Seven Quality Tools
[Statistical Process Control]
by
S.OliverNesaRaj
Assistant professor
School of Mechanical Engineering
SRM University
Quality management
 Quality management refers to systematic
policies, methods, and procedures used to ensure
that goods and services are produced with
appropriate levels of quality to meet the needs of
customers.
 Organizations today integrate quality principles into their
management systems using tools such as Total Quality
Management (TQM), Six Sigma, and Lean
Operating Systems, Quality circle, Zero defect,
Kaizen Poka Yoke etc., .
A Brief History of Quality Management
 Historical uses of quality management include the
precision involved in building of Egyptian pyramids,
interchangeable parts during Industrial Revolution,
and statistical tools used for quality control during
World War II.
 Dr. Joseph Juran and Dr. W. Edwards Deming were
pioneers in the field (more later on these two quality
gurus).
 The Japanese integrated quality ideas and methods
throughout their organizations and developed a
culture of continuous improvement.
Understanding Quality
 Quality can be a confusing concept, partly because
people view quality in relation to differing criteria
based on their individual roles in the value chain, such
as:





perfection,
delighting or pleasing the customer,
eliminating waste,
doing it right the first time, and/or
consistency.
Factors Affecting Quality:
• Market compulsions, Product complexities
• Money, Men Machines
• Shop floor point of delivery
• Responsible Management
• Information systems
• Motivation Techniques
W. Edwards Deming
• Focus on bringing about improvements in product
and service quality by reducing uncertainty and
variability in goods and services design and
associated processes (the beginning of his ideas in
1920s and 1930s).
•
Higher quality leads to higher productivity and lower costs.
•
“14 Points” management philosophy.
•
Deming Cycle – Plan, Do, Study, and Act.
W. Edwards Deming 14 Points
Point 1: Create a Vision and Demonstrate
Commitment
Point 2: Learn the Philosophy
Point 3: Understand Inspection
Point 4: Stop Making Decisions Purely on
the Basis of Cost
Point 5: Improve Constantly and Forever
Point 6: Institute Training
Point 7: Institute Leadership
W. Edwards Deming 14 Points…..
Point 8: Drive Out Fear
Point 9: Optimize the Efforts of Teams
Point 10: Eliminate Exhortations
Point 11: Eliminate Numerical Quotas
Point 12: Remove Barriers to Pride in Work
Point 13: Encourage Education and Self-
Improvement
Point 14: Take Action
What is quality ?
 Fitness for the purpose - Joseph M Juran
 Suitability for use by the customer
 Goods that do not come back, but customers
that do come back
 The totality of features and other characteristics of a
product or service that bear on its ability to satisfy
stated or implied needs. [As per ISO 8402 - 1986]
DIMENSIONS OF QUALITY
The dimensions of quality are nothing, but the various features of a product or
service.
 Product Quality
1.
2.
3.
4.
5.
6.
Functionality
Reliability [mean time
between failure]
Usability
Maintainability [mean
time to repair]
Efficiency
Portability [Ability to
transferred from one
environment to
another]
 Service Quality
1.
2.
3.
Quality of customer service
Quality of service design
Quality of delivery
 Additional Attributes…
1.
2.
3.
4.
5.
Timeliness
Aesthetics [ appearance]
Regulatory Requirements
Requirements of Society
Conformance to Standards
Quality control

The operational techniques and activities employed to achieve and maintain the quality of a
product, process or service.

It involves Monitoring activity

It finds out and eliminates the causes of quality problems

Juran gives 3 steps of QC :
1.
Evaluation actual operating performance
2.
Compare actual performance to goals
3.
Act on the difference
Quality assurance

Quality assurance, refers to planned and systematic production processes that provide
confidence in a product's suitability for its intended purpose
Total Quality Management (TQM)
[Company Wide Quality Control (CWQC)]
 It is a process which involves the whole
organization, every department ,every activity, every
single person at every level in the production of
quality products.
 Responsibility….(As per TQM)
1. Design department
2. Purchase department
3. Machine operators
4. Inspection department
5. Marketing service department
key factors for the success of TQM
 “Fit for purpose" (the product should be suitable for
the intended purpose) and “Right first time"
(mistakes should be eliminated).
 Use statistical process charts & control charts
 For variation in quality, the route cause must be
found out
 Don’t fight with person – but fight for the issue
 Ensure total involvement of all the employees.
 Look for continuous improvement in the major
contributing factors of TQM.
Total Quality Management (TQM)…..
 European Construction Institute (1993)
recommends the following objectives to achieve
TQM in construction:
 C – Commitment by top management
 O – Organization and structure for total quality
management
 N- Normal financial control
 S – Supplier relationships
 T – Training, education and safety awareness
Total Quality Management (TQM) …..







