Bmc1 11 1st Mid Chap 3 Opt MGTTQM 1

EMILIO AGUINALDO COLLEGE ISO 9001: 2015 CERTIFIED
QUALITY MANAGEMENT SYSTEM

City of Dasmariñas,Cavite
Chapter 3:
- Five Approaches of Defining Quality

- 7 Quality Tools
[ BSAC 1-2 ] BMC1 11
MIDTERM – 1st SEM, A.Y. 2019 - 2020
Prepared by:
Engr. John Paolo P. Severino, MBA
SBAA - Faculty / Industrial Engineer
VIRTUE EXCELLENCE SERVICE

3.1 Quality Characteristics

 Physical - length, weight, voltage,
viscosity.
 Sensory - taste, appearance, color
 Time Orientation - reliability,

durability, serviceability.

3.2 Five Approaches of Defining Quality

1. Transcendental view - Those who hold the transcendental view would say
“I can’t define it, but I know it when I see it”
2. Product-Based Perspective - Quality is viewed as a quantifiable or

measurable characteristic or attribute. For example durability or reliability
can be measured and the engineer can design to that benchmark.
3. User Based Perspective - It is based on idea that quality is an individual

matter and products that best satisfy their preferences are those with the
highest quality.
3.2 Five Approaches of Defining Quality

4. Manufacturing-Based Perspective - are concerned primarily with
engineering and manufacturing practices and use the universal
definition of “conformance to requirements”. (see defect limit)
5. Value-Based Perspective – a quality product is one that is as useful

as competing product and is sold at a lower price, or one that greater
usefulness or satisfaction at comparable price.

3.3 Creating Satisfied Customers

 Expected Quality is what the customer assumes will be received from the product. True customers needs and
expectation might be called expected quality.
 Actual quality is the outcome of the production process and what is delivered to the customers. (French Baker
or Dominos Pizza)
 Designers of product and services may develop specifications that inadequately reflect these needs. (Research
and Development)
 Manufacturing operations or customers-contact personnel may not deliver according to the specifications.
 Customer will assess quality and develop perceptions (perceived quality) by comparing expectation (expected
quality) with what they receive (actual quantity).

3.4 SEVEN (7) QUALITY TOOLS

Overview
The quality of a product or service depends on the quality of process employed. Therefore,
every organization needs to establish a set of well-defined processes for manufacturing of
products or design of services.
The quality of a process has to be designed and controlled. The 7 QC tools, are very
important for continuous improvement in the TQM journey.
Application of the tools in the process helped in arriving at solutions to the problems, as
well as taking Preventive Actions.
QC Tool 1: Pareto Chart

 Created by Vilfredo Pareto, a nineteenth century Italian Economist, discovered this
universal law-80% of anything is attributed to 20% of its causes 80% of the wealth is held
by 20% of the population.
 The Pareto Chart principle essentially suggests the 80% of the scrap or rework cost come
from 20% of the causes.
 Pareto Charts help identify the problems in the organization that cause the greatest loss of
profit.
 Known as “80/20” rule.


The Pareto diagram is constructed using the data as given below;
MOBILE PHONE DEFECT MONITORING (PARETO DIAGRAM)
Quantity Cmltve. Cmltve.
(%)
Defect Name (pcs) Qty. (%) 1400 120.00
Dent 1219 1219 34.25 34.25 1200 100.00

Scratch lens 919 2138 25.82 60.07
1000
Off-color 732 2870 20.57 80.64 80.00
800
Burr 402 3272 11.30 91.94 60.00 Quantity (pcs)
No power 200 3472 5.62 97.56 600
Cmltve. (%)
40.00
Wrong label 87 3559 2.44 100.00 400
200 20.00
0 0.00
Dent Scratch lens Off-color Burr No power Wrong label
REMARKS:
There is 34.25% of Dent defect and 25.82% of Scratch lens for Continuous Improvement.
The causes are to be arranged in decreasing order of their rank. Each cause is given equal
width. Then bar graphs are to be made for each cause equal to the measured value.


