QUALITY TOOLS

THE 7 BASIC QUALITY TOOLS FOR

PROCESS IMPROVEMENT
•Preto chart
•fishbone diagram
•Control chart
•Histogram
•check sheet
•Scatter diagram
•flow chart or run chart

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 1. Pareto Chart
 What
A Pareto chart is a bar graph. The lengths of the bars represent frequency or cost (time or
money) and are arranged with longest bars on the left and the shortest to the right. In this
way the chart visually depicts which situations are more significant.

 When

• When analyzing data about the frequency of problems or causes in a process.

• When there are many problems or causes and you want to focus on the most
significant.
• When analyzing broad causes by looking at their specific components.
• When communicating with others about your data.

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Pareto Chart

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 Pareto Chart

 How

• Decide what categories you will use to group items.

• Decide what measurement is appropriate.
• Collect the data, recording the category each time.
• Subtotal the measurements for each category.
• Determine the appropriate scale for the measurements you have collected.
• Construct and label bars for each category.
• Calculate the percentage for each category.
• Calculate and draw cumulative sums.

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 2. Cause And Effect Diagrams
(fishbone diagram)
Also Called: Cause-and-Effect Diagram, Ishikawa Diagram
 What
The fishbone diagram identifies many possible causes for an effect or problem. It can be
used to structure a brainstorming session. It immediately sorts ideas into useful
categories.

 When

• When identifying possible causes for a problem.

• Especially when a team’s thinking tends to fall into ruts.

Reference :http://asq.org/learn-about-quality 6
Cause And Effect Diagrams

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 Cause And Effect Diagrams
 How

• Agree on a problem statement (effect). Write it at the center right of the flipchart or
whiteboard. Draw a box around it and draw a horizontal arrow running to it.
• Brainstorm the major categories of causes of the problem. If this is difficult use
generic headings: Methods, Machines (equipment), People (manpower), Materials,
Measurement, and Environment…
• Write the categories of causes as branches from the main arrow.
• Brainstorm all the possible causes of the problem. Ask: “Why does this happen?” As
each idea is given, the facilitator writes it as a branch from the appropriate category.
Causes can be written in several places if they relate to several categories.
• Again ask “why does this happen?” about each cause. Write sub–causes branching off
the causes. Continue to ask “Why?” and generate deeper levels of causes. Layers of
branches indicate causal relationships.
 3. Statistical Process Control
(SPC)
 What

The application of statistical techniques to determine

whether a process is delivering what the customer wants.

 When

A control chart helps you record data and lets you see when an
unusual event, e.g., a very high or low observation compared
with “typical” process performance, occurs.

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Statistical Process Control (SPC)

 How

• Identify the scope or the process which we are looking to improve it

• Identify the causes or the factors which are effecting on the process
• Collect data
• Make variation analysis. Take the corrective action if there is problem.

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Statistical Process Control (SPC)

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Statistical Process Control (SPC)
UCL = µw + L σ w
Center Line = µw

LCL = µw - L σw

UCL

+ 3 sigma

- 3 sigma
LCL

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4. Histograms
 What
A frequency distribution shows how often each different value in a set of data
occurs. A histogram is the most used graph to show frequency distributions. It
looks very much like a bar chart, but there are important differences between
them.

 When

1. When you want to see the shape of the data’s distribution.

2. When analyzing whether a process can meet the customer’s requirements.
3. When determining whether the outputs of two or more processes are different.
4. When you wish to communicate the distribution of data quickly and easily to
others.

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Histograms

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 Histograms
 How

1. Collect at least 50 consecutive data points from a process.

2. determine the number of bars,
3. the range of numbers that go into each bar and the labels for the bar edges.
4. Draw x- and y-axes on graph paper. Mark and label the y-axis for counting data
values. Mark and label the x-axis with the frequency  values from the worksheet.
5. For each data point, mark off one count above the appropriate bar with an X or by
shading that portion of the bar.

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 5. Check Sheet
 What

A check sheet is a structured, prepared form for collecting and analyzing data.
This is a generic tool that can be adapted for a wide variety of purposes.