R – Relationships with customers
U – understanding and commitment by employees
C – Communications
T – Teamwork
I – Independent certification to ISO 9000
O – Objective measurement
N – Natural use of tools and techniques
Total Quality Management (TQM)
Customers will
seek out the
highest quality
product.
Therefore,
quality is
“free”.
Improved quality that
exceeds customer
expectations will
generate more revenues
that exceed the cost of
quality.
Total Quality Management (TQM)
W. Edwards Deming
proposed that improving
quality reduces cost and
improves profitability.
Quality can be and
should be improved
continuously.
Total Revenues & Costs
Revenues
Max Profit
Cost
Max Quality
Quality
What is QC
Problem Solving ?
“Problem solving, the isolation and analysis of
a problem and the development of a permanent
solution, is an integral part of the qualityimprovement process”.
 Not hit or miss, but objective and systematic
 Not directed at symptoms, but rather at root causes
Problem Solving Process
Symptom
Recognition
Fact
Finding
Problem
Identification
Idea
Generation
Solution
Development
Plan
Implementation
Follow Up
All Managers Need Problem Solving
Skills
 80% of problems are external to QC organizations
 Quality problems transcend individual functions
 Companies need multi-discipline problem solving approach
 Management involvement and commitment is crucial
Problem Solving Skills for Managers
Understand and utilize a systematic problem
solving process
Ask the right questions
Present information clearly and unambiguously
Make judgments based on information
Kaizen: Implementation
 The Deming cycle: Originally developed by Walter Shewart, but
renamed in 1950s because Deming promoted it extensively.
Kaizen: Implementation
 Plan – Study the current system; identifying problems; testing
theories of causes; and developing solutions.
 Do – Plan is implemented on a trial basis. Data collected and
documented.
 Study – Determine whether the trial plan is working correctly
by evaluating the results.
 Act – Improvements are standardized and final plan is
implemented.
10 Problem Solving Steps
Continuous
improvement
Ensure
performance
Evaluate
Solution
ACT
STUDY
DO
Implement
Solution
Recognize
Problem
Form quality
improvement
teams
Define
Problem
Analyze
PLAN
Problem
Determine
Possible
Causes
Identify
Possible
Solutions
Plan: study current situation
Do: implement plan on trial basis
Study: determine if trial is working correctly
Act: standardize improvements
Process Analysis Method
UNDERSTAND
SELECT
ANALYZE
ADOPT
PLAN
CHECK
DO
PDSA and QC Tools
Brainstorming
Pareto analysis
ACT
PLAN
Run charts
Control charts
Histograms
Check sheets
STUDY
Scatter diagrams
Pareto charts
DO
Why-Why diagram
Cause and effect
diagram
Scatter diagrams
Control charts
Check sheets
Run charts
Brainstorming
Brainstorming to encourage creative thinking and
generation of ideas
 Purpose - generate
a list of
 problems
 opportunities
 ideas
Problems for
“Why-Why” discussion
Construct a “Why-why”
diagram
 Success requires
 no
 no
 no
 no
criticism
arguing
negativism
evaluation
List problem statement
Ask why 5 times; record responses
Chapter 15 Quality Management
Cost of Quality Measurements
• The cost of quality refers to the costs associated
with avoiding poor quality or those incurred as a
result of poor quality.
• Prevention costs are those expended to keep
nonconforming goods and services from being
made and reaching the customer.
• Appraisal costs are those expended on
ascertaining quality levels through measurement
and analysis of data to detect and correct
problems.
Chapter 15 Quality Management
Cost of Quality Measurements
• Internal-failure costs are costs incurred as
a result of unsatisfactory quality that is found
before delivery of good or service to the
customer.
• External-failure costs are incurred after
poor-quality goods or services reach the
customer.
Statistical Process Control
 The objective of process control is to control the
quality of the processes and ensure that the
deliverables are produced as planned
 The aim of statistics based process controls to
produce products and services with quality
consistently.
The application of statistics to quality
control has enabled quick analysis and control of
quality in all types of businesses.
STATISTICS : Collection,Organization,Analysis,Interpretation and
Presentation of data.
Ishikawa’s Basic Tools of Quality
Kaoru Ishikawa developed seven basic
visual tools of quality so that the average
person could analyze and interpret data.
These tools have been used worldwide by
companies, managers of all levels and
employees
The 7 Quality Tools are Problem Solving Tools which
can

Help to identify and prioritise problems quickly and more effectively.

Assist the decision making process.

Provide simple but powerful tools for use in continuous improvement
activity.

Provide a vehicle for communicating problems and resolutions
throughout the business.

Provide a way of extracting information from the data collected.
Why do we need the 7 QC tools?
TQM is data driven: data are impersonal; opinions
are not.
Experience is gained quickest by collecting and
analyzing data.
The 7 QC tools provide common methods of analysis
to help problem solving teams operate effectively.
Goals of SPC
 Collection of data of performance of products and
service deliverables
 Finding out variations
 Analyzing through brain storming and determining the
causes and eliminating the causes
 Improving performance of processes continuously
Process improvement: Kaizen
 Every employee strives for improvement. Top management views
improvement as part of strategy and supports it.
 Middle management can implement top management’s improvement
goals by establishing, maintaining, and upgrading operating
standards.
 Workers can engage through suggestions, small group activity.
 Middle management can help create conducive environment for
improvement by improving cooperation amongst departments, and
by making employees conscious of their responsibilities for
improvement.
 Supervisors can direct their attention more on improvement than
supervision, which will facilitate communication.
Process management
 Planning and administrating the activities necessary to achieve high
quality in business processes; and also identifying opportunities for
improving quality and operational performance – ultimately,
customer satisfaction.
 Process simplification reduces opportunities for errors and rework.
 Processes are of two types – value-added processes and support
processes.
 Value-added processes – those essential for running the business and
achieving and maintaining competitive advantage. (Design process,
Production/Delivery process)
Process management
 Support processes – Those that are important to an organization’s
value-creation processes, employees and daily operations.
 Value creation processes are driven by external customer needs while
support processes are driven by internal needs.
 To apply the techniques of process management, a process must be
repeatable and measurable.
 Process owners are responsible for process performance and should
have authority to manage the process. Owners could range from highlevel executive to workers who run a cell.
 Assigning owners ensures accountability.
Process management
Process control


1.
2.

Control is the activity of ensuring the conformance to the
requirements and taking corrective action when necessary.
Two reasons for controlling the process
Process control methods are the basis of effective daily
management of processes.
Long-term improvements can not be made to a process unless the
process is first brought under control.
Short-term corrective action should be taken by the process
owners. Long-term remedial action should be the responsibility of
the management.
Process control
Effective quality control systems include
1.
Documented procedures for all key processes
2.
A clear understanding of the appropriate equipment and working
environment
3.
Methods of monitoring and controlling critical quality
characteristics
4.
Approval processes for equipment
5.
Criteria for workmanship: written standards, samples etc.
6.
Maintenance activities
Process improvement
 Customer loyalty is driven by delivered value.
 Delivered value is created by business processes.
 Sustained success in competitive markets require a business to
continuously improve delivered value.
 To continuously improve value creation ability, a business must
continuously improve its value creation processes.
 Continuous process improvement is an old management concept dating
back to 1895. However, those approaches were mainly productivity
related.
 More recently (1951) Toyota implemented Just-In-Time which relies on
zero defects and hence continuous improvement!
Process improvement: Kaizen
 Japanese for gradual and orderly continuous improvement over a
long period of time with minimum financial investment, and with
participation by everyone in the organization.
 Improvement in all areas of business serves to enhance quality of the
firm.
 Three things required for successful kaizen program: operating
practices, total involvement, and training.
 Operating practices expose opportunities for improvement. JIT
reveals waste and inefficiency as well as poor quality.
Kaizen: Implementation
Juran’s breakthrough sequence:
1. Proof of the need
2. Project identification
3. Organization for breakthrough – two paths identified: symptom to
cause (diagnostic) and cause to remedy (remedial) paths.
4. Diagnostic journey
5. Remedial journey
6. Holding the gains.
The Seven QC Tools
(Process improvement tools)







