Seven Quality Tools [Statistical Process Control]

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., . 2

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. 3

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. 4

Factors Affecting Quality:
Market compulsions, Product complexities Money, Men Machines Shop floor point of delivery Responsible Management Information systems Motivation Techniques 5

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. 6

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 7

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 8

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 ]

DIMENSIONS OF QUALITY The dimensions of quality are nothing, but the various features of a product or service. Service Quality Quality of customer service Quality of service design Quality of delivery Additional Attributes… Timeliness Aesthetics [ appearance] Regulatory Requirements Requirements of Society Conformance to Standards Product Quality Functionality Reliability [mean time between failure] Usability Maintainability [mean time to repair] Efficiency Portability [Ability to transferred from one environment to another]

Quality control Quality assurance Juran gives 3 steps of QC :
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 : Evaluation actual operating performance Compare actual performance to goals 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) Design department Purchase department Machine operators Inspection department 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. Improved quality that exceeds customer expectations will generate more revenues that exceed the cost of quality. Therefore, quality is “free”.

Total Quality Management (TQM)
W. Edwards Deming proposed that improving quality reduces cost and improves profitability. Quality can be and should be improved continuously. Revenues Max Profit Cost Max 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 quality-improvement 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 Follow Up Idea Generation Solution Development Plan Implementation

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.

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 ACT STUDY PLAN DO Recognize Problem
4/24/2017 10 Problem Solving Steps Recognize Problem Continuous improvement Form quality improvement teams Ensure performance ACT Define Problem Evaluate Solution STUDY Analyze Problem PLAN Determine Possible Causes DO Identify Possible Solutions Implement Solution 24

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 ACT ACT PLAN PLAN STUDY STUDY DO DO Brainstorming
Pareto analysis ACT ACT PLAN PLAN Why-Why diagram Run charts Cause and effect diagram STUDY STUDY DO DO Control charts Histograms Scatter diagrams Check sheets Control charts Scatter diagrams Check sheets Pareto charts Run charts

Brainstorming Brainstorming to encourage creative thinking and generation of ideas
Problems for “Why-Why” discussion Purpose - generate a list of problems opportunities ideas Success requires no criticism no arguing no negativism no evaluation Construct a “Why-why” diagram List problem statement Ask why 5 times; record responses

Cost of Quality Measurements
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. 29

Cost of Quality Measurements
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. 30

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 high-level executive to workers who run a cell. Assigning owners ensures accountability.

Process management

Process control 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
Documented procedures for all key processes A clear understanding of the appropriate equipment and working environment Methods of monitoring and controlling critical quality characteristics Approval processes for equipment Criteria for workmanship: written standards, samples etc. 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 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.

Juran’s breakthrough sequence: Proof of the need Project identification Organization for breakthrough – two paths identified: symptom to cause (diagnostic) and cause to remedy (remedial) paths. Diagnostic journey Remedial journey 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: A graphical display of the frequency distribution of attributes. Histograms Histograms Run Charts Control Charts Defects

Diagnostic Information
While Lead indicators tell that there IS a problem, Diagnostic tools help to determine WHAT the problem is. While lead indicators tell that there IS a problem, diagnostic tools help determine WHAT the problem is. Process Flow Charts Scatter Diagrams Pareto Charts Cause-and-Effect Diagrams Cause-and-Effect Diagrams

The “Seven QC Tools” Flowcharts: process mapping to identify the sequence of activities or flow of materials/ information in a process. Run Charts and Control Charts: a run chart is a line graph with data plotted over time; control charts include control limits. Checksheets: simple tools for data collection, ensure completeness. Histograms: graphically represent frequency of values within a specified group. 48

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 49

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.

