TOTAL
56
66
II
67
IIII IIII IIII
IIII IIII II
IIII IIII IIII
I
IIII IIII IIII
IIII IIII
TYPING
IIII IIII IIII
IIII IIII IIII
IIII IIII IIII
IIII IIII
IIII IIII IIII
IIII IIII IIII
IIII IIII IIII
IIII IIII IIII
OMITS
DAIRY
ROUTINE
TEL.NO
WRONG
ERROR
IIII IIII
I
77
FILING
OTHERS
IIII IIII
IIII IIII
IIII
II
I
IIII I
IIII
IIII I
IIII I
I
IIII III
WEEK 1
IIII
WEEK 2
WEEK 3
266
4
64
110
IIII IIII
38
IIII I
18
8
24
WEEK 4
TOTAL
OBSERVATION RECORD
7 TOOLS OF QUALITY
&
PROBLEM SOLVING
By
MQS Office
“Why do we need Quality ?”
2
Why do we need ‘Quality’ ?
A Quote from Bill Smith ...
In 1985, Bill Smith, an engineer at Motorola
(Father of Six Sigma) presented a paper which
concluded that …
“If a product was found defective & corrected
during the production process, other defects
were bound to be missed and found later by the
customer during early use of the product….
However, when the product is manufactured
error free, it rarely fails during early use by
the consumer …”
3
Problem Solving Technique
Solution
Known
Question of
Implementation
Really Worth
Solving &
Challenging
Problem Types
C
D
A
B
Unknown
Known
Simple
Problems
Require High
Level of Tech.
Root Cause
4
Problem Solving Technique
Types of Problem Solvers
Problem
Solving
Type
The
--Type
Self
Negating,
Despairing
Type
Some One
Else’s
Fault Type
5
Whose perspective should we look at?
people
Lens of organisation
products
processes
results
outcomes
benefits
Lens of customer
6
Who are Our Customers?
Most
useful
1. End Users
E.g. Consumer, User, Service
Least
heard
2. Intermediate customers
E.g. Retailer, Distributor, OEM
Least
useful
3. Internal customers
E.g. Manufacturing, In-plant user
Most
heard
7
Why Do we need Quality Tools?
“95% of the problem is solved when clearly defined”
We need Quality Tools for:
1. Problem solving - making judgments & decisions.
2. For continual improvement.
3. For Process measurement.
8
Problem solving - Methods & Tools
What methods & Tools do we have for Problem Solving?
9
Problem solving - Methods & Tools
"As much as 95% of Quality related problems in
the factory can be solved with Seven
fundamental quantitative tools."
- Kaoru Ishikawa
10
7 QC TOOLS
The 7 QC Tools;
Flow chart
Check sheet
Histogram
Q
Pareto Diagram
Cause & Effect
Scatter diagram
Control charts
and . . . .
11
7 QC TOOLS
The 7 QC Tools;
Flow chart
FLOW CHART
Check sheet
Histogram
Pareto Diagram
Cause & Effect
Scatter diagram
Control charts
12
FLOW CHARTS
What is a Flow chart ?
“ A diagram that uses graphic symbols to depict
the nature and flow of the steps in a process.”
13
FLOW CHARTS
What is a Flow chart ?
Graphical representations of a process.
Sequential flow of processes & sub-process.
Process steps shown with symbolic shapes.
Process flow indicated by arrows & symbols.
14
FLOW CHARTS
When to use Flow Charts ?
To determine how a process currently functions.
To determine how a process could ideally function.
15
FLOW CHARTS
FLOW CHART SYMBOLS
16
FLOW CHARTS
A BASIC FLOW CHART
17
FLOW CHARTS
MACRO
MINI
Start
MICRO
Start
Turn on PC
Draft POD
Get Draft of
POD
Type POD
Is it
approved?
Open word
Program
NO
Approval
Are
settings
Ok?
NO
Correct
YES
YES
Distribute
Proceed
End Draft
End
End
Distribute
End
18
FLOW CHARTS
Real world usage of Flow charts
Production
Manufacturing
To identify critical path
Accounting
Helps visualising money flow
Services
Restaurants
Real estate
19
FLOW CHARTS
Benefits of Flow Charts
Create Visual map of process.
To identify time lags & NVA steps.
Identify process that need improvement.
Determine major & minor inputs in the process.
Promotes process understanding.
Depicts customer - supplier relationship.
20
FLOW CHART
1. Examples of Flow chart:
• In-house Process Flow chart
• Supplier Process Flow chart
21
7 QC TOOLS
The 7 QC Tools;
Flow chart
CHECK SHEET
Check sheet
Histogram
Pareto Diagram
Cause & Effect
Scatter diagram
Control charts
22
CHECK SHEET
What is a Check sheet ?
A graphical presentation of information.
Data gathering & interpretation tool.
Simplest way to assess common problems.
23
CHECK SHEET
When to use a Check sheet ?
To distinguish between fact & opinion.
To gather data about how often a problem occurs.
To gather data about the type of problem.
24
CHECK SHEET
How to create a Check sheet ?
What is the Problem?
Why should data be collected?
Who will use the information being collected?
Who will collect the data?
