7-QC Tools: in Search of Excellence

In Search of
Excellence
7-QC Tools
What is a Process
Input Output
Process
Raw Material Finished or
Intermediate
A Value adding Product
Transformation
Opportunities to
Measure
All work is accomplished by a process

2 In Search of Excellence
Improvement
Bad
Sporadic
Chronic
Breakthroug
h
Goo
d
❖ Change from current level of performance to a superior
level and staying there
Understanding Variation
Variation
Assignable Chance
(Special Cause) (Random Cause)
▪ Sporadic ▪ Random
▪ Very Few ▪ Large in number
▪ Large contribution ▪ Small contribution
▪ Easy to identify ▪ Difficult to identify
and eliminate and eliminate
Product Process Mapping
Product CTQs
Process flow diagram Process
1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 19 20
CTQs 0 1 2 3 4 5 6 7 8
CTQ
CTQ
CTQ
CTQ
CTQ
High
CTQ
correlation
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
CTQ
What is a problem?
Problem is an unsatisfied
performance in product/ service.
A problem could be
• nonconformance
• scrap
• chronic rework
• recurring accepted on deviation poor yield
• customer complaint
• machine breakdown
• low process capability
• loosing customers
• reducing market share
• late delivery, etc.
Known approaches for problem solving
Traditional method: requires no

factual analysis or observations
Symptom Remedy
Scientific and methodical.

Symptom Root Cause Remedy
Steps of Problem Solving
1. Definition - Identify and defining the problem

2. Observation/Measure - Investigating the features of the
problem
3. Analysis - Finding the root causes
4. Actions - Establishing and implementing
countermeasures
5. Check - Ensuring the effectiveness of the
remedies & countermeasures
- Results v/s Plan
6. Standardization - Holding the gains
7. Conclusion - Reviewing the problem solving
approach and identifying next problem
7-QC Tools
Check sheet
Pareto Diagram
Stratification
Cause and Effect Diagram
Scatter diagram
Histogram
Graphs & Charts
Check
Sheet
What is check sheet?
A convenient and compact

format to facilitate data gathering
& to quantify the current status
or magnitude of the problem
Data Collection
What is Data ?
Data is a numerical expression of an activity
Quantitative Qualitative
• Measurable • Subjective assessment
 e.g. :Length,  e.g. :Score in a
Temperature beauty contest
• Countable
 e.g. :Number of
defects
Population, Sample and Data
Rando Measureme
Population m Samp nt Data
(Lot) le
Sampli /
ng Actio Observatio
n n
Objectives of Data Collection

• To know and quantify the status
• To monitor the process
• To decide acceptance or rejection
• To analyse and decide the course of action
How to collect data?
❖Define the purpose

❖ Decide the type of analysis
❖ Define the period of data collection
❖ Is the the required data already available ?
For Proper Data Collection
❖ Proper sampling procedure

❖ Proper choice of instruments
❖ Calibration of instruments used
❖ Availability of standards for sensory
characteristics
❖ Adequate lighting and other
test/ inspection facilities.
Purpose of Check
Sheet
❖ Simplify of data gathering

❖ Provide preliminary summarisation
❖ Provide a basis for statistical analysis
❖ Problem monitoring
❖ Direction of trouble shooting
Areas of application
Production: Measurements on process parameters,

No. of defects in products,
Location of defect.
Raw Material: No of defects,location of defects,

Measurement on Quality Characteristics.
Maintenance: Maintenance time, down time,

Machine wise break-down,
Causes of break down.
Type of check sheets
Purpose of Checking Type of Check Sheet

Determine defect Defective item check sheet
details
Determine occurrence of defects Defect factor check
by day, week, operator, machine etc sheet
Determine where defects Defect location check sheet

occur
Determine dispersion of dimensions, Process distribution check
hardness, weight sheet
etc.
Inspect machines or equipment or Inspection and validation
check the operating check
procedure sheet
Production Process Distribution Check
sheet
Diameter of Component X
Department :
Operator :
Specification : Dates : to
Meas remen Frequency of occurrence
u t
(cms) 5 10 15 20 25 30 35 40 45 50 Total
0.95 l 1
0.96 l 3
0.97 ll l 7
0.98 ll ll l l 17
0.99 l l l l ll l 25
1.00 ll l l l l l l l l 42
1.01 ll ll ll l l ll l l 26
1.02 ll ll l ll l l l l 18
1.03 ll ll l ll l l l l 6
1.04 ll l l ll l 4
1.05 ll l l 1
l
l
l
Location Check sheet
Hood Paint Defects

Name: ____
Date: ____
Model: ____ DD D
S
XXX
B X
X = Dirt
D = Dent
S=
No. inspected: _____ Scratch
B = Bubble
In Search of
Excellence
PARETO DIAGRAM
A tool to select vital few and few trivial
many.
80-20 Rule
Pareto chart by effect
To find out what the major problem is Viz.

