Alati Za Upravljanje Kvalitetom

1.
UVOD
Alati za upravljanje kvalitetom, o kojima je rije~ u ovom
radu, su veoma va`no sredstvo za postizanje, pra}enje
i unapre|ivanje kvaliteta proizvoda i procesa u smislu
otkrivanja gre{aka i otklanjanja njihovih uzroka.
ISO 9004-4 navodi 11 alata i tehnika za pobolj{anje
kvaliteta. U ovom slu~aju obradjuje se sedam alat
za djelotvorno prepoznavanje i analizu problema kao
temelj korekcijskih mjera.
Ma{instvo 4(2), 193 - 204, (1998) E.Seferovi},...:ALATI ZA UPRAVLJANJE...
- 193 -
ALATI ZA UPRAVLJANJE KVALITETOM U PRIMJENI
na primjeru vanjske mehani~ke obrade (struganje)
~eli~nog cilindri~nog dijela na kotu F 104,70,04 mm
Dr. Edhem Seferovi}, profesor, Ma{inski fakultet, Univerzitet u Sarajevu, Vilsonovo
{etali{te br.9, 71000 Sarajevo
Dipl.ing. Dervi{ êngi}, saradnik, Ma{inski fakultet, Univerzitet u Sarajevu, Vil-
sonovo {etali{te br.9, 71000 Sarajevo, "Pretis-NIS", d.o.o. Vogo{}a
REZIME
Alati za upravljanje kvalitetom posebno su va`no sredstvo za pra}enje i postizanje stabilnosti procesa te
osiguranja projektovanog kvaliteta proizvoda. To se u pravilu postiè zapisom podataka o kvalitetu kao i
dokumentovanom sprije~avanju gre{aka i rje{avanjem problema.
U radu se govori o sedam alata za upravljanje kvalitetom kroz primjer mehani~ke obrade struganjem gdje
su ovi alati uspje{no primjenjeni.
Klju~ne rije~i: histogram, poreto dijagram, korelacijski dijagram, kontrolna karta.
QUALITY CONTROL TOOLS IN APPLICATION
through example of external mechanical turning of
steel cylinder to diameter 104,70,04 mm
Edhem Seferovi}, Ph.D., Faculty of Mechanical Engineering, University of Sarajevo,
71000 Sarajevo, Vilsonovo {etali{te 9, Bosnia and Herzegovina,
Dervi{ êngi}, BsC., Mech. Engineering, Faculty of Mechanical Engineering, 71000
Sarajevo, Vilsonovo {etali{te 9, "Pretis-NIS", d.o.o. Vogo{}a,
SUMMARY
Quality control tools have especially important role like devices for tracing and achieving stability of
process and assurance of designed quality of products. It is achieved with booking appropriate infor-
mation about quality and also with documented errors prevention and solving the problem.
Seven tools for quality control through successful example of application for mechanical turning is
analysed in this paper.
Key words: histogram, poreto diagram, and correlation diagram, control map
1. INTRODUCTION
Quality control tools, which are elaborated in this
paper, are essential to obtain, follow and improve
product and process quality in terms of error check-
ing and removing causes of errors.
ISO 9004-4 gives 11 tools and techniques for qual-
ity improvement. In this particular case, seven tools
for efficient recognition and problem analysis as the
basis of correction measures are elaborated.
STRU^NI RAD
PROFESSIONAL PAPER
2. SEDAM ALATA ZA UPRAVLJANJE
KVALITETOM
u primjeni na mehani~koj obradi stru-
ganjem ~eli~nog cilindri~nog dijela na
mjeru F 104,70,04 mm
2.1. Obrazac za prikupljanje podataka
- "Strichlista"
Obrazac za prikupljanje podataka omogu}ava si-s-
temati~no prikupljanje podataka i olak{ava pozna-
vanje zakonitosti, odnosno nagomilavanja, zbog dobi-
janja jasne slike stvarnosti. On ~ini osnovu za dalju
grafi~ku obradu i bitno olak{ava analizu.
Ovom jednostavnom metodom utvrdjuju se kategori-
je gre{aka nekog prozvoda i pojavljivanje tih gre{aka
zapisuje u obliku "Strichliste" (zapis pomo}u crtica).
U na{em primjeru, struganje ~eli~nog cilindri~nog
dijela, izdvojeno je 106 elemenata ~ije su mjere date
u spisku mjera istim redoslijedom kako su elemen-
ti obra|ivani (na univerzalnom strugu "ADA" - Potis-
je).
Grupisanjem dobijenih rezultata mjerenja moè se
formirati slijede}i obrazac za prikupljanje podataka -
"Strichlista" koji pruà mnogo vi{e informacija u
odnosu na spisak mjera.
Iz obrazca za prikupljanje podataka moè se uo~iti
odre|ena stabilnost procesa (oblik Gausove krive),
te da je ve}ina elemenata ura|ena na mjeru od
104,68 - 104,72 mm {to je sredina tolerantnog polja.
Ma{instvo 4(2), 193 - 204, (1998) E.Seferovi},...: ALATI ZA UPRAVLJANJE...
- 194 -
2. SEVEN QUALITY CONTROL TOOLS
applied to mechanical turning of steel
cylinder to diameter 104,70,04 mm
2.1. Data acquisition form - "Strichlist"
Data acquisition form enables systematic data acqui-
sition and alleviates recognition of laws, i.e. accu-
mulation, to obtain clear image about reality. It rep-
resents basis for further graphical manipulation and
significantly alleviates analysis.
This simple method is used to establish error cate-
gories of a product and to register occurrence of
these errors in the form of "Strichlist" (bulleted list).
In our example, machining of a steel cylinder, 106
elements are separated, whose dimensions are
given in a dimension list at the same order as they
were machined (at the universal turning machine
"ADA"-Potisje).
Following data acquisition form - "Strichlist" can be
created by grouping obtained measuring results.
Such a form gives much more information than
dimension list.
Data acquisition form shows certain process stabili-
ty (shape of Gaussian curve), and a fact that most
elements are machined to dimension between
104,68 and 104,72 mm, that is middle of tolerance
field.
SEDAM ALATA ZA UPRAVLJANJE
KVALITETOM

