7 QC Tools Presentation

MAXWELL CENTRE FOR TRAINING & DEVELOPMENT
WEL COMES
Workshop on
Seven QC Tools & Problem Solving
DATE: 12.11.11
7 QC training Page1
OBJECTIVES OF THE PROGRAM
• Develop Problem Solving Skills
• Application of 7QC tools to solve Problems
• Describe Step by Step procedure to solve the problems
7 QC training Page2
Problem Solving Activities
By By By
Experience Theoretical Systematic
/Gutt approach approach
feeling
50 : 50 chances 100% OK, but
Need more Experience need Experts
in all subjects Application of 7QC tools
100%
7 QC training Page3
QCC definition
What happens when we do not follow

a systematic approach ?
7 QC training Page4
1 2
3 4
? How do I Go out ?
7 QC training Page5
PROBLEMS SOLVING STEPS
1. Define Problem
2. Observation
3. Analysis
4. Action
5. Check
6. Standardization
7. Conclusion
7 QC training Page6
Flowchart for problem solving
Define Problem
Check No
results
Observation OK?
Yes
Analyze Standardise
Implement actions Conclusion
Plan for further improvement
7 QC training Page7
QC TOOLS & TECHNIQUES
7 QC TOOLS
1. Check Sheet
2. Pareto Chart
3. Stratification Diagram
4. Cause & Effect Diagram
5. Histogram
6. Graphs & Control Chart
7. Scatter Diagram
7 QC training Page8
PROBLEM
7 QC training Page9
Problem Identification
Requirement
Gap
Actual
7 QC training Page10
Problem Identification
GAP DUE TO
PROBLEMS
Time
From where to select problems ?
 Customer complaint ( Internal , External )

 Line stoppage ( Low production,M/c & Fixture Break down)
 Daily rejection Safety , Poor 2S issues (Accident, Leakage)
 Wastes / Losses (in material handling, cycle time , NVA )
 High consumption / cost ( Tools, Consumables, Raw material )
Follow team approach
Hold meetings and Discuss about the selected project

Problem statement -
A well defined problem

is
Half solved.
Problem Definition ?
• Clear
• Specific
• Measurable
• In terms of results
• Negative statement
Problem statement should state …
What - is the problem
Where - the problem occurred
When - the problem occurred
Who - is involved
&
How much
OBSERVATION
• Data collection
• Gemba observation
• Check sheet
• Pareto diagram
• Stratification
OBSERVATION
Conclusion form the observation should not be from

The opinion but should be based on the facts
Who is the best student ? Opinion

Kumar !!!
Kumar scored 400 out of 500 marks.
Manish scored 390 out of 500 marks.
Observation collected using Check sheet indicates
Individual subject marks scored by KUMAR & MANISH
Subject KUMAR MANISH

Tamil 86 72
English 85 82
Maths 100 82
Science 95 84 Fact
Computer science 34 70
!!!
Total 400 390
Pass mark : 35, KUMAR – failed, MANISH – passed
OPNION Vs FACT
CHECK SHEET
Check sheet is a data collection tool

The function of a check sheet is to present information in an
efficient, graphical format. Check Sheet is a simple process of
translating Opinions into Facts. This may be accomplished with
a simple listing of items.
Types of Check Sheet
Indiscrete value such as height, Discrete value such as no. of
weight, length, time & temp., recording errors, no. of Item
Etc. sold & Rejections etc.
Measured Counted
Data Data
Point Scale
Primary
Data Check Data
Sheet
1 Point, 2 Point YES / NO or

… etc.
Ordered  / X - Type
Data
Very Good, Good, No

Good … - Type
Ordered data check sheet
CHECK SHEET FOR PAINT QUALITY

# Time of check Quality
1 10.00 Good
2 11.00 Very Good
3 12.00 Good
4 13.00 Good
5 14.00 Very Good
6 15.00 Bad
7 16.00 Good
8 17.00 Good
Example: Quality of painting in paint shop can be

classified as good, very good, bad etc.
Point scale data check sheet
CHECK SHEET FOR STAR RATINGS

