EFFECTIVE PROBLEM SOLVING

THROUGH 7QC TOOLS

 COURSE OUTLINE
DAY 1
Time Topic
9.00 – 10.00 am Introduction to 7 QC tools

10.00 – 10.15 am Tea Break

10.15 – 1.00 pm Pareto Chart

Exercise

1.00 – 2.00 pm Lunch

2.00 – 3.30 pm Ishikawa Diagram

3.30 – 3.45 pm Tea Break

3.45 – 5.00 pm Exercise
 COURSE OUTLINE
DAY 2
Time Topic
9.00 – 10.00 am Graph, Histogram and Control Chart

10.00 – 10.15 am Tea Break

10.15 – 1.00 pm Exercise

1.00 – 2.00 pm Lunch

2.00 – 3.30 pm Check sheet and Flow chart

3.30 – 3.45 pm Tea Break

3.45 – 5.00 pm Exercise
INTRODUCTION TO 7 QC
TOOLS
 SKILLS REQUIRED
• Mathematic

+ Plus
- minus
x multiply
 divide

• Collect and interpret data

 WHAT IS 7QC TOOLS
• Consist of seven useful tools
• Used for quality control and improvement
activities
• 95 % of the problem around you can be solve if
you wisely use the 7 QC tools
RATIONALE TO IMPROVE

Customer is
demanding

Competition
This is a
sample
Increasing.
text.
Crisis
impending
Cost
rising
DEMING MODEL (PDCA)

[Link] [Link]
Implement Plan for
the plan improvement

[Link] [Link]
Test is the Implement as
plan per plan
working
DCA AND 8D PROBLEM SOLVING
Select Topic
P Understand Situation
L And Set Targets
A Containment Action
N
Analyse Causes

D Consider and Implement

0 Countermeasures

CHECK Check Results

Standardise and
A Improve
C
T Congratulate Your Team
 L S
OO
C T
Q
” 1 PARETO DIAGRAM
N T
I CE
N I F 2
G
CAUSE AND EFFECT
A
“M 3 CHECK SHEET

4 GRAPHS

5 HISTOGRAM

6 CONTROL CHART

7 FLOWCHART
 7 QC TOOLS IN PDCA
Plan Do Check Action

No
P
Select Topic Propose
Pareto Data Collection YES
(Check Sheet) Causes Improvement Plan
Identified? (Flow chart)
Understand
situation and target Implement
(Process Flow) No Plan
• Histogram

• Graph D
Containment action Objectives Collect & Analyze
• Control Chart Met? Data

Analyse Cause Compare with

(Cause & Effect) YES Previous Results C
Implement countermeasure
A
Document &
Monitor
Standardize
 PROCESS THINKING
Requirements
Suppliers Customers

Requirements

Requirements
Inputs Activities Output

Feedback Feedback

Conformance
 PROBLEM SOLVING

Ideal situation or objective

Control characteristic

Gap – problem =(ideal situation or objective)-

Good
(present situation)

Present situation
FIRE-FIGHTING TO
IMPROVEMENT
100% PREVENT
PROBLEM IMPROVEMENT
PROJECTS
WORKING CONDUCTING
TIME ROUTINE
WORK PREVENT
PROBLEMS
50%
CONDUCTING
ATTENDING ROUTINE
BREAKDOWN WORK
EVENTS
ATTENDING
BREAKDOWNS
IDENTIFY PROBLEM

Management Brainstorming
decision

Customer
Suggestion
Complaint
from staff
 HOW TO DESCRIBE TOPIC

Action(Verb) Object(Noun) Location

Where?
(process,machine,operations
Product,region,work station, etc)

What?
(control of characteristics)

How?
(direction of improvement, level)
 HOW TO SET TARGET
Target
Rateof
Rate ofOccurrence
Occurrence
Rate
Ofof Occurrence
Rim Warping
Of Rim Warping
What? Of problem

6.0%2.5%
6.0%2.5%
6.0%2.5%
By How Much

By When 3030
ththth Mar 2004
Mar
30 Mar2021
2004

Potential savings : RM900/month

 DATA COLLECTION

“Collecting data is much like collecting

garbage……..

You must know in advance what you are

gonna do with the stuff.”