Histograms
Control Charts & Run Charts
Check sheets
Pareto Charts
Cause and Effect Diagrams
Scatter Diagrams
Process Flow Charts
Lead Indicators of Quality
Variation indicates poor quality.
To measure variation, there are several
tools that can be used:
Histograms
Run Charts
Control Charts
90
80
70
A graphical display of the
frequency distribution of
attributes.
60
50
40
30
20
10
0
Mon.
Tues
Wed.
Thur.
Fri.
Diagnostic Information
While Lead indicators tell that there IS a
While lead indicators
tell that there IS a
problem,
problem, diagnostic tools help determine
Diagnostic
tools
help
to
determine
WHAT the problem is.
WHAT the problem is.
Cause-andEffect Diagrams
Process Flow
Charts
Scatter
Diagrams
Pareto Charts
The “Seven QC Tools”
1. Flowcharts: process mapping to identify the
sequence of activities or flow of materials/
information in a process.
2. Run Charts and Control Charts: a run chart is a
line graph with data plotted over time; control charts
include control limits.
3. Checksheets: simple tools for data collection,
ensure completeness.
4. Histograms: graphically represent frequency of
values within a specified group.
The “Seven QC Tools”…..
5. Pareto Diagrams: separate the vital few from the trivial
many causes; provide direction for selecting projects for
improvement. Pareto analysis to separate the major causes of
the problems form the minor ones
6. Cause-and-Effect Diagrams: represent chain of
relationships; often called a fishbone diagram. To identify
potential causes of a problem
7. Scatter Diagrams: graphical component of regression
analysis. Often used to point out relationship between
variables. Statistical correlation analysis used to interpret
scatter diagrams
Histograms

Histograms are powerful tools for elementary analysis of data that
contain variations.

A histogram is a diagram which represents the class interval and
frequency in the form of a rectangle.

There will be as many adjoining rectangles as there are class intervals.
Steps Involved in Formulating Histograms










Measure and record data pertaining to a process
Arrange values in ascending order
Note the range ,ie. Max and min of the values
Divide the range into number of groups called class intervals
Mark class intervals on X-axis and frequencies on Y-axis.
Now divide the X-axis as per class intervals
Choose a proper scale for Y-axis
Count the number of occurrences of the data in each class interval.this
is called frequency of occurrence in each interval
Plot the
frequency
or Count the number of occurrences
corresponding to each interval in the form of bars.It is essentially a
column graph
Draw rectangles with class intervals as bases and the corresponding
frequencies as heights.
Example

The daily wages of 50 workers, in rupees, are given below
Histogram
A kink or a zig - zag curve is shown near the origin. It indicates that
the scale along the horizontal axis does not start at the origin.
1.
9
2.
9
3.
9
4.
9
5.
9
6.
9
7.
9
8.
9
9.
9
10
.9
11
.9
12
.9
13
.9
14
.9
15
.9
M
or
e
Frequency
Histogram
25
20
15
10
5
0
Category
7 Quality Tools
Histogram
40
35
30
25
20
15
10
5
0
1 2 6 13 10 16 19 17 12 16 20 17 13 5 6 2 1
Control Chart


To identify common cause and special cause
variations
According to walter A.Shewhart
“A phenomenon will be said to be controlled when,
through the use past experience, we can predict, at
least within limits, how the phenomenon can be
expected to vary in future”

The number of samples over a period of time will
help us to characterize the nature of the process.

Control charts are used to determine whether a
process will produce a product or service with
consistent measurable properties.
Steps Used in Developing Process Control
Charts
 Identify critical operations in the process where inspection
might be needed.
 Identify critical product characteristics.
 Determine whether the critical product characteristic is a
variable or an attribute.
 Select the appropriate process control chart.
 Establish the control limits and use the chart to monitor
and improve.
 Update the limits.
Types of measurements



There are two types of measurement which you can measure and plot on a
Control Chart.
Variables answer the question ‘how much?’ and are measured in quantitative
units, for example weight, voltage or time.
Attributes answer the question ‘how many?’ and are measured as a count, for
example the number of defects in a batch of products.

The vertical axis of the control chart identifies the scale of measurement for the
variable of interest.

The upper horizontal line of the control chart, referred to as the upper control
limit, and the lower horizontal line, referred to as the lower control limit.
Control Chart
Control Chart
Process control involves monitoring a production process and charting the results on a control chart.
If any of the points plotted falls outside the control limits, the process is out-of-control.
27
UCL = 23.35
24
Number of defects
21
c = 12.67
18
15
12
9
6
LCL = 1.99
3
2
4
6
8
10
12
Sample number
14
16
Control Charts
Quality Improvement: Problem Solving
Run Chart

A run chart, also known as a run-sequence plot is a graph that
displays observed data in a time sequence. Often, the data
displayed represent some aspect of the output or performance of a
manufacturing or other business process.


What it is used for
To show the output of a process over time



When to use
To monitor process performance
In determining when a change to a process might have occurred.
Creating a Run Chart
 Gathering Data
Some type of process or operation must be available to take
measurements for analysis.
 Organizing Data
Data must be divided into two sets of values X and Y. X values
represent time and values of Y represent the measurements taken
from the manufacturing process or operation.
 Charting Data
Plot the Y values versus the X values.
 Interpreting Data
Interpret the data and draw any conclusions that will be beneficial to
the process or operation.
An Example of Using a Run Chart


An organization’s desire is to have
their product arrive to their
customers on time, but they have
noticed that it doesn’t take the
same amount of time each day of
the week.
They decided to monitor the
amount of time it takes to deliver
their product over the next few
weeks.
Check sheets
 Special types of data collection forms in which the results may be
interpreted on the form directly without additional processing.
 Data sheets use simple columnar or tabular forms to record data.
However, to generate useful information from raw data, further
processing generally is necessary.
 Additionally, including information such as specification limits
makes the number of nonconforming items easily observable and
provides an immediate indication of the quality of the process.
Check Sheet
Defect Type
Shifts










7 Quality Tools
Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 1998
REPAIR TECHNICIAN: xxxx
TV SET MODEL 1013
Integrated Circuits
Capacitors
Resistors
Transformers
Commands
CRT
||||
|||| |||| |||| |||| |||| ||
||
||||
|
Exhibit 15.4
Source: K. Ishikawa, Guide
to Quality Control (Tokyo:
Asian Productivity
Organization, 1982), p. 33.
Defective Item Checksheet
Pareto Charts