(Two Wheelers Model)
# Company Rating
1 DUCATI
2 HERO MOTOR
3 TVS
4 BAJAJ
5 HONDA
6 YAMAHA
Example: Star ratings of motorcycles
Measured data check sheet
Data of bush diameters (grinding opn) in 1st Shift
Sl. No. Diameter Range No. of components
1 25.010 – 25.015 02
2 25.015 – 25.020 05
3 25.020 – 25.025 08
4 25.025 – 25.030 10
5 25.030 –25.035 14
6 25.035 – 25.040 29
7 25.040 – 25.045 33
8 25.045 – 25.050 36
9 25.050 – 25.055 40
10 25.055 – 25.060 43
11 25.060 – 25.065 52
12 25.065 – 25.070 42
13 25.070 – 25.075 19
14 25.075 – 25.080 15
15 25.080 – 25.085 11
16 25.085 – 25.090 09
17 25.090 – 25.095 05
18 25.095 – 25.100 02
Total 375
Counted data check sheet
Sl. No. Year No. of Units

1 2001 – 02 187500
2 2002 – 03 310800
3 2003 – 04 413400
4 2004 – 05 468700
5 2005 – 06 503000
6 2006 – 07 568700
7 2007 – 08 763600
8 2008 – 09 766200
9 2009 – 10 1062000
Example : Sales of Computers
Primary data check sheet
Quality Control Department

Sl. No. Employee Name Suggestion award
1 Naveen Yes
2 Bgargava No
3 Sandeep Yes
4 Venkat No
5 Mani Yes
6 Murthy Yes
7 Velu Yes
8 Suresh Yes
A check sheet with yes or no type data
Example of check sheet
Defect check sheet

Month ,day
11/1 2 3 4
Component
1
2
3
4
5
6
7
8
9
10
No. of
defects
Example of check sheet
Expenses Check sheet
# Expense Amount in
Rs
1 House Rent 1500
2 Electricity & Water Bill 250
3 Cable TV Bill 150
4 News paper bill 100
5 Milk 450
6 Maid servant 150
7 Groceries 2000
8 Entertainment 200
9 Travel 300
10 Educational 1000
11 Hospital 200
12 Loan repayment 1000
13 Clothes 200
14 Petrol 400
15 Others 300
CHECK SHEET
Why Data?
The data are essential
To analyze the past and present situation
To initiate control/counter measures
To find out root cause
For prevention and recurrence
To understand the improvement results
CHECK SHEET
Data you collect need to be:
 Sufficient
 Relevant
 Representative
 Contextual
CHECK SHEET
 A large computer manufacturer needed to improve its

competitiveness.
 Target: reducing the lead time for one of its most popular
products
 Existing data revealed it took 5–10 days to fulfill orders
 Management’s goal: 95% of orders for % completed
Factory within 3 days
this product filled within 3 days 1 73%
 At the end of several months, the 2 47%
results from the regional plants
were reported 3 83%
Surely serious issue with factory # 2, 4 67%
right?
5 76%
CHECK SHEET
 The company discovered that the manufacturing plants

defined “orders filled within 3 days” differently.
 Factory 2 counted the day the order was placed as Day 1. The
other factories counted the day after the order was placed as
Day 1. When Factory 2 recalculated its performance rate the
same way as the other factories its number jumped up to
77%.
% completed
Factory within 3 days
1 73%
2 47% = 77% when calculated the same
way as the other factories.
3 83%
4 67% What lessons do you take away
5 76% from this case study?
CHECK SHEET
CONSTRUCTION OF A CHECK SHEET
 Clearly identify the purpose of the data collection

 Decide on how to gather data
 Decide on the time period during which data will be
collected
 Design a form that is clear and easy to use
 Collect the data consistently & honestly
CHECK SHEET
Uses of Check sheet
 To grasp the past and present situation