 When

1. When data can be observed and collected repeatedly by the same person or at the
same location.
2. When collecting data on the frequency or patterns of events, problems, defects,
defect location, defect causes, etc.
3. When collecting data from a production process.

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Check Sheet

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 Check Sheet
 How

1. Decide what event or problem will be observed. Develop operational definitions.

2. Decide when data will be collected and for how long.
3. Design the form. Set it up so that data can be recorded simply by making check
marks or Xs or similar symbols and so that data do not have to be recopied for
analysis.
4. Label all spaces on the form.
5. Test the check sheet for a short trial period to be sure it collects the appropriate data
and is easy to use.
6. Each time the targeted event or problem occurs, record data on the check sheet.

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 6. Scatter Diagrams
 What

the scatter diagram graphs pairs of numerical data, with one variable on each
axis, to look for a relationship between them. 

 When

1. When you have paired numerical data.

2. When your dependent variable may have multiple values for each value of your
independent variable.

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Scatter Diagrams

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 Scatter Diagrams

 How

1. Collect pairs of data where a relationship is suspected.

2. Draw a graph with the independent variable on the horizontal axis and the
dependent variable on the vertical axis
3. Look at the pattern of points to see if a relationship is obvious

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 7. Flowchart
 What

A flowchart is a picture of the separate steps of a process in sequential order.

 When

• To develop understanding of how a process is done.

• To study a process for improvement.
• To communicate to others how a process is done.
• When better communication is needed between people involved with the
same process.
• To document a process.

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 Flowchart
 How

• Define the process to be diagrammed.

• Discuss and decide on the boundaries of your process:
Where or when does the process start? Where or when does
it end? Discuss and decide on the level of detail to be
included in the diagram.
• Brainstorm the activities that take place.
• Arrange the activities in proper sequence.
• Review the flowchart with others involved in the process

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 Flowchart
One step in the process; the step is written
inside the box. Usually, only one arrow
goes out of the box.

Direction of flow from one step or

decision to another.

Decision based on a question. More than

one arrow goes out of the diamond, each
one showing the direction the process
takes for a given answer to the question.
(Often the answers are “ yes” and “ no.”)

alternate symbols for start and end points

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THE SEVEN NEW MANAGEMENT
AND PLANNING TOOLS
Affinity Diagram
Relations Diagram
Tree Diagram
Matrix Diagram
prioritization matrix.
Arrow Diagram
Process Decision Program Chart (PDPC)
 1. Affinity Diagram
 What

The affinity diagram organizes a large number of ideas into their

natural relationships. It is the organized output from a 
brainstorming session. After generating ideas, group them
according to their affinity, or similarity.
 When

• When you are confronted with many facts or ideas in

apparent chaos.
• When issues seem too large and complex to grasp.
• When group consensus is necessary.
Affinity Diagram
 Affinity Diagram
 How

Step 1: Record each idea with a marking pen on a separate sticky

note or card
Step 2: Look for ideas that seem to be related in some way and
place them side by side
Step 3: Begin a discussion with your team
Step 4: Combine groups into "supergroups," if appropriate
 2. Relations Diagram
 What

An interrelationship digraph or relations diagram is a tool that

depicts the relationship among factors in a complex situation. The
relations diagram shows cause-and-effect relationships. Its main
purpose is to help identify relationships that are not easily
recognizable.
 When

• When trying to understand links between ideas or cause-and-

effect relationships
• When a complex issue is being analyzed for causes.
• When a complex solution is being implemented.
• After generating an affinity diagram, fishbone diagram, or
tree diagram to more completely explore the relations of
ideas.
Relations Diagram
 Relations Diagram
 How