Mark Twain
PARETO ANALYSIS
 HISTORY

• Name after Vilfredo Pareto – an

Italian economist
• He observed in 1906 that 20% of
the Italian population owned 80% 80%
of Italy’s wealth RESULTS
 WHAT DOES IT MEAN TO US
• 80% of your problem come from 20% of your customer
• 20% of your activities produce 80% of your result
• 20% of your customer produce 80% of your profit
• So generate optimal result from minimal efforts
 PARETO ANALYSIS
• Solve the most important,
leave less important
• "80-20" rule principle

20% 80%
EFFORTS RESULTS
 VITAL FEW TRIVIAL MANY
• In term of quality improvement, large majority of problem
(80%) are created by a few (20%) causes
 WHAT IS PARETO CHART
• Pareto chart is a series of bars whose heights reflect the
frequency of impact of problem
• The bars are arranged in descending order of height from
left to right
• Bars on left are relatively more important that the bars on
the right
Pareto rule chart

Pareto chart
80% problem from
20% cause

Problem Problem Problem Problem Problem Problem Problem

#1 #2 #3 #4 #5 #6 #7
HOW TO BUILD PARETO CHART

Item No of Cases

• Account No 52
• Transaction No 23
• Spelling Name 38
• Telephone No 18
• Post code 9
• Address 11
• Date 87
• Basic data 4
• Others 6

TOTAL 248
STEP 1: ARRANGE DATA
Item No of cases
Date 87
Account No 52
Spelling Name 38
Transaction No 23
Telephone No 18
Address 11
Post code 9
Basic data 4
Others 6
TOTAL 248
 STEP 2: CALCULATE THE
CUMULATIVE NUMBER
Item No of cases Cumulative
Number
Date 87 87
Account No 52 139
Spelling Name 38 177
Transaction No 23 200
Telephone No 18 218
Address 11 229
Post code 9 238
Basic data 4 242
Others 6 248
TOTAL 248
 NO OF CASES

100
150
200
250

50

0
Date

Account No

Spelling Name

Transaction No

Telephone No

Address

Post Code

Basic Data

Others
STEP 3: DRAW THE BAR GRAPH

ITEM
 NO OF CASES

100
150
200
250

50

0
Date

Account No

Spelling Name

Transaction No

Telephone No

Address

Post Code

Basic Data

Others
ITEM
STEP 4: DRAW THE CUMULATIVE CURVE
 NO OF CASES

100
150
200
250

50

0
Date

Account No

Spelling Name

Transaction No

Telephone No

Address

Post Code
(0%-100%)

Basic Data

Others
STEP 5: DRAW VERTICAL AXIS

ITEM
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
 STEP 6: DRAW 80% FROM RIGHT
VERTICAL AXIS TO FIND THE
CUMULATIVE NUMBER
250 100%

90%

200 80%

70%
NO OF CASES

150 60%

50%

100 40%

30%

50 20%

10%

0 0%
Telephone No

Post Code
Account No

Address
Spelling Name

Transaction No

Basic Data

Others
Date

ITEM
 CONCLUSION

• Breaks a big problem into smaller pieces

• Identifies the most significant factors
• Shows where to focus with limited resources
• Separate a few problems from many possible
problems
CAUSE AND EFFECT
DIAGRAM
BASIC CONCEPT
 BASIC CONCEPT
• Ishikawa also called as fishbone diagrams or cause and
effects diagrams
• Brainstorming tools used to identify potential root cause
of problem

Problem

Root Cause
 ANALYZE THE ROOT CAUSE

People Methods Environment Measurement

Why the Gap?

Machines Materials Output of the Process

 CAUSE ANALYSIS
CAUSE AND EFFECT DIAGRAM
 CAUSE & EFFECT ANALYSIS
• Develop the diagram as a team
• There is no one right answer
• Do not discuss ideas, keep moving
• Breakdown potential causes in enough detail
• Use group consensus to define primary causes
 CAUSE AND EFFECT DIAGRAM

Man Methods Environment

Training Adequacy

Completeness
Accuracy
Frequency
Content

Slow
Front Desk Computer
Check-In
Age
Capability

Maintenance

Machines Materials
 CONSTRUCTING A CAUSE &
EFFECT DIAGRAM
• Identify the quality outcome to be discussed
• Agree on appropriate “headings” for each branch
• Brainstorm possible causes and classify
• Ask “why?” to define causes in more depth
• Use voting techniques to gain consensus on key
causes that contribute to the quality outcome
HOW SHOULD WE SOLVE A
PROBLEM?