25
CHECK SHEET
SAMPLE CHECK SHEET
26
CHECK SHEET
SAMPLE CHECK SHEET
27
CHECK SHEET
SAMPLE CHECK SHEET
28
CHECK SHEET
SAMPLE CHECK SHEET
29
7 QC TOOLS
The 7 QC Tools;
Flow chart
HISTOGRAM
Check sheet
Histogram
Pareto Diagram
Cause & Effect
Scatter diagram
Control charts
30
HISTOGRAM
What is a Histogram ?
A vertical bar chart that depicts distribution of data.
It is a one time snap shot of a process performance.
A tool to determine the frequency of occurrence of data.
A graphical information communicating tool.
Compares process results with specification limits.
31
HISTOGRAM
TITLE: __________________________
‘Y’ Axis
Frequency
Bar & Its height
‘X’ Axis
32
HISTOGRAM
When to use a Histogram ?
To summarize large data sets graphically.
To compare measurements to specifications.
To communicate information to the team.
Assist in decision making.
33
HISTOGRAM
Constructing a Histogram
Step 1: Count number of data points
Step 2: Summarize on a tally sheet
Step 3: Compute the range
Step 4: Determine number of intervals
Step 5: Compute interval width
34
HISTOGRAM
Constructing a Histogram
Step 6: Determine interval starting points
Step 7: Count number of parts in Each interval
Step 8: Plot the data
Step 9: Add title and legend
35
BAR WIDTH & BOUNDARY
1. Find the range of the data set I.e., Highest value - lowest.
2. Bar width = Range of data set / number of bars (as / table)
?
36
INTERPRETING HISTOGRAM
Location & Spread of Data
A
B
Target
Target
C
Target
D
Target
37
INTERPRETING HISTOGRAM
With Process Specification limits
Within Specification
LSL
Target
LSL - Lower Specification Limit
Out of Specification
USL
LSL
Target
USL
USL - Upper Specification Limit
38
INTERPRETING HISTOGRAM
Common Histogram Shapes
Skewed (Not symmetrical)
Discontinued
Symmetrical (Mirror imaged)
39
INTERPRETING HISTOGRAM
40
INTERPRETING HISTOGRAM
41
INTERPRETING HISTOGRAM
42
HISTOGRAM
Benefits of Histogram
To know whether process produces within specification.
To know whether process is stable & predictable.
Process monitoring & centering.
43
HISTOGRAM
1. Learn to construct a Histogram using:
• MS Excel
• Minitab software
2. Exercise on Histogram
44
HISTOGRAM
Histogram of C1
10
Frequency
8
6
4
2
0
12
14
16
18
20
22
C1
Descriptive Statistics: C1
Variable
C1
Mean St Dev Minimum Median Maximum Skewness Kurtosis
17.741 2.357 11.500
18.000 22.000
-0.27 -0.46
45
HISTOGRAM
Bin
Histogram
Frequency
20
16
15
12
8
10
5
0
1
9
5
3
0
0
0
0
11.5 13
14.5 16
17.5 19
Gap in mm
20.5 22
23.5
Frequency
0
0
11.5
1
13
0
14.5
3
16
12
17.5
8
19
16
20.5
9
22
5
23.5
0
More
0
46
VISUALS
How a Histogram is generated ?
47
7 QC TOOLS
The 7 QC Tools;
Flow chart
Check sheet
Histogram
Pareto Diagram
Cause & Effect
PARETO DIAGRAM
1
2
3
4
Scatter diagram
Control charts
48
PARETO DIAGRAM
What is a Pareto Diagram ?
Shows focus area to get most gains.
Bar chart arranged in descending order of height.
Bars on left; relatively important than those in right.
Separates “Vital few” from “Trivial many”.
80 % of trouble comes from 20 % of the problems
Named after Italian Economist Wilfredo Pareto.
49
PARETO DIAGRAM
When to use a Pareto Diagram ?
Starter to Problem solving - What to solve?
To break big problems into smaller problems.
To prioritize high impact issues - Where to focus?
Systematic analysis of causes based on magnitude.
Allows better use of limited resources.
50
PARETO DIAGRAM
Constructing a Pareto Diagram
Step 1: Record the data
Step 2: Order the data
Step 3: Label the vertical axis
1
2
3
Step 4: Label the Horizontal axis
4
Step 5: Plot the Bars
51
PARETO DIAGRAM
Constructing a Pareto Diagram
Step 6: Add up the counts
Step 7: Add a cumulative line
Step 8: Add title, Legend and Date
1
2
3
Step 9: Analyze the Diagram
4
Step 10: Interpret the results
52
PARETO DIAGRAM
Benefits of Pareto Diagram
Identifies ‘Major Few’ problems.
Improves team performance & effectiveness.
Before & After tracking of a problem in single chart.
53
PARETO DIAGRAM
A SAMPLE PARETO CHART
54
PARETO DIAGRAM
1. Learn to construct a Pareto Diagram using:
• Pareto Excel - Example
• Minitab software
2. Exercise on Pareto Diagram.
55
PARETO DIAGRAM
PARETO ANALYSIS OF INJURIES BY DEPARTMENT
99%
100%
96%
100%
92%
400
90%
350
80%
74%
ACCIDENT IN NO.