Histogram 7 Quality Tools

4/24/2017 Histogram 5 10 15 20 25 30 35 40 Histograms are graphical frequency tables that visually capture and display the variation in a set of data. 55

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

4/24/2017 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 21 c = 12.67 18 15 Number of defects 12 9 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. 6 LCL = 1.99 3 2 4 6 8 10 12 14 16 Sample number 61

Quality Improvement: Problem Solving
Control Charts Quality Improvement: Problem Solving 7 Quality Tools

Run Chart What it is used for When to use
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 7 Quality Tools                   
Shifts                 Defect Type           7 Quality Tools

Check Sheet Integrated Circuits ||||
4/24/2017 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 | A check sheet is a fact-finding tool used to collect data about quality problems. A typical check sheet tallies the number of defects by previously identified categories. The next step is to graph the defects per category in a histogram. 68

Exhibit 15.4 Defective Item Checksheet 69
Source: K. Ishikawa, Guide to Quality Control (Tokyo: Asian Productivity Organization, 1982), p. 33. 69

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 % Complaints 7 Quality Tools

Percent from each cause
4/24/2017 Pareto Chart 10 20 30 40 50 60 70 (64) Percent from each cause (13) (10) (6) (3) Pareto analysis uses an ordered histogram to highlight the major causes of quality problems. (2) (2) Poor Design Defective parts Machine calibrations Operator errors Wrong dimensions Defective materials Surface abrasions Causes of poor quality 74

Use of Pareto Diagrams for Progressive Analysis
75

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 Quality Problem Machines Measurement Human Process
4/24/2017 Fishbone Diagram Quality Problem Machines Measurement Human Process Environment Materials Faulty testing equipment Incorrect specifications Improper methods Poor supervision Lack of concentration Inadequate training Out of adjustment Tooling problems Old / worn Defective from vendor Not to specifications Material- handling problems Deficiencies in product design Ineffective quality management Poor process design Inaccurate temperature control Dust and Dirt A cause-and-effect diagram, or fishbone diagram, is a chart showing the different categories of problem causes. 80

Exhibit 15.6 Cause-and-Effect Diagram for Hospital Emergency Admission
81

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-and-effect 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 Complex Correlation week Correlation

Strong Positive Correlation
Scatter Diagram Strong Positive Correlation The value of Y clearly increases as the value of X increases.

Strong Negative Correlation
Scatter Diagram Strong Negative Correlation The value of Y clearly decreases as the value of X increases.

Weak Positive Correlation
Scatter Diagram Weak Positive Correlation The value of Y increases slightly as the value of X increases.

Weak Negative Correlation
Scatter Diagram Weak Negative Correlation The value of Y decreases slightly as the value of X increases.

Complex Correlation Scatter Diagram
The value of Y seems to be related to the value of X, but the relationship is not easily determined.

No Correlation Scatter Diagram
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 -- Dr. W. Edwards Deming.
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 Arrows Processing steps Input/Output
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

Process Chart Operation Transport Inspect Step Delay Storage Distance
(feet) Time (min) Description of process 1 2 3 4 5 6 7 8 9 10 11 Unload apples from truck Move to inspection station Weigh, inspect, sort Move to storage Wait until needed Move to peeler Apples peeled and cored Soak in water until needed Place in conveyor Move to mixing area Total Page 1 0f 3 480 30 20 15 360 190 ft 20 ft 50 ft 100 ft Date: Analyst: TLR Location: Graves Mountain Process: Apple Sauce

What are the New Seven Q.C. Tools
Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix data analysis We will spending most of our time on the first 6. Before we actually get started, we need to look at the: 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 Aim was to develop more QC techniques with design approach Work in conjunction with original Basic Seven Tools New set of methods (N7) A committee for developing QC tools affiliated with JUSE was set up in April Their aim was to develop QC techniques for use by managerial level and staff. This committee was headed by Yoshinobu Nayatani and they met regularly. In January 1977 the committee announced the results of its research in the form of a new set of methods called 'The Seven New QC Tools’. (

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 Their intent was to develop tools that would provide methods of organizing verbal data. They wanted to create a complete “Design Approach”. The established Basic 7 tools were very effective, however they were primarily focused on numerical data. For example, if a washing machine is redesigned. The customers don’t like the new control panel, style, and color. These statements are not expressed in numerically , but verbally. These statements are expressions of data, but only in a verbal form. (Nayatini 3) So in conjunction in with the B7, the N7 can dramatically increase the the effectiveness of many TQM activities. The two sets of tools can greatly assist the promotion of Total Quality.