Measurement

Why the Gap?

Output of the Process

THE FIVE WHYS?

Why? Why?
Why?
Why? Why?

Five Whys?
5 WHY CAUSE INVESTIGATION
Abnormal Occurrence
Why?
(cause/effect relationship)

C C C C Direct Cause
Why?

(cause/effect relationship)

C C C C
Cause
Why?
(cause/effect relationship)

C C C Cause
Why?
(cause/effect relationship)

C C C Cause
Why?

Therefore
C C C Root Cause Test
CHECK SHEET
 CHECK SHEET
• A sheet designed to collect data easily and
systematically
• to allow efficient checking of all items for
inspection and verification without omission
WHAT IS DATA COLLECTION?
Data Collection
is
obtaining useful information.

The issue is not: How do we collect data?

It is: How do we obtain useful data?

Why Collect Data?

To establish a factual basis for making decisions

“I think the problem is……….”

becomes
“The data indicate the problem is…..”
 TYPES OF DATA
• Variable (continuous)
– Data that can be measured. Data represented
by numerical values created by measuring a
particular characteristic

• Attribute (categorical)
– Data obtained by counting observations which
occur in particular categories
VARIABLE AND ATTRIBUTE
VARIABLE AND ATTRIBUTE
 ACCURATE AND PRECISE

Accuracy : Closeness of the measurement to truth

Precision : Closeness of individual measurement to each other
 ACCURATE AND PRECISE

Precise but Accurate but Not accurate Accurate and

not accurate not precise or precise precise
 ACCURATE AND PRECISE

Accuracy = _____ Accuracy = _____ Accuracy = _____

Precision = _____ Precision = _____ Precision = _____
 ACCURATE AND PRECISE
Reference : 5.0
• Method 1 : 3.8, 4.4, 4.2, 4.0
• Method 2 : 6.5, 4.0, 3.2, 6.3

• Which method is more accurate? ______

• Which method is more precise? ______
 COLLECTING DATA
• What questions need to be answered?
• What needs to be measured?
• How is it measured?
• How much data needs to be collected?
• How often are measurements taken?
• How will the data be analyzed?
 DECIDING WHAT TO MEASURE
• For a product:
– Product or process characteristics compared to
a standard or specification
• For a service:
– Completeness
– Accuracy
– Timeliness
DATA COLLECTION PROCESS

Decide what
data is
needed

No Develop data
available?
collection plan

Yes

No No
Valid? Collect data

Yes

Usable?

Yes

Analyse
Data
METHODS OF DATA COLLECTION
• Historical
• Direct observation
• Interview
• Survey
• Experiments
 Checksheet

Product: LCD Date : 21/07/95

Process name : Finishing Shift : Night
Total no inspected : 2530 Lot no : 107
Remark : 100 % inspection Order no : 566
Prepared : Ahmad

Item Semakan Qty

Scratches 21

Crack 23
Incomplete 30

Material 4
Others 8

Total 86
 CREATING CHECK SHEET
1. Determine the purpose of data collection
2. Consider the method of stratification, eg by week
etc.
3. Design the sheet according to the purpose
4. Analyze the data collected
GRAPH
 GRAPH
• A drawing showing the status/relationship of data
in order to understand the fact easily
• Typical kind of graph
– Bar chart …. compare volume of quantity
– Line graph…. show the time series change
– Pie chart…..show the ratio of each composition
– Belt chart……show the ratio and its change of
each composition
 Bar chart Line graph
Kadar Kecacatan Barangan Bagi Bulan Disember
J u m la h K eca c a ta n B a r a n g a n P e n g elu a r a n 1993
J u m la h 140
K e ca c ata n
300 284 120
250
100
200
162
80

Jumlah
150 133

100 60
71
50 23 40
9 4 4
0
Smooth Mill 20

Pre- Finish
Laminate
Finishing

Main Mill
Rough Mill
Assembly

Stor Siap

0
S eksy e n 9 11131415161718202223283031
Haribulan

Pie chart Belt chart

Jumlah Kecacatan Barangan Pengeluaran
MAIN MILL
Penggunaan
Telegram ( % )
19% PRE-FINISH
1980 79 15 6 85,250
10%