 To stratify
 To monitor the changes through time
 To monitor the improvement result
 To confirm the standards
Pareto diagram
 Pareto charts are used to identify and prioritize problems to
be solved.
 They are actually histograms aided by the 80/20 rule adapted
by Pareto an Italian Economists.
 Remember the 80/20 rule states that approximately 80% of
the problems are created by approximately 20% of the causes.
Vital Few,
Trivial Many
Pareto diagram
 Helps to give direct attention & effort to important problems

 Helps to determine Priorities
 Helps to find vital few and Trivial Many
 Use Pareto to focus on the principal aspect of problem
 Helps to select specific causes to make effective

improvement
Pareto diagram
Understand the
Importance of Vital
few from Trivial many
Pareto diagram
CONSTRUCTION OF PARETO DIAGRAM
 Information must be selected based on types or classifications of
defects that occur as a result of a process.
 Re-order the frequency of occurrences of defect type in the
descending order - Column 2.
 Determine the cumulative (Cumm) percentage of the total for
each defect type -Column 3.
 Draw and label the left vertical axis.
 Draw and label the horizontal axis.
 Draw and label the right vertical axis.
 Draw the bars to represent the effect of each contribution.
 Draw a line graph to represent the cumm percent of the total.
Pareto diagram
CONSTRUCTION OF PARETO DIAGRAM

Factor Frequency % Frequency Cum %
A
B
C
..
Total N
Pareto diagram
Data collection through check sheet
Sl.No Nature of rejection Quantity
1 ID more 10
2 ID less 2
3 Burr 12
4 Cracks 45
5 Chamfer less 20
STEP 1 6 Surface finish defects 2
7 Plating 1
8 Coating thickness variation 5
9 Peel off 8
10 Scales 66
11 Under cuts 15
12 Burnout 4
13 Not answering to gauge 6
14 Damages 4
Pareto diagram
Arrange data in the descending order
Sl.No Department No. of Visitors
1 scales 66
2 Cracks 45
3 Chamfer less 20
4 Under cuts 15
5 Burr 12
STEP 2 6 ID more 10
7 Peel off 8
8 Not answering to gauge 6
9 Coating thickness variation 5
10 Burnout 4
11 Damages 4
12 Surface finish 2
13 ID less 2
14 Plating defect 1
200
Pareto diagram
Calculate the relative % for individual
Sl.No Department Nos. Relative %
1 scales 66 33.0
2 Cracks 45 22.5
3 Chamfer less 20 10.0
4 Under cuts 15 7.5
5 Burr 12 6.0
STEP 3 6 ID more 10 5.0
7 Peel off 8 4.0
8 Not answering to gauge 6 3.0
9 Coating thickness variation 5 2.5
10 Burnout 4 2.0
11 Damages 4 2.0
12 Surface finish 2 1.0
13 ID less 2 1.0
14 Plating defect 1 0.5
200
Pareto diagram
Calculate the cumulative % for individual
Sl.N Department Nos. Relative % Cumulative %
o
1 scales 66 33.0 33.0
2 Cracks 45 22.5 55.5
3 Chamfer less 20 10.0 65.5
4 Under cuts 15 7.5 73.0
STEP 4 5 Burr 12 6.0 79.0
6 ID more 10 5.0 84.0
7 Peel off 8 4.0 88.0
8 Not answering to gauge 6 3.0 91.0
9 Coating thickness 5 2.5 93.5
variation
10 Burnout 4 2.0 95.5
11 Damages 4 2.0 97.5
12 Surface finish 2 1.0 98.5
13 ID less 2 1.0 99.5
14 Plating defect 1 0.5 100.0
200 100
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In nos
0
25
50
75
100
125
150
175
200
Materials
Marketing
Plant
Maintenance
Finance
Service
Production
Engineering
Personnel
Dept
Information
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Systems
Stores
Research &
Pareto diagram
Development
Others
Quality
Factory
production
Manufacturing
Planning
0
25
50
75
100
In %
Pareto
7 QC training
In nos
0
25
50
75
100
125
150
175
200
66
Materials
45
Marketing
Plant
20
Maintenance
15
Finance
12
Service
Production
10
Engineering
8
Personnel
Dept
Information
6
Page46
Systems
5
Stores
Research &
4
Pareto diagram
Development
4
Others
2
Quality
Factory
2
production
Manufacturing
1
Planning
0
25
50
75
100
In %
Pareto
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In nos
0
25
50
75
100
125
150
175
200
Materials
33
66
Marketing
45
55.5
Plant
20
65.5
Maintenance
15
Finance
73
12
Service
80 % 79
Production
10
84
Engineering
Few
Vital
8
Personnel
88
Dept
Information
Page47
6
91
Systems
5
Stores
93.5
Research &
4
Pareto diagram
95.5
Development
4
Others
97.5
Quality
98.5
Factory
2
99.5
production
Manufacturing
1
100
Planning
0
25
50
75
100
In %
Pareto
Stratification diagram
Strata meaning Groups
Stratification diagram is used to find

