7 QC TOOLS

Quality
A subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: 1. The characteristics of a product or service that bear on its ability to satisfy stated or implied needs.

2. A product or service free from deficiencies.

Quality

Can also be termed as A measure of excellence

Meaning of Quality
Quality - an essential and distinguishing attribute of something.
Attribute - an abstraction belonging to or characteristic of an entity Appearance, visual aspect - outward or visible aspect of a thing Attractiveness, attraction - the quality of arousing interest; being attractive or something that attracts; Uncloudedness, clarity, clearness - the quality of clear water; Ease, easiness, simplicity - freedom from difficulty or hardship or effort. Suitability, suitableness - the quality of having the properties that are right for a specific purpose. Excellence - the quality of excelling. Characteristic - a distinguishing quality Simpleness, simplicity - the quality of being simple or uncompounded

Meaning of Quality

P Q= E
P = Performance or result E = Expectations

Quality, Cost & Profit relationship

Cost

Many people think that quality costs money and adversely effects profits. But these costs are the costs of doing it wrong first time .

Quality in the long run results in increased profitability.

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Quality and Profit : Traditional thinking

Cost

Quality and Profit : Paradigm shift

Cost

Quality and Profit

Higher productivity
1.Higher production due to improved cycle time and reduced errors and defects

Increased profitability due to :

Larger sales

QUALITY

2.Increased use of machine and resources.

3.Improved material use from reduced scrap and rejects

Lower production costs

4.Increased use of personnel resources

5.Lower level of asset investments required to support operations. 6.Lower service and support costs for eliminated waste, rework and non value added activities. Faster turnover

Quality and Profit

If the organization does not offer high quality product or service , it will soon go out of business . But just having high quality will not be enough , because your competitors will also have the high quality. To win , companies will need to

High Quality

offer high quality for a lower price than their competitors.This requires
organizations to identify and reduce their quality costs

Lower price

C2A2C

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CHELLANGES

Offer high quality for a lower price than their competitors. Reduce quality costs Stop producing defective thru
Process up-gradation Improving quality of analysis to identify and eliminate root causes Taking necessary countermeasure as when required Usage of right analytical tools Designing robust problem solving process

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PROBLEM SOLVING PROCESS

Evaluating solution (6) Identifying & selecting problem (1)

Implementing solution (5)

PROBLEM SOLVING PROCESS

Analysing problem causes (2)

Selecting & planning solution (4)

Generating potential solutions (3)

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IDENTIFYING AND SELCTING PROBLEM

Write Statement of the problem(s) Define Gap Between Actual & target Prioritize

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ANALYSIS PROBLEM AND CAUSES

Collect Data Sort symptoms & Causes (effects) Brain Storm Fishbone - cause & effect analysis Prioritize

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GENERATING POTENTIAL SOLUTIONS

Brainstorm Build on each others ideas Analysis potential helps & hinders

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SELECTING AND PLANNING SOLUTION

Prioritize solutions Clarify tasks / Action plan Resource / Costs Present proposals

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IMPLEMENTING SOLUTION

Establish controls Maintain Commitments Plan Contingencies

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EVALUATING SOLUTION

Monitor results Restart Process if necessary

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7 QC TOOLS

Used to identify,analyze and resolve problems Simple but very powerful tools to solve day to day work related problems Find solutions in a systematic manner Widely used by Quality Circle members world over

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7 QC TOOLS Check sheets Histograms

Pareto charts
Cause & effect diagram (Ishikawa diagram)

Scatter plot
Defect concentration diagram Control charts

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CHECK SHEETS Check sheets are formats used to collect and organize data Data can be collected easily and concisely Data data is collected on the characteristic of interest. The right data could be captured with all necessary facts included e.g. as when it happened ? how many ? what customer ?