❖Quality: Defects, Faults , Failures, Complaints,
Repairs, Returned items etc.
❖Cost: Amount of loss, Expenses
❖Delivery: Stock, Shortages, Delay in delivery,
Default in payment.
❖Safety: Accidents, Breakdowns, mistakes.
Pareto chart by Cause
To find out what the major problem is Viz.

¥ Operator Shift, Group,
Experience, Skill.
¥ Machine Machines, Equipment,
Tools
¥ Raw material Manufacturer, lot
¥ Operational method Conditions, Order,
Method
Uses of Pareto diagram
Find out the most important item/defect.

Ratio of each item to the whole.
Degree of improvement after remedial action in
some limited area.
Improvement in each item/defect compared before
and after correction.
How to prepare a Pareto diagram
Decide which item to be studied.
Stratify the problem according to sources (by defects,

by supplier etc.) and tabulate the corresponding data.
Arrange the stratified items in descending order of value

and draw a bar diagram.
Draw a curve showing the cumulative % above the bar

chart starting from the greatest value.
Pareto Analysis for inspection of product ABC
In Search of
Excellence
STRATIFICATION
The method of grouping data by common points or characteristics
to understand similarities and characteristics of data is called
stratification.
Such classification helps in obtaining vital
information by distinguishing and comparing data
in different class or strata.
It also identifies the key strata to concentrate

on
The stratification may be based on machines, operators, shifts or
any other source of variation.
The purpose of stratification is to ascertain the difference
between different categories and to analyse the reasons
behind abnormal distribution.
STRATIFICATION
IDENTIFY STRATIFICATION CRITERIA FOR COLLECTING

DATA ON HOUSE KEEPING DEFECTS:
RESULT: # OF DEFECTS PER AUDIT
STRATIFICATION CRITERIA:
• TYPE OF DEFECTS
• LOCATION
• DATE & TIME
• AUDITED BY
• PEOPLE IN THE LOCATION
34 • INFRASTRUCTURES AVAILABLE
In Search of Excellence
TYPE OF STRATIFICATION CRITERIA:
• IDENTITY: e.g. product name, reference no.

…
• MACHANICAL:
• OPERATIONAL:
• TECHNICAL:
• ENVIRONMENTAL
• MEASUREMENT:
• BEHAVIOURAL/SKILL RELATED
• TIME RELATED:
• ROLE, RESPONSIBILITY & AUTHORITY RELATED:
Areas of application
Raw material
Rejection % in supplier wise and batch wise.
Production
Stratification as per Machine, Shift, operator
etc. of rejections.
Engineering and design

Stratification of drawing errors draftsman wise.
USE OF STRATIFICATION:
REVIEW ADEQUACY OF PRESENTLY USED DATA

COLLECTION MODE LIKE REGISTER, LOGBOOK etc.
INTRODUCING NEW DATA COLLECTION MODE
COLLECTION OF DATA FOR ANY SPECIFIC

PURPOSE
BEFORE CHECKSHEET
In Search of
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BRAIN STORMING
Basic Rules for Brainstorming
❖Defer evaluation
❖Fantasize freely
❖Generate quantity
❖Build on ideas
Generate Quantity
Generate as many ideas as possible.
A pearl diver will be more successful in finding

pearls, when he brings up 200 oysters than when
he surfaces only 15-20 oysters.
In Search of
Excellence
Cause & Effect Diagram
(Optional)
Tree Diagram
&
Affinity
Diagram
In Search of
Excellence
Organizing
Potential Causes
Looking for Relationships
Graphic displays can help you structure possible causes in order to find
relationships that will shed new light on your problem.
Means
Cause & Effect Diagram Tree Diagram