a clue to the problem by investigating
further details
Stratification diagram
Examples:
• Know the models that sell and that don’t sell, by stratifying
the sales by model
• Stratify the defective products into those that can be reworked

and those to be disposed off.
Stratification of Assembly defects (Aug-Sep’11)
200
60 55
45 150
45 150
100
Nos
%
30 100
50
15 50
25
0 0
Plant A Plant B M/c Shop Fabrication Painting Assembly
100
90
75
60
COMPONENT WISE
Nos
50
25
0
Sub assly Main Assy
Stratification -Example
Drill broken
Operation wise
Machine wise
Drill supplier wise
Drill material wise
Drill life wise
Drill depth wise
Cutting condition wise
(coolant,material etc.)
ANALYSIS
• Brain storming
• Cause & effect diagram
Process of arriving at root causes
- All problems or Non Conformities we have in our work
unit are the results of some action. If we check them
carefully, we know that they have several causes
- Finding a clue to solve the problem or non-conformance

is most urgent.
- Brainstorming by all people concerned enables them to

gradually clarify a complicated problem and determine the
causes on which action can be taken easily
- Writing a cause and effect diagram enables us to identify

in a systematic manner the results ( Characteristics) and
the possible causes (factors). Which is useful for solving
the problem
Conduct brain storming session.
 TO IDENTIFY THE PROBLEM

 TO IDENTIFY CRITICAL CAUSES
 TO FIND THE SOLUTION
 TO PREVENT THE PROBLEM
BRAIN STORMING
:
WHAT IS BRAIN STORMING?
Brain Storming is a technique to obtain creative ideas from a
group of persons in a shortest possible time on an effect. Brain
Storming plays an important role to build a Cause & Effect
Diagram.
WHY BRAIN STORMING?
 To Identify the Problem
 To Identify the critical Causes
 To find the solution
 To Prevent the Problem
BRAIN STORMING SESSION
• Let all the members speak freely & give ideas
• Encourage wild ideas
• Quantity rather quality of ideas
• Suspend judgment on good or bad
• Ride on another ideas
• Never criticize other persons opinions
• Never prohibit a person from different angles / facets
• Write down all the view points
• List to causes / ideas
• Leader / facilitator need to guide the members in
generating ideas
CAUSE & EFFECT DIAGRAM
CONSTRUCTION OF CAUSE & 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 Main Cause of the problem(I.e Man, Machine,
Method & Material)
 Write in all the detailed possible causes in each of the Main
Causes.
 Each cause identified should be looked upon for further more
specific causes
 View the diagram and evaluate the main causes.
CAUSE & EFFECT DIAGRAM
Grouping can be done mostly based on 4Ms or 4Ps.
MAN PEOPLE
MACHINE PLANT / POLICY
MATERIAL PRODUCT
METHOD / MEASUREMENT PROCESS
Cause & Effect diagram
Cause ????????? Effect
WHY ????????? WHAT
Cause & Effect diagram
Groups
Causes
METHOD MATERIAL
Sub cause
(Effect)
Sub-sub cause
MAN MACHINE
The EFFECT is stated on the right side of the diagram and the
CAUSES are listed to the left.
Cause & Effect Diagram
Mechanism of Quality of
Copying Machine Copying Paper
Many Copying Errors!