300
70%
250
60%
54%
50%
200
40%
150
30%
128
30%
102
100
82
76
20%
50
20
10%
12
4
0
0%
MAINTENANCE - 1MAINTENANCE - 2OPEARATIONS - 1OPEARATIONS - 2 ADMINISTRATION
TRAINING
SAFETY
DEPARTMENT
56
PARETO DIAGRAM
Pareto Analysis of Injury by Dept.
100
400
300
60
200
40
100
Department
0
N
-1
-2
-1
-2
IO
E
E
S
S
T
N
N
NC
NC
RA
IO
IO
A
A
T
T
T
S
EN
EN
RA
RA
NI
T
T
I
A
A
N
N
M
E
E
AI
AI
M
M
OP
OP
AD
Count
128
102
82
76
20
Percent
30.2
24.1
19.3
17.9
4.7
Cum %
30.2
54.2
73.6
91.5
96.2
Percent
Accident No.
80
20
r
he
t
O
0
16
3.8
100.0
57
7 QC TOOLS
The 7 QC Tools;
Flow chart
CAUSE & EFFECT DIAGRAM
Check sheet
Histogram
Pareto Diagram
Cause & Effect
Scatter diagram
Control charts
58
CAUSE & EFFECT DIAGRAM
What is a Cause & Effect Diagram ?
A graphical tool that helps identify, sort and
display possible causes of a problem or
Quality characteristic.
59
CAUSE & EFFECT DIAGRAM
About Cause & Effect Diagram ?
Developed by Kaoru Ishikawa of Japan.
Also called, Ishikawa or Fish bone diagram.
Used to explore potential & real causes.
Compares relative importance of each cause.
Helps to identify root cause.
60
CAUSE & EFFECT DIAGRAM
When to use a Cause & Effect Diagram ?
During Problem solving to focus on problem.
To sort out interactions among factors for a cause.
To analyze existing problems.
61
CAUSE & EFFECT DIAGRAM
Why to use Cause & Effect Diagram ?
Helps to determine root cause of a Problem.
Group participation & knowledge sharing.
Indicates possible cause for variation in a process.
Increases knowledge of a process, its factors etc.,
Identifies areas of further data collection.
62
CAUSE & EFFECT DIAGRAM
STEP 1 - Identify & define the effect
Decide on the effect to examine.
Use operational definitions.
Phrase effect and quantify
Positive (an objective) or
Negative (a problem)
63
CAUSE & EFFECT DIAGRAM
STEP 2 - Fill in the Effect Box & draw the spline
POOR
MILEAGE 5 KMPL
64
CAUSE & EFFECT DIAGRAM
STEP 3 - Identify main categories
METHOD
MACHINE
POOR
MILEAGE 5 KMPL
PEOPLE
MATERIAL
65
CAUSE & EFFECT DIAGRAM
STEP 4 - Identify Causes influencing the factors
METHOD
MACHINE
Use wrong
gears
Rash
Driving
Under inflated
tyres
Carburetor
adjustment
Poor
maintenance
Improper
lubrication
Wrong
fuel
Poor
Driving habits
PEOPLE
POOR
MILEAGE 5 KMPL
MATERIAL
66
CAUSE & EFFECT DIAGRAM
STEP 5 - Add detailed levels & Analyze the diagram
METHOD
MACHINE
POOR
MILEAGE 5 KMPL
PEOPLE
MATERIAL
67
CAUSE & EFFECT DIAGRAM
68
CAUSE & EFFECT DIAGRAM
69
CAUSE & EFFECT DIAGRAM
Benefits of Cause & Effect Diagram
Focus is on ‘Causes’ rather than on ‘Symptoms’
Indicates possible causes of variation.
Improves team performance & effectiveness.
Improves process knowledge.
Encourages group participation.
70
CAUSE & EFFECT DIAGRAM
1. Learn to construct a Cause & Effect Diagram using:
• Cause & Effect Diagram Generator
• Minitab software
2. Exercise on Cause & Effect Diagram
71
CAUSE & EFFECT DIAGRAM
Cause & Effect Analysis for Low Income - Rs. 2500 P.m
Personal
Family
Low education
5 C hildren
N o improv ement
2 Wife
N o interest
Relativ es
P essimistic
H ospital exp
Low Income
Take time
N o scope
C an't accept change
H as bad name
Low pay ment
H as bad friends
Society
Boss
Low profile job
Office
72
7 QC TOOLS
The 7 QC Tools;
Flow chart
SCATTER DIAGRAM
Check sheet
Histogram
Pareto Diagram
Cause & Effect
Scatter diagram
Control charts
73
SCATTER DIAGRAM
What is a Scatter Diagram ?
A visual & statistical testing tool.
Analyzes strength & relationship between 2 variables.
Involve correlation to establish significant relationship.
Arrive at Quantitative conclusion on relationship.
74
SCATTER DIAGRAM
When to use a Scatter Diagram ?
In problem solving to establish a root cause.
Examine root cause theories in C & E.
To confirm a Hypothesis.
