10 - Tools for Quality

Chapter 10
The Tools of Quality
10- 1
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall.
Strategic Quality Planning
Chapter 10
Improving the system

Ishikawa’s basic seven tools of quality
Seven new tools for improvement
Other tools for performance
measurement
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Improving the System
The business must balance the needs of

the basic functional areas:
Supply Chain Management
Marketing
Accounting
Human Resources
Operations
Engineering
Strategy
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A quality system uses the business

model with a focus on the customer and
includes the dynamics of continual
improvement, change, planning and
renewal.
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Quality System
Model
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Ishikawa’s Seven Basic Tools of Quality
 Process maps
 A closer look at Quality
 Check sheets
 Histograms
 Scatter plots
 Control charts
 Cause and effect diagrams
 Pareto analysis
 And - Seven new tools for improvement
(N7)
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Logical Map of the Order of the Basic Seven (B7) Tools
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1. Process maps
A picture of the process
The first step of the process is to create

a map of the process as it exists.
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 Process maps

 Using simple symbols chart the
process from the beginning.
Basic
Mapping
Symbols
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 Process maps
 Develop a general process map and

then fill it out by adding more detail or a
sub flowchart to each of the elements
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 Process maps
 Step through the process by interviewing

those who perform it- as they do the work
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 Process maps
 Determine which steps add value to the

process and which don’t in an effort to
simplify the work.
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 Process maps
 Before simplifying work, determine

whether the work really needs to be done
in the first place.
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Process
Mapping: Home
Occupation
Process- Current
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Process
Mapping: Home
Occupation
Process-
Proposed
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Steps in Process Mapping include:
1. Settling on a standard set of process mapping symbols to be used.

2. Clearly communicating the purpose of the process map to all the
individuals involved in the exercise.
3. Observing the work being performed by shadowing the workers
performing the work.
4. Developing a map of the process.
5. Reviewing the process map with the employees to make needed
changes and adjustments to the process map.
6. Develop a map of the improved process.
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 10 - 17
Process Map with Responsibility of Existing Process
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Process Map with Responsibility of Existing Process
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 A closer look at quality

 Extended Process Mapping of Supply
Chains
 Map
 Supplier process
 Receiving
 Internal Processes
 Shipping
 Customer service processes
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Supply Chain Map for Global Corp.
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Improved Supply Chain Map
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2. Check Sheets
 Data gathering tools
that can be used in
forming histograms
 They can be either
tabular or schematic
Copier Project Check Sheet

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3. Histograms
 A representatio
n of data in a
bar chart
format
 Also used to
observe the
shape of data.
 “How are the
data distributed
?”
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3. Histograms
 The are several rules for developing
histograms
1. The width of the histogram bars must
be consistent
2. The classes mutually exclusive and all-
inclusive or collective exhaustive
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Buat histogram
 McDonald’s ingin melakukan Analisa mengenai waktu
pelayanan Drive-through pada salah satu cabangnya.
Setelah dilakukan pengamatan didapat data berikut ini
 Buat tabel distribusi frekuensi, frekuensi relative dan

absolut dan buat histogramnya

A rule of thumb for the number of

classes:
# of # of Classes
Observations
9 to 16 4
17 to 32 5
33 to 64 6
65 to 128 7
129 to 256 8
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4. Scatter Diagrams
 Used to examine the relationship between
variables (X & Y)
 Relationship between a cause and an effect,
between one cause and another, or between one
cause and two others
 Sometimes used to identify indicator variables in
organization.
 Quite easy to develop using the charting facilities
in spreadsheets packages such as Excel.
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Scatter plot of the relationship between conformance data and

prevention and appraisal quality related costs
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Healthy People Inc.

Relationship between absenteeism and the number of overtime hours worked
by employees
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Interpreting scatter diagram

Suppose you have been
working on your process of
getting to work within a certain
time. What causes in the
process affect the time it takes
you to get to work?
There are many possible
causes, including traffic, the
speed you drive, the time you
leave for work, weather
conditions, etc. Suppose you
have decided that the speed
you drive is the most important
cause

Langkah pengerjaan

5. Control charts
 Used to determine whether a process will produce a
product or service with consistent measurable
properties.
Two Control
Charts usually
used together
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 Cause and effect diagrams

 The “Fishbone” or Ishikawa
Diagram
 Looks like the skeleton of a fish
 The head is the problem
 The ribs are the major causes
 Sub-causes forming smaller
“bones” off of the ribs.
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6. Cause and effect diagrams

 State the problem clearly in the head of
the fish
 Draw the backbone and ribs
 Ask the participants to identify the
major causes of the problem
 Continue to fill out the diagram asking
“Why?” about each problem or cause
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6. Cause and effect diagrams

 It usually takes no more than five
levels of questioning … “Five why’s”
 View the diagram and identify core
causes
 Set goals to address the core
causes
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Ishikawa diagram for a wood mill experiencing problems with
wobbling blades in its saws
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Example
 Case : lates
delivery of goods