Interpretation
The goal of the pareto analysis is to separate the numerous problems or causes of problems into
two categories: the vital few and the useful many. The easiest way to do this is to look for the break
point in the slope of the cumulative percentage of the total line graph on the pareto diagram.
Determining the break point is not exact science. In practice, a quality improvement team faced
with interpreting a pareto diagram does not show break point usually takes the following approach
 Identify those few contributors which account for about 60% of the quality effects.
 Call these the “vital few”, and begin in the diagnostic journey.
 When the diagnostic and remedial journeys are completed for those vital few, repeat the pareto
analysis. The contributors that were in the awkward zone- not clearly part of the vital few or the
useful many – may now be among the vital few.
QC Tool 2: Fishbone Analysis – “Ishikawa Diagram”

 Ishikawa diagrams - (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams that show the causes
of a specific event.
 Created by Kaoru Ishikawa (1968).
 The Ishikawa diagram helps a group of employees to

organize the discussion and arrive at all possible
causes, which will help in achieving the effect.
(see HS CIP)


CAUSES EFFECT
MAN MACHINES
Lack of skills Age/Calibration
Maintenance
Training
Maker
Experience
Problem
Power Interruption Work Instruction Supplier
Calamity/Holiday Sequence Delivery

Lay-out
Specification
ENVIRONMENT METHODS MATERIALS


 This diagram (resembles skeleton of a fish) helps to separate out causes from effects and
to see problem in its totality.
 It’s a systematic arrangement of all possible causes, generated thru brain storming
 This can be used to :
 Assist individual / group to see full picture.

 Serve as a recording device for ideas generated.
 Reveal undetected relationships between causes.
 Discover the origin/root cause of a problem
 Create a document or a map of a problem which can be posted in the work area.
QC Tool 3: 5 Why’s Analysis

 The 5 Whys is a question-asking technique used to explore the cause-
and-effect relationships underlying a particular problem. The primary
goal of the technique is to determine the root cause of a defect or
problem.
 A is rarely an initiating cause of a causal chain which leads to an

outcome or effect of interest. root cause Commonly, root cause is
misused to describe the depth in the causal chain where an
intervention could reasonably be implemented to change performance
and prevent an undesirable outcome.
QC Tool 3: 5 Why’s Analysis

Problem: The vehicle will not start.
 Why? - The battery is dead. (first why)

 Why? - The alternator is not functioning. (second why)
 Why? - The alternator belt has broken. (third why)
 Why? - The alternator belt was well beyond its useful service life and not replaced. (fourth
why)
 Why? - The vehicle was not maintained according to the recommended service schedule.
(fifth why, a root cause)
 Why? - Replacement parts are not available because of the extreme age of the vehicle. (sixth
why, optional footnote)

QC Tool 4: Process Flow Chart

A process flow chart is a diagrammatic view of the various steps in sequential order that form
an overall process in an organization.
The output may be a physical product, a service, information, or a combination of the three. A
flow diagram is used at the beginning of a project to determine the project scope and
boundaries; during the project to provide a common understanding of the process under
investigation; and towards the project end, when it could be used to make comparisons
between current (old) and improved (new) processes
Process flow chart should indicate the various steps in the process which means, all the sub-
processes and their input and outputs are documented in one diagram.

The common symbols used in a flow diagram are:

1. The activity symbol is a simple rectangle box, which gives a brief description (1-2
words) of an activity in the process.
2. The decision symbol is a diamond shaped box used to denote any point in the process
where a decision, such as yes/no, up/down or on/off, must be made, leading to different
process branches.
3. The terminal symbol is a rather flat rectangle with rounded corners, used to denote the
beginning and end of a process or sub-process, often using the words start, begin, or end.
4. Flow lines have an arrow at the end, indicating the process flow to the next activity or
step. Besides the usual downward flow, flow lines can indicate a process loop (going back
to an activity) or a process branch (going to a different set of activities or a sub-process),
based on the decision made.
5. The document symbol has the shape of a printout or paper and is used
when the activity described is a printed form.
6. A database symbol is a cylinder and is used when the activity involves

access to or retrieval from a database.
7. The wait symbol is a trapezoid, providing a means to show where normal

processing is halted or suspended to be continued later on.
8. The connector or continuity symbol is a circle with a letter or number in

it, used to denote a break point in the process (most frequently used when
the flow diagram reaches the edge of the paper). An identical symbol is then
used to show where the diagram continues.


 The process flow chart should be updated whenever changes are
made in the organization and should available in the shop floor.
Some companies display them on the shop floor, which is a good
practice.
 Process flow charts are is also very helpful in training new
employees and employees who are promoted from one category to
another.
 It could be used while discussing about improvements to be made
to the process, in the quality control meetings, in the presentation
about the company as well as in training of new employee.
QC Tool 5: Check Sheet