1. Obrazac za prikupljanje podataka

2. Dijagram toka

3. Dijagram uzroka i posljedica
(Ishikawa dijagram)

4. Kontrolna karta

5. Histogram

6. Pareto dijagram

7. Korelacijski dijagram
SEVEN QUALITY
CONTROL TOOLS
1. Data acquisition form
2. Flow chart
3. Causes-Consequencues chart
(Ishikawa chart)
4. Control charts
5. Histogram
6. Pareto chart
7. Correlation chart
2.2. Flow chart
Flow chart is a tool whose purpose is to show com-
plicated flows with different competencies in such
way that their structure and logic are clear and
transparent. Participants can easily recognise their
particular tasks from the flow chart. Descriptive for-
mulation of complete flow would be much harder to
understand and to perceive.
Figure 1 shows flow chart for our example of
mechanical turning.
2.2. Dijagram toka
Dijagram toka je alat ~ija je svrha da komplikovane
tokove sa razli~itim nadle`nostima i zadacima toka
prikaè, da njihova struktura i logika bude jasna i
transparentna. Iz dijagrama toka u~esnici lahko pre-
poznaju svoje razli~ite zadatke. Opisno formulisanje
cjelokupnog toka bilo bi mnogo teè shvatiti i sagle-
dati.
Na slici br. 1. prikazan je dijagram toka za na{ pri-
mjer mehani~ke obrade elemenata.
- 195 -
104,70 104,71 104,70 104,71 104,72 104,69
104,72 104,74 104,73 104,72 104,73 104,74
104,75 104,66 104,65 104,67 104,69 104,69
104,68 104,69 104,70 104,71 104,70 104,71
104,72 104,71 104,72 104,70 104,70 104,71
104,70 104,71 104,72 104,73 104,72 104,73
104,74 104,76 104,67 104,66 104,64 104,66
104,67 104,68 104,68 104,69 104,69 104,68
104,69 104,69 104,70 104,69 104,70 104,71
104,69 104,70 104,70 104,71 104,71 104,72
104,71 104,72 104,70 104,70 104,73 104,72
104,71 104,71 104,72 104,73 104,73 104,74
104,75 104,67 104,65 104,66 104,67 104,68
104,68 104,67 104,68 104,69 104,69 104,70
104,69 104,70 104,68 104,69 104,68 104,68
104,69 104,71 104,70 104,72 104,70 104,71
104,71 104,73 104,71 104,73
Mjera
(
104,7
0,04)
Broj elementata