What are the Basic Seven Q.C. Tools?
Flow Charts Run Charts Histograms Pareto Diagrams Flow Charts - pictorial representation showing all of the steps of a process Run Charts - used to analyze processes according to time or order Histograms - bar graphs with frequency intervals Pareto Diagrams - 80/20 histograms for identifying and prioritizing problems Cause and Effect Diagrams - fishbone diagrams Scatter Diagrams - Identifies the possible relationship between the changes observed in two different sets of variables. Control Charts - used to determine whether a process will produce a product or service with consistent measurable properties 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 This shows how the N7 and the B7 complement each other in solving quality-related problems. Facts -> to Data! Do people provide data in numerical form or verbally? (How do you?) Information - This is the most IMPORTANT GOAL!!! Without the info, there will be no KNOWLEDGE gained which is required for achieving our goal! (Nayatini 4) The Basic Seven Tools The Seven New Tools Analytical approach Generate Ideas Formulate plans Organize Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984) Information

Benefits of Incorporating New Seven Q.C. Tools
Slide 1 0f 4 Enhanced Capabilities Organize verbal data Generate ideas Improve planning The N7 are used for promoting Total Quality. The goals for TQM are: Ensuring company fulfills obligations, Securing profits, Developing people (Nayatini 9) The N7 enhance the capabilities of every employee. It has a direct impact on developing the workforce. At the same time, the effectiveness and efficiency is greatly enhanced which results directly on the bottom-line. Eliminate errors and omissions Explain problems intelligibly Secure full cooperation Persuade powerfully

Slide 2 0f 4 Enhanced Keys to Organizational Reform Assess situations from various angles Clarify the desired situation Prioritize tasks effectively The N7 will lead to Organizational Reform system-wide. These keys lead to a greater set of skills. The most important being, the ability to be proactive in anticipating future problems. (Nayatini 10) Proceed systematically Anticipate future events Change proactively Get things right the first time

Slide 3 0f 4 Five Objectives of Organizational Reform which will establish a Culture that: Identifies problems Gives importance to planning The Organizational Reform establishes a system wide Culture that should result in stimulating people to think for themselves. This culture should result in a workforce that is constantly “Thinking TQM” and being “Creative with TQM”. (Nayatini 10) Stresses the importance of the process Prioritizes tasks Encourages everyone to think systematically

Slide 4 0f 4 Unstructured Problem [must be put into solvable form] The Seven New Tools Problem is mapped Problem becomes obvious to all Thoughts are easily organized Plans are easily laid Problem becomes obvious to all The N7 are techniques for untangling the intricate relationships among the different variables of a problem. Using the N7 makes it easy to clarify the situation, establish a plan, and get to the root cause of the the problem. It also makes it easier to explain the situation and get “buy-in” with their cooperation. (Nayatini 6) People understand problem Problem can be clearly articulated Nothing is omitted Nub of problem is identified Cooperation is obtained Things go well Countermeasures are on target Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984) Problem is in solvable form

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. Affinity diagram is a tool/method that gathers large amounts of intertwined verbal data. It organizes the verbal data into groups based on natural relationship. Such formation of distinct groups help a meaningful picture to emerge, thereby making it feasible for further analysis and to find a solution to the problem. (

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 Review each bullet point!