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TYPES CHECK SHEETS

Check sheets for production process distribution Defective item check sheet Defect cause check sheet Check sheet for work station evaluation Check sheet for design information accuracy Check sheet for vendor reliability

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CHECK SHEETS Component name : ABC Date of Production:22-Aug-03

Type of defects Scratch

Dent Flow mark Short Shot Total

Check

Sub-Total
3 7 11 2 23

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HISTOGRAM Histogram is the Frequency data obtained from measurements displaying a peak around a certain value and represented in form of polls The variation of quality characteristics is called Distribution Purpose of drawing a Histogram is to understand the Population Population

Sample
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HISTOGRAM

50 43

27 23 12

0 160-170 170-180 1 180-190 190-200 200-210

Histogram for distribution of Center Distance (mm)

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HISTOGRAM A HISTORY OF PROCESS OUT PUT

16 14 12 10 8 6 4 2 0

Frequency

Distribution

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48 49 50 51 52 53 54 kg
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PARETO CHART Based on 80/20 rule (or ABC analysis) Pareto(V.Pareto,an Italian economist) discovered this universal law-80% of anything is attributed to 20% of its causes 80% of the wealth is held by 20% of the population. 80% of our income goes into 20% of our needs. 80% of road accidents occur on 20% of the road. 80% of the absenteeism in a company is due to 20% of workmen

Significant few & in-significant many

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PARETO CHART Pareto analysis begins by ranking problems from highest to lowest in order to fix priority The cumulative number of problems is plotted on the vertical axis of the graph against the cause/phenomenon Pareto by Causes e.g. Man,Machine,Method etc Pareto by Phenomenon e.g.Quality,Cost,Delivery

Tells about the relative sizes of problems indicates an important message about biggest few problems, if corrected, a large % of total problems will be solved

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PARETO ANALYSIS
96.2
3000

100.0

100.0 90.0

81.4
2500 80.0 70.0 60.0 50.0 1500 40.0 1000 30.0 20.0 500 10.0 0 0.0

63.8

No of peices

2000

SHORT SHOT 2064.0 63.8

SILVER 567.0 81.4

SINK MARK 480.0 96.2

FLASH 122.0 100.0

DEFECT QTY CUM %

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Cum. Percentage

CAUSE n EFFECT (FISH BONE) DIAGRAM This diagram (resembles skeleton of a fish) helps to separate out causes from effects and to see problem in its totality Its a systematic arrangement of all possible causes,generated thru brain storming This can be used to :
Assist individual / group to see full picture. Serve as a recording device for ideas generated. Reveal undetected relationships between causes.

Discover the origin/root cause of a problem

Create a document or a map of a problem which can be posted in the work area. 30

CAUSE n EFFECT (FISH BONE) DIAGRAM

MAN MATERIAL EQUIPMENT

EFFECT

MACHINE

METHOD

ENVIRONMENT

The problem categories considered are : Man, Machine, Method, Materials, Equipments & Environmental.

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SCATTER DIAGRAM

The scatter diagram is used for identifying the relationships and performing preliminary analysis of relationship between any two quality characteristics. Clustering of points indicate that the two characteristics may be related e.g. Increasing in component weight with increase in hold time during plastic injection molding ( + ve co-relation) Increase in toughness components with decreasing injection pressure (-ve co-relation) during molding

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SCATTER DIAGRAM (POSITIVE CORRELATION)

100 90 80 70 60 50 40 30 20 10 0 0 5 10

XY (Scatter) 1

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SCATTER DIAGRAM (NEGATIVE CORERLATION)

80 70 60 50 40 30 20 10 0 0 5 10 XY (Scatter) 1

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SCATTER DIAGRAM (NO CORERLATION)

80 70 60 50 40 30 20 10 0 0 5 10 XY (Scatter) 1

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DEFECT CONCENTRATION DIAGRAM This is used to understand the potential defect prone area of the parts produced The Concentration Diagram check sheet carries the diagram of the problematic part,defects whenever observed to be updated in the same using tally marks Based on the distribution of defects countermeasures are taken at process/system level This tool is very useful to solve problems like Scratch, Dent,Breakage thru handling improvement For plastic molded parts this tool is used to identify stress points,weak joints,effect of gate shape/position on the quality of parts etc.