104,64 I 1
104,65 II 2
104,66 IIIII 5
104,67 IIIII III 8
104,68 IIIII IIIII I 11
104,69 IIIII IIIII IIIIII 16
104,70 IIIII IIIII IIIII III 18
104,71 IIIII IIIII IIIII II 17
104,72 IIIII IIIII II 12
104,73 IIIII IIII 9
104,74 IIII 4
104,75 II 2
104,76 I 1
Ukupno 106
Spisak mjera
Dimension list
Obrazac za prikupljanje podataka
Data acquisition form
2.3. Dijagram uzroka i posljedica
(Ishikowa dijagram)
Dijagram uzroka i posljedica (koji se tako|e naziva
Ishikawa dijagram ili dijagram "riblja kost") je grani~ki
prikaz, koji prikazuje uzroke u zbijenom obliku
logi~no i stepenasto. Ova metoda se pripisuje Kaoru
Ishikawi, koji ju je po~etkom 50-tih godina uveo u
japansku industriju ~elika.
Prema njegovom iskustvu odre|eni u~inak rijetko
po~iva na jednom jedinom uzroku, pogotovo ne na
onome, koji se ~ini da leì na dlanu. Naprotiv,
mogu}e uzroke naj~e{}e treba traìti u slijede}a
~etiri polja:
~ovjek,
stroj,
metoda,
materijal.
Pri prakti~noj primjeni metode slobodno se defini{u
vlastita polja, koja odgovaraju ispitivanom u~inku.
tako se ~esto kao druga polja mogu}ih uzro~nika
javljaju Mitwelt (okolina) i Management (upravljanje).
- 196 -
2.3. Causes-Consequences chart
(Ishikawa chart)
Causes-Consequences chart (also known as
Ishikawa chart or "Fish-bone" chart) is boundary
review, which shows causes in compressed way
logically and stepped. Kaoro Ishikawa, who intro-
duced it in 1950's into the Japanese steel produc-
tion, develops this method.
According to his experience, certain impact is
seldom caused by one single cause, especially
on the obvious one. Contrary, possible causes
should be searched for in the following four
fields:
man
machine
method
material
In practical use of this method, it is permitted to
define own fields that are appropriate for selected
performance. Mitwelt (environment) and Management
are often found as other fields of possible causes.
START
DOSTAVA
PRIPREMAKA
Kontrola
pripremaka
OBRADA
STRUGANJEM
Kontrola
DORADA
[KART
STOP
ZA[TITA I
PAKOVANJE
STOP
DA
DA
NE
[KART
STOP
NE
Slika 1. Dijagram toka
Figure 1. Flow chart
Da bi se analizom odredili uzroci za odre|enu
posljedicu, korisno je ispitati sve mogu}e uzroke za
jedan identifikovani problem prema dijagramu uzro-
ka i posljedica, ispitati njihovu prisutnost i u~inak,
te pomo}u principa islju~ivosti (teìnskom analizom)
izbaciti uzroke koji ne dolaze u obzir.
Pri formiranju dijagrama uzroka i posljedica prvo se
unese ispitivani u~inak (u na{em slu~aju "dorada i
{kart") desno na kraju vodoravne crte. Zatim se
granaju skupine glavnih uzroka (~ovjek, alat, ma{ina
i ostalo) u obliku riblje kosti. Pri tome se primje-
njuju kreativne tehnike, kao npr. "branstorming", uz
u~e{}e {to vi{e stru~njaka kojim je nastali problem
blizak. Na taj na~in se defini{u mogu}i pojedina~ni
uzroci unutar glavnih uzroka (npr. motivacija,
stru~nost, bolest i umor unutar uzroka ~ovjek) i
upisuju se na horizontalnim strelicama (slika 2.).