Slide 3 0f 7 Advantages of Affinity Diagrams (cont.) Fosters team spirit Raises everyone’s level of awareness Spurs to the group into action Review each bullet point! Topic Affinity Statement Data Card

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 Review each bullet point! Topic: How will we spread the N7 through out the company? Ask for actual examples!!! Brainstorming in a group - Set up rules: No criticism, anything goes, More is best, Combine and improve ideas (Nayatini 39) When collecting data: - review circumstances surrounding the problem -examine the facts from a broad perspective -summarize statements in concise sentences When reviewing verbal data: - rewrite statements in specific terms Write each item on separate data card Spread out all cards on table

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 Review each bullet point! Topic: How will we spread the N7 through out the company? Combine actual examples!!! When grouping data cards: - do not group based on logic. Do so according to tendency of a natural result of mutual affinity. -do not rely on the superficial literal meaning -avoid classifying by keywords When writing Affinity cards: - capture the essence in a single statement - avoid general, abstract statements Make new card with Affinity statement Continue to combine until less than 5 groups

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 Review each bullet point! Topic: How will we spread the N7 through out the company? When constructing and laying out diagram: - place the most important group of cards in the center

Slide 7 0f 7 Completing an Affinity Diagram Topic Affinity Statement Data Card Review the Diagram 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 Relations Diagram also known as Interrelationship diagram is a tool for finding solution to problems that have complex causal relationship. This helps to untangle and find the logical relations among the intertwined causes and effects. It is a creative process which allows for 'Multi-directional' rather than 'linear' thinking to be used. (

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 Review each bullet point!

Slide 3 0f 7 Advantages of Relations Diagrams (cont.) Makes the problem recognizable by clarifying the relationships among causes Why doesn’t X happen? Primary Cause Tertiary Cause Secondary 4th level 5th level 6th level Review each bullet point!

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 Review each bullet point! Topic: Why do accidents due to falling objects happen in the workplace? (Nayatini 21) Ask for actual examples!!! When collecting causes: -start by defining any preconditions When reviewing verbal data: -discuss the problem thoroughly for clarity before writing card When writing cards: -ensure that the statement has only one possible meaning -express each statement in a complete sentence Write each item on a card Discuss info collected until everyone understands it thoroughly

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 Review each bullet point! Topic: Why do accidents due to falling objects happen in the workplace? (Nayatini 21) Ask for actual examples!!! When writing cards: -one concise idea per card When reviewing cause-effect relationships: -keep asking why -break down problem into components -look at situation from vary angles Connect all cards by these relationships Further discuss until all possible causes have been identified

Slide 6 0f 7 Constructing a Relations Diagram Group Method Approach (cont.) Review whole diagram looking for relationships among causes Connect all related groups Review each bullet point! Topic: Why do accidents due to falling objects happen in the workplace? (Nayatini 21) Ask for actual examples!!! When reviewing relationships: -when linking cause-effect, keep pair close together -break any continual loops -look at situation from vary angles Next, complete the diagram

Slide 7 0f 7 Completing a Relations Diagram Why doesn’t X happen? Primary Cause Tertiary Cause Secondary 4th level 5th level 6th level Review the Diagram 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 Tree Diagram is a technique for mapping out full range of paths and tasks that need to be done in order to achieve a primary goal and related sub goals. Such a diagram reveals in a simple way with clarity not only the magnitude of the problem but also helps to arrive at methods which are to be pursued to achieve the results. In other words, it serves the purpose of developing the essential means to achieve an objective or goal. (

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 Review each bullet point! To Accomplish Primary means Constraints Secondary means 3rd means 4th means

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 Review each bullet point! Topic: What kind of support must managers and technical staff provide in order to keep QC circles active? (Nayatini 24) Ask for actual examples!!! General: -have a group of diverse backgrounds and experience. Ideas are more readily generated -use brainstorming to creative more ideas and objectives When setting objectives: -make sure basic objectives are compatible with the next higher objective -make sure necessary means of achieving the objective have been included Discuss means of achieving objective (primary means, first level strategy) Take each primary mean, write ob-jective for achieving it (secondary means)

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) Review each bullet point! Topic: What kind of support must managers and technical staff provide in order to keep QC circles active? (Nayatini 24) Ask for actual examples!!! When setting objectives: -make sure to scrutinize as you go to eliminate blind spots and omissions -make sure the develop the means for achieving the the objective at the level which it has to be implemented at necessary means of achieving the objective have been included When completing the diagram: -start at lowest level means and work back through the diagram. Verify each mean is capable of achieving objective Add more cards if needed Connect all levels Next, complete the diagram