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 Pareto Analysis
 Used to identify and prioritize

problems to be solved
 Aided by the 80/20 rule
 80% of the problems are created
by … 20% of the causes
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 Pareto Analysis
 Information must be selected based

on types or classification of defects
 Data must be collected and classified
into categories
 A frequency chart is constructed
showing the number of occurrences
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 Pareto Analysis
 Steps used include:
 Gathering categorical data relating to
quality problems
 Drawing a frequency chart
 Focusing on the tallest bars of the
frequency chart first
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Pareto Chart showing non-standardized procedures for setting up copying jobs
are the most frequently occurring problem causing slow setups
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 Seven new tools for improvement

(N7)
 GOAL/QPC recommends that the N7

tools be used in a “Cycle of Activity”
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Seven new tools for improvement (N7)
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Seven management and planning tools: typical flow
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 The Affinity Diagram creates a hierarchy

of ideas
1. Identify the problem
2. Have the team members write down
issues
3. Allow 10 minutes for this activity
4. Lay out the written cards on a flat surface
so that all can see them
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 The Affinity Diagram creates a hierarchy of

ideas
5. Let everyone move the cards into groups
silently
6. If you disagree – say nothing but move the
card
7. You have reached consensus when all cards
are in groups and no one is moving them
8. Draw the affinity diagram
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Affinity Diagram
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 Seven new tools for improvement (N7)

The Interrelationship Digraph after
completing the affinity diagram
1. Construct an affinity diagram
2. Examine the cards one by one asking
“What other issues are caused or
influenced by this issue?” Draw a one
way arrow from the first issue to the
second
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(N7)
3. Count the number of arrows pointing
to each note
4. Identify the cards with the most
issues as the “key factors”
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(N7)
5. Draw a double box around the key
factors and brainstorm ways to
address these issues
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Interrelationship Digraph
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Interrelationship Digraph
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The Tree Diagram is useful to identify the
steps needed to address the given
problem
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(N7)
 The Prioritization Grid is used to make
decisions based on multiple criteria. It
involves assigning percentages and
weights to each criterion and ranking
them.
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 Seven new tools

for improvement
(N7)
 The Matrix
Diagram is similar
to the quality
function
deployment
 It is used as a
brainstorming tool
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(N7)
 The Process Decision Program Chart is a
tool to help brainstorm possible
contingencies. Steps are:
1. Develop a tree chart, placing first level
boxes in sequential order
2. Moving the second level list
implementation details at a fairly high
level
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 The Process Decision Program Chart is a tool to
help brainstorm possible contingencies. Steps are:
3. At the third level ask “What could go awry?”
4. At the fourth level Brainstorm counter measures to
the third level
5. Evaluate the countermeasures for feasibility
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Process Decision Program Chart
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 Seven new tools for

improvement (N7)
 The Activity Network
Diagram is used in
controlling projects
 Also known as PERT
(program evaluation and
review technique)
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Other Tools for Performance Measurement
 Spider Charts
 Graphs that
represent multiple
metrics
simultaneously in a
two-dimensional
plane
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 Balanced Scorecards
 Important tool for measuring performance
 Usually spreadsheets
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 Dashboards
 Quickly
communicate
performance
levels
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Summary
Improving the system

Ishikawa’s basic seven tools of quality
Seven new tools for improvement
Other tools for performance
measurement
10- 87
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
10- 88

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Chapter 10

The Tools of Quality

Improving the system

The business must balance the needs of

A quality system uses the business

Logical Map of the Order of the Basic Seven (B7) Tools

A picture of the process

The ﬁrst step of the process is to create

A picture of the process

A picture of the process

 Develop a general process map and

A picture of the process

 Step through the process by interviewing

A picture of the process

 Determine which steps add value to the

A picture of the process

 Before simplifying work, determine

Steps in Process Mapping include:

1. Settling on a standard set of process mapping symbols to be used.

 A closer look at quality

Copier Project Check Sheet

 Buat tabel distribusi frekuensi, frekuensi relative dan

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 10 - 28

A rule of thumb for the number of

Scatter plot of the relationship between conformance data and

Healthy People Inc.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 10 - 35

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 10 - 37

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 10 - 40

 Cause and effect diagrams

6. Cause and effect diagrams

6. Cause and effect diagrams

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. 10 - 51

 Used to identify and prioritize

 Information must be selected based

 Seven new tools for improvement

 GOAL/QPC recommends that the N7

 The Aﬃnity Diagram creates a hierarchy

 The Aﬃnity Diagram creates a hierarchy of

 Seven new tools for improvement (N7)

 Seven new tools for improvement

 Seven new tools for improvement

 Seven new tools for improvement

 Seven new tools

 Seven new tools for improvement

 Seven new tools for improvement (N7)

 Seven new tools for

Improving the system

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