LAMINATE 29 66,354
1985 60 11
1%
FINISHING
3%
36 40 24 43,274
ASSEMBLY 1990
23%

1995 27 41 32 40,471

STORE SIAP
Am Ucapan Tahniah Ucapan Takziah
SMOOTH 1%
ROUGH MILL
42% MILL Graf ‘Belt’Bagi Penggunaan
Telegram
1%
 WHAT IS A LINE
GRAPH?
A line graph that shows results of a process over time.

# Procedures Used
Number of Restrictive Procedures Used
Per Shift

10
8
Day
6
Evening
4 Night
2
0

M o nth
WHAT IS BAR GRAPH

Bar chart

J u m la h K eca c a ta n B a r a n g a n P e n g elu a r a n
J u m la h
K e ca c ata n
300 284

250

200
162
150 133

100 71
50 23
9 4 4
0

Pre- Finish
Laminate
Smooth Mill

Finishing

Main Mill
Rough Mill
Assembly

Stor Siap

S eksy e n
WHAT IS PIE CHART

Pie chart

Jumlah Kecacatan Barangan Pengeluaran

MAIN MILL

19%
PRE-FINISH

10%

LAMINATE

1%

FINISHING

3%

ASSEMBLY

23%

STORE SIAP

SMOOTH 1%
ROUGH MILL
MILL
42%
1%
WHAT IS RADAR GRAPH
APPLICATION OF STATISTIC

COLLECTION

ANALYSIS DATA

INTERPRETATION
HISTOGRAM
 WHAT ARE HISTOGRAMS
A simple, effective method of organizing an presenting
numerical data so that one can get an overall picture of where
measurements are concentrated and how spread out they are

25

20
Frequency

15

10

0
“GOAL POST” MENTALITY

LSL USL

A B C

BAD GOOD BAD

“LOSS FUNCTION ” MENTALITY

LSL USL
TARGET
VALUE

A B C
 WHAT ARE HISTOGRAMS
• dividing the existing range of data into certain
classes and then calculating the frequency of
occurrence data
• consist of bar chart that shows average, Upper
Specification Limit (USL) and Lower Specification
Limit (LSL)
COMPONENTS OF HISTOGRAM

25

20
Frequency

15

10

Class,k
Class width Class Boundary
 ROLES OF HISTOGRAMS
• To make distributions easier to see and to allow
visual appreciation.

• To be able to know the central value (mid-value),

and dispersion of data.

• To be able to know the shape of the distribution.

 TERMS
• Number of classes - the total count of classes for
the histogram
• Class boundary - value that falls between the
upper limit of one class and the lower limit of the
next one.
• Class width - the difference between the lower
and upper class boundaries and is also reffered to
as class interval
STEPS TO CONSTRUCT HISTOGRAM
1. Collect data. Number of data 30 - 200
2. Get the Maximum (Largest) and
minimum(smallest) value.
3. Find the number of class, k
Number of class = No. of data
4. Find class width
(interval)
Class width = max - min
no. of class
STEPS TO CONSTRUCT HISTOGRAM
5. Prepare the frequency table (Identify the class
boundary)
6. Count the frequency table
7. Draw histogram
8. Draw average line, X , Upper Specification Limit
(USL) and Lower Specification Limit (LSL)
9. Analyze the histogram
 EXAMPLE OF HISTOGRAM
Duration of Long Distance Calls (Company’s spec :2 - 17 min)

11.8 3.6 16.6 13.5 4.8 8.3

8.9 9.1 7.7 2.3 12.1 6.1
10.2 8.0 11.4 6.8 9.6 19.5
15.3 12.3 8.5 15.9 18.7 11.7
6.2 11.2 10.4 7.2 5.5 14.5

1. Find Number of Classes, k = 30 = 5.5 = 6

2. Find Smallest and Largest, S = 2.3, L = 19.5

3. Class width = (L-S)/k = (19.5-2.3)/6 = 2.9

 Duration of Long Distance Calls (in minutes)

