defects by
preventing, correcting, or drawing attention to
human errors as they occur. 
Poka Yoke as
1. Poka yoke as Preventive Device
• Is a device or process that prevents errors from
occurring or prevents these errors from
creating defect.

2. Poka Yoke as Detection Device

• Is a device that will detect a defect or concern
and initiate a corrective action.
Why is it important?
• Helps people and processes work right the first
time
• It makes it impossible to make mistakes
• Defects out of products and process and
substantially improve quality and reliability
• It can be thought of as an extension of FMEA
• Fine tune improvements and process design
• Eliminate both human and mechanical errors.
 Eight Disciplines Problem Solving (8d) Method
• The Eight Disciplines of Problem Solving (8D) is
a problem solving methodology designed to
find the root cause of a problem, devise a short-
term fix and implement a long-term solution to
prevent recurring problems.
D1 – Create a team. Mobilizing a good team is
essential.
D2 – Describe the problem.
D3 – Interim containment action.
D4 – Identify the root cause.
D5 – Developing permanent corrective actions.
D6 – Implementing permanent corrective actions.

D7 – Preventive measures.
D8 – Congratulate the team.
What 8D method can do
• The 8D, or eight disciplines, method is used to:
• Identify the root causes of a recurring issue in a
project;
• Design the corrective actions to the problem;
• Overview the implementation of the corrective
actions;
• Keep the team from jumping to conclusions too
early;
• Prevent similar problems from happening
again.
What 8D method cannot do
• Root causes of the problem is already known;
• It’s not a recurring problem;
• The problem can be solved by a single person
alone;
• The problem has obviously answers and
solutions;
• You’re choosing between different solutions
and the one in the 8D method is one of them.