75
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM
Positive Correlation
Negative Correlation
Strong positive Correlation
No Correlation
Weak negative Correlation
76
SCATTER DIAGRAM
77
SCATTER DIAGRAM
SCATTER PLOT STATISTICS:
For scatter plots, the following statistics are calculated:
Mean X and Y
Average of all the data points.
Maximum X and Y
Maximum value in the series.
Minimum X and Y
Minimum value in the series.
Sample Size
Number of values in the series.
X Range and Y Range
Maximum value - minimum value.
78
SCATTER DIAGRAM
SCATTER PLOT STATISTICS:
X Range and Y Range
Maximum value - minimum value.
Stdev of X and Y values
Indicates spread of data around the mean. Line
of Best Fit - Slope Slope of the line
Line of Best Fit - Y Intercept
Point at which line of best fit crosses Y axis
79
SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM
Strong correlation
r-value range of between 0.85 to 1, or -0.85 to -1.
Moderate correlation
r-value ranges from 0.75 to 0.85 or, -0.75 to -0.85.
Weak correlation
r ranges from 0.60 to 0.74 or -0.60 to 0.74.
Though an entirely random relationship equals, 0.00,
r-value that is 0.59 and below is not considered to be a reliable predictor.
(Tan 45 degree = 1)
80
SCATTER DIAGRAM
Benefits of Scatter Diagram
Trends & patterns of different measures are tracked.
Better process management in variable analysis.
Relationship establishment tool.
81
SCATTER DIAGRAM
1. Learn to construct a Scatter Diagram using:
• Scatter diagram using MS Excel
• Minitab software
2. Exercise on Scatter Diagram
82
7 QC TOOLS
The 7 QC Tools;
Flow chart
CONTROL CHARTS
Check sheet
UCL
Histogram
X
Pareto Diagram
LCL
Cause & Effect
Scatter diagram
Control charts
83
CONTROL CHARTS
What is a Control chart ?
Statistical tool for monitoring & improving quality.
Distinguishes between Common & Special cause.
Measure consistency of a machine or process.
UCL
X
LCL
84
CONTROL CHARTS
When to use a Control chart ?
Visual display for Process output.
To monitor, control & improve process performance.
To identify variation at its source.
85
CONTROL CHARTS
Benefits of Control charts
Common visual language to predict process.
Provides cues for taking action.
Easy & simple to maintain.
86
CONTROL CHARTS
1. Learn to construct a Control Chart using:
• MS Excel
• Minitab software
2. Exercise on Control charts
87
VISUALS
How a Control chart is generated ?
88
OTHER QC TOOLS
89
7 QC TOOLS
The 7 QC Tools;
STRATIFICATION
Stratification
Graphs & Charts
70
Brain storming
Parameter Y
60
50
40
30
20
10
1
2
3
4
5
6
7
8
9
10
11
Parameter X
90
STRATIFICATION
What is Stratification ?
A technique used to analyze and divide a universe of
data into homogeneous groups (Strata)
Involves observing data, splitting them into distinct layers
& doing analysis to see a different process.
Often these events, represent multiple sources that need
to be treated separately.
91
STRATIFICATION
How it is carried out ?
It involves looking at process data, splitting it into distinct
layers and doing analysis to possibly see a different
process.
92
STRATIFICATION
Example:
For instance, analysing ‘Quality’ cost.
Prevention cost
Internal Failure cost
External Failure cost
Appraisal cost
World class companies have a Quality cost of around 2
to 5 %
93
STRATIFICATION
When to use Stratification ?
Used extensively to improve
In control process &
Stable process
Is this
Process ok ?
- How long?
UCL
X
LCL
94
STRATIFICATION
Benefits of Stratification
Unknown strands of data can be identified.
Systematic reduction of Common cause variation.
Overall increase in product quality.
UCL
1
2
3
X
LCL
95
7 QC TOOLS
The 7 QC Tools;
Stratification
GRAPHS & CHARTS
Graphs & Charts
Brain storming
96
GRAPHS & CHARTS
What are Graphs & Charts?
A technique used to communicate information visually.
Complicated information is made easy to understand
individually and comparatively using Graphs & Charts.
Basic types include;
1. Bar graph
2. Line graph
3. Pie or Circle graph
97
GRAPHS & CHARTS
1. Learn to construct Graphs & Charts using:
• MS Excel worksheet
2. Exercise on Graphs & Charts
98
VISUALS
Some Sample Graphs ...
99
7 QC TOOLS
The 7 QC Tools;
BRAINSTORMING
Stratification
Graphs & Charts
Brain storming
100
BRAINSTORMING
What is Brainstorming?
A tool used by teams for creative exploration of options in
an environment of free criticism.
Provides creative and unrestricted exploration of options
or solutions.
101
BRAINSTORMING
Benefits of Brainstorming
Creativity
Large number of ideas
Involvement of team members
Sense of ownership in decisions
Input to other tools
102
BRAINSTORMING
Ground Rules
Active participation by everyone
No discussion / No debate
Build on others’ ideas
Contribute to the best extent
Display ideas presented - clarify & combine
103
BRAINSTORMING
Brainstorming sequence
Review the rules
Set a time limit
State / pose the question
Collect ideas - Structured & Unstructured
Collate & analyze
104
BRAINSTORMING
1. A Demo on Brainstorming:
• Go to Brainstorming video.
