QUALITY MANAGEMENT TOOLS

PROCESS FLOWCHART
 PROCESS FLOWCHART

 A picture that describes the main steps,

branches and eventual outputs of a
process.
 PROCESS FLOWCHART

 May be used to identify possible points

along a process where improvements
could be made.
 PROCESS IMPROVEMENT
DECISIONS USING FLOWCHARTS
• Are there steps in the process that can
be eliminated or modified to reduce
costs, save time, or reduce defective
outputs?
• Is there a more efficient way to
organize the flow?
 PROCESS IMPROVEMENT
DECISIONS USING FLOWCHARTS
• Does the whole process require
reengineering because it is out of
date?
• Should the whole process be scrapped
altogether?
CHECK SHEET
 CHECK SHEET

 An organized method for recording data.

 May be used for recording and organizing
data to identify a problem.
PARETO CHART
 PARETO CHART

 A coordinated approach for identifying,

ranking, and solving to permanently
eliminate problems.
 PARETO CHART

 May be used to classify and prioritize

problem areas, so efforts can be focused
on the most important.
RUN CHART
 RUN CHART

 A time sequence chart showing plotted

values of a characteristic.
 RUN CHART

 May be used to monitor the trend or

pattern of a variable over time, which may
give insight on when a problem started
occurring and why.
CAUSE & EFFECT DIAGRAM
 FISHBONE DIAGRAM: What
• Devised by Kaoru Ishikawa in the 1960s
• Originally developed as a quality
control tool
• May also be used to:
• discover the root cause of a problem;
• uncover bottlenecks in the processes;
• identify where and why a process
isn't working.
 CAUSE & EFFECT DIAGRAM

 A tool that uses a graphical description on

the process elements to analyze potential
sources of process variation.
 CAUSE & EFFECT DIAGRAM

 May be used to identify categories of

factors that might be causing a problem.
 FISHBONE DIAGRAM: How
1. Identify the Problem
• What is the problem?
• Where and when does it occur?
• Who is involved?
 FISHBONE DIAGRAM: How
1. Identify the Problem
• Then, write the problem in a box on
the left-hand side of a large sheet
of paper, and draw a line across the
paper horizontally from the box.
This arrangement, looking like the
head and spine of a fish, gives you
space to develop ideas.
 FISHBONE DIAGRAM: How
1. Identify the Problem
• Example, a manager is having
problems with an uncooperative
branch office.
 FISHBONE DIAGRAM: How
2. Next, identify the categories of
factors that may be part of the
problem.
• You may use:
• McKinsey’s 7-S framework:
Strategy, Structure, Systems,
Shared values, Skills, Style and
Staff
 FISHBONE DIAGRAM: How
2. Next, identify the categories of
factors that may be part of the
problem.
• Or you may use:
• The 4Ps of Marketing: Product,
Promotion, Place, and Price; or
• The 7Ms of Resources: Manpower,
Money, Machine, Materials,
Methods, Moment, Mformation
 FISHBONE DIAGRAM: How
2. Next, identify the categories of
factors that may be part of the
problem.
• In our example, the manager uses:
• Site
• Task
• People
• Equipment
• Control
 FISHBONE DIAGRAM: How
2. Next, identify the major factors that
may be part of the problem.
• Then, draw a line off the "spine" of
the diagram for each factor category,
and label each line.
 FISHBONE DIAGRAM: How
2. .
 FISHBONE DIAGRAM: How
3. Next, identify the possible causes
under each factor category.
• Then, show these possible causes as
shorter lines coming off the "bones"
of the diagram. Where a cause is large
or complex, then it may be best to
break it down into sub-causes. Show
these as lines coming off each cause
line.
 FISHBONE DIAGRAM: How
3. Next, identify the possible causes
under each factor category.
• Then, show these possible causes as
shorter lines coming off the "bones"
of the diagram. Where a cause is large
or complex, then it may be best to
break it down into sub-causes. Show
these as lines coming off each cause
line.
 FISHBONE DIAGRAM: How
4. Next, analyze your diagram.
• Depending on the complexity and
importance of the problem, you can
now investigate the most likely causes
further. This may involve setting up
investigations, carrying out surveys,
and so on. These will be designed to
test which of these possible causes is
actually contributing to the problem.
 FISHBONE DIAGRAM: How
4. Next, analyze your diagram.
• In our example, the manager has now finished
his analysis. If he hadn't looked at the problem
this way, he might have dealt with it by
assuming that people in the branch office were
"being difficult."
• Instead he thinks that the best approach is to
arrange a meeting with the Branch Manager.
This would allow him to brief the manager
fully on the new strategy, and talk through any
problems that she may be experiencing.
 FISHBONE DIAGRAM: How
1. Identify the problem
2. Identify the categories of factors
that may be part of the problem
3. Identify the possible causes under
each factor category
4. Analyze your diagram
SCATTER DIAGRAM
 SCATTER DIAGRAM

 Also known as a correlation chart. A graph

of the value of one characteristic versus
another characteristic.
 SCATTER DIAGRAM

 May be used to determine the relationship

between variables, which may point to a
cause of a problem.
CONTROL CHART
 CONTROL CHART

 A time sequence chart showing plotted

values of a statistic, including a central
line and one or more statistically derived
control limits.
 CONTROL CHART

 May be used to determine whether a

process is in control (and thus, no action
should be taken to correct it) or out of
control (and thus, take corrective action).
CONTROL CHART