Pareto chart, named after Vilfredo Pareto, is a type of chart which
contains both bars and a line graph.
The purpose of the Pareto chart is to highlight the most important
among a (typically large) set of factors.
Helpful in identifying the quality focus areas.
Popularized by Juran.
It is a histogram of the data from the largest frequency to the smallest.
The bars display the values in descending order, and the line graph
shows the cumulative totals of each category, left to right.
The left vertical axis is the frequency of occurrence, but it can
alternatively represent cost or other important unit of measure.
The right vertical axis is the cumulative percentage of the total number
of occurrences, total cost, or total of the particular unit of measure.
Steps Involved in Pareto Diagram
 Calculate the share of each cause as a percentage of total.
 Then arrange the causes in descending order.
 If there are too many small causes contributing too little
to the total, group them as a miscellaneous.
 Arrange the data in descending order.
 Calculate the percentage of total of the datum.
 Calculate the cumulative percentage.
 Draw the column graph in the solid line pertaining to
each of the causes, in descending order.
Pareto chart
Pareto chart
28
% Complaints
30
25
20
16
15
12
12
10
6
5
4
3
0
Loose
Threads
Stitching
flaws
Button
problems
Material
flaws
7 Quality Tools
Pareto Chart
70
(64)
Percent from each cause
60
50
40
30
20
(13)
10
(10)
(6)
(3)
0
Causes of poor quality
(2)
(2)
Use of Pareto Diagrams for
Progressive Analysis
Cause and Effect Diagram
 Developed by Kaoru Ishikawa (1953)
 The cause and effect diagram is also called the Ishikawa
diagram or the fishbone diagram.
 It is a tool for discovering all the possible causes for a
particular effect.
 Show the relationships between a problem and its possible
causes.
 The major purpose of this diagram is to act as a first step
in problem solving by creating a list of possible causes.
Constructing a Cause and Effect Diagram
 First, clearly identify and define the problem or effect for which the
causes must be identified. Place the problem or effect at the right or
the head of the diagram.
 Identify all the broad areas of the problem.
 Write in all the detailed possible causes in each of the broad areas.
 Each cause identified should be looked upon for further more specific
causes.
 View the diagram and evaluate the main causes.
 Set goals and take action on the main causes.
Cause and Effect Diagram
Cause and Effect “Skeleton”
Materials
Procedures
Quality
Problem
People
Equipment
7 Quality Tools
Fishbone Diagram
Measurement
Faulty testing equipment
Incorrect specifications
Improper methods
Inaccurate
temperature
control
Dust and
Dirt
Environment
Human
Machines
Out of adjustment
Poor supervision
Lack of concentration
Tooling problems
Old / worn
Inadequate training
Quality
Problem
Defective from vendor
Not to specifications
Materialhandling problems
Materials
Poor process
design
Ineffective quality
management
Deficiencies
in product
design
Process
Exhibit 15.6
Cause-and-Effect Diagram for Hospital Emergency Admission
Cause and effect diagrams
Advantages
 making the diagram is educational in itself
 diagram demonstrates knowledge of
problem solving team
 diagram results in active searches for
causes
 diagram is a guide for data collection
Cause and effect diagrams
To construct the skeleton, remember:
For manufacturing - the 4 M’s
man, method, machine, material
For service applications
equipment, policies, procedures, people
Scatter Diagram

A scatter diagram is a tool for analyzing relationships between
two variables.

One variable is plotted on the horizontal axis and the other is
plotted on the vertical axis. The pattern of their intersecting
points can graphically show relationship patterns.
When to use it

Use a scatter diagram to examine theories about cause-andeffect relationships and to search for root causes of an
identified problem.

Use a scatter diagram to design a control system to ensure
that gains from quality improvement efforts are maintained.
How to use it



