7 QC TOOLS

Training Module

7QC tools
Developed by Innovation Cell

Types

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Types of 7QC tools

Check Sheet

Pareto Diagram
Cause & Effect diagram

7 QC Tools

Graph &Control charts Histogram Scatter Diagram Stratification

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Check sheet

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What is a check sheet? Why is a check sheet necessary?

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Check sheet
Check sheets are forms used for
standardizing checking results of work verifying and collecting data

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Types of Check Sheet

Indiscrete value such as height, weight, length, time & temp., Etc.

Discrete value such as no. Of recording errors, no. of Item sold & Rejections etc.

Measured Data

Counted Data

Point Scale Data

Check Sheet
Ordered Data
1st, 2nd Order Very Good, Good, No Good - Type

Primary Data

1 Point, 2 Point etc.

YES / NO or / X - Type

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Check points for check sheets preparation

Below items can be added , as necessary 1. The purpose of the checks

2. The items being checked

3. The methods of the checks

4. The dates and times of the checks

5. The person to perform the checks 6. The results

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Example of check sheet

Defect check sheet
Month ,day Component 1 2 3 4 5 6 7 8 9 10 4/1 2 3 4

No. of defects

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Pareto Vilfredo Pareto was an Italian engineer in the 19th Century who studied the number of people in various income classes & declared 20% of the people own 80% of the countrys wealth;

80% of the people own 20% of the countrys wealth

7 QC TOOLS Pareto Principle Pareto principle holds good to the present day in various applications A few causes lead to many defects; many causes lead to few defects.

The few causes that lead to many defects are the vital few.

The many causes that lead to few defects are the trivial many.

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Get to the biggest problems first Solve the vital few

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Creating a Pareto Diagram

Steps 1. Collect data

2. Arrange data in the descending order

3. Calculate the relative % for individual data

4. Calculate the cumulative % for individual data

5. Draw a graph with scales on both axis 6. Draw bar chart based on data 7. Using cumulative % data, draw cumulative curve 8. Identify the VITAL FEW (thumb rule > 70%)

STEP 1

7 QC TOOLS Data collection through check sheet

Period : Week No. 45 To 50 No. Of External Phone Calls
Sl.No 1 2 3 4 5 6 7 Quality Service Marketing Plant Maintenance Factory production Manufacturing Planning Department Production Engineering No. Of cells regd. 10 2 12 45 20 2 1

8
9 10 11

Stores
Personnel Materials Finance

5
8 66 15

12
13 14

Research & Development

Information & Systems Others

4
6 4

Pareto
STEP 2

7 QC TOOLS Arrange data in the descending order

No. Of External Phone Calls
Sl.No
1 2 3 4 5 6 7 8 9 10

Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores Research & Development

No. Of cells reqd.

66 45 20 15 12 10 8 6 5 4

11
12 13 14

Others
Quality Factory production Manufacturing Planning

4
2 2 1 200

STEP 3

7 QC TOOLS Calculate the relative % for individual

No. Of External Phone Calls
Department
Materials Marketing Plant Maintenance Finance Service

Sl.No
1 2 3 4 5

Nos.
66 45 20 15 12

Relative %
33.0 22.5 10.0 7.5 6.0

6
7 8 9 10 11 12 13 14

Production Engineering
Personnel Information Systems Stores Research & Development Others Quality Factory production Manufacturing Planning

10
8 6 5 4 4 2 2 1 200

5.0
4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5

STEP 4

7 QC TOOLS Calculate the cumulative % for individual

Data No. Of External Phone Calls
Department
Materials Marketing Plant Maintenance Finance Service

Sl.No
1 2 3 4 5

Nos.
66 45 20 15 12

Relative %
33.0 22.5 10.0 7.5 6.0

Cumulative %
33.0 55.5 65.5 73.0 79.0

6
7 8 9 10 11 12 13 14

Production Engineering
Personnel Information Systems Stores Research & Development Others Quality Factory production Manufacturing Planning