1.Determine the factors to be analyzed for possible relationships and label these
using brief and succinct definitions.
2.Plot the factors on an empty chart on a whiteboard, preferably in a roughly
circular shape.
3.Assess what impacts each factor and which factors are impacted by it, and
illustrate the relationships using arrows.
4.After all relationships have been assessed, count the number of arrows
pointing into and away from each factor and denote this information on the
diagram.
5.Depending on the number of arrows pointing in each direction for a factor, it
can play one of two roles: driver (more arrows away from than into), or indicator
(more arrows into than away from).
6.When continuing the root cause analysis, the drivers form the starting point.
 3. Tree Diagram
 What

Also called: systematic diagram, tree analysis, analytical tree,

hierarchy diagram
it is a tool that depicts the hierarchy of tasks and subtasks
needed to complete and objective.
 When
• When an issue is known or being addressed in broad
generalities and you must move to specific details.
• When developing actions to carry out a solution or other plan.
• When analyzing processes in detail.
• When probing for the root cause of a problem.
• After an affinity diagram or relations diagram has uncovered
key issues.
• As a communication tool, to explain details to others.
Tree Diagram
 Tree Diagram
 How

• Develop a statement of the goal, project, plan, problem or whatever is being studied.
Write it at the top.
• Ask a question that will lead you to the next level of detail.
• Brainstorm all possible answers. If an affinity diagram or relationship diagram has
been done previously, ideas may be taken from there.
• Do a “necessary-and-sufficient” check.
• Each of the new idea statements now becomes the subject: a goal, objective or
problem statement.
• Continue to turn each new idea into a subject statement and ask the question. Do
not stop until you reach fundamental elements: specific actions that can be carried
out, components that are not divisible, root causes.
• Do a “necessary-and-sufficient” check of the entire diagram.
 4. Matrix Diagram
 What

is a tool used for analyzing and displaying the relationship between data sets.
Matrix Diagram
 prioritization matrix
 What
These tools take tasks, issues, or possible actions and prioritize them based on
known, weighted criteria. They utilize a combination of tree and matrix diagram
techniques, thus narrowing down options to those that are the most desirable or
effective
 prioritization matrix
1. Develop criteria that are important for the listed issues/problems/solutions that were generated from your team or
brainstorming session. Examples of typical criteria include:
a. Frequency: How frequent is the problem? Does it occur often or only on rare occasions?
b. Importance: From the point of view of the users, what are the most important problems? What are the
problems that you want to resolve?
c. Cost
d. Time
e. Potential Benefits
f. Ease of Implementation
g. Feasibility: How realistic is it that we can resolve the problem? Will it be easy or difficult?
h. You can choose other criteria if they better fit the situation you are discussing.
2. List criteria on flipchart or blackboard. Narrow criteria to 10 or fewer through consensus or multi-voting approach.
Multi-voting steps:
a. Count number of criteria listed and divide by 3.
b. Each member has this number of votes from step 2 to vote for criteria they consider important.
c. Count votes. Eliminate any criteria with < 2 votes. With teams > 5 members- you may want to eliminate criteria
with 3-4 votes.
d. Repeat process until a manageable number of items are achieved (2-6).
3. Weight Criteria- each member allocates 1 point between the criteria. Compute a composite score by adding up
scores from all members for a particular criteria. (see example below).
4. Rank items against established criteria based on selected scoring systems. Examples of scoring systems noted on
next page.
5. Add total of all members rankings from step 4 and multiply by the criteria weight. High scores indicate the best
options.
 prioritization matrix
Weight Criteria Example

Criteria Team Team Member Team Composite Score

Member A B Member C
A. Frequency .5   .4 .9
B. Importance .2 .2 .3 .7
C. Feasibility .3 .2 .3 .8
D. Cost   .6   .6
Total 1. 1. 1. 3.0

Prioritization Matrix
Problem/ Frequency .9 Importance .7 Feasibility .8 Cost Total Points
Solution .6
Item 1          
Item 2          
Item 3          
 6. Arrow Diagram
Also called: activity on arrow diagram, activity network diagram, network diagram,
activity chart, node diagram, CPM (critical path method) chart
Variation: PERT (program evaluation and review technique) chart
An arrow diagram is defined as a process diagramming tool used to determine
optimal sequence of events, and their interconnectivity. It is used for scheduling
and to determine the critical path through nodes. The arrow diagramming method
shows the required order of tasks in a project or process, the best schedule for the
entire project, and potential scheduling and resource problems and their solutions.
The arrow diagram lets you calculate the “critical path” of the project – the flow of
critical steps where delays can affect the timing of the entire project and where
addition of resources can speed up the project.