Slide 5 0f 5 Completing a Tree Diagram To Accomplish 3rd means Primary means Constraints Secondary means 4th means Review the Diagram Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

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. A Matrix Diagram consists of a number of columns and rows whose intersections are checked up, to find out the nature and strength of the problem . This will help us to arrive at key ideas and analyzing the relationship or its absence at the intersection and finding an effective way of pursuing the problem solving method. This enables conception of ideas on two dimensional relationship basis. The intersection points are also called "idea conception points". (

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. Review each bullet point!

Slide 3 0f 7 Advantages of Matrix Diagrams (cont.) 5 types: L-shaped, T-shaped, Y-shaped, X-shaped, and C-shaped Review each bullet point!

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. Review each bullet point! Topic: Evaluating Strategies and Allocating Responsibilities (Nayatini 48) General: -obtain problem-solving ideas by studying relationships between vertical and horizontal subjects -solve problems effectively by using the intersections on the matrix as starting points -be objective when assessing the strength of relationships -obtain reliable data from experience supported by actual observations -obtain a consensus among a group with real experience on the topic Examine final-level means to identify whom will implement them Write names along horizontal axis

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 Review each bullet point! Topic: Evaluating Strategies and Allocating Responsibilities (Nayatini 48) General: -obtain problem-solving ideas by studying relationships between vertical and horizontal subjects -solve problems effectively by using the intersections on the matrix as starting points -be objective when assessing the strength of relationships -obtain reliable data from experience supported by actual observations -obtain a consensus among a group with real experience on the topic

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 Review each bullet point! Topic: Evaluating Strategies and Allocating Responsibilities (Nayatini 48) General: -obtain problem-solving ideas by studying relationships between vertical and horizontal subjects -solve problems effectively by using the intersections on the matrix as starting points -be objective when assessing the strength of relationships -obtain reliable data from experience supported by actual observations -obtain a consensus among a group with real experience on the topic Fill out remarks column and record meanings of symbol Next, complete the diagram

Slide 7 0f 7 Completing a Matrix Diagram Review the Diagram 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) Arrow diagrams are a network technique using nodes for events and arrows for activities for project planning, scheduling and monitoring. This is a very useful tool when we want to plan the activities of a known but a complex task or project. With the help of this tool we can workout an ideal project plan and also daily plan for not only to the main task but also for the other allied tasks and monitor their progress in an effective manner. (

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 Review each bullet point!

Slide 3 0f 7 Advantages of Arrow Diagrams (cont.) Promotes understanding and agreement among group Strategy 1 Constraints Activity 2 4 3 5 9 6 8 7 10 13 12 11 Review each bullet point!

Slide 4 0f 7 Constructing an Arrow Diagram From strategies on Tree diagram, select one (Objective of Arrow Diagram) Identify constraints to Objective Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 30) Ask for actual examples!!! General: -be specific on exact constraints of the objective When listing activities: -express each task by a unique pair -find all tasks that can be performed in parallel time frame List all activities necessary to achieving Objective Write all essential activities on separate cards

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 Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 30) Ask for actual examples!!! When reviewing activities: -use positive integers in the actual sequence (1 goes to 2, 2 cannot go to 1) -find all tasks that can be performed in parallel time frame Arrange parallel activities

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 Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 30) Ask for actual examples!!! When examining path: -use positive integers in the actual path -work from the farthest left side, then move to the next section and mark all activities before moving to next section -ensure that the diagram shows the exact correct sequence Next, complete the diagram

Slide 7 0f 7 Completing an Arrow Diagram Strategy 1 Constraints Activity 2 4 3 5 9 6 8 7 10 13 12 11 Review the Diagram Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)

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 The Process Decision Program Chart (PDPC) is a very useful and powerful method to overcome a problem or a goal to be achieved which are not familiar. With the help of PDPC we can map out all the conceivable events or contingencies that can occur in the implementation stage and also find out feasible counter measures to overcome these problems. (

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 Review each bullet point!

