Topic 7

Tools to Improve
Quality and Quality
Diagnosis Procedure.
School of Technology Management and Logistics
College of Business, UUM.

BJMQ3013-Quality Management: Dr Che Azlan Taib 1 - 1

Sub-Topic
1. The Plan-Do-Check-Act Cycle
2. Ishikawa’s Basic Tools of Quality
3. The Seven New Tools for
Improvement
4. Other Tools for Performance
Measurement

BJMQ3013-Quality Management: Dr Che Azlan Taib 1 - 2

 The Plan-Do-Check-Act Cycle
FADE
The Deming Cycle
•Focus
•Analyze
•Develop

Act Plan
•Execute

DMAIC
•Define
•Measure
•Analyze
•Improve
Study Do
•Control

3
Plan
1. Define the process: its start, end, and what it does.
2. Describe the process: list the key tasks performed and sequence
of steps, people involved, equipment used, environmental
conditions, work methods, and materials used.
3. Describe the players: external and internal customers and
suppliers, and process operators.
4. Define customer expectations: what the customer wants, when,
and where, for both external and internal customers.
5. Determine what historical data are available on process
performance, or what data need to be collected to better
understand the process.
6. Describe the perceived problems associated with the
process; for instance, failure to meet customer
expectations, excessive variation, long cycle times, and
so on.
7. Identify the primary causes of the problems and their
impacts on process performance.
8. Develop potential changes or solutions/alternative to the
process, and evaluate how these changes or solutions
will address the primary causes.
9. Select the most promising solution(s).
Do
1. Perform the final alternatives solution
2. Conduct a pilot study or experiment to test the
impact of the potential solution(s).
3. Identify measures to understand how any
changes or solutions are successful in addressing
the perceived problems.
4. Collect the data
Study/Check
1. Examine the results of the pilot study or experiment.
2. Determine whether process performance has
improved or failed.
3. Identify further experimentation that may be
necessary.
Act
1. Select the best change or solution.
2. Develop an implementation plan: what needs to be
done, who should be involved, and when the plan
should be accomplished.
3. Standardize the solution, for example, by writing
new standard operating procedures.
4. Establish a process to monitor and control process
performance.
Summaries

BJMQ3013-Quality Management: Dr Che Azlan Taib 1 - 9

 The basic 7 tools of quality may be used in a
logical order.
 They can be used in any order.
 Foster (2010), Hoshin Kanri (Policy
Deployment) has been used in Japan since the
1960s as a means of implementing policy.
 Implicit in Hoshin Kanri is the use of the basic
seven tools of quality.

BJMQ3013-Quality Management: Dr Che Azlan Taib1 - 10

Seven Tools of Quality
1. Flowcharts
2. Check sheets
3. Histograms
4. Cause-and-effect diagrams
5. Pareto diagrams
6. Scatter diagrams
7. Control charts

BJMQ3013-Quality Management: Dr Che Azlan Taib1 - 11

1 RAJAH ANALISA 2 GRAF
SEBAB AKIBAT (Graf)
3 LEMBARAN SEMAKAN
(Cause And Effect Diagram)
A B c

1 lll Lll
2 ll lll

4 RAJAH PARETO 5 6 HISTOGRAM

(pareto Diagram) RAJAH TABURAN
(Histogram)
(Scatter Diagram)

.....
…..
…
…
..

7 CARTA KAWALAN
(Control Chart)

UCL

UCL
Early Medium Final
Stage Stage Stage
Process Check Check
Map Sheet Sheet

Cause &
Scatter Pareto
Effect
Plot Analysis
Diagram

Control
Chart
Flowcharts
A flowchart or process map identifies the
sequence of activities or the flow of materials
and information in a process. Flowcharts help
the people involved in the process understand
it much better and more objectively by
providing a picture of the steps needed to
accomplish a task.
 Flowchart/map chart – provides the team the
big picture of the process to be improved.
 Data are collected using data sheet
 Data analyzed using either histograms, scatter
plots, or control chart.
 The root causes identified using a cause-and-
efffect-diagram.
 Finally causes are prioritized using Pareto
Chart.

BJMQ3013-Quality Management: Dr Che Azlan Taib1 - 15

Start/Stop

Processing

Decision

Page connector

Flowline
 ALIRAN PROSES
Tindakan ( langkah ) / Aktiviti dalam proses kerja ( Mula – Akhir )

Aliran

Pilihan / Keputusan

Tindakan serentak

Simpanan atau tindakan selanjutnya

Penyambung

Mula / tamat
Check Sheet
Check sheets are special types of data
collection forms in which the results may be
interpreted on the form directly without
additional processing.
• Creates easy-to-understand data
• Builds, with each observation, a clearer picture of
the facts
• Forces agreement on the definition of each
condition or event of interest
• Makes patterns in the data become obvious
quickly xx
xxxxxx
x
Histogram

Histograms provide clues about the

characteristics of the parent population from
which a sample is taken. Patterns that would be
difficult to see in an ordinary table of numbers
become apparent.
• Displays large amounts of data that are difficult to
interpret in tabular form
• Shows centering, variation, and shape
• Illustrates the underlying distribution of the data
• Provides useful information for predicting future
performance
• Helps to answer “Is the process capable of meeting
requirements?
Scatter Diagram
• Supplies the data to confirm a hypothesis that
two variables are related
• Provides both a visual and statistical means to
test the strength of a relationship
• Provides a good follow-up to cause and effect
diagrams
*
* *
* *
*
Run Chart/Control Chart