2. Exercise on Brainstorming
• As an input to Cause & Effect diagram.
105
VISUALS
A Sample Brainstorming Session ...
106
DEFINING THE PROBLEM
START
80
60
40
20
PROCESS
STEPS
DECISION
•
•
•
• •
100%
75%
50%
25%
A B C D E Other
STOP
Check Sheet
Pareto Chart
Flow
Chart
IS
IS NOT
WHAT?
Histogram
WHO?
WHERE?
WHEN?
HOW MUCH?
Is/Is Not Analysis
Capability Study
Control Chart
107
te many ideas in as short a time as possible.
nstorming can be used in two ways: structured or
tructured.
Project Bulletin Board
A Quality Tool Belt
A Problem Statement is
divided into three parts: the
current situation or existing
state of the problem, the
impact the problem has on
the organization, and the
The Strategic
Plan refers state
to all aspects
of organization
desired
one
would like
level planning and the deployment of action plans. This
to achieve by solving
theof
includes primarily the development
and
deployment
Purpose & Vision
problem
improving
the
an organizational
mission, or
key measures
of mission
fulfillment, and
strategies that take into account key
process.
RED ITEMS REQUIRE ACTION WITHIN 30 DAYS.
1.
2.
3.
Completed Items move to the
Successful Projects Board.
YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED.
1.
2.
3.
Items must be organized into segments
capable of being addressed within 30 days.
A Column Chart is a vertical bar graph
CAUSE & EFFECT DIAGRAM [FISHBONE]
that displays collected data in parallel
A Cause & Effect Diagram is used when you need to
columns whose lengths are proportional to
identify, explore, and display the possible causes of a
specific amounts in sets of data.
specific problem or condition. “Fishboning”
GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS.
1.
2.
3.
Brainstorming
represents a sophisticated form of brainstorming.
study the
relationship between the causes
A Problem Statement is tool
used
to document a Probletunity. and discover the “root cause” of a problem.
Items move into yellow as space permits.
student and stakeholder requirements. Strategic
Planning has a
results-oriented
STRATEGIC PLAN
focus and seeks to
align all daily work
within the
EFFECT
organization with
Action
Plan refers to a series of connected steps that
the over-all
organizational
are
designed to accomplish a goal or objective. Action
Surveys are used when a project is
CategoryThe Nominal Group Technique [NGT] provides a
direction.
plans
include
details of shorter- and longer-term
A Bone Diagram is a systems
reflection tool, which
planned,
to helps
prove the need and demand
way to of
give everyone in the group an equal voice in trahC oteraPperformance projections, responsible personnel, resource
Causeclarify their
Causecurrent
Cause
organizations
and
desired state. It also
identifies the forces driving and preventing progress toward the
problem selection.
the
customer,
or
to
test
a
group
for
Aand time horizons for accomplishment.
P
a
r
e
t
o
C
h
a
r
t
i
s
a
s
p
e
c
i
a
l
f
o
r
m
o
f
v
e
r
t
i
c
a
l
b
a
r
g
r
a
p
h
t
h
a
t
h
e
l
p
s
y
o
u
commitments
desired change. It combines the Systems Progress and Force
a g nioD .re dr o ta hw ni e vlos ot s melborp hci hw enimre ted o t
Field Analysis Tools.
Action plan development represents the critical stage
determining
COLUMN CHART
Number
Cause
Positive Forces That Create Growth
1.
SURVEY
quality.
Future Organization
2.
+
3.
4.
1.
INTERRELATIONSHIP
Theis
Force Field Analysis
1.
2.
2.
3.
3.
4.
4.
5.
Flow Tree
CONTROL CHART
_ _ _ _ _ _ _ _ _ _Upper
_ _ _ _Control
_ _ _ _ Limit
_ _ _ _[UCL]
___
tr ain in g.
4
CHECKLIST
meaningful categories to focus corrective action.
Stratification
shows the most
Consensogram
Category 2
to
tr ain Data
in g.
Data
Category 3
Data
Data
Data
Data
Quality Improvement Story Board
1. Describe the OFI identified in the
Baldrige Assessment.
2.a. Identify the team members who will
address the issue.
3. Collect data regarding the
current situation.
Capacity Matrix
A and B
Combined
U nd e rs90
to o%
d th e 8 5- 15 Ru le p rio r to
Aim or
Result
areas
A Alone
on 3”x3” sticky
CORRELATION CHART
HISTOGRAM notes.
Team members
b. Establish operational definitions to be used.
Ne
n
ga
io
tiv
at
el
e
rr
CCo Correlation
No
orr
e
ela
tiv
tio
si
n
Po
Affinity Diagram
Process A
randomly place
them in the middle
of the table.
Ganntt Chart
PROJECT
STEPS
Capacity
Breakdown
Knowledge
Understanding
Application
Analysis
100 %
1
Un d er s to od t h at I a m a c u st om er t oo pr ior
Measurement
Total
Data
+
Time
What is going well?
Start
Process
Step
Decision
Stop
Ideas are grouped
into like categories.
Process B
Process C
What needs improvement
1.