Me|usobnim upore|ivanjem va`nosti uzroka, odno-
sno, teìnskom analizom (slika 3.) dolazimo do ste-
pena prioritetnosti uzroka kako pojedina~nih tako i
glavnih.
Na dijagramu se prioriteti u odnosu na uklanjanje
gre{aka obiljeàvaju odgovaraju}im oznakama kao na
slici 2.
Analiziraju}i dijagram uzroka i posljedica za na{
primjer moè se zaklju~iti:
- 197 -
To obtain causes for some consequence by analy-
sis, it is useful to examine all possible causes for
some identified problem according to the cause-con-
sequence chart, to examine their presence and
effect, and to eliminate inappropriate cause by the
exclusiveness principle (weight analysis).
During the creation of cause-consequence chart,
examined effect should be entered first (in our case
"upgrade and waste") to the right, at the end of hor-
izontal line. Then, groups of main causes (man, tool,
machine et al.) are branched out in the shape of
a fish-bone. Creative techniques should be used
during that process, for example "brainstorming",
with participation of as much experts for that par-
ticular problem as possible. In such way, possible
single causes are defined and entered at the hori-
zontal arrows (fig. 2.).
By comparison of the importance of causes, i.e.
weight analysis (Fig. 3.) priority level of causes is
obtained, single ones, as well as main ones.
Priorities, compared with removal of errors, are
marked with appropriate signs at the chart, as
shown in Fig. 2.
By analysing cause-consequence chart for our exam-
ple, following can be concluded:
Slika 2. Dijagram uzroka i posljedica (Ishikowa dijagram)
Fig. 2. Causes-Consequences chart (Ishikawa chart)
To eliminate waste and upgrade in analysed
process, it is necessary to give priority to the solv-
ing of the following causes:
- cutting tool,
- worker motivation,
- worker skillness.
Cause-consequence chart can be universally used,
especially for:
- Improvement of process because of optimisation
productivity, expenses etc.
- Analysis of errors, complaints and other imperfections.
Graphical representation documents complexity of
problem being researched. Primary influence causes
become clear. According to that chart, different pos-
sible causes can be examined, confirmed or reject-
ed, with main goal: to concentrate measures to the
centre of cause.
Da bi se eliminisali {kart i dorada u analiziranom
procesu potrebno je prioritetno rje{avati slijede}e
uzroke:
- rezni alat,
- motivacija radnika,
- stru~nost radnika.
Dijagram uzroka i posljedica je univerzalno prim-
jenljiv naro~ito za:
Pobolj{anje procesa sa svrhom optimiziranja, pro-
duktivnosti, tro{kova itd.
Analizu gre{aka, reklamacija i drugih nedostataka.
Grafi~kim prikazivanjem dokumentuje se komplek-
snost istraìva~kog problema. Pos-taju jasni uticajni
primarni uzroci. Na osnovu tog dijagrama mogu se
ispitati, potvrditi ili odbaciti razli~iti mogu}i uzroci, sa
svrhom koncentrisanja mjera na teì{te uzroka.
- 198 -
ôvjek Motivacija Stru~nost Bolest Umor