Means/
Objective
Means
Means/
Objective Means
Means/
Objective
Means
Objective
Means
Means/
Objective
Means
Affinity Diagram Means/
Objective Means
Means/
Objective
Means
Cause-and-Effect Diagram
Cause-and-effect
diagrams graphically Men Machin
display potential e
causes of a problem.
The layout shows
cause-and-effect
Problem
relationships
between the
potential causes.
Materia Metho
l d
Cause-and-Effect Diagram Features
Potential
at lower
causes Narrowly defined
would
level contribute problem
to cause at Storm Power Bulb head
formsof the
Old
nextlevel causes
fish;
Burned
up Power Out Replace the diagram
listed on
Outage Bulb should potentially
Power Plant Broke contribute to this
Failure
Is Currentn proble
Loos
Circuit Breaker
e
m
On?Is Bill
No House Paid?
Arrow Current
Missing
indicate
s
direction of
the Unpaid Bill Wall Switch Lamp
potential Turned Off Assembly error
Doesn’t
cause- Turn On
effec
and- Not Plugged In Switch
t Broken
Chewed
by Dog Switch
Cause Missing One “spine” leads
Cord Cut into head (problem
grouped
s by
relationshi statement).
p to Vandal No Contact Contributing
other
each causes are
Corroded arranged on
smaller and
Plug/Cord Lamp smaller “bones.”
High humidity
Width variation Narrowly defined
Slot dim variation problem
Warpage
Operator head
Wrong placementformsofof the
Material Lgth variation
causes
terminal infish;
slot
Unskilled
Base dim. the diagram
listed on
Base material operator Interchange of terminal in slots
should potentially
variation
Thickness variation
not ok contribute to this
Hardness negligenc
Width of Base e proble
Dust in
Wrong placement of m
Width dim. variation less locator
Terminal dim. Flash in slot fatigue
base in fixture locator
variation
Lgth dim. variation
Uneven leg of Blinker
thickness base base
Punch & locator crack
misalignment
Worn-out punch
Wrong sequence Pressur
of operation e
Oversize
variation
d Locator
Stopper Play of base in
not Unequal locator slot
working Punch level
Height of Offset of terminal
Method Stopper Machine CL and Punch CL
less/more
Why Use Cause-and-Effect Diagrams
❖ To stimulate thinking
during a brainstorm
of potential causes
❖ To understand
relationships between
potential causes
❖ To track which
potential causes
have been investigated,
and which proved to contribute
significantly to the problem
When to Use Cause-and-Effect
Diagrams
Use a Cause-and-Effect Diagram:
❖ When there is so large a number of potential

causes that it is difficult to focus the analysis.
❖ When there is a lack of clarity about the

relationship between different potential causes.
Effective Use of Cause-and-Effect
Diagrams
❖ Have a narrowly defined problem to start with.

▪ This should come from your work in Measure.
❖ Capture cause-and-effect relationships between units and
sub-units.
Bulb
Burned
out
Loo
se Lamp does not burn
❖ Causes on the diagram must be verified with data

to confirm that they are real causes.
How to Create a Cause-and-Effect Diagram
1. Review the Focused Problem Statement

2. Identify Possible Causes
3. Sort Possible Causes into Reasonable Clusters
4. Choose a Cluster and label a main Bone
5. Develop and Arrange Bones for that Cluster
6. Develop Other Main Bones
Avoid Common Mistakes
❖ Do not use this tool as an alternative form of outlining

Lamp
Cord
Switch Plug
Lamp does
not burn
❖ Do not use the tool to list potential solutions

People
Increase
headcount
Offer premium
Cycle time too
Long
“The Five Whys” and Mile-Deep Thinking
Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Etc.
A B C D E F G H I J K L M
Local focus
“Ask the question on causes
‘Why’ five times”
Why?
1. Why did X happen? Wider focus
Because of W. on causes
2. Why did W happen? Why?

Because of V. Wider focus
on causes
3. Why did V happen? Why?

Because of U. Wider focus
on causes
4. Why did U happen? Why?

Because of T. Wider focus
on causes
5. Why did T Why?

happen? Wider focus
Because of S. on causes
The “Might Cause” Check
❖ Helps to confirm the items listed are potential causes

❖ Helps to check relationships between items
Might Cause
Check
<smallest bone>
might cause
<next largest bone>
which might cause

<next largest bone>
which might cause

<main bone>
which might cause

<head (problem statement)>
Might Cause Example
Might Cause Check
High humidity
<smallest bone>
Corrosion
might cause
<next largest bone>
which might cause

