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7 QC Tools PDF
7 QC Tools PDF
7 QC Tools:
The Lean Six Sigma Pocket
Toolbook
Pareto Diagram
10
11
Pareto Diagram
(Using EXCEL)
12
13
20 100.00%
15 80.00%
60.00%
10
40.00%
5 20.00%
0 0.00%
k
DP ed
t p DP
d
or d
er
ec
de
re
r
ca
nt
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de
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i
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a
ov
tc
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at
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ne
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rw
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ar
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14
15
16
17
18
19
20
21
22
23
24
25
source: Moen, Nolan and Provost, Improving Quality Through Planned Experimentation
26
27
28
Conceptual
view
of SPC
29
source: Donald Wheeler, Understanding Statistical Process Control
Process
Stability
vs.
Process
Capability
31
source: Juran and Gryna, Quality Planning and Analysis, p. 380-381.
32
33
source: Brian Joiner, Fourth Generation Management, pp. 138-139.
In a common cause
situation, there is no such
thing as THE cause.
Brian Joiner
34
Take this example: In finance we set a budget. The actual expenditure, month by
month, varies - we bought enough stationery for three months, and thats going to be
a miniblip in the figures. Now, the statistician goes a step further and says, How do
you know whether its a miniblip or theres a real change here? The statistician says,
Ill draw you a pair of lines here. These lines are such that 95% of the time, youre
going to get variation between them.
Now suppose something happens thats clearly outside the lines. The odds are
somethings amok. Ordinarily this is the result of something local, because the
system is such that it operates in control. So supervision converges on the scene to
restore the status quo.
Notice the distinction between whats chronic [common cause] and whats sporadic
[special cause]. Sporadic events we handle by the control mechanism. Ordinarily
sporadic problems are delegable because the origin and remedy are local. Changing
something chronic requires creativity, because the purpose is to get rid of the status
quo - to get rid of waste. Dealing with chronic requires structured change, which has
to originate pretty much at the top.
Source: A Conversation with Joseph Juran, Thomas Stewart, Fortune, January 11, 1999, p. 168-170. 36