Professional Documents
Culture Documents
Week 9 Continuous Improvement Quality Tools
Week 9 Continuous Improvement Quality Tools
Week # 9
PLAN
Plan a change to the process. Predict the effect this
change will have and plan how the effects will be
measured
ACT
DO
Adopt the change as a
permanent modification to the Implement the change on a small
process, or abandon it. scale and measure the effects
STUDY
USES
to prioritize problems
to analyze a process
to identify root causes
to verify that whatever improvement process you implement
continues to work
Total Quality Management - Spring
2010 - IUG 8
Pareto Analysis
NUMBER OF
CAUSE DEFECTS
PERCENTAGE
Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %
70
(64)
60
Percent from each cause
50
40
30
20
(13)
(10)
10 (6)
(3) (2) (2)
0
Start/
Finish Operation Operation Decision Operation
Operation Operation
Decision Start/
Finish
STEPS
team agrees on what to observe
decide who collects data
decide time period for collecting data
design Check Sheet
collect data
compile data in the Check Sheet
review Check Sheet
Total Quality Management - Spring
2010 - IUG 13
Histogram
Histograms help in understanding the variation in the process. It also helps
in estimating the process capability.
20
15
10
0
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
Total Quality Management - Spring
2010 - IUG 14
Scatter Diagram
It is a graph of points plotted; this graph is helpful in comparing two
variables.
The distribution of the points helps in identifying the cause and effect
relationship Between two variables.
X
Total Quality Management - Spring
2010 - IUG 15
Control Chart
A control chart is nothing but a run chart with limits. This is helpful in finding
the amount and nature of variation in a process.
24
UCL = 23.35
Number of defects
21
18 c = 12.67
15
12
9
6
3 LCL = 1.99
2 4 6 8 10 12 14 16
Sample number
Total Quality Management - Spring
2010 - IUG 16
Histograms do not
take into account
changes over
time.
This is very much helpful when one want to find out the
solution to a particular problem that could have a
number of causes for it and when we are interested in
finding out the root cause for it.
Quality
Quality
Inaccurate Problem
Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design
Environment
Environment Materials
Materials Process
Process
Organization
8-10 members
Same area
Supervisor/moderator
Training
Presentation Group processes
Implementation Data collection
Monitoring Problem analysis
Problem
Solution Identification
Problem results List alternatives
Consensus
Brainstorming
Problem Analysis
Cause and effect
Data collection and
analysis
Tool
Box
Man
Problem
Tool
Box
Man
Total Quality Management - Spring
2010 - IUG 29
Multiple KAIZEN ideas
Footstool
Problem:
Cup
Sink Man
Way of
washing
Total Quality Management - Spring
2010 - IUG 33
Components Nature Solution
Cup Easy to break Plastic cup
Man Careless Caution
Method Easy to slip Wear rubber gloves
Sink Solid surface Place rubber mat
Man Method
Cup
broke
Hard bottom Breakable materials
Deep
Weak against heat
Sink Cup
Abolition -
Discontinuance -
Exclusion -
Removal -
Simplification -
Centralization -
Synchronization -
Standardization -
Management for exceptions -
Integration -
Combination -
Alternation -
Exchange -
Conversion -
Diversification -
Separation -
Total Quality Management - Spring
2010 - IUG 36
Different styles of change
• The results of Kaizen are not very drastic but incremental that’s why
continuous improvement leads to accumulated improvement .