1. THE 7 BASIC QUALITY TOOLS
Susan Batchilder
January 24, 2013

2. Group Activity: WHAT’S IN YOUR TOOL BOX?
What is the purpose of your personal toolbox?
cleaning, fixing, remembering, coaching, etc…
What’s in your personal tool box?
When did you last use your tool box?
Do you have a tool box for your job?
What is the purpose of your tool box for work?
Group Activity --- to get everyone to understand that these are tools to be used when needed either by itself or with other tools
Have each participant write down
- the purpose of their own tool box
- what basic tools they have
Ask them what the purpose of each tool is
When would each tool be used.
What is your tool box for job?
What is the purpose of your tool box for work?

3. Question: What tools do YOU use for making decisions in YOUR job?
QUALITY TOOLS
Purpose: provide the means for making decisions.
No particular tool is mandatory, any one may be helpful, depending on the circumstances.
95% of a company’s problems can be solved using these tools.
These are basic tools designed for simplicity.
Only one requires any significant training.
Question: What tools do YOU use for making decisions in YOUR job?
Ask --- what tools do you use for making decisions?

4. Question: Why do we use these tools?
7 BASIC QUALITY TOOLS
FLOW CHART
CAUSE AND EFFECT DIAGRAMS
CHECK SHEET
HISTOGRAMS
PARETO CHART
SCATTER DIAGRAM
CONTROL CHARTS
Question: Why do we use these tools?
Question: Why do we use these tools?
Or redirect question to previous slide --- why do you use those tools in your job for making your decisions?

5. QUALITY TOOLS CAN…
Help to identify and prioritize problems quickly and more effectively
Assist with the decision making process
Simple but powerful tools for use in continuous improvement activity
Provide a vehicle for communicating problems and resolutions through-out the business
Provide a way of extracting information from data collected.

6. A Side Topic

7. STRATIFICATION
The 7 Quality Tools are useful when collecting data of daily activities and analyzing them to detect and solve problems, and an important concept for data analysis is STRATIFICATION.
Stratification mean classification of data in to a couple of layers, and each layer is a subset of the population.
Through stratification different statuses from the same data is retrieved.
What layers are considered for data analysis is crucial when identifying problems.

8. Example of Stratification
Number of births per year
Number of births by gender per year
Number of births by mom’s economic status by gender per year
deliveries per week
deliveries per day of the week per week
deliveries by hour per day of week per week
DANAGER: When using stratification ensure it is value added

9. Back to the 7 Quality Tools
Who remembers what the 7 tools are?

10. FLOW CHARTS Purpose: Illustrates the steps in a process Uses:
Analyzing a process (e.g. relating one setp in the process to others)
Initiate process improvements (e.g. non-value added steps)
Indicates where in the process to take measurements and collect data
DANGER: including assumed or desired steps
Note: The utility of the chart will correlate directly to its accuracy.
The differences between the actual and intended process are often surprising and provide may ideas for improvements.

11. Example: Flow Chart
This flow chart (call a swim lane) was designed to assist us with making a decision.
So how could we potentially use this flowchart?
Could assist us with determining what metrics to use and where to use them --- and who records.
Could assist us with flow of activities between depts/people/locations
Could assist us how many hands touches a piece of paper.

12. Pucker up everyone either for a kiss or “ooou” for yuk.
Ask: Why do I have a picture of a fish?
Potential answer ---- fishbone diagram
Yes --- fishbone is an example of a cause and effect diagram

13. CAUSE AND EFFECT DIAGRAMS
Purpose: to identify as many possible factors for an effect or problem and sort the causes into useful categories.
When to use?
Identifying possible factors
When team’s thinking falls into a “rut”
Fishbone (most common)
Generic categories: Methods, Machines, Materials, Manpower, Measurement, Mother Nature

14. HOW TO CREATE A FISHBONE CAUSE AND EFFECT DIAGRAM
Manpower
Machines
Methods
Problem Statement
“Effect”
When drawing a diagram we…
Start with our problem statement
Add a line going from the left to the problem statement
Determine our possible categories (start with generic --- might be different for different processes, problems, etc)
Add the corresponding number of bones
Label each bone with the name of one of the categories
Now start asking
Group activity
Example --- car does not function (I am purposely being non-specific)
Management
Mother Nature
Measurement
Materials
Maintenance

15. CAUSE AND EFFECT DIAGRAMS
Other fishbone categories:
Plan, Policies, Procedures, Plant, People
Customers, Suppliers, Shipping, Warehouse…
5 WHYS: a method for getting to the root cause.
Can also be used during the construction of the fishbone diagram.
GROUP ACTIVITY TIME – Let determine the cause of a particular problem. Please give me a problem statement and we’ll use the 6M’s.
Hand out the Ishikawa 8 section fishbone sheet from Marc.

