TQM

Top Management commitment

Work with Improve

processes continously

Focus on the
customer

Base decisions Involve

on facts everyone

Systems view

Work with continuous

improvements

A P

S D
nt
eme
mp rov
i
ous
tinu
Quality assurance
Co n

KAIZEN

Work with continuous

improvements

Act Plan

Study Do

1
 Problem Solving with the
PDSA-circle
Act Plan
7M-Tools

Fishbone

7QC-Tools

Study Do

The 7 QC-Tools

7QC-tools

Control Chart Pareto diagram

•• •
• •••
• •
Scatter plots Data collection Histogram

Stratification Ishikawa Diagram

2
 Data Collection

A IIII IIII II 12
B
C
IIII
IIII
IIII IIII I 16
III 8
Base decisions on facts!
D IIII IIII IIII III 18

Think about:
the aim of data collection!
Which data and why shall they be collected?
Who shall collect?
Where shall be collected?
How shall be collected?

Histogram (Frequency diagram)

For a quick perception of the mean value and the d
• Collect data
• Find lowest and highest value
• Calculate/set the intervals and interval size
• Make a table of the frequencies
14

• Plot Histogram 12
10
8
6
4
2
0
29 30 31 32 33 34 35 36 37 38 39 40 41

Pareto diagram

Find the few important reasons !

the vital few and the trivial many
80 – 20 rule
• Class data
• Collect data in a table
• Calculate the cumulative values
• Plot pareto diagram

3
 Stratification
Separate data of different origin !
" Output of machines"
40
20
0
5 10 15 20 25 30 35 40 45

20
Machine A: 0
5 10 15 20 25 30 35 40 45

40
20
Machine B: 0
5 10 15 20 25 30 35 40 45

Scatter-Plot
Weight

100

90

80

70

60

50

150 160 170 180 190 200 210 Length

Scatter plot
• Watch out for nonsens-relations, but remember that they
can be used.

no. of born
kids

no. of stork couples

4
 Control Diagram, Shewart diagram

Control
process’ limits
mean value

Ishikawa / Fishbone diagram

• Define the problem
• Use e.g. Brainstorming to identify main causes
• find all ”bones” for the main causes and the sub-causes
• Continue as long as it is reasonable

• Make things ”bony”!

Ishikawa diagram
main cause 1 main cause 2
sub-cause 13 sub-cause 21
sub cause 11
su
su

sub-cause 12
b-
b-

su
su

b-
b-

ca
ca

us
us

Problem
e
e

13
13

2
1

main cause 3

Management
Milieu Man
Material Method
Machine
Measure

5
 The 7 Management-Tools

Take care of different kinds of data

•Quantitative Data,
i.e. those measured in numbers.

•Qualitative Data,
i.e. those valued in statements.

How to get a successful analysis?

Fakts
Knowledge & Experience
Procedure
Diagram

6
 When to use 7M-tools?
• Problems are of the kind…

– Facts are unsure and difficult to understand.

– Thoughts are unorganized.
– preconceived opinions make it difficult to reach
a consensus / goal.
– the existing ideology has to be exchanged.

The 7 Management-Tools
• Affinity diagram
• Tree diagram
• Matrix diagram
• Relation diagram
• Matrix data analysis
• Process decision program chart
• Arrow diagram

Which questions are

answered?
What? ⇒ Affinity diagram What is the problem?

Why? ⇒ Relation diagram Why does it exist?

How? ⇒ Tree diagram What is it´s structure?

Which? ⇒ Matrix diagram Which are important?

If not? ⇒ Process decision

program chart If it doesn’t work?

When? ⇒ Arrow diagram When shall we do it?

7
 Affinity diagram
Main heading
affinity
heading A heading B

Data Data
affinity affinity
Data Data

eader Car

Ultimate What's What's rsts for Franke Overall Marketing Product ssues Involved i
oduct Developme Successfully
Customer Important to metable Informati Competition That Make Campaign Material Characteristic
I f ti D i P d t C iti D i Information Marketing the IM
Need Video
Need Available fo Must Convince Are Established No Name Need to Marke If Marketing only Records of
Full Production Need Don't Know how
Potential Export? Mfg. Engineer Producers in Brand Secretly to Ca Through Car Crash Tests
Availability of Predicted Life Different Mode
in Car Th M k t? R iti Companies Companies, What
If Exported, rototypes in Adequa C l D t N dt B
Need What is the First Try at How to Effectivel
License or Must Convince What Are there Crash Must meet or
Birth Availability of Price of Non-Body Demonstrate
M d H ? Design marketing Situations Exceed
Prototypes in C titi C t Product
Must Guage Do Consumers Adequate M di t Wh it W 't F d l C
Public What is Has Competition Don't Usually Defining Its
Prefer to Buy on Build on Need Failure Need
Cost to Tried This Market; Fill Advantage Over
Their Own or as Industry Mode Federal
Auto Mfg ? D i B f Od Present Products in
Need to
Need Cost of What Type o
Know Abou First Major When to
Needed Auto Warranties
Aft k Multi-Part Publicize
Modifications Off d?
A bl
How Much
Need to
Customers What are Profit First Will Auto Simulate Late
Willi t P ? Margins from car Product Mfg. Supply F d lC h
Company Down to Aft k t?