11.8 3.6 16.6 13.5 4.8 8.3

8.9 9.1 7.7 2.3 12.1 6.1
10.2 8.0 11.4 6.8 9.6 19.5
15.3 12.3 8.5 15.9 18.7 11.7
6.2 11.2 10.4 7.2 5.5 14.5

Class Boundary Tally Frequency

2.3 up to 5.2 lll 3
5.2 up to 8.1 llll l 6
8.1 up to 11 llll lll 8
11 up to 13.9 llll ll 7
13.9 up to 16.8 llll 4
16.8 up to 19.7 ll 2
 Class Limit Tally Frequency
2.3 up to 5.2 lll 3
5.2 up to 8.1 llll l 6
8.1 up to 11 llll lll 8
11 up to 13.9 llll ll 7
13.9 up to 16.8 llll 4
16.8 up to 19.7 ll 2
X = 10
8 LSL = 2 USL =17
7
6
Frequency

5
4
3
2
1

2.3 5.2 8.1 11.0 13.9 16.8 19.7 Duration of call

EXERCISE: CONSTRUCTION
OF HISTOGRAM
Data

1.51 1.53 1.35 1.30 1.45 1.61 1.55 1.42 1.65 1.54
1.43 1.64 1.61 1.44 1.70 1.41 1.51 1.61 1.74 1.56
1.60 1.49 1.64 1.57 1.40 1.54 1.58 1.68 1.56 1.37
1.59 1.62 1.59 1.64 1.28 1.54 1.66 1.72 1.59 1.49
1.52 1.49 1.52 1.32 1.49 1.55 1.51 1.61 1.54 1.59
1.33 1.69 1.62 1.46 1.56 1.64 1.54 1.46 1.61 1.54
1.56 1.46 1.54 1.36 1.50 1.59 1.43 1.63 1.66 1.49
1.59 1.54 1.69 1.52 1.46 1.49 1.69 1.56 1.58 1.66
1.56 1.64 1.58 1.61 1.54 1.60 1.66 1.63 1.64 1.66
1.68 1.42 1.38 1.56 1.73 1.47 1.53 1.39 1.47 1.54
CONSTRUCTION OF HISTOGRAM

Step 1: Calculate number of classes (k)

k = n
n = (number of data)

k =
= __________
CONSTRUCTION OF HISTOGRAM
Step 2: Find the largest and smallest value (L,S)
Data S L

1.51 1.53 1.35 1.30 1.45 1.61 1.55 1.42 1.65 1.54
1.43 1.64 1.61 1.44 1.70 1.41 1.51 1.61 1.74 1.56
1.60 1.49 1.64 1.57 1.40 1.54 1.58 1.68 1.56 1.37
1.59 1.62 1.59 1.64 1.28 1.54 1.66 1.72 1.59 1.49
1.52 1.49 1.52 1.32 1.49 1.55 1.51 1.61 1.54 1.59
1.33 1.69 1.62 1.46 1.56 1.64 1.54 1.46 1.61 1.54
1.56 1.46 1.54 1.36 1.50 1.59 1.43 1.63 1.66 1.49
1.59 1.54 1.69 1.52 1.46 1.49 1.69 1.56 1.58 1.66
1.56 1.64 1.58 1.61 1.54 1.60 1.66 1.63 1.64 1.66
1.68 1.42 1.38 1.56 1.73 1.47 1.53 1.39 1.47 1.54
CONSTRUCTION OF HISTOGRAM
Step 3: Determine the class width, w = (L-S)
k
w=( )

w = __________

L = Largest value
S = Smallest value
k = number of classes
CONSTRUCTION OF HISTOGRAM
Step 4: Prepare frequency table with the mark
No Class limit Frequency No of
freq
CONSTRUCTION OF HISTOGRAM
Step 5: Draw bars on graph.
Step 6: Draw average line, X , Upper
Specification Limit (USL) and Lower
Specification Limit (LSL)
CONSTRUCTION OF HISTOGRAM
FREQUENCY
 ANALYSIS OF HISTOGRAM
• Location (distance of average value to target)
• Center of distribution (span of values from largest to smallest)
• Spread of distribution (whether it is symmetrical, skewed, etc)

LOCATION SHAPE
SPREAD

SIZE SIZE SIZE

…OR ANY COMBINATION OF THESE.