Collect data
Gather 50 to 100 paired samples of data that show a possible
relationship.
Draw the diagram
Draw roughly equal horizontal and vertical axes of the diagram,
creating a square plotting area. Label the axes in convenient
multiples (1, 2, 5, etc.) increasing on the horizontal axes from left to
right and on the vertical axis from bottom to top. Label both axes.
Plot the paired data
Plot the data on the chart, using concentric circles to indicate
repeated data
Title and Label the Diagram
Interpret the data
Scatter diagrams will generally show one of six possible correlations
between the variables
Types of correlations
 Strong Positive Correlation
 Strong negative Correlation
 weak Positive Correlation
 Strong negative Correlation
 Complex Correlation
 week Correlation
Scatter Diagram
Strong Positive
Correlation
The value of Y clearly
increases as the value
of X increases.
Scatter Diagram
Strong Negative
Correlation
The value of Y clearly
decreases as the value of X
increases.
Scatter Diagram
Weak Positive
Correlation
The value of Y increases
slightly as the value of X
increases.
Scatter Diagram
Weak Negative
Correlation
The value of Y
decreases slightly as the
value of X increases.
Scatter Diagram
Complex Correlation
The value of Y seems to be
related to the value of X, but the
relationship is not easily
determined.
Scatter Diagram
No Correlation
There is no demonstrated
connection between the two
variables.
Flow charts
 Process map identifies the sequence of activities or the flow in a
process.
 Objectively provides a picture of the steps needed to accomplish a
task.
 Helps all employees understand how they fit into the process and who
are their suppliers and customers.
 Can also pinpoint places where quality-related measurements should
be taken.
 Also called process mapping and analysis.
 Very successfully implemented in various organizations. e.g.
Motorola reduced manufacturing time for pagers using flow charts.
Flowcharts
 Graphical description of how work is done.
 Used to describe processes that are to be improved.
 A flowchart is a common type of diagram, that represents an
algorithm or process, showing the steps as boxes of various
kinds, and their order by connecting these with arrows.
 Flowcharts are used in analyzing, designing, documenting or
managing a process or program in various fields.
“Draw a flowchart for whatever you do. Until you do, you do
not know what you are doing, you just have a job.”
-- Dr. W. Edwards Deming.
Symbols
 Start and end symbols
Represented as circles, ovals or rounded rectangles, usually containing the word
"Start" or "End", or another phrase signaling the start or end of a process,
such as "submit enquiry" or "receive product".
 Arrows
Showing what's called "flow of control" in computer science. An arrow coming
from one symbol and ending at another symbol represents that control passes
to the symbol the arrow points to.
 Processing steps
Represented as rectangles. Examples: "Add 1 to X"; "replace identified part";
"save changes" or similar.
 Input/Output
Represented as a parallelogram. Examples: Get X from the user; display X.
Flow chart for order processing
Flow chart for house painting
Flow Diagram
Flow Diagram
Process: Apple Sauce
Description
of
process
Time
(min)
Analyst: TLR
Operation
Transport
Inspect
Delay
Storage
Location: Graves Mountain
Step
Date: 9-30-00
1
Unload apples from truck
2
Move to inspection station
3
Weigh, inspect, sort
4
Move to storage
5
Wait until needed
6
Move to peeler
7
Apples peeled and cored
15
8
Soak in water until needed
20
9
Place in conveyor
5
20
100 ft
30
50 ft
360
20 ft
10
Move to mixing area
11
Weigh, inspect, sort
Page 1 0f 3
Distance
(feet)
Process Chart
Total
20 ft
30
480
190 ft
What are the
New Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis
History of the
New Seven Q.C. Tools
Slide 1 0f 2
Committee of J.U.S.E. - 1972
Aim was to develop more QC techniques
with design approach
Work in conjunction with original Basic
Seven Tools
New set of methods (N7) - 1977
History of the
New Seven Q.C. Tools
Slide 2 0f 2
Developed to organize verbal data
diagrammatically.
Basic 7 tools effective for data analysis,
process control, and quality improvement
(numerical data)
Used together increases TQM effectiveness
What are the
Basic Seven Q.C. Tools?
Flow Charts
Run Charts
Histograms
Pareto Diagrams
Cause and Effect Diagrams
Scatter Diagrams
Control Charts
Relation Between New Seven Q.C. Tools
and Basic Seven Tools
FACTS
Data
Numerical Data
Verbal Data
Define problem after
collecting numerical data
Define problem before
collecting numerical data
The Basic Seven Tools
•Analytical approach
The Seven New Tools
Organize
•Generate Ideas
•Formulate plans
Information
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Benefits of Incorporating
New Seven Q.C. Tools
Slide 1 0f 4
Enhanced Capabilities
Organize verbal data
Generate ideas
Improve planning
Eliminate errors and omissions
Explain problems intelligibly
Secure full cooperation
Persuade powerfully
Benefits of Incorporating
New Seven Q.C. Tools
Slide 2 0f 4
Enhanced Keys to Organizational Reform
Assess situations from various angles
Clarify the desired situation
Prioritize tasks effectively
Proceed systematically
Anticipate future events
Change proactively
Get things right the first time
Benefits of Incorporating
New Seven Q.C. Tools
Slide 3 0f 4
Five Objectives of Organizational Reform
which will establish a Culture that:
Identifies problems
Gives importance to planning
Stresses the importance of the process
Prioritizes tasks
Encourages everyone to think
systematically
Benefits of Incorporating
New Seven Q.C. Tools
Slide 4 0f 4
Unstructured Problem [must be put into solvable form]
The Seven New Tools
Problem is mapped
Problem becomes
Thoughts are
Plans are
Problem becomes
obvious to all
easily organized
easily laid
obvious to all
People understand
Problem can be
Nothing is
Nub of problem
problem
clearly articulated
omitted
is identified
Cooperation is
obtained
Things go well
Countermeasures
are on target
Problem is in solvable form
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Affinity Diagrams
Slide 1 0f 7
For Pinpointing the Problem in a Chaotic
Situation and Generating Solution Strategies
Gathers large amounts of intertwined
verbal data (ideas, opinions, issues)
Organizes the data into groups based on
natural relationship
Makes it feasible for further analysis and
to find a solution to the problem.
New Seven Q.C. Tools
Affinity Diagrams
Slide 2 0f 7
Advantages of Affinity Diagrams
 Facilitates breakthrough thinking and
stimulate fresh ideas
 Permits the problem to be pinned down
accurately
 Ensures everyone clearly recognizes the
problem
 Incorporates opinions of entire group
New Seven Q.C. Tools
Affinity Diagrams
Slide 3 0f 7
Advantages of Affinity Diagrams
(cont.)
 Fosters team spirit
 Raises everyone’s level of awareness
 Spurs to the group into action
Topic
Affinity Statement
Affinity Statement
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
New Seven Q.C. Tools
Affinity Diagrams
Slide 4 0f 7
Constructing an Affinity Diagram
Group Method Approach
Select a topic
Collect verbal data by brainstorming
Discuss info collected until everyone
understands it thoroughly
Write each item on separate data card
Spread out all cards on table
New Seven Q.C. Tools
Affinity Diagrams
Slide 5 0f 7
Constructing an Affinity Diagram
Group Method Approach
(cont.)
Move data cards into groups of similar
themes (natural affinity for each other)
Combine statements on data cards to new
Affinity statement
Make new card with Affinity statement
Continue to combine until less than 5
groups
New Seven Q.C. Tools
Affinity Diagrams
Slide 6 0f 7
Constructing an Affinity Diagram
Group Method Approach
(cont.)
Lay the groups outs, keeping the affinity
clusters together
Next, complete the diagram
New Seven Q.C. Tools
Affinity Diagrams
Slide 7 0f 7
Completing an Affinity Diagram
Topic
Affinity Statement
Affinity Statement
Affinity Statement
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Data Card
Affinity Statement
Data Card
Data Card
Data Card
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Relations Diagrams
Slide 1 0f 7
For Finding Solutions Strategies by Clarifying
Relationships with Complex Interrelated Causes
Resolves tangled issues by unraveling the
logical connection
Allows for “Multi-directional” thinking
rather than linear
Also known as Interrelationship diagrams
New Seven Q.C. Tools
Relations Diagrams
Slide 2 0f 7
Advantages of Relations Diagrams
 Useful at planning stage for obtaining
perspective on overall situation
 Facilitates consensus among team
 Assists to develop and change people’s
thinking
 Enables priorities to be identified accurately
New Seven Q.C. Tools
Relations Diagrams
Slide 3 0f 7
Advantages of Relations Diagrams
(cont.)
 Makes the problem recognizable by clarifying
the relationships among causes
Tertiary
Cause
Primary Cause
Why doesn’t
X happen?
Primary Cause
Tertiary
Cause
Secondary
Cause
Tertiary
Cause
Tertiary
Cause
Primary Cause
Secondary
Cause
4th level
Cause
Secondary
Cause
Secondary
Cause
Primary Cause
Tertiary
Cause
Secondary
Cause
6th level
Cause
4th level
Cause
5th level
Cause
New Seven Q.C. Tools
Relations Diagrams
Slide 4 0f 7
Constructing a Relations Diagram
Group Method Approach
Express the problem in form of “Why isn’t
something happening?”
Each member lists 5 causes affecting
problem
Write each item on a card
Discuss info collected until everyone
understands it thoroughly
New Seven Q.C. Tools
Relations Diagrams
Slide 5 0f 7
Constructing a Relations Diagram
Group Method Approach
(cont.)
Move cards into similar groups
Asking why, explore the cause-effect
relationships, and divide the cards into
primary, secondary and tertiary causes
Connect all cards by these relationships
Further discuss until all possible causes
have been identified
New Seven Q.C. Tools
Relations Diagrams
Slide 6 0f 7
Constructing a Relations Diagram
Group Method Approach
(cont.)
Review whole diagram looking for
relationships among causes
Connect all related groups
Next, complete the diagram
New Seven Q.C. Tools
Relations Diagrams
Slide 7 0f 7
Completing a Relations Diagram
Tertiary
Cause
Primary Cause
Why doesn’t
X happen?
Primary Cause
4th level
Cause
Tertiary
Cause
Primary Cause
Secondary
Cause
Tertiary
Cause
Tertiary
Cause
Secondary
Cause
Secondary
Cause
Primary Cause
Secondary
Cause
Secondary
Cause
6th level
Cause
Tertiary
Cause
4th level
Cause
5th level
Cause
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Tree Diagrams
Slide 1 0f 5
For Systematically Pursuing the Best Strategies
for Attaining an Objective
Develops a succession of strategies for
achieving objectives
Reveals methods to achieve the results.