Relation diagram

PROCESS & RESULTAT

GRUNDLÄGGANDE ORSAKER

RESULTAT

Relationsdiagram
över problemet "anställda saknar förståelse
för behovet av ständig kvalitetsförbättring".

FÖRLUSTER EJ
DOKUMENTERADE
ACCEPTANS AV PLANERING AV
ELLER DEFINIERADE
STATUS QUO ARBETET

VAD SOM GÖRS IDAG ANSES FÖR MÅNGA PROJEKT

FUNGERA OCH BELÖNAS SAMTIDIGT OREALISTISK TIDS-
TILLDELNING

UPPTAGNA MED
MAXIMERA AVDEL- ANSTÄLLDA SAKNAR
NINGENS VINST FÖRSTÅELSE FÖR BEHOVET AV SAKNAR TID FÖR
STÄNDIG KVALITETS ATT UTVECKLA SIG
FÖRBÄTTRING

UPPTAGNA MED SAKNAR INCITAMENT FÖRBÄTTRINGSARBETET

KORTSIKTIGA FÖR FÖRBÄTTTRINGS- KONKURRERAR MED
VINSTMÅL ARBETE ANDRA SYSSLOR

LEDNINGEN FÖREGÅR
EJ MED GOTT
EXEMPEL

8
 Tree diagram
Full Production
Availability of
Prototypes in
Product Adequate Numbers
Development
Timetable Availability of
Prototypes in
Adequate

Must Convince
Mfg.
Engineers in

Must
Convince

What is
What's Cost to
Important to
Auto
Need Cost of
Needed Auto
Modifications

What are Profit

Margins from car
Company Down to
Dealers>

Need Video
Records of
Crash Tests

How to Effectively
Marketing
Demonstrate
Material

cause 11
Defining Its
Advantage Over
Present Products in
Market

Need
Predicted Life

Are there Crash

Situations
Where it Won't

Need Failure
Mode

What Type of
Warranties
Offered?
Product

cause 1 cause 12
Characteristic
Information Need to
Simulate
Late Federal

Don't Know
how
Different

Must meet or
Exceed

Problem
Federal Crash

Need Federal
Guidelines

Need to
Market
Secretly to

Successfully What

cause 2 cause 21
Marketing marketing
IMP System
Build on
Industry

Overall
Campaign When to
Publicize

Will Auto
Mfg. Supply
Aftermarket?

If Marketing only
Through Car
Companies, What
Role Does Frankel

Need
Potential

cause 22
Need
Birth

Must Gauge
Public Response

Need to Know
About
Aftermarket

Ultimate
Customer How Much
Customers
Willing to

Available
for

If Exported,
License or
Made Here?

Do Consumers
Prefer to Buy on
Their Own or as a

No Name
Brand

First Try at
Non-Body
Components

Firsts for Don't Usually

Frankel That Market; Fill
Make Product Orders

First Major
Multi-Part
Assembly

First Product
with

Are
Established
Producers in

What is the
What's
Price of
Competition
Competitive

Has Competition
Tried This
Design Before

Improvement-Program
• Quality-círcles
• Suggestion-schemes
• Kaizen

Qualitycircles
• Developed in Japan in the 60ies
• Stimulates studies in quality
• Creates a forum discussion of
quality problems
• Very successful in Japan
• ”Flopp” in the West?

9
 Kaizen
• Change to the better
• Based on statistical tools and methods
• A continuous circling in the PDSA-circle
• Focuses on everbody´s involvement

ABB T50
Time reductions in the order cycle

Before After
Tap changers 86 38 days
Standard AC motors 47 12
Standard DC motors 30 15
Robots 20 15
Standard ABB Master 60 30
Instrument transformers 75 18
Surge arrestors 43 24
HVDC contracted for delivery 3 2 years

Xerox

Identifying &
Selecting Xerox was able to achieve the following
Problem improvements (1981-1986) as a result of
1 the Leadership Through Quality process:
Evaluating Analyzing
Solution Problem • Product cost reduced by 10% per year
6 2
PROBLEM • Design cost reduced by 33%
SOLVING • Materials cost reduced by 12% per year
PROCESS
• Prototype cost reduced by 50%
Implementing Generating
Solution Potential • Inbound logistics reduced by 13% per year
5 Selecting Solutions • Production lead time reduced by 65%
& 3
• New product development reduced by 50%
Planning
Solution • Market share increased by 20%
4

10