<next largest bone>
No contact
which might cause
<main bone>
Lamp does not turn on

which might cause
<head (problem statement)>
Cause and Effect Diagram for high
petrol consumption
Procedure Driver Vehicle
Spark plugs
Impatience Hea
Poor Bad Contacts
Craz vy Life
anticipation attit
e Bod Technical
ude
Poor y details
Wro Sha
Alw ng skill Fuel mix
pe
ays Lack of gear Inexperienc Carburetor
High H.P
late awareness s Wro e
Riding on ng Engi
clutch cult ne
ure Cylinders
High Petrol
Crossings Spurious Consumption
Spar Impurities
Restrictions Traf es Incorrect
One way fic Infe Octane no.
No Tyre
Frequent rior
Circuitous
turn Faul s Petr
stops Negligence ol
Road Speed ty Additives
Breakers
Poth pres Ignorance
Irregular Low Incorrect viscosity
oles sure
Poor servicing pressure
Clo
condition Oil
False gge
Stee economy d Not
p filte changed Low level
Maintenan rs
Road Materials
ce
Tree Diagram Definition
Another way to find structure in potential causes is

to use a tree diagram, which is a tool used to
arrange related ideas in sequence from broad and
general to narrow and specific.
Causal Tree Diagram Features
Levels of Whys are reflected
As you move out to the right Order Entry
R UNPLANNED USAGE
A
MATERIAL REJECTED NO C OF A
W @ LABAPPROVAL TIME
SHORTAGE LONG PRIORITIES NOT KNOWN
PARTIAL SHIPMENTS ARRIVES IN BATCHES
2
7 LATE
% DELIVERIES R.M.
LATE
ORDERING SHORTAGE
LONG MFG. WAIT @
TIME FILLING
GRINDER AVAILABILITY
ORDERS
W/O
PROBLEMS INVENTORY ACCURACY WRONG
3 QUANTITY
WRONG
5 LOCATION
%
NOT SURE WE'LL GET AN

ORDER
FORMULA NOT ON FILE ORDER BEFORE OR WITH APPROVAL
NEW
CODE NOT FORMULA
DISCONTINU ORDERS ARRIVE IN
ON FILE NEW CONTAINER SIZE ED R.M. BATCHES
2 PURGED
ORDER 5 FORMULA
ENTRY % SWITCH FROM PURCH.
CYCLE TIME
TO
IS TOO
LONG
PRODUCT
Most
DIDN'T KNOW DATA
WAS
Lines causes appear to
specific
NEEDED related
connect the far right
Proble
cause
series of
appears
m at
left with the s
far FORMULA ON FILE BUT NOT
APPROVED
potent NOTIFICATION OF NEXT
cause
ial BATCH
PROBLEM W/PREVIOUS
branching
s ORDERS BATCH
USE ALTERNATE R.M.
ALTERNATE FORMULA
out to WITH
PROBLEMS
6
FORMULA
ON USE SALVAGE MAT'L
LEFT OVERS
“LOCK
theright. 5 HOLD”1 CHANGE BATCH SIZE R
% % .
G
.
Affinity Diagrams
Affinity diagrams were Main Cause A
introduced in Module 1.3 as
a tool for understanding Cause Cause Main Cause
1 2 C
customer needs.
The sketch shown here
depicts how an affinity
diagram can also be used to
help understand the
relationships between Main Cause B
potential causes.
Cause Cause
4 5
Cause
6
In Search of
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HISTOGRAM
Histogram is a graph that displays the
distribution of data
Histogram is characterised by three
constituents
• A center ( mean)
• A width (spread)
• An over all shape
How to make a Histogram
Select a sample of size N.

Record the measurements.
Determine the range.
Decide the number of classes.
Determine the boundary or class limits.
Prepare frequency distribution.
Construct histogram.
Frequency Table
Histogram for Metal Block Thickness
4
5
4
0
37
3
5
33
3
0
2
Freque
5
2
ncy
0
1
5
1 9 10
0
5 3 3 3
1 1
0
3 3.35 3 3.45 3 3.55 3 3.65 3
. . . . .
3 4 Thickness (in
5 mm) 6 7
Histogram for Bearing Thickness
4
4
5
4 1
0
3
3
5 2
3 1
9
0
Frequency
2
2
5
2 1 2 1
0 8 7
1 1
5 2 9
1
0 5
5 3
0
5.24 5.28 5.32 5.36 5.4 5.44 5.48 5.52 5.56 5.6
Thickness (in mm)