2.
Systems Progress is a visual technique
usedprovide evidence that proposed
Pilot Projects
3.
Finally,
a header
to answer the questions: “Where
did
weAstart?
Process
illustrates
greater
innovations
or
improvements
will
work.
Pilot
note
is placed at
4.
variation than Process B.
the top
of each
Where are we now? Where are
we
going?
5.
Projects
the “DO”
of the Plan-Do-Study-Act
Processare
C illustrates
even less
column.
Scores
variation than Process B.
[PDSA] Cycle.
A Flowchart is a pictorial
representation showing all
of the steps
Act of a process. Plan
Flowcharts are used to
“document” a process.
Delighted By
creating and studying
Customers
flowcharts teams can often
uncover sources of trouble
Do
as wellStudy
as solutions to
problems. Many of us are
visual
learners.
“Let’s
The
Plan-Do-Study-Act
[PDSA] Cycle
flowchart it” is a most
important step in problem
solving.
?
I/O
A Bar Chart displays collected data on
parallel horizontal bars for comparative
analysis. Lengths are proportional to
collected data.
What question do you have?
What are the issues or observations.
Category
FLOWCHART
Factor 2
Frequency
6. Report results.
Factor 1
5. Develop a plan for improvement and
how success will be measured.
Run Charts are the simplest quality tool to
construct and use.
RUN CHART
Parking
Lot
Five Whys? are simply a process of
Radar Chart illustrates relationships The
asking Why? at least five times in a row
detect the root cause or meaning of a
tween characteristics of plotted data toparticular
problem or situation.
ints in relation to the whole picture.
BAR CHART
Why?
Why?
dar Charts can give a second
Why?
Why?
Why?
erpretation to the same set of data in
Five Whys?
Pilot Project
Bar or Column Chart.
4. Identify causes for the current
situation.
Lower Control Limit [LCL]
important problem
by giving
them a larger piece
0
S er ie s1
Average
A andofB the
Combined
80 % tr ain in g.
pie. Pie
Operational definitions give a clear communica
Charts are easy to
70 %
meaning
to
a
concept
which
enables
individua
B Alone
A Histogram is a specialized
Column
Graph
The Affinity
Diagram
is theused
result
of read
an interactive
and are
ETC.
A Correlation Chart measures the performance
work
on
a system based
on basic guides of
dataacollection
method
of people
to illustrate
the stability of
process.
Thewhich allows groups
A Ganntt
planning
schedules and A Parking Lot is a place
effective
with allChart is used for
Time
where
group
Pie
Chart
identify
and process
largeTime
quantities of ideas managing
in a
of one factor compared to another and helps
Time
projects. A Ganntt Chart is useful when doing
a
understanding.
There are no gray areas.
greatest number of
unitstoare
pictured
at the
mid
participants
can anonymously
communicate
very short time. It is a non-judgmentalage
waygroups.
to collect
determine what relationship. if any, exists.
Thewith roughly an equal
point
number
ofAunits
onis posed. Team project where one stage depends upon another. It also
with facilitators or group leaders.
Un de r st oo d t he i de a o f " C us to m e r- Dr iven
and process
ideas.
question
correlation is based
on the pattern of dataeither
points.
.
individually
Brainstorm
silently writing makes
ideas it obvious which steps can be done simultaneously.
side of that point. members
See the
example
below.
Q u alit y " p rio r to tr ain in g.
2
Measurement
Date
Data
A
B
C
D
reh tO
Consensogram is used when you have a group of people
and wish to see their view on an issue.
lareneg ll iw uoY*
n iag ylChart
w yb eromPie
.srab rellams eht gn il kcat naht rab tsel lat eht no gnikroThe
3
Average
_______________ __________
A Run Chart is used to monitor a process to see
whether or not the long-range average is
Time
changing.
6.
Category 4
facilitator or leader
FORCE FIELD ANALYSIS
preventing change.objective of the
Driving
Restraining
A Force Field Analysis
is
Imagineering
Forces session.
Forces
useful if a quality
improvement team wants
Example:
to find out what is
driving, slowing, or not
“What would be the perfect
allowing change at all. learning environment?”
Hint: removing a
restraining force will
A Control Chart is simply a Run Chart with statistically
make for more progress
determined upper and lower control limit lines drawn on
than creating driving
either side of the process average. Being in control
forces.
[meaning no data points fall outside the control limits]
simply means the process is consistent.
at aD waR
Negative Forces That Create Growth
1.
Cause
a visual listing of possible
must clearly state the
Imagineering
forces driving or
4.
Present Organization
Category 1
Cause
If a relationship can be
Imagineering
is a Brainstorming technique
used
Cause
established, lines are
Cause
to identifydrawn
whatbetween
an individual
or group envisions
as
two
causes. Analysis leads to
the perfect
project, process, or system.
Another
drawing arrows between
INTERRELATIONSHIP
term usedcauses
for Imagineering
is idealized design.
and effects.
ACTION PLAN
strategic
% 0 01
3.
Cause
Cause
Measurement
6.