• When scheduling and monitoring tasks within a complex project or process with
interrelated tasks and resources.
• When you know the steps of the project or process, their sequence and how long
each step takes.
• When project schedule is critical, with serious consequences for completing the
project late or significant advantage to completing the project early.
Arrow Diagram
 Arrow Diagram

1.List all the necessary tasks in the project or process.

2.Determine the correct sequence of the tasks.
3.Diagram the network of tasks.
4.Between each two tasks, draw circles for “events.” An event marks the beginning or end of a
task and can help visually separate tasks.
5.Look for three common problem situations and redraw them using “dummies” (not real tasks)
or extra events.
6.When the network is correct, label all events in sequence with event numbers in the circles.
7.Determine task times–the best estimate of the time that each task should require.
8.Determine the “critical path,” the longest path from the beginning to the end of the project.
9.Calculate the earliest times each task can start and finish, based on how long preceding tasks
take.
10.Calculate the latest times each task can start and finish without upsetting the project
schedule, based on how long later tasks will take.
11.Calculate slack times for each task and for the entire project.
7. The process decision program chart
(PDPC)
The process decision program chart (PDPC) is a tool that systematically
identifies what might go wrong in a plan under development. Countermeasures
are developed to prevent or offset those problems. By using PDPC, you can
either revise the plan to avoid the problems or be ready with the best response
when a problem occurs.

WHEN TO USE A PDPC

Before implementing a plan, especially when the plan is large and complex.
When the plan must be completed on schedule.
When the price of failure is high.
PDPC
 PDPC
1.Obtain or develop a tree diagram of the proposed plan. This should be a high-level
diagram showing the objective, a second level of main activities and a third level of
broadly defined tasks to accomplish the main activities.
2.For each task on the third level, brainstorm what could go wrong.
3.Review all the potential problems and eliminate any that are improbable or whose
consequences would be insignificant. Show the problems as a fourth level linked to
the tasks.
4.For each potential problem, brainstorm possible countermeasures. These might be
actions or changes to the plan that would prevent the problem, or actions that would
remedy it once it occurred. Show the countermeasures as a fifth level, outlined in
clouds or jagged lines.
5.Decide how practical each countermeasure is. Use criteria such as cost, time
required, ease of implementation and effectiveness. Mark impractical
countermeasures with an X and practical ones with an O.
 OTHER TOOLS
Quality Function Deployment (QFD)
Benchmarking
Nominal Group Technique (NGT)
Shewhart Cycle ( Deming)
Auditing
Failure Mode Effects Analysis (FMEA)
Gantt Chart
Statistical Methods in Quality Improvement
Survey
 1. Quality Function Deployment (QFD)
• What
Quality professionals refer to QFD by many names, including matrix product
planning, decision matrices, and customer-driven engineering. Whatever
you call it, QFD is a focused methodology for carefully listening to the voice of
the customer and then effectively responding to those needs and expectations.
 When to use

When you are working to determine what you need to accomplish to

satisfy or even delight your customers

Reference :http://asq.org/learn-about-quality 9-47

Quality Function Deployment (QFD)

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Quality Function Deployment (QFD)

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 Quality Function Deployment (QFD)
 How

• Identify the customers wants and needs .

• Identify the important of these needs .
• Identify if this need will make a competitive
advantage.
• Identify the product specifications to achieve this
need .
• Identify how each specification will effect on the
customer need.
• Identify how these specifications will effect on each
other.

a 51
 2. Benchmarking
 What

Benchmarking is the process of measuring products, services, and processes

against those of organizations known to be leaders in one or more aspects of
their operations. Benchmarking provides necessary insights to help you
understand how your organization compares with similar organizations, even if
they are in a different business or have a different group of customers.