16. GROUP ACTIVITY TIME Manpower Machines Methods Problem Statement
“Effect”
When drawing a diagram we…
Start with our problem statement
Add a line going from the left to the problem statement
Determine our possible categories (start with generic --- might be different for different processes, problems, etc)
Add the corresponding number of bones
Label each bone with the name of one of the categories
Now start asking
Group activity
Example --- car does not function (I am purposely being non-specific)
Now what to do ---- might need to collect data
Mother Nature
Measurement
Materials

17. CAUSE AND EFFECT DIAGRAMS Now What?
Categorize (e.g. not probable, probable, very probable)
Regression analysis (requires in-depth training)
Design of experiments (requires in-depth training)
Lets go back to our example and determine what our next steps will be.
Do you remember the first time you heard about a check list with regards to data collection?
Check list can be used to collect data to determine what you plan will be?

18. Example of a Check List
Our first experience with a check list as a child

19. CHECK SHEET WHAT: A structured and prepared form.
PURPOSE: To collect and analyze data so decisions can be based on facts
WHEN:
When data can be observed and collected by the same person or at the same location.
When collecting data on the frequency or pattern of events, problems, defects, defect location, defect causes, etc.
When collecting data from a production process.
Data can further be used to create a histogram, bar chart and Pareto chart
Ensures consistency of data collected
Can be completed while doing the normal job
Simplifies data collection and analysis ---- Consider Stratification when setting up the form
Highlights trends
Spots problems
Decide on format and factors to be measured --- KISS
Allow space for comments --- gives valuable insight

20. A Check List Can Become …
A Bar Graph

21. HISTOGRAM WHAT: A frequency distribution bar graph USES:
Illustrates how often each different value in a data set occurs
Allows us to make sense of data
Allows use to see patterns that are difficult to see in tables of numbers
DANGER: Before making any conclusions from a histogram, it must be confirmed the process was operating normally during the time period being studied
NOTE::::Differences between bar graph and histograms ----
Bars graphs used to display “categorical data” (types of cars)
May or may not be spacing between each bar
Histograms used to present “continuous data”
No spacing between bars

22. Language of Histograms What do they tell us?
Histograms can tell us….
Centre of data (location)
Spread of data (scale)
Skewness of data
Presence of outliers; and
Presence of multiple modes in the data
First example shows --- point out various areas on graph
2nd graph has a truncated curve with a peak at or near the edge while trailing gently off to the other side, often means that part of the distribution has been removed through screening, 100% inspection or review.
3rd graph is a double- peak curve (bi-modal) oftem means the data reflects two distinct processes with different centers. The two processes need to be distinguished to bet a clear view of what is really happening with either individual process.
4th graph is has outliers that are removed from the others by at least the width of bar. Sometimes indicates that special causes of variation are present in the process and should be investigated, though if the process is in control before the histogram is in control before the histogram is made (as it should be), this latter option is unlikely.
Other types:
Standard Normal distribution (1st graph)
Plateau --- means process is ill-defined to those doing the work,
Common cause, or noise, variation is inherent in a process over time. It affects every outcome of the process and everyone working in the process. Managing common cause variation thus requires improvements to the process.
Special cause, or signal, variation arises because of unusual circumstances and is not an inherent part of a process. Managing this kind of variation involves locating and removing the unusual or special cause.

23. SCATTER DIAGRAM WHAT: Scatter diagram graphs PAIRS of numerical data.
PURPOSE: To look for a possible relationship
DANGER: Even if the scatter diagram shows a relationship, do not assume one variable causes the other. Both variable may be influenced by a third.