10
8 6 5 4 4 2 2 1 200

5.0
4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5 100

84.0
88.0 91.0 93.5 95.5 97.5 98.5 99.5 100.0

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Sl.No
1 2 3 4 5

Department
Materials Marketing Plant Maintenance Finance Service

Nos.
66 45 20 15 12

Relative %
33.0 22.5 10.0 7.5 6.0

Cumulative %
33.0 55.5 65.5 73.0 79.0

VITAL FEW
10
8

6
7 8 9 10 11 12 13 14

Production Engineering
Personnel Information Systems Stores Others Quality Factory production Manufacturing Planning

5.0
4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5 100

84.0
88.0 91.0 93.5 95.5 97.5 98.5 99.5 100.0

Research & Development

TRIVIAL MANY
6 5 4 4 2 2 1 200

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Sl.No
1 2 3

Department
Materials Marketing Plant Maintenance

Nos.
66 45 20

Relative %
33.0 22.5 10.0

Cumulative %
33.0 55.5 65.5

4
5

Finance
Others

15
60 200

7.5
27 100

73.0
100

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Vital Few

70 %

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Why pareto ?
To Clearly prioritise the magnitude of the problem. To identify the vital few and trivial many problems.

To find 80/20 rule which states that 80% of the

problems are created by 20% of the causes.

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Pareto diagram is used to find out

1. The most important problem 2. The rate of each problem to the whole 3. The degree of improvement action 4. The comparison of improvement level 5. Before & after remedial action taken

7 QC TOOLS BRAIN STORMING

BRAIN STORMING CAN BE CONDUCTED IN TWO WAYS

1. STRUCTURED
IN THIS METHOD EVERY PERSON IN A GROUP MUST GIVE AN IDEA AS THEIR TURN ARISES IN THE ROTATION OR PASS UNTIL THE NEXT ROUND. IT OFTEN FORCES EVEN SHY PEOPLE TO PARTICIPATE AND ALSO CREATE A CERTAIN AMOUNT OF PRESSURE TO CONTRIBUTE. 2. UNSTRUCTURED IN THIS METHOD, GROUP MEMBERS SIMPLY GIVE IDEAS AS THEY COME TO MIND. IT TENDS TO CREATE MORE RELAXED ATMOSPHERE BUT ALSO RISKS DOMINATION. THUMB RULE : 5 15 MINUTRES WORKS WELL

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BRAIN STORMING BRAIN STORMING IS A TECHNIQUE TO OBTAIN CREATIVE IDEAS FROM A GROUP OF PERSONS IN A SHORTEST POSSIABLE TIME ON AN EFFECT. BRAIN STORMING PLAYS AN IMPORTANT ROLE TO BUILD A CAUSE AND EFFECT DIAGRAM

WHY

TO IDENTIFY THE PROBLEM - TO IDENYIFY THE CAUSES TO FIND SOLUTION - TO PREVENT PROBLEM

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BRAIN STROOMING SESSION
Let all the members speak freely and give ideas Encourage wild ideas

Quality rather than Quality ideas

Suspend judgment on Good or Bad Ride on anothers ideas Never criticize other persons opinions Never prohibit a person from speaking See the problem from different angles/facets Write down all the viewpoints

List the cause/ideas

Think of the countermeasures to eliminate the causes Leader/facilitator need to guide the members in generating ideas Whenever necessary non members can also be involved

7 QC TOOLS WHY BRAIN STORMING?

TO IDENTIFY THE PROBLEM TO IDENTIFY CRITICAL CAUSES TO FIND THE SOLUTION TO PREVENT THE PROBLEM

Round Robin Card system Free wheeling etc

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7 QC TOOLS JIS DEFINITION:

A diagram that shows the systematic relationship between a fixed result and the related causes Managing the cause means, Managing effect even before it happens

-A positive effect,if we manage well

-A negative effect,if we dont If we shift from being managers of effects to managers of causes,our firefighting days are over

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EFFECT IS WHAT? HAPPENS CAUSE IS WHY? IT HAPPENS

EFFECT = RESULT OR OUTCOME CAUSE = REASON(S) OR FACTOR(S) CONTRIBUTING TO THE EFFECT THE ANALYSIS OF WHY? FOR WHAT? IS CAUSE AND EFFECT DIAGRAM

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ISHIKAWA DIAGRAM OR FISH BONE DIAGRAM

The cause and effect diagram was developed by Dr.K.ISHIKAWA to represent the relationship between EFFECT or PROBLEM and all the possible CAUSES influencing it.
For every EFFECT there are likely to be several CAUSES.