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DEFECT CONCENTRATION DIAGRAM Component name : XYZ Concentration diagram for Scratches produced ion 21-Aug-03 Total no of defective produced is 11 Nos

Area of concern

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Control Chart

Quality control charts, are graphs on which the quality of the product is plotted as manufacturing or servicing is actually proceeding. It graphically, represents the output of the process and uses statistical limits and patterns of plot, for decision making Enables corrective actions to be taken at the earliest possible moment and avoiding unnecessary corrections. The charts help to ensure the manufacture of uniform product or providing consistent services which complies with the specification.
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Elements of Typical Control Chart 1. Horizontal axis for sample number 2. Vertical axis for sample statistics e.g. mean, range, standard deviation of sample. 3. Target Line 4. Upper control line 5. Upper warning line 6. Lower control line 7. Lower warning line 8. Plotting of sample statistics 9. Line connecting the plotted statistics

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Elements of Typical Control Chart

Upper control line Upper warning line

Sample Statistics

Target

Lower warning line Lower control line

3
40

Sample Number

Interpreting Control Chart

The control chart gets divided in three zones. Zone - 1 If the plotted point falls in this zone, do not make any adjustment, continue with the process. Zone - 2 If the plotted point falls in this zone then special cause may be present. Be careful watch for plotting of another sample(s). Zone - 3 If the plotted point falls in this zone then special cause has crept into the system, and corrective action is required.
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Zones for Mean Control Chart

Zone - 3 Zone - 2

Action Warning Continue

UCL UWL Target

Sample Mean

Zone - 1 Zone - 1 Zone - 2

Continue Warning Action

LWL LCL

Zone - 3

4
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Sample Number

Interpreting Control Chart Point outside the Control limit

UCL UWL

Statistics

Target LWL LCL 1 2 3 4 5 6 7 8

Sample Number
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Control Chart Views Process in Real Time Output of the process in real time Target Mean

UCLx

Target
LCLx Range UCLr

Time Intervals
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Change in Location of Process Mean

Process with mean at less than target

Process with mean at Target

Process with mean at more than target

43 44 45 46 47 48
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49 50 51 52

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Case When Process Mean is at Target

Target L -3s Process Mean

U U-L=6s

+3 s

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43

44

45

46

47

48

49

50

51

52

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Chances of getting a reading beyond U & L is almost nil

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Case - Small Shift of the Process Mean

Small shift in process L Process Mean U

Target
U-L = 6 s

Shaded area shows the probability of getting a reading beyond U

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44

45

46

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48

49

50

51

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Chances of getting a reading outside U is small

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Case - Large Shift of the Process Mean

Large shift in process Process Mean Target L U-L = 6 s U

Shaded area shows the probability of getting a reading beyond U

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44

45

46

47

48

49

50

51

52

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Chances of getting a reading outside U is large

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Change in Spread of Process

Spread due to common causes

Larger spread due to special causes

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46

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50

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Special cause & Common cause

Special / Assignable cause : Causes due to negligence in following work instructions, problem in machines etc.This types of causes are avoidable and cannot be neglected. Common cause : Causes which are unavoidable and in-evitable in a process.It is not practical to eliminate the Chance cause technically and economically.

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Most Commonly Used Variable Control Charts

To track the accuracy of the process - Mean control chart or x-bar chart

To track the precision of the process - Range control chart

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Control Chart
XYZ Ltd THICKNESS PART NAME : LASS RUN G PART NO : SPECS MIN 1.10 TO 1.50 MAX REASON : : MODEL : PROCESS CAPABILITY STUDY AUDIT DATE Page 25/9/01

1 1 2 3 4 5
X R 1.50 1.50 1.60 1.50 1.50 1.52 0.10

2
1.50 1.50 1.48 1.48 1.50 1.49 0.02

3
1.50 1.50 1.50 1.52 1.60 1.52 0.10

4
1.50 1.53 1.50 1.50 1.50 1.51 0.03

5
1.50 1.50 1.48 1.53 1.50 1.50 0.05

6
1.50 1.50 1.50 1.50 1.50 1.50 0.00

7
1.50 1.50 1.50 1.50 1.55 1.51 0.05

8
1.50 1.50 1.50 1.50 1.55 1.51 0.05

9
1.50 1.50 1.50 1.45 1.45 1.48 0.05

10
1.50 1.55 1.55 1.50 1.55 1.53 0.05

11
1.60 1.60 1.50 1.50 1.55 1.55 0.10

12
1.50 1.55 1.55 1.50 1.50 1.52 0.05

13
1.60 1.55 1.50 1.50 1.50 1.53 0.10

14
1.50 1.60 1.55 1.50 1.50 1.53 0.10

15
1.60 1.55 1.50 1.50 1.50 1.53 0.10

16
1.55 1.45 1.50 1.50 1.50 1.50 0.10
X

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1.60 1.60 1.50 1.50 1.45 1.53 0.15
UCL