24. Scatter Diagram Examples
Graph 1 – strong correlation (linear)
Graph 2 – moderate correlation
Graph 3 – no correlation
Also – quadratic, exponential, sinusoidal, and others

25. PARETO CHART
What: Bar graph organized with the longest bars on the left and the shortest to the right
Purpose: Problem identification tool --- Visually depicts which issues are more significant
Use when…
Analyzing data about the frequency of problems/causes in a process
There are many problems/causes and there is a need to focus on the most significant
Analyzing broad causes by looking at their specific components
Communicating data to others
Other uses:
Can be used to set priorities for many practical applications such as…
- process improvement efforts
- skills you want your group to have
- customer needs (add cost to implement)
- Suppliers
- investment opportunities

26. PARETO PRINCIPLE 20/80 RULE
THE IDEA THAT 20% OF THE CAUSES GENERATES 80% OF THE RESULTS
With the Pareto chart we are identifying the “vital few” from the “trivial many”.
80% of customer complaints arise from 20% of your products
80% of delays arise from 20% of the possible causes of delays
20% of your products/services account for 80% of your profit
20% of your sales force produces 80% of your company revenues
20% of system defects cause 80% of its problems

27. PARETO CHART EXAMPLE
Note – this is Pareto chart is constructed based one dimension (factor) only --- defect frequency
If you added cost, this could change things --- if a Dirt Defect cost $10 (=65 X $10 = $650) and a Sag Defect cost $100 (=21 X $100 = $2100), Sag would have the highest priority.
You need to add common sense when deciding your final priorities ---- but again, these tools are used to assist with the decision making process (or problem solving process)

28. CONTROL CHARTS
What: A statistical graphical representation used to study how a process changes over time
Purpose: To distinguish between variation in a process resulting from common causes, and variation resulting from special causes.
Data are plotted in time order.
Graphs include a central average line, a upper control limit line and a lower control limit line determined from historical data.
It is a graphic display of process stability (or instability) over time.
It displays data in the time sequence in which it occurred.
Can be used to make judgments on the process performance over a certain time period
It provides a common language for discussing process performance
It can assess the effectiveness of changes to improve a process.

29. Recognizing out of control conditions

30. “Out of Control”
- TEST A single point outside the control limits.
- TEST Two out of three successive points are on the same side of the centerline and farther than 2 σ from it.
- TEST Four out of five successive points are on the same side of the centerline and farther than 1 σ from it.
- TEST A run of eight in a row are on the same side of the centerline. Or 10 out of 11, 12 out of 14 or 16 out of 20.
- AND Obvious consistent or persistent patterns that suggest something unusual about your data and your process.

31. Types of Control Charts
Variable (continuous data – measureable)
X-bar Chart (average)
R chart (range)
s chart (deviation)
X chart (single data point – individual)
Moving range chart
XmR (individual with moving range)
Attribute (discrete data – count)
p chart (percentage of defective units)
np chart (number of defective units)
c chart (number of defects per unit)
u chart (average number of defects per unit)
Any one who has CQT training will have been introduced to the various types of control charts
Further training in control charts is outside the scope of this presentation.
But there are guidelines for helping the practitioner determine which particular chart to use. --- see next slide

32. WHICH CONTROL CHART DO I USE?
As I mentioned, this is the one tool that requires a bit more training, but any one CQT training would have been introduced to the various types of control charts.
But here is a control chart decision tree.
The charts most commonly used for variables data are the x -chart and the R-chart
(range chart). The x -chart is used to monitor the centering of the
process, and the R-chart is used to monitor the variation in the process
Further information about control charts will require further training and is outside the scope of this presentation.

33. OTHER TOOLS 5 WHYs (previously mentioned) Brainstorming Time Line
Fault Tree Analysis
Process Analysis

34. WHY ?
WHY ?
WHY ?
WHY ?
WHY ?

35. 5 WHY’S – an example
Problem --- Why is memorial A deteriorating faster than the other memorials?
Why? –washed more frequently
Why? –more bird droppings
Why? –birds attracted to monument
Why? –more fat spiders around it
Why? –more tiny insects during evening hours
Why? –illumination attracts more insect
Solution
Illuminate an hour later in evening

36. MULTIPLE POTENTIAL ROOT CAUSES
5 WHYs
Process
Best Practice
PROBLEM
PROBLEM
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
WHY?
ROOT
CAUSE
MULTIPLE POTENTIAL ROOT CAUSES

37. BRAINSTORMING Self-explainatory Can be done individually or as a group
BIGGEST ISSUE --- documentation of brainstorming event
Methods --- document it (take a picture if using a white board)
Categorize your ideas (anything goes)
Who can think of a brainstorming method already mentioned? Ans: FISHBONE

38. Brainstorming Can be performed by an individual or a group
Classic Example – write down anything that comes to mind
Ask questions – 5 Whys
Categorize – Fishbone
Many others

39. TIME LINE
A presentation of a chronological sequence of events along a drawn line that enables the reader to quickly understand relationships relating to, or limited by, time
Lines are usually drawn from left to right or top to bottom
Example --- murder mysteries, time line of events before and up to the time of death
Who stole my cookie?