The major causes can be summarized generally under four categories known as 4MsMAN,MACHINE,MATERIAL & METHOD, OR 4Ps PLANT,POLICY,PEOPLE,PROCEDURE

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CAUSE = Reason or Factor Contributing to the EFFECT. CAUSE is WHY it happens

EFFECT

A Result or an outcome.

EFFECT is What happens

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METHOD
Sub cause

MATERIAL

Sub-sub cause

MAN

MACHINE

CAUSES

EFFECT

The EFFECT or PROBLEM is stated on the right side of the diagram and the major INFLUENCES or CAUSES are listed to the left.

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METHOD
Sub cause

MATERIAL

Sub-sub cause

PROBLEM

MAN

MACHINE

CAUSES

EFFECT

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Non-standard HANDLING COPYING PAPER Not using specified quality of paper Over consumption Paper shortage No communication Serviced by unauthorized persons Improper service No periodical service No stabilizer Power Limited machines High fluctuation

Not understanding the defect Party removed codes/ communicating defects Paper jam Wrong paper not cleared usage properly Lack of Paper with stables Untrained personnel knowledge handling the machine Supply from various sources Nominated persons Non-standard not handling Dust accumulation Location No cleaning Heavy usage Frequent changes

POOR QUALITY OF XEROX COPIES

Specified toner not filled Lack of knowledge

MACHINE

PROCESS CONSUMABLES

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Material

Missing Not connected Improper Pinion

Man

Improper meshing Worm & Pinion

Inner cable Dust deal H.T

Improper

Speedo cable Not done

Assembly

Missing

Worn out

SQ. Drive

missing

Not provided

Speedo meter Not Working

Defective Broken Broken Cut

Cable Fixture Bush pressing

Needle

Female socket Defective

Pinion Broken
Hammering

Speedometer

Method

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Cause and Effect Diagram Or Ishikawa Diagram Or Fishbone Diagram It gives the relationship between Effect or Problem and all the possible cause influencing it. For every effect, there are likely to be several causes. Normally, causes are analyzed under 4 categories such 4 ms Man, Machine, Material and Method Or 4 P Plant, Process, Procedure and People

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Cause = Reason or Factor Contributing to the Effect. Cause is why it happens

Effect = A Result or an outcome.

Effect is what happens

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Cost Stratification Beeorr Guard
S tr a ti fi c a ti o n
cost RS. 2.80 cost RS. 0.80 can be serviced to old customers simple assembly can be serviced at a high cost of Rs. 141/- to old customers high rate of handling damages

Casting

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Effect

Causes

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Effect

Causes

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7 QC TOOLS Definition

Stratification is nothing but the act of dividing data to the fine tune, in order to make sure of the significance of the assured factors, to the grass root level.

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Case study

Sales %

- Area wise - Dealer wise

- Sales Officer wise

Period / Time of sales

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208

150 125 100

116

143 Magazines / 287 Copies

No. Of Magazines No. Of Copies

Numbers

75
54

50 25 0 < 5000 5000 - 100001 - > 25000 200001 - 150001 10000 15000 25000 20000
20 4 21 1 2 1 1 1 1

Magazine Value

7 QC TOOLS CASE STUDY Problem : More No. of Accidents

Plant wise
Shop wise Shift wise Machine wise Machine manufacture wise Operator wise Type of injury Parts suffered injury

7 QC TOOLS CASE STUDY Problem : Increased Inventory

Raw Material sheets Bars Tubes Imports Proprietary pressings Fasteners Rubber Rubber Bearings Castings Shop wise Assy wise Sub-Assy wise Stage wise Machine wise Rt Rejections Tubes Proprietary Fasteners Bearings Shop wise Sub-Assy wise