Malfunction of
Running out
Smudges on the the roller
of stock
copied surface
Printing too Too thin
Internal devices not lightly
working smoothly Dampened
Folded
Deterioration of
Error in
performance due
Keyboard handling placement of Dirt on the
to high
error paper (setting glass
temperatures
its face up) surface
Error in selecting a
Dust
scale of reduction Error in Nicotine-
selecting stained
shading
User Surrounding
Environment
Cause & Effect Diagram
Process of arriving at root causes
sub-cause 1
cause 1
Effect
Causes Why Why Why
Sub Why Why analysis

cause
aaa bbb cccc
Last Why X Action Cause & Action
Why – Why analysis
# CAUSES WHY WHY
Earth and main wire No Visual identification for Both wires made of same
1 interchanged during assembly Main & Earth wires Colour ( Black )
Last Why Opposite action

Both wires made of Both wires made of
SAME
Colour ( Black )
X DIFFERENT
Colour (Green &red)
SESSION 3
ACTION
• Development of solution
• Conduct trial
• Monitoring
Development of Solution
Discuss and develop various ideas / counter measures.
Development of Solution
Consult with Unit manager or Experts.
Conduct trial
CHECK
Before After
20
improvement
done
15
10
No.of Defects
0
1 2 3 4 5 6
Date
7 8 9 10 11 12 13 14 15
CHECK
If trail results are encouraging.
Benefits :
 Improvement in Delivery, Quality, Cost, Productivity,
Morale, EHS
Histogram
 Histogram is a graphical representation of data and shows the

frequency of data.
 Histogram provides the easiest way to understand the
distribution of data. It gives the Birds eye view of the variation
in Data set.
 Describe the information on location, spread and shape that
enables the user to interpret the Process behavior.
 It indicates whether the process is operating under Normal /
stable conditions.
Histogram
DEFINITIONS
Class:- Is a category with lower and upper boundary value.
Class Width:- Width of the class.
Frequency:- No. of observations falling in the class.
STEPS FOR CONSTRUCTING HISTOGRAM

 Collect Min 50 no. of readings (N). 50 readings should be
continuous data.
 Determine Max value and Min value & Calculate Range.
Range = Max – Min.
 Record the measurement unit (MU) used. This is usually
controlled by the measuring instrument least count.
Histogram
STEPS FOR CONSTRUCTING HISTOGRAM – Contd..

 Determine No. of classes (k), as below.
No. of Class (k) = N
 Determine Class Width (CW), as below
Class Width (CW) = Range / k
 Construct the Frequency Distribution Table, as shown in the
next slide.
Histogram
Class Tally Frequency

L1 – U1
L2 – U2
…
Upto Max value
Total N
Where L1 = Minimum value – (1/2*Measurement Unit)
U1 = L1 + Class Width
L2 = U1,
U2 = L2 + Class Width & so on.
Histogram
 Determine the axis for the graph. Place “Class” on X axis and
“Frequency” on Y axis.
 Mark off the classes, and draw rectangles with heights
corresponding to the measurement frequencies in that class.
 Title the histogram. Give an overall title and identify each
axis.
Histogram