SYMMETRIC AND SKEWNESS

Figure
2-11 (b)

Mode = Mean = Median

SYMMETRIC

Mean Mode Mode Mean

Median Median
SKEWED LEFT SKEWED RIGHT
 ANALYSIS OF HISTOGRAM
LSL USL

Normal, centered, process in spec

Not normal,bimodal
Distribution
- Special cause present
- Two shifts, two operators,
two fixtures, etc, likely
ANALYSIS OF HISTOGRAM
LSL USL

Normal, Off
centered
Distribution with
defectives at
upper spec

LSL USL

Normal, Off
centered
Distribution with
defectives at
lower spec
 ANALYSIS OF HISTOGRAM
LSL USL

Not Normal, Skewed to the right

Not normal, Skewed to the left

 THE STRATEGY

LSL USL

• Actual
T

LSL USL • Meet Specification

T

• Improvement
LSL USL

T
LSL’ USL’
CONTROL CHART
 CONTROL CHART

A Run Chart with statistically determined upper and lower control limit
lines drawn on either side of the process average.

_ _ _ _ _ _ _ Upper
_ _ _ Control
_ _ _ _Limit
_ _[UCL]
_________
Measurement

Average

_ _ _ _ _ _ _ _Lower
_ _ _Control
_ _ _ Limit
_ _ [LCL]
_________

Time
 Control charts are widely used to:
• analyze variation from a process
• to determine whether or not a process is stable
(statistical control)

A Control Chart is a method of judging the

effectiveness of a process.
The process average is the sum of the observations
Upper Control Limit [UCL]

MEASUREMENT
divided by the sum of the observations. The control
limits are the process average plus or minus three
standard deviations.
MEASUREMENT

Upper Control Limit [UCL]

process average
process average
Lower Control Limit [LCL]

TIME

Lower Control Limit [LCL]

TIME
CONTRIBUTORS TO VARIATION

MACHINE MAN MATERIAL MEASUREMENT METHOD

• Setup • Experience • Supplier • Gauge • SOP
• Maintenance • Training • Batch • Operator • Criteria
• Setting • Skill • Processing • Repeatability • Rework
• Stoppages • Motivation • Delivery • Procedures • Training
• Adjustment • Shift • Inspection • Calibration
• Wear and Tear • Physical
 TWO TYPES OF VARIATION
• Common Causes…… Controlled variation
• Special Causes…. Uncontrolled variation

Common Cause Special Cause

COMMON VS. SPECIAL CAUSE

Special Causes Common Causes

– About 15% of problems – About 85% of problems
– Need to be resolved first – Can’t identify unless process
– Best addressed by those is stable
closest to the process – Requires management
– Relatively easy to identify support to resolve
– Usually require “simple” – More difficult to identify
solutions or contingency – Solution requires process
plans change
 0:00
0:28
0:57
1:26
1:55
2:24
2:52
3:21
09:00

09:10

09:20

09:30

09:40

09:50

10:00

10:10
CAUSE
COMMON

10:20

10:30

10:40

10:50

11:00

11:10

11:20

11:30

11:40

11:50

12:00
COMMON AND SPECIAL CAUSES

12:10
SPECIAL CAUSE
 TYPE OF CONTROL CHART
• Variable Control Chart
– X-bar Chart
– R Chart
• Attribute Control Chart
– P Chart
– C Chart
 INTERPRETING CONTROL
CHARTS
Upper Control Limit

Average

Lower Control Limit

A. Most points are near the center line.

B. A few points are near the control limit.
C. No points (or only a ‘rare’ point) are beyond the Control Limits.
 INTERPRETING CONTROL
CHARTS
The following are some of the more common Out of Control patterns:

Change To Machine
Made
Tool Broke
Tool Wear?

Upper Control Limit

Average

Lower Control Limit

INTERPRETING CONTROL
CHARTS
Points Outside of Limits

Upper Control Limit

Average

Lower Control Limit

Trends

A run of 7 intervals up or down is a sign of an out of control trend.

 INTERPRETING CONTROL
CHARTS
Run of 7 ABOVE the Line

A Run of 7 successive points above or below the center line is an out of control condition.