Total Inventory

Components

Work in process

7 QC TOOLS CASE STUDY Machine A Machine B

Producing 2000 pieces per day

Rejection rate gone up to 30% ! Let us stratify the possible causes

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Histogram is an important diagnostic tool which gives a Birds eye-view of the variation in a data set. It is nothing but a frequency distribution chart. Histogram helps to actually judge the changes in quality characteristic of a group and the dispersion manner against the mid-value. The Pareto Diagram deals only with characteristic of a procut or service such as type of defects, problem, etc. However, a histogram takes measurement data and reveals the amount of variation.

7 QC TOOLS Source Of Variations

Material

People

Machine methods

Environment

Total Process Variation

7 QC TOOLS CONSTRUCTING A HISTOGRAM STEPS

1. Collect data 2. Determine the largest value & smallest value 3. Obtain the range R (The range is the smallest value in the set of data subtracted from the largest value

4. Divide the range value in to certain number of classes referred to as K

5. Determine the class width, H = R / K 6. Divide the value of class boundary 7. Construct a frequency table, based on the values compiled 8. Construct Histogram based on the frequency table

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CASE STUDY
STEP 1
Period Material UOM Thickness : wk no. 15 to 20 : ms flange collar : mm : 9 mm + 1.5 mm

Collect data
9.9 9.8 9.7 10.2 9.9 9.3 9.0 10.0 9.5 9.6 10.3 9.5 9.9 9.9 9.3 9.8 9.4 10.1 10.7 10.2 9.5 9.7 9.7 9.4 9.6 9.5 10.4 10.2 10.2 10.1 9.6 9.8 9.3 9.2 9.7 9.4 10.6 10.1 9.7 9.8 9.3 9.8 9.4 10.1 9.9 9.7 10.0 9.8 10.1 10.3 10.3 9.9 9.9 9.7 9.7 9.8 9.8 9.4 9.5 10.1 9.5 10.1 9.7 10.1 9.9 9.2 9.6 10.2 9.3 9.6 N = 125 9.6 9.8 9.9 10.0 9.8 9.9 9.8 9.6 10.0 10.2 9.8 10.0 9.7 9.5 10.1 10.0 10.4 9.8 9.5 9.5 9.6 10.3 10.1 9.5 10.0 9.7 9.7 10.7

9.9 9.9 10.1 10.2 9.8 9.8 9.3 10.0 9.8 9.8 9.7 10.0 9.7 9.6

9.8 9.6 10.0 10.7 9.4 9.4 9.7 9.8 9.3 9.3 10.0 9.7 10.7

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CASE STUDY
STEP 2

DETERMINE THRE LARGEST AND SMALLEST VALUE

9.3 9.8 9.4 10.1 10.7 10.2 9.5 9.7 9.7 9.4 9.6 9.5 10.4 10.2 10.2 10.1 9.6 9.8 9.3 9.2 9.7 9.4 10.6 10.1 9.7 9.8 9.3 9.8 9.4 9.9 10.0 10.1 10.3 9.9 9.7 9.8 9.5 9.5 9.7 9.9 9.6 9.3 10.1 9.7 9.8 10.3 9.9 9.7 9.8 9.4 10.1 10.1 10.1 9.2 10.2 9.6 9.6 9.8 9.9 10.0 9.8 9.9 9.8 9.6 10.0 10.2 9.8 10.0 9.7 9.5 10.1 10.0 10.4 9.8 9.5 9.5 9.6 10.3 10.1 9.5 10.0 9.7 9.7 10.7 9.9 9.9 10.1 10.2 9.8 9.8 9.3 10.0 9.8 9.8 9.7 10.0 9.7 9.6 9.8 9.6 10.0 10.7 9.4 9.4 9.7 9.8 9.3 9.3 10.0 9.7 10.7 N = 125 Minimum Maximum 9.3 10.2 9.6 10.1 9.4 10.4 9.8 10.7 9.3 10.7 9.2 10.2 9.0 9.8 9.4 10.3 9.5 10.6 9.3 10.2 9.6 10.3 9.2 10.0 9.3 10.7 9.3 10.7 9.0 10.7