HISTOGRAM – GRAPHICAL REPRESENTATION.
Histogram
HISTOGRAM – INTERPRETATIONS:
NORMAL
• Depicted by a bell-shaped curve. Most frequent measurement

appears as center of distribution & less frequent
measurements taper gradually at both ends of distribution.
• Indicates that a process is running normally (only common
causes are present).
Histogram
WEIGHT OF EMPLOYEES
Mid
Class00 Interval Frequency Tally Frequency
value
1 39.5 – 42.5 41 II 2
2 42.5 – 45.5 44 III 3
3 45.5 – 48.5 47 IIII IIII 8
4 48.5 – 51.5 50 IIII IIII IIII 12
5 51.5 – 54.5 53 IIII IIII IIII IIII IIII 20
6 54.5 – 57.5 56 IIII IIII IIII IIII IIII IIII 24
7 57.5 – 60.5 59 IIII IIII IIII 12
8 60.5 – 63.5 62 IIII IIII 8
9 63.5 – 66.5 65 III 3
10 66.5 – 70.0 68 II 2
Histogram
Example of a Histogram
Normal Distribution
Mean = 49.997 Histogram of sleeve diameters
Std Dev = 0.0396
KS Test p-value = .1657
30
25
20
Frequency
15
10
0
49.9 to <= 49.92 to 49.94 to 49.96 to 49.98 to 50.0 to <= 50.02 to 50.04 to 50.06 to 50.08 to
49.92 <= 49.94 <= 49.96 <= 49.98 <= 50.0 50.02 <= 50.04 <= 50.06 <= 50.08 <= 50.1
Inside diameter
• Here the histogram shows the sleeve diameter.

• From histogram we can infer that max no.of observations is around 49.997
CHECK
Types of distribution
• The shape of the distribution gives a more clear picture
than mean or standard deviation
• From the distribution we can deduce the peak value of
frequency and symmetry of the data range
(i) Normal distribution

Normal distribution is commonly used
type.Here the values are symmetric
about the center and area gives the
value of probability
Histogram
HISTOGRAM – INTERPRETATIONS:
BIMODAL
 Distribution appears to have two peaks. May indicate that

data from more than one process are mixed together
• Materials may come from 2 separate vendors
• Samples may have come from 2 separate machines.
CHECK
(ii) Positively skewed
Values are more concentrated in one
side nearer to origin of x line.
Here most of the values lies in the
lower part of the values of histogram
(iii) Negatively skewed

Values are more concentrated in one
side far from the origin
Values lies in the higher part of the
values of histogram
CHECK
(iv) Bi modal distribution

In this type of distribution, there are
two peak values of frequency
(v) Multi modal distribution

There are number of peak values of
frequency
Control charts
 Graphical representation of data to understand the behavior
of the process.
 Developed by Dr.Walter.A.Shewart in 1920s in Bell Telephone
Labs.
 Is a statistical approach to study the continuous process
variation in order to make improvements in the process
effectiveness.
 The chart contains three horizontal line. One centre line and
other two called as Upper control limit (UCL) and lower
control limit (LCL).
Control charts
• Centre line represents the Average line. UCL & LCL are the
limits for process.
• These control limits are chosen so that if the process is in
control, nearly all of the sample points will fall between them.
• As long as the points fall within the control limits, the
process is assumed to be in control, and no action is
necessary.
Control charts
Upper Limit
X
Lower Limit
Unacceptable
deviation
Control charts
 Even if all the points plot inside the control limits, if they
behave in a systematic or nonrandom manner, then this is an
indication that the process is out of control.
 Very Useful for online monitoring and controlling the process.
CONTROL CHARTS - USES

 It is a proven technique for improving productivity.
 It is effective in defect prevention
 It prevents unnecessary process adjustments.
 It provides diagnostic information.
 It provides information about process capability
Control charts
TYPES:-
 Variable types.
 Xbar-R Chart
 Pre Control Chart
 I-MR Chart
Control charts
TYPES:-
 Attribute type
 P Chart
 np Chart
 C Chart
 U Chart
Graphs
GRAPHS:-
 Graphs are used for data collection
 Graphs used for monitoring the performance and compare
with the targets
 Provides visual & simple representation of data.
 Easy for understanding the situation.
TYPES:-
 Line Graphs
 Bar Graphs
 Pie Charts
 Multiple Charts
Graph&control charts
Pie chart - Composition of sales turnover 2009-10
Other
Export Sales Spare parts
income
1% sales
1%
6%
OE sales
92%
Bar chart - Sales performance
275
300 Plan for
Rs Million x 100 2011-12
250
178 192
200 160
131
150
104
83
100 63
42
27
50
0
'02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09 '09-10 '10-11 '11-12
Line chart - Hourly output of Workmen
46
45
45
44
43
43
42 42 42
42
41
40
40
39
38
37
Jan Feb Mar Apr May Jun
GRAPHS
GRAPHS - APPLICATION:-
Graph Application
Line Graph Online monitoring of sales, rejection,
rework, etc. wrt targets.
Bar Graph Useful for presenting the