Motivacija 2 2 2 6
Stru~nost 0 2 2 4
Bolest 0 0 1 1
Umor 0 0 1 1
Alat Rezni alat Stezni alat Hla|enje Podmazivanje

Rezni alat 2 2 2 6
Stezni alat 0 1 1 2
Hla|enje 0 1 1 2
Podmazivanje 0 1 1 2
Ma{ina
Broj
obrtaja
Suport
Elektro-
motor
Centri~nost

Br. obrtaja 1 1 1 3
Suport 1 1 1 3
El.motor 1 1 1 3
Centri~nost 1 1 1 3
Ostalo Materijal Tehnologija
Uslovi
rada
Temperatura

Materijal 2 2 2 6
Tehnologija 0 2 2 4
Uslovi rada 0 0 1 1
Temperatura 0 0 1 1
ôvjek Alat Ma{ina Ostalo

ôvjek 1 2 2 5
Alat 1 2 2 5
Ma{ina 0 0 1 1
Ostalo 0 0 1 1
Slika 3. Teìnska analiza uzoraka
Figure 3. Weight analysis of causes
2.4. Kontrolne karte
Kontrolna karta, kao ~etvrti alat u ovom pregledu
alata za upravljanje kvalitetom, omogu}ava prikazi-
vanje pada toka o kvalitetu u jednom dijagramu sa
definisanim grani~nim vrijednostima, sa svrhom
pravovremenog prepoznavanja i pode{avanja odstu-
panja od planiranog toka procesa.
Cilj svakog preduze}a je ekonomi~na proizvodnja
koja odgovara zahtjevima za kvalitet proizvoda. Iz tog
razloga proizvodni procesi moraju biti tako koncipi-
rani, pra}eni i upravljani da prakti~no sve proizve-
dene jedinice ispunjavaju zahtjeve postavljene u
specifikacijama. Kontrolne karte su alat koji je veoma
efikasan za pra}enje i upravljanje procesima.
To je obrazac za grafi~ko prikazivanje vrijednosti, koje
se dobivaju ispitivanjem neprekidnog niza uzoraka i
koji se, nakon njihovog upisivanja, upore|uju sa kon-
trolnim granicama i ako je to potrebno, sa granica-
ma upozorenja, sa svrhom upravljanja kvalitetom.
Poznato je vi{e modela kontrolni karata koje se
primjenjuju u zavisnosti od karaktera procesa koji se
prati.
U na{em primjeru mehani~ke obrade, obzirom da se
prati samo jedan parametar - vanjski pre~nik ele-
menata, najprikladnija je X - karta ili karta mjera -
kako se jo{ naziva.
Smatraju}i izuzetu koli~inu, od 106 elemenata, je-d-
nim uzorkom ura|ena je odgovaraju}a X - karta sa
tolerancijskim granicama i granicama upozorenja,
slika 4.
- 199 -
2.4. Control charts
Control chart, as the fourth tool in this survey of
quality managing tools, enables demonstration of
quality flow decession in a chart with defined
boundary values, to recognise and to adjust retreat
of planned process flow at the right time.
Every company's aim is economical production,
which is in accordance with product quality
requests. Because of that, production processes
should be designed, followed and managed to prac-
tically all produced units fit into requests set in
specification. Control charts are tools, which is very
effective to follow and manage the process.
It is a form for graphical representation of values
obtained by examination of continuous set of spec-
imens, which are, after entering the data, compared
with control boundaries and, if necessary, with warn-
ing boundaries, to perform quality control.
There are several models of control charts, which
are being used depending on followed process
character.
In our example of mechanical turning, since only
one parameter is being followed, external diameter
of the cylinder, the most appropriate chart is X-chart,
sometimes called "dimension-chart".
Excepted quantity of 106 elements is assumed as
one specimen, appropriate X-chart with tolerance
boundaries and warning boundaries is created, fig.
4.
Slika 4. X-karta (karta mjera)
Figure 4. X-chart (dimension chart)
Analiziraju}i ura|enu kontrolnu kartu moè se jasno
uo~iti da je potrebno nakon svakih 20 - 25 ura|enih
elemenata izvr{iti regulisanje procesa kako bi se
sprije~ila dorada elemenata. Regulisanje procesa u
ovom slu~aju se vr{i korekcijom reznog alata ili