Slide 3 0f 7 Advantages of PDPC’s (cont.) Fosters cooperation and communication in group Easily modified and easily understood Start GOAL YES NO Review each bullet point!

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) Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 35) Ask for actual examples!!! General: -continue updating the PDPC as it unfolds -consider that contingency plans are the objective. We are looking for the possible things that can go wrong. When listing activities: -start by constructing a diagram from the initial situation to its single outcome -find all tasks that can be performed in parallel time frame Identify existing situation (Starting point) Identify constraints of objective List activities to reach goal and potential problems with each activity

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 Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 35) When reviewing activities: -if it is unclear if an item is an action or a result from that action, treat it as an action -if a sequence of actions starts heading towards an undesirable result, introduce a countermeasure to break path and divert action in another direction -you may have to loop back and start at the beginning Examine carefully to check for inconsistencies and all important factors are included

Slide 6 0f 7 Constructing an PDPC (cont.) Examine to make sure all contingency plans are adequate Next, complete the diagram Review each bullet point! Topic: Holding an In-House Training Seminar on the New Seven QC Tools? (Nayatini 35) When completing the diagram: -ensure that not too many arrows cross each other -highlight the most desirable path so that it stands out for the others

Slide 7 0f 7 Completing a PDPC Start GOAL YES NO Review the Chart 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 Matrix Data Analysis is a multivariate analysis technique called 'Principal Component Analysis'. This technique quantifies and arranges data presented in a Matrix Diagram, to find more general indicators that would differentiate and give clarity to large amount of complexly intertwined information. This will help us to visualize properly and get an insight into the situations. (

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 Review each bullet point!

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) Review each bullet point! This is an exact example. (Foster 305) Go over step by step. Sum individual ratings to establish overall ranking (Divide by number of options for average ranking)

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) Review each bullet point! This is an exact example. Go over step by step. Result is Importance Score Add up Importance Scores for each option

Slide 5 0f 6 Constructing a Prioritization Grid (cont.) Rank order the alternatives according to importance See completed the diagram Review each bullet point! This is an exact example. Go over step by step.

Slide 6 0f 6 Completing a Prioritization Grid Review the Chart Explain that this is a very complex process, but should be used as primarily a prioritizing chart/grid. 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 Affinity Diagrams Relations Diagrams Tree Diagrams Matrix Diagrams Arrow Diagrams Process Decision Program Charts Matrix data analysis 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 For a TQM culture to exist and flourish, the most important factor to consider is mental attitude. This allows for complete awareness to the problem and an eagerness to solve it. The N7 Tools assist in developing the proper mental attitude. These tools will also motivate the group to meet the challenge. To use The N7 Tools skillfully, four specific keys and abilities need to be recognized. (Nayatini 117)

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 When solving a problem using the The N7 Tools it is essential to know which stage of the problem-solving process that you have reached. Which of the tools to use depends on the clarity of the problem. Also can the problem be identified, and if the causes are known and how to eliminate them. There are three stages to the solution of the of a problem. They are: Review each bullet point! (Nayatini 121)

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) Be sure to choose the right tool for the job! When you know which stage you have reached in the problem solving, the goal will become clear and the right tool will present itself. With a Stage 1 problem, collect verbal information and use an Affinity Diagram to structure it. You will be able to identify the problem. With a Stage 2 problem, choose a tool that will enable you to identify its causes. The Relations Diagram is appropriate when complex relationships exist among causes of a single result. The Matrix Diagram is effective when there are many problems or effects and can be related in row/column format. With a Stage 3 problem, some method is needed to list and plan the activities required to solve the problem. A Tree Diagram can develop key points or strategies to achieve an objective. After the activities for solving the problem are identified, a schedule can be devise for carrying them out. An Arrow Diagram should be used for this. The PDPC can be used to develop and modified for the plan. (Nayatini 124)