performance for a period.
Pie Graph Presenting % contribution(% share of
business).
Multiple graph Monitoring two or more factors in a
single graph.
Scatter diagram
 Scatter Diagrams are used to study and identify the possible

relationship between the two different sets of variables. Two
factors which are considered to be having Cause & Effect
Linkage.
Scatter diagram
CONSTRUCTION :
 Begin with Cause & Effect you think that they are related.
 Collect two pieces of data and create a summary table of the
data.
 Draw a diagram labeling the horizontal and vertical axes. It is
common that the “cause” variable be labeled on the X axis
and the “effect” variable be labeled on the Y axis.
 Plot the data pairs on the diagram.
 Interpret the scatter diagram for direction and strength.
Scatter diagram
Positive co relation : Hardening Temperature VS Hardness
35
30
25
20
Series1
15
10
5
0
0 5 10 15 20
Increasing trend indicates the positive relation.
Scatter diagram
Negative co relation : Speed Vs. Mileage
350
300
250
200
Series1
150
100
50
0
0 100 200 300 400
Decreasing trend indicates the negative relation.
Scatter diagram
No co relation : No of Blow Holes Vs. Tool Material
700
600
500
400
Series1
300
200
100
0
0 100 200 300 400
No correlation
STANDARDISATION
Standard
Standardization
Various standardization documents
STANDARD
An agreement established for a process/product etc,

for the purpose of unification and simplification
so that profit or convenience may be obtained with
fairness among people concerned.
STANDARDISATION
The systematic activities of

establishing and utilizing standards
“The best way of doing things”
STANDARDISATION
Benefits of standardisation
• It helps in doing a specific activity :
- the same way
- by different people
- at all times
without leading to any mistake.
• Man dependant to Man independent

• Creates a rich knowledge base for future reference.
Benefits out of Problem solving through team approach
 More knowledge about work

 Communication skills
 Problem solving skills
 Working in Groups
 Creativity
 Sense of achievement
 Positive attitude
 Interest towards work / company
 Better health
QC Story - steps
1. Problem
1.1 Define the problem
1.2 Importance of problem
1.2 Theme & Target
1.3 Schedule for Improvement
2. Observation
2.1 Data collection
2.2 Genba observation