Also known as Systematic diagrams or
Dendrograms
New Seven Q.C. Tools
Tree Diagrams
Slide 2 0f 5
Advantages of Tree Diagrams
 Systematic and logical approach is less likely
that items are omitted
 Facilitates agreement among team
 Are extremely convincing with strategies
Secondary means
Primary means
To
Accomplish
Constraints
Secondary means
3rd means
3rd means
3rd means
3rd means
4th means
4th means
4th means
4th means
4th means
4th means
4th means
New Seven Q.C. Tools
Tree Diagrams
Slide 3 0f 5
Constructing a Tree Diagram
Group Method Approach
Write Relations Diagram topic
(Objective card)
Identify constraints on how objective can
be achieved
Discuss means of achieving objective
(primary means, first level strategy)
Take each primary mean, write ob-jective
for achieving it (secondary means)
New Seven Q.C. Tools
Tree Diagrams
Slide 4 0f 5
Constructing an Tree Diagram
Group Method Approach
(cont.)
Continue to expand to the fourth level
Review each system of means in both
directions (from objective to means and means to
objective)
Add more cards if needed
Connect all levels
Next, complete the diagram
New Seven Q.C. Tools
Tree Diagrams
Slide 5 0f 5
Completing a Tree Diagram
Secondary means
Primary means
3rd means
4th means
3rd means
4th means
3rd means
Secondary means
To
4th means
3rd means
4th means
4th means
4th means
Accomplish
4th means
Secondary means
3rd means
4th means
3rd means
4th means
4th means
Primary means
Constraints
Secondary means
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
3rd means
4th means
3rd means
4th means
New Seven Q.C. Tools
Matrix Diagrams
Slide 1 0f 7
For Clarifying Problems by “Thinking
Multidimensionally”
Consists of a two-dimensional array to
determine location and nature of problem
Discovers key ideas by relationships
represented by the cells in matrix.
New Seven Q.C. Tools
Matrix Diagrams
Slide 2 0f 7
Advantages of Matrix Diagrams
 Enable data on ideas based on extensive
experience
 Clarifies relationships among different
elements
 Makes overall structure of problem
immediately obvious
 Combined from two to four types of
diagrams, location of problem is clearer.
New Seven Q.C. Tools
Matrix Diagrams
Slide 3 0f 7
Advantages of Matrix Diagrams
(cont.)
 5 types: L-shaped, T-shaped, Y-shaped, Xshaped, and C-shaped
O
=1
=2
=3
O
Re sponsibilitie s
O
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
2
O
X
5
O
O
1
4
Member
Re ma rks
Leader
Section/Plant
Manager
Site QC circle
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
Subsidia ry
Rank
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
Principa l
O
Practicability
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
=4
=5
=6
Efficacy
Eva lua tion
O
X
X
Section/Plant
QC circle supporter
O
O
O
O
O
At least 3 times/year/person
O
O
New Seven Q.C. Tools
Matrix Diagrams
Slide 4 0f 7
Constructing a Matrix Diagram
Write final-level means from Tree diagram
forming vertical axis
Write in Evaluation categories (efficacy,
practicability, and rank) on horizontal axis.
Examine final-level means to identify
whom will implement them
Write names along horizontal axis
New Seven Q.C. Tools
Matrix Diagrams
Slide 5 0f 7
Constructing a Matrix Diagram (cont.)
Label group of columns as “Responsibilities”
Label right-hand end of horizontal axis as
“Remarks”
Examine each cell and insert the
appropriate symbol:
Efficacy: O=good, =satisfactory, X=none
Practicability: O=good,=satisfactory, X=none
New Seven Q.C. Tools
Matrix Diagrams
Slide 6 0f 7
Constructing a Matrix Diagram (cont.)
Determine score for each combination of
symbols, record in rank column
Examine cells under Responsibility
Columns, insert double-circle for Principal
and single-circle for Subsidiary
Fill out remarks column and record
meanings of symbol
Next, complete the diagram
New Seven Q.C. Tools
Matrix Diagrams
Slide 7 0f 7
Completing a Matrix Diagram
O
=1
=2
=3
O
Subsidiary
Responsibilities
O
O
1
O
O
O
1
O
Hold 4 times/month
O
3
O
At every meeting
O
2
O
X
5
O
O
1
4
O
Member
Remarks
Leader
Section/Plant
Manager
Site QC circle
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
means
diagram
O
Rank
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
level
Tree
Principa l
Practicability
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
4th
from
=4
=5
=6
Efficacy
Evalua tion
O
X
X
Section/Plant
QC circle supporter
O
O
O
O
O
At least 3 times/year/person
O
O
2
O
O
O
1
O
O
O
1
O
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Arrow Diagrams
Slide 1 0f 7
For Working Out Optimal Schedules and
Controlling Them Effectively
Shows relationships among tasks needed
to implement a plan
Network technique using nodes for events
and arrows for activities
Used in PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
New Seven Q.C. Tools
Arrow Diagrams
Slide 2 0f 7
Advantages of Arrow Diagrams
 Allows overall task to viewed and potential
snags to be identified before work starts
 Leads to discovery of possible improvements
 Makes it easy to monitor progress of work
 Deals promptly with changes to plan
 Improves communication among team
New Seven Q.C. Tools
Arrow Diagrams
Slide 3 0f 7
Advantages of Arrow Diagrams
(cont.)
 Promotes understanding and agreement
among group
Strategy
Constraints
4
1
2
3
12
5
9
10
6
8
11
Activity
7
13
New Seven Q.C. Tools
Arrow Diagrams
Slide 4 0f 7
Constructing an Arrow Diagram
From strategies on Tree diagram, select
one (Objective of Arrow Diagram)
Identify constraints to Objective
List all activities necessary to achieving
Objective
Write all essential activities on separate
cards
New Seven Q.C. Tools
Arrow Diagrams
Slide 5 0f 7
Constructing an Arrow Diagram (cont.)
Organize cards in sequential order of
activities
Remove any duplicate activities
Review order of activities, find sequence
with greatest amount of activities
Arrange parallel activities
New Seven Q.C. Tools
Arrow Diagrams
Slide 6 0f 7
Constructing an Arrow Diagram
(cont.)
Examine path, number nodes in sequence
from left to right
Record names and other necessary
information
Next, complete the diagram
New Seven Q.C. Tools
Arrow Diagrams
Completing an Arrow Diagram
Constraints
Strategy
4
1
Slide 7 0f 7
2
3
12
5
9
10
6
8
11
Activity
7
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
13
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 1 0f 7
For Producing the Desired Result from Many
Possible Outcomes
Used to plan various contingencies
Used for getting activities back on track
Steers events in required direction if
unanticipated problems occur
Finds feasible counter measures to
overcome problems
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 2 0f 7
Advantages of Process Decisions Program
Charts (PDPC’s)
 Facilitates forecasting
 Uses past to anticipate contingencies
 Enables problems to pinpointed
 Illustrates how events will be directed to
successful conclusion
 Enables those involved to understand
decision-makers intentions
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 3 0f 7
Advantages of PDPC’s
(cont.)
 Fosters cooperation and communication in
group
 Easily modified and easily understood
Start
NO
NO
NO
YES
YES
NO
YES
NO
GOAL
NO
NO
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 4 0f 7
Constructing a PDPC
Select a highly effective, but difficult
strategy from the Tree diagram
Decide on a goal (most desirable outcome)
Identify existing situation (Starting point)
Identify constraints of objective
List activities to reach goal and potential
problems with each activity
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 5 0f 7
Constructing an PDPC (cont.)
Review list. Add extra activities or
problems not thought of previously
Prepare contingency plan for each step
and review what action is needed if step is
not achieved
Examine carefully to check for
inconsistencies and all important factors
are included
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 6 0f 7
Constructing an PDPC
(cont.)
Examine to make sure all contingency
plans are adequate
Next, complete the diagram
New Seven Q.C. Tools
Process Decisions Program
Charts
Slide 7 0f 7
Completing a PDPC
Start
NO
NO
NO
YES
YES
NO
NO
NO
YES
NO
GOAL
Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
New Seven Q.C. Tools
Matrix Data Analysis
Slide 1 0f 6
Principal Component Analysis
Technique quantifies and arranges data
presented in Matrix
Based solely on numerical data
Finds indicators that differentiate and
attempt to clarify large amount of
information
New Seven Q.C. Tools
Matrix Data Analysis
Slide 2 0f 6
Advantages of Principal Component Analysis
 Can be used in various fields
(market surveys, new
product planning, process analysis)
 Can be when used when Matrix diagram does
not give sufficient information
 Useful as Prioritization Grid
New Seven Q.C. Tools
Matrix Data Analysis
Slide 3 0f 6
Constructing a Prioritization Grid
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Determine your goal, your alternatives,
and criteria for decision
Place selection in order of importance
Apply percentage weight to each option
(all
weights should add up to 1)
Sum individual ratings to establish overall
ranking (Divide by number of options for average
ranking)
New Seven Q.C. Tools
Matrix Data Analysis
Slide 4 0f 6
Constructing a Prioritization Grid (cont.)
Rank order each option with respect to
criterion (Average the rankings and apply a completed
ranking)
Multiply weight by associated rank in
Matrix (in example, 4 is best, 1 is worst)
Result is Importance Score
Add up Importance Scores for each option
New Seven Q.C. Tools
Matrix Data Analysis
Slide 5 0f 6
Constructing a Prioritization Grid
(cont.)
Rank order the alternatives according to
importance
See completed the diagram
New Seven Q.C. Tools
Matrix Data Analysis
Slide 6 0f 6
Completing a Prioritization Grid
Criteria
Customer Acceptance
(most important)
Strength
Importance Option
Reliability (least important) Sum Score Ranking
Cost
Design A
Percentage weight
Rank
Importance score
.40
4
1.6
.30
3
.90
.20
3
.60
.10
1
.10
3.2
1 (tie)
Design B
Percentage weight
Rank
Importance score
.30
3
.90
.40
4
1.6
.10
1
.10
.20
2
.40
3.0
2
Design C
Percentage weight
Rank
Importance score
.25
1
.25
.25
2
.50
.25
4
1
.25
3
.75
2.5
3
Design D
Percentage weight
Rank
Importance score
0.3
3
.90
.10
1
.10
.20
3
.60
.40
4
1.6
3.2
1 (tie)
Sum of weights
Average weight
Criterion Ranking
1.25
.31
1
1.05
.26
2
.75
.19
4
.95
.24
3
Options
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Review
New Seven Q.C. Tools
Affinity Diagrams
Relations Diagrams
Tree Diagrams
Matrix Diagrams
Arrow Diagrams
Process Decision Program Charts
Matrix Data Analysis
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 1 0f 5
Mental Attitudes
- Keen awareness to the actual problem
- Eagerness to solve problem
- Be highly motivated for the challenge
Four Specific Keys