parametara operacije struganja. Tako|e se moè
uo~iti nepravovremeno reagovanje na pribliàvanje
mjera elemenata granicama upozorenja {to je izaz-
valo {kart - 3 elementa i doradu - 3 elementa.
2.5. Histogram
Histogram je klasi~ni grafi~ki prikaz relativnih u~estalosti
vrijednosti karakteristika (izmjerenih vrijednosti) nekog
procesa, sa svrhom razja{njenja {irine rasipanja i
teì{ta raspodjele (poloàj, oblik). Na taj na~in se lahko
moè uo~iti zakonitost i trend procesa.
Izgled histograma za primjer koji je predmet ovog
rada prikazan je na slici 5.
Ve} na prvi pogled moè se zaklju~iti da histogram
ima pravilan oblik - Gausova kriva {to ukazuje na
odre|enu stabilnost procesa. Simetri~no je ra-
spore|en oko sredine tolerantnog polja {to dokazu-
je centriranost procesa. Ono {to je negativno u
ovom slu~aju je {irina rasipanja, {to uzrokuje pojavu
dorade i {karta jer odre|en broj elemenata izlazi iz
propisanih tolerancijskih granica, F 104,70,04 mm.
- 200 -
By analysing finished control chart, it is clear that
after every 20 to 25 produced elements, process
should be regulated to prevent upgrade of elements.
Process regulation in this case is being performed
by correction of cutting tool or machining operation
parameters. Also, it is noticeable that slow reaction
to element's dimensions approaching to warning
boundaries caused waste of 3 elements and
upgrade of 3 elements.
2.5. Histogram
Histogram is classical graphical exposition of rela-
tive frequencies of characteristic's values (measured
values) of some process, whose aim is to explain
the dissipation width and median (place, shape). In
that way, it is easy to notice existence of principles
and process trend.
The shape of histogram for the example, which is
subject of this paper, is shown on the figure 5.
At the first sight, one can conclude that histogram
has regular shape - Gaussian curve, and that shows
certain stability of process. It is symmetrically dis-
tributed around the middle of tolerance field, which
proves centreness of process. What is negative in
this case is width of dissipation, which causes
waste and necessity of upgrade, because some ele-
ments are out of allowed tolerance boundaries,
104,70,04 mm.
Slika 5. Histogram
Figure 5. Histogram
2.6. Pareto dijagram (ABC analiza)
Pareto analiza je slikovito prikazivanje informacija
zbog pronalaènja iz velikog broja uticajnih faktora,
koji su sa odredjenog stanovi{ta, na primjer sa
stanovi{ta tro{kova, od najve}e va`nosti. Ova ana-
liza pokazuje, da vrlo ~esto mali broj uzroka proizvo-
di najve}i dio u~inka.
S tim u vezi poznato je pravilo 80/20, koje kaè da
20% uzroka ~ini oko 80% sveukupnog u~inka /
posljedica. Ova se iskustva mogu upotrijebiti za
odre|ivanje prioriteta korekcionih i preventivnih
mjera.
Za izradu Pareto dijagrama prvo se prikupe svi
zapaèni fenomeni (npr. vrste gre{aka) istraìvanog
problema. Kao slijede}e mora se utvrditi, koji }e kri-
terij (u~nika) odlu~ivati s obzirom na istraìvani pro-
blem o reagiranju pojedinih kategorija.
Kao slijede}i koraci:
za svaku kategoriju se odre|uje udio u sveukup-
nom u~inku i izra~unava postotni udio;
utvr|uje se redoslijed kategorija prema pripada-
ju}im u~incima;
za svaku se kategoriju u skladu sa tim redoslije-
dom sabiraju u~inci;
taj zbir u~inaka se grafi~ki prikazuje redoslijedom
kategorija.
Za na{ primjer analizirano je koliki su u~inci poje-
dinih uzroka u doradi elemenata izraèno u vre-
menskim jedinicama. Rezultati te analize dati su u
tabeli na slici 6.
Na osnovu ura|ene analize, do koje se do{lo
pra}enjem procesa, ura|en je Pareto dijagram slika 7.