9.9 9.8 9.7 10.2 9.9 9.3 9.0 10.0 9.5 9.6 10.3 9.5 9.9 9.9

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CASE STUDY Divide the R in to No. Of Classes, referred to as K 125 data points would be broken down in to 7 12 classes. Method - 1 No.of data points Under 50 50 100 100 250 Over 250 No. of classes 57 6 10 7 12 10 - 20 Method 2 No. Of Classes K =N where, N = No. Of sample For example, if N = 125

STEP 4

K =125 = 11

Let us use K = 10 classes

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CASE STUDY
STEP 3

Obtain the range of R

Maximum value Minimum Value = R 10.7 9.0 = 1.7 R = 1.7

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CASE STUDY
STEP 5

Determine the class width H R K 1.7 = 0.17 10 Can be rounded off to 0.20 (Range) = H (# of classes)

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CASE STUDY
STEP 6

Divide the value of class boundary

For simple determination of class boundaries, take the smallest individual measurement in the data set. Use this number or round to the next appropriate lowest number. This will be lower end point for our first class boundary.
In our example this would be 9.0. Now take this number and add the class width to it, 9.00 + 0.20. But it is essential to fix class boundaries in such way that every observed reading will fit in to one and only class. Therefore, we may choose the class boundaries with one decimal place more than the observed readings. For example, if the observations are in one decimal, the class boundaries will be in two decimals and so on. For our case study, it will be 8.95 + 0.20 = 9.15 Finally, consecutively add the class width, to the lowest class boundary until the correct number of classes, approximately 10 and containing the range of all our numbers is obtained.

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CASE STUDY
STEP 7

Construct a frequency table

Frequency Total 1 9 16 27 29 26 11 1 5 0

Class Class Midpoint # Boundaries 1 2 3 4 5 6 7 8 9 10 8.95-9.15 9.15-9.35 9.35-9.55 9.55-9.75 9.75-9.95 9.95-10.5 10.5-10.35 10.35-10.55 10.55-10.75 10.75-10.95 9.05 9.25 9.45 9.65 9.85 10.05 10.25 10.45 10.65 10.85

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CASE STUDY
STEP 8

Construct Histogram

35 30
Frequency

25 20 15 10 5 0 8.95 9.15 9.35 9.55 9.75 9.95

USL

10.15 10.35 10.55 10.75

Thickness in mm

The specification for the thickness characteristic is 7.5 to 10.5, with a target of 9. The above Histogram indicates the process is targeted high and that 3% may be above the upper specification limit.

7 QC TOOLS HISTOGRAM

Right & Left symmetrical

Slopping the right

Slopping to the left

Having two peaks

Having a cut end

Having extraordinarily high value in the end internal

Having an isolated peak

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Histogram Administration/Service Example

Average response time to patient rings (1st shift)
# Of Men

Histogram - Daily Example Height of 100 men

40 30 20 10 0

# Of Responses

200 150 100 50 0 1

10

63

64

65 66

67

68

69

70 71

Minutes
Histogram-Manufacturing Print Density
8 6 4 2 0 0.6 0.7 0.8 0.9 0.1 1.1 1.2 1.3 1.4 Block density of print
Frequency

Height (inches)

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Interpretation Tips
No. Of classes (bars in the graph) determine how much of a pattern will be visible. Some processes are naturally skewed; dont expect every distribution to follow a bell shaped curve. Get suspicious of the accuracy of the data if the classes suddenly stop at one point (such as a specification limit) without some previous decline in number. Always look for twin peaks indicating that the data is coming from two or more different sources, e.g., shifts machines, etc.,

Scatter diagram

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Scatter diagram

7 QC TOOLS In actual practice, it is often essential to study the relation of two corresponding variables.

For example, to what extent will the dimension of a machined part be varied by the change in the speed of a lathe?

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To study the relation of two variables such as the speed of the lathe & the dimension of the part we can use what is called a Scatter diagram.