Understand the problem
Select the right tool for the job
Obtain appropriate verbal data
Interpret analytical results
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 2 0f 5
4 Specific Keys
 Understand the problem
Stage 1 - problem is unclear and not obvious
what exact issue should be addressed
Stage 2 - problem is obvious, but causes unknown
explore causes and single out valid ones
Stage 3 - problem and causes are known
required action is unknown
strategies and plan must be developed
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 3 0f 5
4 Specific Keys (cont.)
 Selecting Right tool for the Job
Stage 1 - Collect verbal information on events
(Affinity Diagram)
Stage 2 - Choose tool to identify causes
(Relations Diagram / Matrix Diagram)
Stage 3 - List strategies and activities
(Tree Diagram / Relations Diagram)
Plan actual activities
(Arrow Diagram / PDPC Chart)
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 4 0f 5
4 Specific Keys (cont.)
 Obtaining appropriate verbal data
Three types of verbal data:
- Facts; factual observations expressed in words
- Opinions; factual information colored by opinion
- Ideas; New concepts created by analyzing facts
.Group Discussions:
- Ensures common understanding
- All data should be without bias or distortion
- Data should fit objective of the analysis
Keys to Successfully Using the
New Seven Q.C. Tools
Slide 5 0f 5
4 Specific Keys (cont.)
 Interpreting Analytical Results
Information must be obtained for accomplishing
objectives from:
- Completed diagrams; or
- Process of completing diagrams
Analyze actual information obtained:
- Prepare summarized report with findings,
conclusions, and processes used
- Check if necessary data has been obtained, if not
- Discover the cause and take appropriate action
Practical Application of
New Seven Q.C. Tools
Slide 1 0f 5
Example; Relations Diagram
”Abilities Required for Applying New Seven QC Tools”
Complete the following Relations Diagram
- Review notes for clarity
- Get in groups of 4-5 per table (work as a team!)
- Topic - “Using the New Seven QC Tools skillfully”
- “Cause cards”- will be provided (not categorized)
- Arrange cards to complete diagram
(some hints have been provided)
Practical Application of
New Seven Q.C. Tools
Slide 2 0f 5
”Abilities Required for Applying New Seven QC Tools”
Primary
Cause
Primary
Cause
Use N7
Skillfully
Primary
Cause
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Primary
Cause
Practical Application of
New Seven Q.C. Tools
Slide 3 0f 5
”Abilities Required for Applying New Seven QC Tools”
Cause Statements (hints are in yellow)
A
B
C
D
E
F
G
H
I
J
K
L
M
Interpret data clearly
Select appropriate tool
Think systematically
Give opinions
Know what the problem is
Extract necessary information
Collect reliable verbal data
Think multidimensionally
Obtain facts
Interpret analytical results
Generate ideas
Know that distorted data is useless
Grasp overall pictured
N
O
P
Q
R
S
T
U
V
W
X
Y
Z
Understand seriousness of problem
Think flexibly from various standpoints
Obtain appropriate verbal data
Expose core of problem
Communicate well
Accurately understand real problem
Have excellent intuition
See to heart of problem
Select appropriate type of verbal data
Think in terms of word-based diagram
Express genuine thoughts
Hear and respect other's opinions
Generate highly accurate verbal data
Practical Application of
New Seven Q.C. Tools
Slide 4 0f 5
”Abilities Required for Applying New Seven QC Tools”
F
Y
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
T
Primary
Cause
Primary
Cause
Use N7
Skillfully
R
Primary
Cause
B
L
I
Practical Application of
New Seven Q.C. Tools
Solution for ”Abilities Required for Applying New Seven QC Tools”
F
S
U
T
E
N
W
J
Use N7
Skillfully
B
G
H
R
P
X
L
A
Z
V
I
Q
M
C
Y
Slide 5 0f 5
O
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
K
D
Summary
New Seven Q.C. Tools
Benefits of New Seven Q.C. Tools
1- Provide Training in Thinking
2- Raise People’s Problem Solving Confidence
3- Increase People’s Ability to Predict Future Events
Roles of New Seven Q.C. Tools
12345-
Express verbal data diagrammatically
Make information visible
Organize information intelligibly
Clarify overall picture and fine details
Get more people involved
Bibliography
Foster, Thomas. Managing Quality. An Integrative Approach. Upper
Saddle River : Prentice Hall, 2001.
Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa, Hiroyuki,
and Loftus, John. The Seven New QC Tools: Practical Applications
for Managers. Tokyo : 3A Corporation, 1994.
“TQM: The 9 TQM Tools.” Internet
http://www.iqd.com/pfttools.htm.
Chapter 15 Quality Management
Other Quality Improvement Strategies
Kaizen focuses on small, gradual, and frequent
improvements over the long term with minimum
financial investment and with participation by
everyone in the organization.
Poka-yoke (mistake-proofing) is an approach for
mistake-proofing processes using automatic
devices or methods to avoid simple human error.
Chapter 15 Quality Management
Poka-Yoke Examples
 Machines have limit switches connected to
warning lights that tell the operator when parts
are positioned improperly on the machine.
 Fast food restaurants use automated french-frying
machines that can only be operated one way; the
french fries are prepackaged and the equipment
automated to reduce the chance of human error.
Summary