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1.55 1.50 1.55 1.60 1.50

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1.50 1.50 1.60 1.60 1.55

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1.50 1.48 1.55 1.50 1.55 1 2 3 4

d2

A2

D4
3.27 3.27 2.57 2.29

1.123 2.66 1.128 1.88 1.693 1.02 2.059 0.73

1.600 1.580 1.560 1.540 1.520 1.500 1.480 1.460 1.440 1.420 1.400 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

5 2.326 0.58 2.11 SUM X SUM X1+..+Xn 30.37 1.54 1.55 1.52 X SUM X1+..+Xn/n 1.519 0.10 0.10 0.07 R SUM R1+..+Rn/n 0.074 SIGMA R/d2 0.032 LCL CL 3 SIGMA 3 * R/d2 0.095 6 SIGMA 6 * R/d2 0.190

X - CHART

Cp =
Cpk= MIN OF Cpu OR Cpl

2.11
-0.20 4.41 1.500 1.100

Cpk =
18 19 20

USL LSL FOR X UCL = LCL = FOR R UCL = LCL =

R 0.25 0.20 0.15 0.10 0.05 0.00 -0.05 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

UCL

LCL

CL

X + A2.R X - A2.R (D3 = 0) D4.R D3.R

1.561 1.476

R - CHART

0.155 0.000

PROCESS STATAUS CONTROLLED NOT CONTROLLED 17 18 19 20

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How to draw?

Summary of Effect of Process Shift When there is no shift in the process nearly all the observations fall within -3 s and + 3 s.

When there is small shift in the mean of process some

observations fall outside original -3 s and +3 s zone. Chances of an observation falling outside original -3 s

and + 3 s zone increases with the increase in the shift of

process mean.

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Our Conclusion from Normal Distribution

When an observation falls within original +3 s and -3 s zone of mean of a process, we conclude that there is no shift in the mean of process. This is so because falling of an observation between these limits is a chance. When an observation falls beyond original +3 s and -3 s zone of process mean, we conclude that there is shift in location of the process

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Interpreting Control Chart

Because the basis for control chart theory follows the normal distribution, the same rules that governs the normal distribution are used to interpret the control charts. These rules include: - Randomness. - Symmetry about the centre of the distribution. - 99.73% of the population lies between - 3 s of and + 3 s the centre line. - 95.4% population lies between -2 s and + 2 s of the centre line.

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Interpreting Control Chart

If the process output follows these rules, the process is said to be stable or in control with only common causes of variation present. If it fails to follow these rules, it may be out of control with special causes of variation present. These special causes must be found and corrected.

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Interpreting Control Chart

One point outside control limit

UCL UWL

Statistics

LWL LCL

Sample Number
90

Interpreting Control Chart

Two points out of three consecutive points between warning limit and corresponding control limit

UCL UWL

Statistics

LWL LCL

3 4 5 Sample Number
91

Interpreting Control Chart

Two consecutive points between warning limit and corresponding control limit

UCL UWL

Statistics

LWL LCL

3 4 5 Sample Number
92

Interpreting Control Chart

Seven consecutive points on one side of the centre line

UCL UWL

Statistics

LWL LCL

4
93

Sample Number

Interpreting Control Chart Seven consecutive points having upward trend

UCL UWL

Statistics

LWL LCL

Sample Number
94

Interpreting Control Chart

Seven consecutive points having downward trend

UCL UWL
Statistics

LWL LCL

Sample Number
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Learning Concept and definition of Quality Importance of improving Quality as a tool for cost reduction Importance of proper analysis of Quality problems Usage of 7 QC tools to ensure Defect free production

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Thank You
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