Iz Pareto analize i dijagrama se jasno vidi da tri
uzroka (rezni alat, motivacija i stru~nost) "proizvode"
83% dorade elemenata. Zbog toga su na dijagramu
- 201 -
2.6. Pareto chart (ABC analysis)
Pareto analysis is illustrative way to display informa-
tion, so it is possible to find between large num-
ber of influence factors which one of them, for
example costs, is of most importance. This analysis
shows that very often, small number of causes have
influence in most of results.
In relation with it, the rule 80/20 is known. That rule
says that 20% of causes makes around 80% of total
results / consequences. These experiences can be
used to define priority of correction and preventive
measures.
To create Pareto chart, it is necessary to collect all
noticed phenomena (for example, kinds of errors) of
examined problem. Next step is to decide which cri-
terion (of result) will be chosen for decision con-
cerning researched problem about reaction of sin-
gle categories.
As following steps:
- part of total result is defined for each category,
also percental;
- order of categories is defined according to their
results;
- results for every category are summarised;
- that sum of results is then graphically displayed
in order of categories.
In our example, it is analysed how big are results
of single causes in upgrade of element, expressed
in time units. Results of that analysis are given in
table at figure 6.
According to performed analysis, which has been
derived by following the process, Pareto chart is
created, as in fig. 7.
It is clear from Pareto analysis and chart that three
causes (cutting tool, motivation and skillness) "pro-
Red.
br.
Uzrok dorade Dorada (min) % Kumulativ
1. Rezni alat 226 40,7 40,7
2. ôvjek-motivacija 138 24,8 65,5
3. ôvjek-stru~nost 97 17,5 83
4. Pripremak 35 6,4 89,4
5. Tehnologija 22 3,9 93,3
6. Ma{ina 18 3,3 96,6
7. Radni uslovi 7 1,3 97,9
8. Hla|enje 6 1,1 99,0
9. Podmazivanje 4 0,7 99,7
10. Stezni alat 2 0,3 100,0
555 100%
Slika 6. Pareto analiza
Figure 6. Pareto analysis
i izdvojena 3 podru~ja A, B i C (zbog ~ega se ova
analiza naziva i ABC analiza) ~iji su u~inci u dora-
di slijede}i:
- Podru~je A (1, 2, 3) = 83,0%
- Podru~je B (4, 5, 6) = 13,6%
- Podru~je C (7, 8, 9 i 10) = 3,4%
Ova analiza ukazuje na neophodnost rje{avanja
problema dorade otklanjanjem prvenstveno uzroka u
podru~ju A ~ime bi se eliminisalo 83% dorade.
Svaki drugi pristup zna~io bi utro{ak vremena i
energije uz veoma male efekte (jer recimo podru~je
C sa 4 uzro~nika uti~e na "samo" 3,4% dorade) {to
bi svakako demotivisalo stru~njake koji rade na
smanjenju dorade.
- 202 -
duce" 83% of element upgrade. Because of that,
there are 3 areas at the chart: A, B and C (because
of that this analysis is also called ABC analysis)
whose results in upgrade are as follows:
- Area A (1, 2, 3) = 83,0 %
- Area B (4, 5, 6) = 13,6 %
- Area C (7, 8, 9 and 10) = 3,4 %
This analysis shows that it is necessary to solve the
problem of upgrade by removing firstly causes in
the area A, which eliminates 83 % of upgrade. Any
other approach would be waste of time and ener-
gy with very small effects (because area C with 4
causes has influence to "only" 3,4 % of upgrade)
what would surely demotivate experts who work on
upgrade reduction.
Slika 7. Pareto dijagram
Figure 7. Pareto chart
2.7. Korelacijski dijagram
Korelacijski dijagram ili dijagram rasipanja je grafi~ki
prikaz odnosa pripadaju}ih varijabli, zbog prepozna-
vanja veze izmedju njihovih vrijednosti. Iz njega se
vidi kako se sa promjenom nezavisne varijable X
mijenja zavisna varijabla Y.