 When

• To identify areas, systems, or processes for improvements

• To know where is the organization comparing with their
competitors
• To order employees inside the organization to create motivation
system and rewards

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Benchmarking

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 Benchmarking
 How

• Identify regarding what (characteristics + products ) we will make the

comparison.
• identify with who we will make the comparison
• collect the data
• create scale and arrange the competitors regarding it.
• identify where is your position

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 3. Nominal Group Technique (NGT)
 What

Nominal group technique (NGT) is a structured method for group

brainstorming that encourages contributions from everyone.

 When

When some group members are much more vocal than others.
When some group members think better in silence.
When there is concern about some members not participating.
When the group does not easily generate quantities of ideas.
When all or some group members are new to the team.
When the issue is controversial or there is heated conflict.

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 Nominal Group Technique (NGT)
 How

Materials needed: paper and pen or pencil for each individual, flipchart, tape.
•State the subject of the brainstorming. Clarify the statement as needed until
everyone understands it.
•Each team member silently thinks of and writes down as many ideas as possible
in a set period of time (5 to 10 minutes).
•Each member in turn states aloud one idea. Facilitator records it on the flipchart.
(No discussion is allowed, not even questions for clarification.
Ideas given do not need to be from the team member’s written list. Indeed, as
time goes on, many ideas will not be. A member may “pass” his or her turn,
and may then add an idea on a subsequent turn.
•Continue around the group until all members pass or for an agreed-upon length
of time.
•Discuss each idea in turn. Wording may be changed only when the idea’s
originator agrees. Ideas may be stricken from the list only by unanimous
agreement. Discussion may clarify meaning, explain logic or analysis, raise and
answer questions, or state agreement or disagreement.
•Prioritize the ideas using. 56
 4. Shewhart Cycle ( Deming)
 What

PDCA, plan–do–study–act (PDSA) cycle, Deming cycle, Shewhart cycle

The plan–do–check–act cycle is a four–step model for carrying out change.
Just as a circle has no end, the PDCA cycle should be repeated again
and again for continuous improvement.

 When

As a model for continuous improvement.

When starting a new improvement project.
When developing a new or improved design of a process, product or service.
When defining a repetitive work process.
When planning data collection and analysis in order to verify and prioritize
problems or root causes.
When implementing any change.
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 Shewhart Cycle ( Deming)
 How

1. Plan. Recognize an opportunity and plan a change.

2. Do. Test the change. Carry out a small-scale study.
3. Check. Review the test, analyze the results and identify what
you’ve learned.
4. Act. Take action based on what you learned in the study step: If
the change did not work, go through the cycle again with a different
plan. If you were successful, incorporate what you learned from the
test into wider changes. Use what you learned to plan new
improvements, beginning the cycle again.

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Shewhart Cycle ( Deming)

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 5. Auditing
 What
systematic, independent and documented process for obtaining audit
evidence [records, statements of fact or other information which are
relevant and verifiable] and evaluating it objectively to determine the
extent to which the audit criteria [set of policies, procedures or
requirements] are fulfilled.
 When

Auditing is the on-site verification activity, such as inspection or

examination, of a process or quality system, to ensure compliance
to requirements. 

Audit type
A first-party audit 
A second-party audit 
A third-party audit 
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 Auditing
 How

1. Audit preparation 
2. Audit performance 
3. Audit reporting 
4. Audit follow-up and closure

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 6.Failure Mode Effects Analysis (FMEA)
 What

Failure modes and effects analysis (FMEA) is a step-by-step approach for

identifying all possible failures in a design, a manufacturing or assembly process,
or a product or service.
Failures are prioritized according to how serious their consequences are, how
frequently they occur and how easily they can be detected.
 When

• When a process, product or service is being designed or redesigned,

after quality function deployment.
• When an existing process, product or service is being applied in a new
way.