Cause
Cause
Cause
A
1 3 1 1
6
1. xxxxxxxxxx
objectives
and
ot er aP data
ahCwhich
Compile the results
Stratification
helps analyze casestrin
2. xxxxxxxxxx
goals are made
B
3 4 4 2 13
using
a
Checklist
ife
7
5
%
L
may
actually
mask
the
real
facts.
3. xxxxxxxxxx
specific so that
ork
C
2 1 3 3
9
W
of
P RIOR K NO WL E D GE AS S E SS ME N T Hig h S c ho o l Cu s to d ia l QIP S u rve y
ity
display them
effective
aland
D
4 2 2 4 12
Qu
HECKLISTS or sheets
are-simple easy-to-understand
This
is
often
the
case
when
the
recorded
data is
% 05
organization-wide
Barwith
Chart,
orms used to determineusing
whetheraand
what
understanding
and to display data which is
A Pie
Chart is used
A Consensogram
is a statistical
that measures
from
manysurvey
sources
but is treated as one
number.
equency specified events
are taking
place. or
Check lists
Column
Chart,
an entire groups perception of effort, commitment, % 52
deployment
area circle [100 percent] and is
represented by
NGT
upply the necessary data for creating Run Charts and
etc. The question asked is decided by
U nd e rs to o d th e 2 -Jo b C on c ep t p understanding,
rio r to
Pareto
Chart.
possible.
then broken
ther continuous improvement tools.
Stratification
breaks
down single numbers
into down into slices.
the leader, group,
team, or organization.
The
P
ion
nsit
Tra
5.
Cause
A Flow Tree helps to break down
outcomes into major subcategories or
capacities. It is an integral part of a
Capacity Matrix [See].
ata d fo smrof reh to ro tsi L kcehC a re htie no desab tra hC o teraP
el loc
r id sple h n oitcwhen
a t ceplanning
tnatr opmi yl ur t eh t o t str offe dna noit net tin
*.smel borp
Total
2.
d
erio
Cause
Systems Progress
Measurement
Cause
Cause
Problem
Statement
Survey Results In Percent
Operational
Definitions
Define the Team
Team Members
Name
Role
John
Team Leader
Mary
Coach
Bob
Teacher
Susan
Custodian
Bill
Secretary
Jane
Driver
Wayne
Student
108
Quality Improvement Story Board
Describe the OFI identified in
the Baldrige Assessment.*
2.a. Identify the team members who will
address the issue. Define the Team
3. Collect data regarding the
current situation. Use any or all of
the following: A Run Chart is used to monitor a process to see
Team Members
Name
Role
John
Team Leader
Mary
Coach
Bob
Teacher
Susan
Custodian
Bill
Secretary
Jane
Driver
Wayne
Student
whether or not the long-range average is
A Bar Chart displays collected data on
changing.
parallel horizontal bars for comparative
analysis. Lengths are proportional to
Run Charts are the simplest quality tool to
collected data.
construct and use.
Operational definitions give a clear communicable
meaning to a concept which enables individuals to
A Problem Statement
is tooloperational
used
b. Establish
definitions to be used.
work on a system based on basic guides of
The Nominal Group Technique [NGT] provides a
to
document
a
Probletunity.
Surveys are used when a project
understanding. There are no gray areas.
wayisto give everyone
in the group an equal voice in
Brainstorming
planned, to prove the need andproblem
demand selection.
of
A Problem Statement is
the customer, or to test a group for
divided into three parts: the
Problem
determining
current situation or existing
Statement
SURVEY
Total
quality.
state of the
problem, the
Aimpact
1 3 1
1 problem
6
the
has on
1. xxxxxxxxxx
Compile the results
Bthe organization,
3 4 4 2 13
2. xxxxxxxxxx
and the
using a Checklist
3. xxxxxxxxxx
Cdesired
2 1 3state
3
9
one would like
and display them
Dto achieve
4 2 2 4 by
12 solving the
using a Bar Chart,
Operational
problem or improving the
Definitions
Column Chart, or
process.
NGT
Pareto Chart.
RUN CHART
BAR CHART
Category
CHECKLIST
Date
Category 1
Category 2
Category 3
*Use BOTH the Building Bullet Book and the Baldrige
Feedback Report along with the annual Baldrige Survey Results
to identify OFIs.
Category 4
Identify causes for the current
situation.
The Affinity Diagram is the result of an interactive
data collection method which allows groups of people
to identify and process large quantities of ideas in a
A Cause & Effect Diagram is used when you need to very short time. It is a non-judgmental way to collect
identify, explore, and display the possible causes of aand process ideas. A question is posed. Team
specific problem or condition. “Fishboning”
members individually Brainstorm silently writing ideas
represents a sophisticated form of brainstorming. on 3”x3” sticky
notes.
CAUSE & EFFECT DIAGRAM [FISHBONE]
Cause
Cause
Team members
randomly place
them in the middle
of the table.
EFFECTIdeas are
grouped
and/or
into like categories.
Cause
Cause
Cause
Finally, a header
note is placed at
the top of each
column.
Force Field Analysis is
a visual listing of possible
forces driving or
preventing change.
Total
Data
Data
Data
Data
Data
Data
Data
Data
Pilot Projects provide evidence that proposed
Pilot
Projects are the “DO” of the Plan-Do-Study-Act
[PDSA] Cycle.