7 QC TOOLS The two variables we will deal with are: a) A quality characteristic & a factor affecting it,

b) Two related quality characteristics, or

c) Two factors relating to a single quality characteristic.

Lets consider the steps in making a scatter diagram

7 QC TOOLS Step 1 Collect paired data (x,y) between which you want to study the relations & arrange the data in a table. It is desirable to have at least 30 pairs of data.

7 QC TOOLS Step 2 Find the maximum & minimum values for both x & y. Decide the scales of horizontal & vertical axes so that both the lengths become approximately equal, then the diagram will be easier to read. Keep the number of unit graduations between 3 to 10 for each axis & use round numbers to make it easier to read.

7 QC TOOLS Step 3 Plot the data on the section paper.

Step 4
Enter all necessary items. Make sure that the following items are included so that anyone besides the maker of the diagram can understand at a glance:

a) Title of the diagram

b) Time interval c) Number of pairs of data d) Title & units of each axis e) Name (etc) of the person who made the diagram

7 QC TOOLS Example A manufacturer of plastic tanks who made them using the blow moulding process encountered problems with defective tanks that had thin tank walls. It was suspected that the variation in air pressure, which varied from day to day, was the cause of the defective thin walls. The table shows data on blowing pressure & percent defective. Let us draw a scatter diagram using this data according to the steps given previously.

Data of blowing air pressure & percent defective of plastic tank Date Air pressure Percent (kgf/cm2) Defective Oct-01 8.6 0.889 2 8.9 0.884 3 8.8 0.874 4 8.8 0.891 5 8.4 0.874 6 8.7 0.886 7 9.2 0.911 8 8.6 0.912 9 9.2 0.895 10 8.7 0.896 11 8.4 0.894 12 8.2 0.864 13 9.2 0.922 14 8.7 0.909 15 9.4 0.905 16 8.7 0.892 17 8.5 0.877 18 9.2 0.885 19 8.5 0.866 20 8.3 0.896 21 8.7 0.896 22 9.3 0.928 23 8.9 0.886 24 8.9 0.908 25 8.3 0.881 26 8.7 0.882 27 8.9 0.904 28 8.7 0.912 29 9.1 0.925 30 8.7 0.872

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Step 1
As seen in the table, we have 30 pairs of data. Step 2

In this example, let blowing air pressure be indicated by X (horizontal axis), & percent defective by Y (vertical axis).
Then,

The maximum value of X: Xmax = 9.4 (kgf/cm2)

The minimum value of X : Xmin = 8.2 (kgf/cm2) The maximum value of Y: Ymax = 0.928 (%) The minimum value of Y : Ymin = 0.864 (%)

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We mark off the horizontal axis in 0.5(kgf/cm2) intervals, from 8.0 to 9.5 (kgf/cm2) and the vertical axis in0.01(%) intervals, from 0.85 to 0.93(%) Step 3 Plot the data.

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0.93 0.92 0.91 0.9 0.89 0.88 0.87 0.86 0.85 8 8.5 9 9.5

Step 4

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Enter the time interval of the sample obtained (oct.1 oct 30) number of samples (n = 30), horizontal axis (blowing air pressure [kgf/cm2]), vertical axis (percent defective [%]), and title of diagram (scatter diagram of blowing air pressure & percent defective).
0.93 0.92 0.91 0.9 0.89 0.88 0.87 0.86 0.85 8 8.5 9 9.5

(Oct 1 Oct 30)

n=30

Blowing air pressure

7 QC TOOLS How to read scatter diagrams You can grasp the correlation between pairs of data just by looking at the shape of a scatter diagram. 5 examples are given below
35 30 25 20 15 10 5 0 0 5 10 15 20
350 300 250 200 150 100 50 0 0 100 200 300 400

Series1

Series1

Positive correlation

Negative correlation

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40 30 20 10 0 0 5 10 15 20 Series1
500 400 300 200 100 0 0 100 200 300 400 Series1

Positive correlation may be present

Negative correlation may be present

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700 600 500 400 300 200 100 0 0 100 200 300 400

Series1

No correlation

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Thank you