Za primjer posmatrane mehani~ke obrade usposta-
vljena je korelacija izmedju vanjskog pre~nika i mase
obradjivanog elementa.
U tabeli na slici 8. dati su odnosi pre~nika eleme-
nata i njihove mase.
Na osnovu te tabele ura|en je korelacijski dijagram
prikazan na slici 9.
Iz dijagrama se vidi da je izmedju navedenih para-
metara (pre~nik i masa) uspostavljena jaka pozitivna
korelacija.
Korelacijski dijagram ima zna~ajnu prakti~nu prim-
jenu u procesima u kojima je oteàno pratiti neki
parametar direktno, ve} se mora to u~initi indirekt-
no preko drugog lak{e mjerljivog parametra, pri
~emu se mora uspostaviti odgovaraju}a korelacija
izmedju istih.
3. ZAKLJUÂK
Primjenom sedam alata za upravljanje kvalitetom na
primjenu mehani~ke obrade struganjem sa ciljem
smanjenja dorade i {karta uz pronalaènje uzroka i
otklanjanja istih moè se zaklju~iti:
- Proces obrade elemenata struganjem nije dovoljno
stabilan, te ga treba nakon ura|enih 20 - 25 ele-
- 203 -
2.7. Correlation chart
Correlation chart or dissipation chart is graphical
display of relations between variables, because of
recognition of connection between their values. It
shows that change in independent variable X results
with change in dependent variable Y.
In examined example of mechanical turning, corre-
lation between external diameter and mass of
machined element is established.
Table shown in figure 8 gives relations between
diameter and mass of element.
According to that table, correlation chart shown in
figure 9 is created.
From that chart it is obvious that there is strong
positive correlation between these parameters (diam-
eter and mass).
Correlation chart has significant practical use in
processes where it is hard to follow some para-
meter directly, and it must be done indirectly
through some other parameter that is better for
measuring and there must be correlation between
them.
3. CONCLUSION
With application of seven quality management tools
to example of mechanical turning with aim to reduce
upgrade and waste, with recognition and removal of
causes, following can be concluded:
- Process of machining is not stable enough, and
it has to be regulated after 20 - 25 produced ele-
Masa (kg)
14,40 14,41 14,42 14,43 14,44 14,45 14,46 14,47 14,48 14,49 14,50 14,51 14,52
104,64 X
104,65 X X
104,66 X X
104,67 X X
104,68 X X
104,69 X X
104,70 X X
104,71 X X
104,72 X X
104,73 X X
104,74 X X
104,75 X X
104,76 X
Slika 8. Tabela korelacije pre~nika / masa
Figure 8. Table of correlation between diameter and mass
menata regulisati. Regulisanje se odnosi prvenstveno
na korekciju reznog alata ili parametara mehani~ke
obrade.
- Glavni faktori koji uti~u na pojavu dorade i {karta
su: rezni alat i ~ovjek (motivacija i stru~nost). Elim-
inisanjem ova dva uzroka dorade i {kart bi bili
smanjeni za vi{e od 80%.
LITERATURA:
[1] OSKAR - Centar za razvoj i kvalitet d.o.o.,
Zagreb: "Sistemi upravljanja kvalitetom u primjeni"
[2] JP UNIS - "PRETIS", Vogo{}a: "Kontrolni izvje{taji
i zapisi (o pra}enju procesa)"
- 204 -
ments. Regulation is related mainly to correction of
cutting tool or parameters of machining.
- Main factors that have influence in need for
upgrade and increased waste are: cutting tool and
man (motivation and skillness). By eliminating of
these two causes, upgrade and waste would be
reduced for more than 80 %.
14.39
14.40
14.41
14.42
14.43
14.44
14.45
14.46
14.47
14.48
14.49
14.50
14.51
14.52
14.53
104.62 104.64 104.66 104.68 104.70 104.72 104.74 104.76 104.78
pre~nik (mm)
m
a
s
a

(
k
g
)
Slika 9. Korelacijski dijagram
Figure 9. Correlation chart

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