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 Failure Mode Effects Analysis (FMEA)
 How

• Assemble a cross-functional team of people with diverse knowledge about

the process.
• Identify the scope of the FMEA.
• Fill in the identifying information at the top of your FMEA form.
• Identify the functions of your scope.
• For each function, identify all the ways failure could happen. 
• For each failure mode, identify all the consequences on the system.
• Determine how serious each effect is. This is the severity rating, or S.
• For each failure mode, determine all the potential root causes. 
• For each cause, determine the occurrence rating, O
• For each cause, identify current process controls.
• For each control, determine the detection rating. D
• Calculate the risk priority number. S*O*D

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Failure Mode Effects Analysis (FMEA)

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 Gantt Chart
A Gantt chart is a bar chart that shows the tasks of a project, when each must take
place and how long each will take. As the project progresses, bars are shaded to
show which tasks have been completed. People assigned to each task also can be
represented.

When scheduling and monitoring tasks within a project.

When communicating plans or status of a project.

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 Gantt Chart
 How

• Identify tasks.
• Draw a horizontal time axis along the top or bottom of a page.
• Down the left side of the page, write each task of the project in order.
• Check that every task of the project is on the chart.

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Gantt Chart

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 Statistical Methods in Quality
Improvement
Hypothesis Testing Two hypotheses are evaluated: a null hypothesis (H0) and an
alternative hypothesis (H 1). The null hypothesis is a “straw
man” used in a statistical test. The conclusion is to
either reject or fail to reject the null hypothesis.
Regression Determines a mathematical expression describing the
Analysis functional relationship between one response and one or more
independent variables.
Statistical Process Monitors, controls and improves processes through statistical
Control (SPC) techniques. SPC identifies when processes are out of control
due to special cause variation (variation caused by special
circumstances, not inherent to the process). Practitioners may
then seek ways to remove that variation from the process.

Design and Planning, conducting, analyzing and interpreting controlled

Analysis of tests to evaluate the factors that may influence a response
Experiments variable.

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 Survey
 What

Surveys collect data from a targeted group of people about their opinions,
behavior or knowledge. Common types of surveys are written questionnaires,
face–to–face or telephone interviews, focus groups and electronic (e-mail or
Web site) surveys

 When

• When identifying customer requirements or preferences.

• When assessing customer or employee satisfaction, such as identifying or
prioritizing problems to address.
• When evaluating proposed changes.

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 Survey
 How

•  Decide what you want to learn from the survey and how you will use the
results.
• Decide who should be surveyed.
• Decide on the most appropriate type of survey.
• Decide whether the survey’s answers will be numerical rating, numerical
ranking, yes–no, multiple choice or open-ended—or a mixture.
• Brainstorm questions and, for multiple choice, the list of possible answers.
• Print the questionnaire or interviewers’ question list.
• Test the survey with a small group. Collect feedback.
• Also test the process of tabulating and analyzing the results.
• Administer the survey.
• Tabulate and analyze the data.

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 SWOT analysis
SWOT Analysis is a useful technique for understanding your Strengths and
Weaknesses, and for identifying both the Opportunities open to you and the Threats you
face.
 Strengths
•What advantages does your organization
have?
•What do you do better than anyone else?
•What unique or lowest-cost resources can
you draw upon that others can't?
•What do people in your market see as your
strengths?
•What factors mean that you "get the sale"?
Opportunities
•What good opportunities can you spot?
•What interesting trends are you aware
of?
Weaknesses
•What could you improve?
•What should you avoid?
•What are people in your market likely to see
as weaknesses?
•What factors lose you sales?
Threats
•What obstacles do you face?
•What are your competitors doing?
•Are quality standards or specifications for
your job, products or services changing?
•Is changing technology threatening your
position?
•Do you have bad debt or cash-flow problems?
•Could any of your weaknesses seriously
threaten your business?
 PEST Analysis
PEST Analysis is a simple and widely used tool that helps you analyze the
Political, Economic, Socio-Cultural, and Technological changes in your business
environment. This helps you understand the "big picture" forces of change that
you're exposed to, and, from this, take advantage of the opportunities that they
present.