A check sheet is one of the seven basic quality tools. Data collection can often become an
unstructured and messy exercise. It is a simple form you can use to collect data in an organized
manner and easily convert it into readily useful information. Data collection is important because it
is the starting point for statistical analysis. The function of a check sheet is to present information
in an efficient, graphical format. A check sheet is a table or a form used to systematically register
data as it is collected. Check sheets help organize data by category. They show how many times
each particular value occurs, and their information is increasingly helpful as more data are collected.
Main applications of a check sheet include registering how often different problems occur and
registering the frequency of incidents that are believed to cause problems.
QC Tool 5: Check Sheet

QC Tool 6: Histogram
A histogram is a graphic summary of variation in a set of data. The pictorial nature of
the histogram enables us to see patterns that are difficult to see in a simple table of
numbers.
Concept 1: Values in a set of data almost always show variation.
Concept 2: Variation displays a pattern.
Concept 3: Patterns of variation are difficult to see in simple tables of numbers.
Concept 4: Patterns of variation are easier to see when the data are summarized
pictorially in a histogram.
Interpretation
The Bell-Shaped Distribution is The Double-Peaked Distribution The Plateau Distribution is likely
the normal, natural distribution of is usually a combination of two to be the result of many different
data from a normally operating bell-shaped distributions and bell-shaped distributions with
process. suggests that two distinct centers spread evenly throughout
processes are at work. the range of the data.

Interpretation
The Comb Distribution typically The Skewed Distribution, typically occurs when a
practical limit, or a specification limit exists on one
indicates data errors side and is relatively close to the nominal value.
Such skewed distributions are not inherently bad,
but a team should question the impact of the values
in the long tail.

QC Tool 7: Scatter Diagram

Interpretation
Strong, positive correlation: The Strong negative correlation: Complex correlation: The value
value of Y clearly increases as The value of Y clearly of Y appears to be related to X,
decreases as the value of X but the relationship is not simple
the value of X increases
or smooth.
increases.
The relationship between X and Y
requires examination.
End of Chapter 3
Thank You.

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EMILIO AGUINALDO COLLEGE ISO 9001: 2015 CERTIFIED

QUALITY MANAGEMENT SYSTEM

- Five Approaches of Defining Quality

VIRTUE EXCELLENCE SERVICE

3.1 Quality Characteristics

 Sensory - taste, appearance, color

 Time Orientation - reliability,

VIRTUE EXCELLENCE SERVICE

3.2 Five Approaches of Defining Quality

2. Product-Based Perspective - Quality is viewed as a quantifiable or

3. User Based Perspective - It is based on idea that quality is an individual

3.2 Five Approaches of Defining Quality

5. Value-Based Perspective – a quality product is one that is as useful

VIRTUE EXCELLENCE SERVICE

3.3 Creating Satisfied Customers

VIRTUE EXCELLENCE SERVICE

3.4 SEVEN (7) QUALITY TOOLS

QC Tool 1: Pareto Chart

 Known as “80/20” rule.

VIRTUE EXCELLENCE SERVICE

QC Tool 1: Pareto Chart

Dent 1219 1219 34.25 34.25 1200 100.00

VIRTUE EXCELLENCE SERVICE

QC Tool 1: Pareto Chart

QC Tool 2: Fishbone Analysis – “Ishikawa Diagram”

 Created by Kaoru Ishikawa (1968).

 The Ishikawa diagram helps a group of employees to

VIRTUE EXCELLENCE SERVICE

QC Tool 2: Fishbone Analysis – “Ishikawa Diagram”

Lack of skills Age/Calibration

Calamity/Holiday Sequence Delivery

ENVIRONMENT METHODS MATERIALS

VIRTUE EXCELLENCE SERVICE

QC Tool 2: Fishbone Analysis – “Ishikawa Diagram”

 Assist individual / group to see full picture.

QC Tool 3: 5 Why’s Analysis

 A is rarely an initiating cause of a causal chain which leads to an

QC Tool 3: 5 Why’s Analysis

 Why? - The battery is dead. (first why)

VIRTUE EXCELLENCE SERVICE

QC Tool 4: Process Flow Chart

VIRTUE EXCELLENCE SERVICE

The common symbols used in a flow diagram are:

6. A database symbol is a cylinder and is used when the activity involves

7. The wait symbol is a trapezoid, providing a means to show where normal

8. The connector or continuity symbol is a circle with a letter or number in

QC Tool 4: Process Flow Chart

VIRTUE EXCELLENCE SERVICE

QC Tool 4: Process Flow Chart

QC Tool 5: Check Sheet

QC Tool 5: Check Sheet

VIRTUE EXCELLENCE SERVICE

VIRTUE EXCELLENCE SERVICE

VIRTUE EXCELLENCE SERVICE

QC Tool 7: Scatter Diagram

VIRTUE EXCELLENCE SERVICE

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