This presentation provided learning material for each of
Ishikawa’s seven basic tools of quality.

Each tool was clearly defined with definitions, a step-by-step
process and an example of how the tool can be used.

As seen through the presentation, these tools are rather
simple and effective.
The end
Quality circles
 Teams of workers and supervisors that meet regularly to address
work-related problems involving quality and productivity.
 Developed by Kaoru Ishikawa at University of Tokyo.
 Became immediately popular in Japan as well as USA.
 Lockheed Missiles and Space Division was the leader in
implementing Quality circles in USA in 1973 (after their visit to
Japan to study the same).
 Typically small day-to-day problems are given to quality circles.
Since workers are most familiar with the routine tasks, they are asked
to identify, analyze and solve quality problems in the routine
processes.
Additional process improvement tools
Kaizen blitz
 An intense and rapid improvement process in which a team or a
department throws all its resources into an improvement project over
a short period of time.
 Short time “burst” rather than long range simmer- hence the name.
 Blitz teams usually comprise of employees from all areas involved in
the process who understand it and can implement the changes on the
spot.
Additional process improvement tools
Poka-Yoke (Mistake proofing)
 Approach for mistake-proofing processes using automatic devises
or methods to avoid simple human error.
 Developed and refined in the 1960s by the late Shigeo Shingo, a
Japanese manufacturing engineer who developed the Toyota
production system.
 Focused on two aspects:
1.
Prediction – Recognizing that a defect is about to occur and
provide a warning.
2.
Detection – Recognizing that a defect has occurred and stop the
process.