;
QC Story sub - steps
3. Analysis
3.1 Cause & Effect diagram level 1 – Possible causes
3.2 Cause & Effect diagram level 2 – Probable causes
3.3 Cause verification - Finding the relation ship with problem
3.4 Cause & Effect diagram level 3 –Strong relation causes
3.5 Arrival of root causes through Why- Why analysis.
QC Story - steps
4. Action
4.1 Development of solutions
4.2 Implementation of counter measure
5. Check
5.1 Checking of Effects and Side effects
5.2 Arrival of benefits
QC Story - steps
6. Standardization
6.1 Updation of relevant documents
6.2 Training for doers
7. Conclusion
7.1 Horizontal deployment of improvement
7.2 Action plan for remaining problems
7.3 Learnings
Suggested Steps for Problem Solving
Step 1
Identification of Work related problem
Generate a list of problems using ‘BRAINSTROMING” and
prioritize problems using A,B,C analysis
Step 2
‘PARETO ANALYSIS’ or ‘RATING’ based on past data or system
Step 3
Define the Problem Using ‘FLOW DIAGRAM’
Step 4
Analyze the Problem
‘DATA COLLECTION’ on the problem on all possible aspects.
7 QC training
Suggested Steps for Problem Solving – contd.
Step 5 Identification of Causes
BRAIN STROMING and make CAUSE and EFFECCCT DIAGRAM
Step 6 Find out the Root Causes
Identifying the main causes in ‘CAUSE and EFFECT DIAGRAM’ by
DATA COLLECTION and discussion.
Step 7 DATA ANALYSIS
Using techniques LINE GRAPH, BAR GRAPH, PIE GRAPH, AREA GRAPH,
HISTOGRAM, STRATIFICATION, SCATTER DIAGRAM etc.
Step 8 Developing Solution
Using ‘BRAIN STROMING’
Step 9
Foreseeing Probable Resistance
Identifying the probable constrains and finding ways to overcome them.
7 QC training
Suggested Steps for Problem Solving – contd.
Step 10
TRIAL IMPLEMENTATION AND CHECK PERFORMANCE
Data collection after implementation compared with the data collected before
solving the problem.
Step 11
REGULAR IMPLEMENTATION
Once Validity is checked and improvement observed with data, regular
Implementation can be effected.
Step 12
Follow up / Review
Implement evaluation procedure, use control Chart, have six monthly
Report for evaluation.
7 QC training
ARCHERS TARGET
THE OBJECTIVE IS TO HIT THE BULLS EYE
#1 #2
#3 #4
7 QC training
THE OBJECTIVE IS TO HIT THE BULLS EYE
#1 #2
accurate accurate
not precise precise
#3 #4
not accurate not accurate
precise not precise
7 QC training
7 QC training

7 QC Tools Presentation

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MAXWELL CENTRE FOR TRAINING & DEVELOPMENT

• Develop Problem Solving Skills

• Application of 7QC tools to solve Problems

• Describe Step by Step procedure to solve the problems

What happens when we do not follow

Implement actions Conclusion

Plan for further improvement

 Customer complaint ( Internal , External )

Hold meetings and Discuss about the selected project

A well defined problem

What - is the problem

Where - the problem occurred

When - the problem occurred

Conclusion form the observation should not be from

Who is the best student ? Opinion

Manish scored 390 out of 500 marks.

Subject KUMAR MANISH

Pass mark : 35, KUMAR – failed, MANISH – passed

Check sheet is a data collection tool

1 Point, 2 Point YES / NO or

Very Good, Good, No

CHECK SHEET FOR PAINT QUALITY

Example: Quality of painting in paint shop can be

CHECK SHEET FOR STAR RATINGS

Example: Star ratings of motorcycles

Sl. No. Year No. of Units

Example : Sales of Computers

Quality Control Department

A check sheet with yes or no type data

Defect check sheet

Data you collect need to be:

 A large computer manufacturer needed to improve its

 The company discovered that the manufacturing plants

CONSTRUCTION OF A CHECK SHEET

 Clearly identify the purpose of the data collection

Uses of Check sheet

 To grasp the past and present situation

 Helps to give direct attention & effort to important problems

 Helps to find vital few and Trivial Many

 Use Pareto to focus on the principal aspect of problem

 Helps to select specific causes to make effective

few from Trivial many

CONSTRUCTION OF PARETO DIAGRAM

Strata meaning Groups

Stratification diagram is used to find

• Stratify the defective products into those that can be reworked

• Cause & effect diagram

- Finding a clue to solve the problem or non-conformance

- Brainstorming by all people concerned enables them to

- Writing a cause and effect diagram enables us to identify

 TO IDENTIFY THE PROBLEM

CONSTRUCTION OF CAUSE & EFFECT

Grouping can be done mostly based on 4Ms or 4Ps.

MACHINE PLANT / POLICY

METHOD / MEASUREMENT PROCESS

Cause ????????? Effect

WHY ????????? WHAT

Many Copying Errors!

Causes Why Why Why

Sub Why Why analysis

Last Why X Action Cause & Action

# CAUSES WHY WHY