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 When gathering the verbal data, it is best to use a group setting. It ensures total understanding from all participants. It is also important to distinguish the different types of verbal data. They are: Review each bullet! The goal for gathering verbal data by group discussion should include: (Nayatini 124)

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 It is essential to obtain the correct information for accomplishing the objectives. When using the N7 Tools, never construct a diagram and leave it that way. Always make some type of record of the findings, conclusions drawn, and the exact process used for constructing the diagram. This is especially true with Affinity Diagrams and Relations Diagrams. Do not forget to check the results of analysis to ensure that you have actually obtained the data you need. If you have not, it is due to insufficient data or unskillful use of the N7 Tools. (Nayatini 126)

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) Actual Exercise: Now it’s your turn to put this information to use! 1 - Take a couple of minutes to review your notes on Relations Diagrams 2 - Get in groups of 4-5 AND you MUST work as a team 3 - Your topic; “Using the New Seven QC Tool Skillfully” 4 - The actual cause cards will be handed out to your team. The card’s statements are not categorized. You will need complete that as a team. Each card will have a letter of the alphabet on the upper right corner. These letters will correspond with final solution. 5- A blank copy of the Relations Diagram will also be provided. A secondary copy will be provided with a few hints to direct you towards your goal. Good luck!

Slide 2 0f 5 ”Abilities Required for Applying New Seven QC Tools” Primary Cause Primary Cause Use N7 Skillfully Primary Cause Actual Exercise: Topic; “Using the New Seven QC Tool Skillfully” Blank copy of the Relations Diagram. Primary Cause Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)

Slide 3 0f 5 ”Abilities Required for Applying New Seven QC Tools” Cause Statements (hints are in yellow) Actual Exercise: Topic; “Using the New Seven QC Tool Skillfully” Actual cause cards with statements and corresponding letter of the alphabet. These letters will correspond with final solution of the Relations Diagram. Hints for the Relations Diagram are highlighted in yellow.

Slide 4 0f 5 ”Abilities Required for Applying New Seven QC Tools” F T Primary Cause Primary Cause Use N7 Skillfully B Actual Exercise: Topic; “Using the New Seven QC Tool Skillfully” 2nd copy of the Relations Diagram with hints provided. R Primary Cause L Y I Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)

Slide 5 0f 5 Solution for ”Abilities Required for Applying New Seven QC Tools” F S U M T E N J Use N7 Skillfully B C W G Actual Exercise: Topic; “Using the New Seven QC Tool Skillfully” Completed solution of the Relations Diagram. H R P X L Y A Z V I Q O K Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001) D

Summary 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 Benefits of New Seven Q.C. Tools Review each bullet! The N7 Tools were created for a complete design approach to promote Total Quality Management. The benefits as well as the roles of the N7 Tools will ensure that a complete Organizational Reform will occur as well as a system-wide Culture of not only “Thinking TQM” but actually “Creating TQM”. 1- Express verbal data diagrammatically 2- Make information visible 3- Organize information intelligibly 4- Clarify overall picture and fine details 5- Get more people involved Roles of New Seven Q.C. Tools

Bibliography Foster, Thomas. Managing Quality. An Integrative Approach. Upper Saddle River : Prentice Hall, Nayatani, Yoshingobu, Eiga, Toru, Futami, Ryoji, Miyagawa, Hiroyuki, and Loftus, John. The Seven New QC Tools: Practical Applications for Managers. Tokyo : 3A Corporation, “TQM: The 9 TQM Tools.” Internet

Other Quality Improvement Strategies
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. 172

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. 173

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: Prediction – Recognizing that a defect is about to occur and provide a warning. Detection – Recognizing that a defect has occurred and stop the process.

Seven Quality Tools [Statistical Process Control]

Similar presentations

Presentation on theme: "Seven Quality Tools [Statistical Process Control]"— Presentation transcript:

Similar presentations

About project

Feedback

Log in

Auth with social network:

Seven Quality Tools [Statistical Process Control]

Similar presentations

Presentation on theme: "Seven Quality Tools [Statistical Process Control]"— Presentation transcript:

Similar presentations

About project

Feedback