Applications of Histograms
Shape and Smoothness

Comparison to Specification limits
Comparison to Sources of Variability
Outlier Detection
Before and After Comparison
Comparison of Histogram with Specification Limits
Types of Histograms
Types of Histograms
Bell shaped
Symmetrical shape with a peak in

middle representing a normal
histogram
Types of Histograms
Double peaked
Two normal distributions with two

peaks in middle indicating more
than one distribution at work
Types of Histograms
Plateau
More than one distribution at work
Types of Histograms
Comb
Alternative peaks showing

possible errors in data
collection and analysis
Types of Histograms
Skewed
An asymmetrical shape - positively

or negatively skewed - usually
reflecting limits in the specification
on one side
Types of Histograms
Truncated
Usually being a part of a normal

distribution with part of it having
been removed.
Types of Histograms
Isolated peak
Two normal distributions

suggesting two processes taking
place at the same time.
Types of Histograms
Edged peaked
A normal distribution curve with a

large peak at one end indicating
errors in data recording.
In Search of
Excellence
SCATTER DIAGRAM
If two types of data, x and y,
are related in that x
increases or decreases
with y, a correlation exists
between them.
A scatter diagram is a
chart that expresses the
relationship between two
such data types.
Some examples of relationship
• Cutting speed and tool life

• Moisture content and thread
elongation
• Breakdown and equipment age
• Temperature and lipstick hardness
• Striking pressure and electrical
current
• Temperature and percent foam in
soft
drinks
Scatter diagram on Automotive Speed vs. Mileage
4
0
3
Mileage (km/Lit)
5
3
0
2
5
2
0
1
5 2 3 4 5 6 7
5 5 5 5 5 5
Speed (km/h)
A scatter diagram depicts the
relationship as a pattern that
can be directly read.
Different Scatter diagram Patterns
If y increases with x, then x
and y are positively
correlated.
If y decreases as x increases,
then the two types of data
are negatively correlated.
If no significant relationship
is apparent between x and y,
then the two data types are
not correlated.
How to make a Scatter diagram
• Collect 30 to 50 pairs of quantitative data (x

and y).
• Choosing units that express the range of the x

and y values, draw an x scale along the
horizontal axis and a y scale along the vertical
axis.
• Plot the data pairs (x, y) as points on a scatter

diagram.
Data on Conveyor Speed and Severed Length
Sl. Conveyor Severed Sl. Conveyor Severed

No. Spee Leng No. Spee Leng
(cm/sec)
d (mm
th (cm/sec)
d (mm
th
1 8.1 )1046 1 6.7 )1024
2 7.7 1030 61 8.2 1034
3 7.4 1039 71 8.1 1036
4 5.8 1027 81 6.6 1023
5 7.6 1028 92 6.5 1011
6 6.8 1025 02 8.5 1030
7 7.9 1035 12 7.4 1014
8 6.3 1015 22 7.2 1030
9 7.0 1038 32 5.6 1016
1 8.0 1036 42 6.3 1020
01 8.0 1026 52 8.0 1040
11 8.0 1041 62 5.5 1013
21 7.2 1029 72 6.9 1025
31 6.0 1010 82 7.0 1020
41 6.3 1020 93 7.5 1022
5 0 In Search of Excellence
89
Scatter Diagram on Conveyor Speed vs. Severed Length
1050
1045
1040
Severed Length
1035
1030
1025
1020
1015
(mm)
1010
1005
1000
5 5.5 6 6.5 7 7.5 8 8.5 9
Conveyor Speed
(cm/sec)
Uses of Scatter Diagram
If an increase in y depends on increase in x, then, if x is

controlled y will be naturally controlled.
If x is increased, y will increase somewhat. Then y seems

to have causes other than x.
In Search of
Excellence
GRAPHS and CHARTS

Graphs and charts are pictorial
representation of the data, making it easy to
spot trends, ratios and comparisons among
different groups of data.
The more common types of graphs and
charts are Line graphs, Bar charts and Pie
charts.
Purpose of Graphs and Charts
To present the numerical data in an easy-

to-plot visual form.
Line graphs are used to depict change or

variation over time.
Bar charts are used for comparing

quantities between persons, regions, time
intervals etc.
Pie charts are used to show percentages

or proportions of different components
of a specific item.
Procedure for making Graphs and Charts
Select the type of chart or graph most suitable for the