40. FAULT TREE ANALYSIS (FTA)
WHAT
A graphic representation of the major faults or critical failures associated with a product, the causes for the faults, and potential countermeasures.
WHY
It helps to identify areas of concern for new product design or for improvements of existing products.
It helps to identify corrective actions to correct or mitigate problems.

41. FAULT TREE

42. FTA – When to use? Designing new products/services
Dealing with identified problems in existing products/services
To optimize process features and goals
To design for critical factors and human error
To help identify root causes of trouble
To design remedies and countermeasures

43. FAULT TREE
Select a component for analysis – draw a box at the top of the diagram and list the component inside
Identify critical failures or faults – using failure mode and effect analysis is a good way to identify faults during quality planning. For quality improvements, faults may be identified through Brainstorming or as the output of Cause and Effect Analysis (fishbone)
Identify causes for each fault – List all applicable causes for the faults in ovals below the fault. Connect the ovals to the appropriate fault box
Work toward a root cause – continue identifying causes for each fault until you reach a root or controllable cause (e.g. 5 whys)
Identify countermeasures for each root cause – use brainstorming or a modified version of Force Field Analysis to develop action s to counteract the root cause of each critical failure. Create boxes for each countermeasure, draw boxes below the appropriate root cause, and link the countermeasure to the cause.

44. PROCESS ANALYSIS
An operation (e.g. business) is composed of processes designed to add value by transforming inputs into useful outputs. Processes can have a significant impact on the performance of a business and process improvements can improve competitiveness.
A process analysis is performed when the process (as a whole or as a part) needs to be better understood.

45. Process Analysis Processes are analyzed to better understand their:
Activities
Relationships
Values of relevant metrics
Process analysis generally involves the following tasks:
Defining process boundaries (input/output)
Process flow diagram
Determining capacity of each step of process
Identifying limiting step(s)
Using analysis to make business decisions and improvements

46. Process Analysis – Performance Measurements -
Process Capacity
Capacity Utilization
Throughput rate
Throughput time
Process time
Idle time
Work In Process
Set-up time
Direct Labour Content
Direct Labour Utilization
List not all inclusive

47. DANGER WIL ROBINSON!
We need to have an understanding of how we can influence the outcome of our investigations.

48. WHY DO TECHNIQUES FAIL? Problem solvers might question themselves
Am I using the tool correctly?
Is there a misconception in using the tools to find the root cause of problems?
Is there another technique to help me go beyond the basic cause and effect analysis and get better results when investigating issues?

49. COMMON “DANGERS” Only tool Confirmation Bias
Unable to go beyond current knowledge
Human Factors
Single Cause

50. COMMON “DANGERS” – Only Tool -
Many believe cause and effect analysis is the only, or preferred method to find root causes
Avoid this misconception
You CAN modify approaches, and use other tools alone or in combination

51. COMMON “DANGERS” - Confirmation Bias -
People hypothesize a familiar pattern (answer), and tend to look for information to confirm their conclusion (bias).
People tend to jump to conclusions before all the data is collected and analyzed
People may subconsciously disregard evidence that counters their conclusion – or requires more resources to investigate.

52. COMMON “DANAGERS” - Current Knowledge -
Sometimes it is difficult for people to analyze problems beyond their current knowledge and try to make the problem fit inside their understanding of the issue.
Problem solvers must have knowledge of all possible causes to be able to reach an accurate conclusion.