Run of 7 BELOW the line

INTERPRETING CONTROL
CHARTS
Systematic Variables

Predictable, Repeatable Patterns

Cycles
INTERPRETING CONTROL
CHARTS
Freaks

Sudden, Unpredictable

Instability

Large Fluctuations, Erratic Up and Down Movements

INTERPRETING CONTROL
CHARTS
Mixtures

Unusual Number of Points Near Control Limits (Different Machines?)

Sudden Shift in Level

Typically Indicates a Change in the System or Process

INTERPRETING CONTROL
CHARTS

Stratification

Constant, Small Fluctuations Near the Center of the Chart

ANALYZE THE CONTROL CHART

Change
New operator
supplier Old machine need to
be replaced

3:21
2:52
2:24
Individual Value

1:55
1:26
0:57
0:28
0:00
09:00

09:20

09:40

10:00

10:20

10:40

12:00

12:20

12:40

13:00

13:20

13:40

14:00

14:20

14:40

15:00
11:00

11:20

11:40

Arrival time (consecutive patients)

TRACKING IMPROVEMENTS

UCL UCL
UCL

LCL
LCL
Additional improvements
LCL Process centered made to the process
Process not centered and stable
and not stable
 PROCESS IMPOVEMENT
25
Journey Time (hours)

20 Second
Changed Process
15 Process Change

10 Third ProcessFourth
Change Process
5 Change

0
Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul
Month
FLOW CHART
 FLOWCHART
• A diagram of the steps in process. A flowchart can
help identifying possible points in a process where
problems occur.
 BENEFITS OF FLOW CHARTS
• Understanding of process steps
• Understanding the interdependence of process
steps
• Helps build a complete picture of the process
• Helps identify sources of variation
 FLOW CHART STRUCTURE
• Beginning activity (start)
• Activity descriptions
• Process flow (from one activity to another)
• Decision points
• Ending activity (stop)
 FLOW CHART GUIDELINES
• Don’t be concerned about defining the process
completely in the first draft
• Involve people who are familiar with the process
• Review the flow chart for accuracy and
completeness
• Create the “as is” as opposed to “as should be”
FLOW CHART SYMBOLS

Start/End

Activity

Decision

Report
 FLOWCHART
A pictorial representation of a process.
Rectangle for processes or procedures, diamond for decisions
points, arrows for flow of information or work flow,
 REMOVE NON-VALUE ADDED
What You Think It Is... Start

What It Actually Is... Start No

Yes

What You Would Like It

To Be... Start
 CATEGORIES OF PROCESSES
Activity

Contributes to customer Contributes to the

satisfaction ? organization’s needs?

Real value Non- value

Business value
added added
added

Activities that must be Activities that do not contribute to

performed to satisfy satisfying customer requirements- should
customer requirements be optimized or eliminated
PROCESS ANALYSIS - EXAMPLE
Submit Order

Leaving the showroom

Re-submitting Order

Waiting for decision

Re-negotiation

Signing Letter of
Intent
 PROCESS ANALYSIS
Value
Process Steps (Yes/No) Reason Time
Customer willing to pay for that
Submission of offer Yes step. 1 minutes
Leaving the showroom as a way
to obtain my car did not add
Leaving the showroom No value to me, the customer 10 minutes
Usually anything that begins with
prefix "re-" is being done for the
Resubmitting offer No second time 5 minutes
No change or transformation in
Waiting for decision No the product/service 45 minutes
Renegotiation of option
package No There's that "re-" again 30 minutes
The customer (me ) is important.
Signing letter of intent Yes It physically changed something 15 minutes

Process efficiency = 2 over six processes added value (33%)

PROCESS IMPROVEMENT
STRATEGIES

Eliminate Simplify Transfer Automate

 WHAT TO DO
• Eliminate - All non value added
• Simplify
– Forms
– Procedures
– Communication
– Technology
– Problem Areas
– Flows
– Processes
 WHAT TO DO
• Integrate
– Jobs
– Teams
– Customers
– Suppliers
• Automate
– Dirty
– Difficult
– Dangerous
– Boring
– Data analysis
 TRAINING EVALUATION
PLEASE CLICK THE LINK BROWSER TO FILL UP YOUR EVALUATION
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APPS QR
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 Thank You
017-9362125
arazak@[Link]