type of data.
Decide the units and scale of items to be shown on X-
axis and Y-axis
Fill the information on the graph sheet.
Join the required points to complete lines or bars.
Colour or shade the lines or bars to distinguish between
different groups or classes.
Provide appropriate title.
% Defectives for different Weeks for product XYZ
7.5
7
6.5
% Defectives
6
5.5
5
4.5
4
3.5
3
1 2 3 4 5 6 7 8 9 10
Week Number
Average Production in different months
9
0 8
8 0 7 7
0 7 5 6
6
Avg. Production (Tons)
7 0 8
0 6
6 0
0
5
0
4
0
3
0
2
0
1
0
0
Jan Feb Mar Apr May Jun
Month
Horizontal Bar Graph
Personnel Performance
Poo 15
r
Average 40
Very 30
Good
Excellen 15
t
0 5 10 15 20 25 30 35 40 45
Percenta
ge
Comparison of Machines A & B
for weekly Rejection
2
5
2
2 1 2
2 0 0
Rejection
0
1 1
1 1 5 5
4 1 1
5 3 3 1
1 1
1 1 1
%
1 1
1 0 8 0
0
6
5
4
5 3 3
2
0
1 2 3 4 5 6 7 8 9 1
0
Week Number
Comparison of Machines A & B
for Units Produced
900
800
700
600
Produced
257 422
358
500
336 281 317
Units
299
400 244
300 221
275
200 435
375 348
285 321 307 294
263
100 201
133
0
1 2 3 4 5 6 7 8 9 1
0
Week
Number
Pie Chart for
Customer returned watches
A - Glass Broken
B - Stop F G
C - Matt. Trouble E
3 5
D - Defective Dial 4 % %
E - Regulation D %
6
F - Stem Loose
% A
G - Others
C
12 43
% %
B
27
%
BASIC SEVEN TOOLS
STRATIFICATION CHECKSHEET PARETO DIAGRAM
CHECKSHEET FOR
DEFECT TALLY
   DEFECTS
TYPE MARKS
A ///// /// // WHAT ARE OUR

   PRIORITY AREAS?
B //// ///// ////
C /// / A B C D OTHERS
TOTAL
WHAT DATA? HOW EASILY USL
TO COOLECT DATA?
HISTOGRAM HOW DO THE DA

TA VARY?
MAN M/C E
CAUSE & EFFECT
F
DIAGRAM F WHAT ARE
E THE CAUSES?
C
MATL. METHOD
T
SCATTER DIAGRAM WHAT IS THE APPARENT

RELATIONSHIP BETWEEN
CAUSE (X) & EFFECT(Y)?
X
GRAPHS & CHARTS HOW DOES IT

VARY OVER TIME?
TIME 🡪

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In Search of

All work is accomplished by a process

Traditional method: requires no

Scientific and methodical.

1. Definition - Identify and defining the problem

A convenient and compact

Objectives of Data Collection

❖Define the purpose

❖ Proper sampling procedure

❖ Simplify of data gathering

Production: Measurements on process parameters,

Raw Material: No of defects,location of defects,

Maintenance: Maintenance time, down time,

Purpose of Checking Type of Check Sheet

Determine where defects Defect location check sheet

Hood Paint Defects

To find out what the major problem is Viz.

To find out what the major problem is Viz.

Find out the most important item/defect.

Decide which item to be studied.

Stratify the problem according to sources (by defects,

Arrange the stratified items in descending order of value

Draw a curve showing the cumulative % above the bar

It also identifies the key strata to concentrate

IDENTIFY STRATIFICATION CRITERIA FOR COLLECTING

• IDENTITY: e.g. product name, reference no.

Engineering and design

REVIEW ADEQUACY OF PRESENTLY USED DATA

INTRODUCING NEW DATA COLLECTION MODE

COLLECTION OF DATA FOR ANY SPECIFIC

A pearl diver will be more successful in finding

Cause & Effect Diagram

Cause & Effect Diagram Tree Diagram

Use a Cause-and-Effect Diagram:

❖ When there is so large a number of potential

❖ When there is a lack of clarity about the

❖ Have a narrowly defined problem to start with.

❖ Causes on the diagram must be verified with data

1. Review the Focused Problem Statement

❖ Do not use this tool as an alternative form of outlining

❖ Do not use the tool to list potential solutions

2. Why did W happen? Why?

3. Why did V happen? Why?

4. Why did U happen? Why?

5. Why did T Why?

❖ Helps to confirm the items listed are potential causes

which might cause

which might cause

which might cause

Might Cause Check

which might cause

Lamp does not turn on

Another way to find structure in potential causes is

NOT SURE WE'LL GET AN

Select a sample of size N.

Thickness (in mm)

Shape and Smoothness

Symmetrical shape with a peak in

Two normal distributions with two

More than one distribution at work

Alternative peaks showing

An asymmetrical shape - positively

Usually being a part of a normal