53. COMMON “DANGERS” - Human Factors -
Generally human performance causes most problems, but most problem solvers have no formal training in the science of human error and human performance.
Lack of…
Communication, Knowledge, Teamwork, Resources, Assertiveness, and Lack of Awareness,
Also…
Complacency, Distraction, Fatigue, Pressure, Stress, and Norms
Cookie Cutter Approach
Tendency to play the blame game
Blame it on either human error or lack of training or insufficient training

54. COMMON “DANGERS” - Single Cause -
Root cause analysis stops once a single cause is found
Just like accidents, major problems are usually the result of a sequence of events containing multiple causal factors.
Single causal chain misconception leads to missed opportunities to improve performance

55. COMMON “DANGERS” - Others -
Improper use of deductive reasoning
Lack of practical training / opportunity to use
Difficulty in trending results
Tunnel vision
Fuzzy haze
When the brain automatically fills in the missing information when is perceives something, sometimes leading to misperceptions
Results not repeatable
Results vary based on the analysis

56. A monument on top of Blockhouse hill in Lunenburg.

57. - What would you do differently? -
Problem --- Why is memorial A deteriorating fasters than the other memorials?
Why? –washed more frequently
Why? –more bird droppings
Why? –birds attracted to monument
Why? –more fat spiders around it
Why? –more tiny insects during evening hours
Why? –illumination attracts more insect
Solution
Illuminate an hour later in evening
Group Activity
Suggest --- first question might be to ask “WHAT HAS CHANGED” and then ask WHY
Where did the initial idea come from? Maybe someone involved already had an idea that “bugs, birds and washing” was causing the deterioration.
What other important factors did they miss?
monument material
selection and installation of lighting – was it always lit
selection of cleaning materials
changes in bird habitats and feeding to roosting patterns
There are many other possible factors, but this list presents a few possibilities to demonstrate what could be missed without fully understanding the sequence of events before drawing a conclusion

58. COMMON “DANGERS” - Deteriorating Monument -
There are many possible factors, and our list presents a few possibilities to demonstrate what could be missed without fully understanding the sequence of events before drawing conclusions.
Missing potential alternative can waste efforts when fixing phantom problems or pushing problems from one area to another.

59. COMMON “DANGERS” - Deteriorating Monument -
SOMETHING TO PONDER…
The solution of turning the lights on one hour later in the evening reduced deterioration by 90%
BUT REMEMBER…
Correlation does NOT prove causation

60. COMMON “DANGERS” - Deteriorating Monument -
Was reduction really due to change in lighting schedule or were there other factors not accounted for…
Aware of deterioration, cleaners were more careful?
Did a weather change shift insect behaviour?
Are deterioration measurements accurate?
Did lighting change shift problem to another monument?

61. FOR YOUR INFORMATION

62. FYI 7 NEW QUALITY TOOLS for…
Innovating
Communicating
Planning
Tools
Affinity diagrams (for brain storming)
Arrow diagrams (can be simple or used with CPM & PERT)
Matrix data analysis
Matrix diagrams
Program decision program charts
Relationship diagrams
Tree diagrams

63. FYI: QMS MATURITY LEVELS AND QUALITY TOOLS
Low
Most Useful Tools:
Seven basic tools
Audits
Cost of quality (COQ)
Statistical process control (SPC)
Description:
There is no formal quality system, or if one exists, it is not practiced on a daily basis. Customer complaints and other external failure costs are high. The quality dept is held responsible for quality. There is little or no formal continuous improvement that involves people who actually carry out the work processes.

64. FYI: QMS MATURITY LEVELS AND QUALITY TOOLS
Medium
Most Useful Tools:
Creativity tools
Customer surveys
Failure mode and effects analysis (FMEA)
Benchmarking
Design of experiments (DOE)
Description:
External failure costs have been lowered, but these is still a high rate of internal failures. Each dept accepts it role in the quality management system, and improvement projects involving employees are frequent.

65. FYI: QMS MATURITY LEVELS AND QUALITY TOOLS
High
Most Useful Tools:
Seven management tools
Employee surveys
Quality function deployment
Description:
Management systems for areas such as quality, safety, environment and finance are seamlessly integrated and driven by the organizational strategy. All depts and work processes monitor their own performances and implement daily improvement aligned with strategic direction.

66. POP QUIZ EVERYONE 

67. QUALITY TOOLBOX SUMMARY
The 7 Quality Tools are…

68. QUALITY TOOLBOX SUMMARY
These are TOOLS, and not the only tools
They can be used alone or in combination
They can be used by the individual and groups
Generally, they do not require mastership to be used
And remember to “Document” them
photos work great

69. 7 QUALITY TOOLS
QUESTIONS?

70. Disclaimer: All of the information provided in this presentation was obtained from various internet webpages.