6. Report
innovations results.
or improvements will work.
5. Develop a plan for improvement and
how success will be measured.
FORCE FIELD ANALYSIS
Driving
A Force Field Analysis is
Forces
useful if a quality
improvement team wants
to find out what is
driving, slowing, or not
allowing
change
at all.
Action Plan refers to
a series
of connected
steps that
Hint: removing a
are designed to accomplish
a goal or objective. Action
restraining force will
plans include detailsmake
of shorterand
longer-term
for more
progress
than creating
drivingpersonnel, resource
performance projections,
responsible
forces.
Restraining
Forces
Affinity Diagram
commitments and time horizons for accomplishment.
Action plan development represents the critical stage
in planning when
strategic
objectives and
goals are made
specific so that
effective
organization-wide
understanding and
deployment are
possible.
ACTION PLAN
Pilot
Imagineering is a Brainstorming technique used
to identify what an individual or group envisions as
the perfect project, process, orAsystem.
Bar ChartAnother
displays collected data on
parallel horizontal
bars for comparative
term used for Imagineering is idealized
design.
analysis. Lengths are proportional to
Imagineering
The facilitator
or leader
collected data.
must clearly state the
objective of the BAR CHART
Imagineering session.
Example:
Category
4.
Average
CHECKLISTS or sheets are simple easy-to-understand
forms used to determine whether and with what
frequency
specified events are taking place. Check lists
Survey Results
In Percent
supply the necessary data for creating RunTime
Charts and
other continuous improvement tools.
“What would be the perfect
learning environment?”
Survey Results In Percent
Project
A Run Chart is used to monitor a process to see
whether or not the long-range average is
changing.
Run Charts are the simplest quality tool to
construct and use.
RUN CHART
and/or
Measurement
1.
Measurement
The Strategic Plan refers to all aspects of organization
Brainstorming is a procedure that allows a group to
level planning and the deployment of action plans. This
express problem areas, ideas, solutions, or needs. It
includes primarily the development and deployment of
allows each participant to state their opinion in a nonan organizational mission, key measures of threatening
mission
environment. Brainstorming helps a group
fulfillment, and strategies that take into account
keymany ideas in as short a time as possible.
create
student and stakeholder requirements. Strategic
Brainstorming can be used in two ways: structured or
Planning has a
unstructured.
results-oriented
STRATEGIC
PLAN
focus and seeks to
align all daily work
within the
organization with
the over-all
organizational
direction.
Average
Time
109
THE IMPROVEMENT CYCLE
Define
⚫
Select Project
⚫ Define Project
Objective
⚫ Form the Team
Measure
⚫
Define Measures (y’s)
Analyse
⚫
Identify Potential x’s
C1
⚫
Evaluate Measurement
System
Effect
C4
⚫
⚫
Map the Process
⚫ Identify Customer
Requirements
C2 C3
⚫
Determine Process
Stability
⚫ Determine Process
Capability
LSL
⚫
USL
C5 C6
Analyse x’s
Run
1
2
3
4
5
6
7
1
2
3
4
5
6
7
8
1
1
1
1
2
2
2
2
1
1
2
2
1
1
2
2
1
1
2
2
2
2
1
1
1
2
1
2
1
2
1
2
1
2
1
2
2
1
2
1
1
2
2
1
1
2
2
1
1
2
2
1
2
1
1
2
Select Critical x’s
x
15
⚫
Identify Priorities
⚫ Update Project File
Phase Review
⚫
20
25
30
35
Set Targets for
Measures
Phase Review
x
x x
x x
x x
x
x
x
Phase Review
110
THE IMPROVEMENT CYCLE
Improve
⚫
Characterise x’s
y
. .. .
.
. .. .. .
y=f(x1,x2,..)
⚫
Control
⚫
Control Critical x’s
10.2
Upper Control Limit
10.0
x
Optimise x’s
9.8
Lower Control Limit
9.6
1
⚫
5
10
15
Monitor y’s
y
Set Tolerances for x’s
⚫ Verify Improvement
⚫
LSL
15
20
⚫
Validate Control
Plan
⚫
Close Project
20
Q
USL
25
30
35
Phase Review
Phase Review
111
PDCA LOOP IN ACTION
1. Define the Problem
8. Standardise and Future Actions
2. Interim Actions
Team Problem
7. Verify the Results
Solving Process
6. Action Plan and Implement
3. Acquire and Analyse Data
4. Determine Root Cause
5. Evaluate Possible Solutions
112
PDCA LOOP IN ACTION
Draw
Conclusions
Establish
the Focus
DEFINE
Standardise
the
Examine
the Current
Situation
MEASURE
CONTROL
Changes
Act
Plan
Study
(Check)
Do
IMPROVE
QC STORY
Study
the
Results
ANALYZE
Analyze
the
Causes
Act on
the Causes
DMAIC
PDSA/PDCA
113
SUMMARY
The tools listed above are ideally utilized in reducing the process
variability or identifying specific problems in the process. In any
case, the tools should be utilized to ensure that all attempts at
process improvement include:
• Analysis
• Improvement
• Monitoring
• Implementation
114
QUESTIONS ?
115