Run charts show the performance and the

variation of a process or some quality or
productivity indicator over time in a graphical
fashion that is easy to understand and interpret.
They also identify process changes and trends
over time and show the effects of corrective
actions.
• Monitors performance of one or more processes
over time to detect trends, shifts, or cycles
• Allows a team to compare performance before
and after implementation of a solution to measure
its impact
• Focuses attention on truly vital changes in the
process
* *
* *
* * *
• Focuses attention on detecting and monitoring
process variation over time
• Distinguishes special from common causes of
variation
• Serves as a tool for on-going control
• Provides a common language for discussion
process performance

The details will be discussed in the Statistical

Control Chart Topic * *
* *
* * *
Cause-And-Effect -Diagram

A cause-and-effect diagram is a simple

graphical method for presenting a chain of
causes and effects and for sorting out causes
and organizing relationships between variables.
• Enables a team to focus on the content of a problem, not on
the history of the problem or differing personal interests of
team members
• Creates a snapshot of collective knowledge and consensus
of a team; builds support for solutions
• Focuses the team on causes, not symptoms

Effect

Cause
Pareto Diagram
A Pareto Chart/Distribution is one in which the
characteristics observed are ordered from
largest frequency to smallest. A Pareto diagram
is a histogram of the data from the largest
frequency to the smallest.
• Helps a team focus on causes that have the greatest
impact
• Displays the relative importance of problems in a
simple visual format
• Helps prevent “shifting the problem” where the solution
removes some causes but worsens others
The Seven New Tools for Improvement
 Affinity Diagrams
 Relations Diagrams
 Tree Diagrams
 Matrix Diagrams
 Arrow Diagrams
 Process Decision Program Charts
 Matrix Data Analysis
 The new seven tools were developed a s a result of a
research effort by a committee of the Japanese
Society for QC Technique Development.
Affinity diagram Interrelationship

Tree Diagram / Unknown Process

Systems Flow decision
program chart
Prioritization Matrix
matrices Diagram Activity
Known network
diagram
1. Affinity Diagrams
• Useful to first surface all the issues associated with the
problem. Look likes brainstrom activities
• Gathers large amounts of intertwined verbal data (ideas,
opinions, issues)
• Organizes the data into groups based on natural relationship
• Makes it feasible for further analysis and to find a solution to
the problem.
• It creates a hierarchy of ideas on a large surface.
Constructing an Affinity Diagram
1. Select a topic/identify the problem to be stated
2. Stated clearly and concisely the issue.
3. Collect verbal data by brainstorming ( Give the team
members a notes card and one idea per card)
4. Discuss info collected until everyone understands it
thoroughly ( Example display the cards).
5. Write each item on separate data card
6. Spread out all cards on table
7. Move data cards into groups of similar themes (natural
affinity for each other)
8. Combine statements on data cards to new Affinity
statement
9. Make new card with Affinity statement
10. Continue to combine until less than 5 groups
11. Lay the groups outs, keeping the affinity clusters together
12. Complete the diagram
Completing an Affinity Diagram

Data Card = Ideas

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Advantages of Affinity Diagrams
• Facilitates breakthrough thinking and stimulate
fresh ideas
• Permits the problem to be pinned down accurately
• Ensures everyone clearly recognizes the problem
• Incorporates opinions of entire group
• Fosters team spirit
• Raises everyone’s level of awareness
• Spurs to the group into action
2. Relations/Interrelation Diagrams
• After completing the affinity diagram, it might be
useful to understand the causal relationships
between the different issues that surfaced.
• For Finding Solutions Strategies by Clarifying
• Relationships with Complex Interrelated Causes
• Resolves tangled issues by unraveling the logical
connection
• Allows for “Multi-directional” thinking rather
than linear
• Helpful to identify the most important issues
to be focused in pursuing the solution to a
problem.
Constructing a Relations Diagram
• Construct an affinity diagram
• Express the problem in form of “Why isn’t
something happening?”
• Each member lists a few causes affecting
problem
• Write each item on a card
• Discuss info collected until everyone
understands it thoroughly
• Move cards into similar groups
• Asking why, explore the cause-effect relationships,
and divide the cards into primary, secondary and
tertiary causes
• Connect all cards by these relationships
• Further discuss until all possible causes have been
identified
• Review whole diagram looking for
relationships among causes
• Connect all related groups
Completing a Relations Diagram
Advantages of Relations Diagrams

 Useful at planning stage for obtaining

perspective on overall situation
 Facilitates consensus among team
 Assists to develop and change people’s thinking
 Enables priorities to be identified accurately
 Makes the problem recognizable by clarifying
the relationships among causes
Tree Diagrams
• For Systematically Pursuing the Best Strategies
for Attaining an Objective
• Develops a succession of strategies for achieving
objectives
• Reveals methods to achieve the results.
• Also known as Systematic diagrams or
Dendrograms or very similar to work breakdown
structure.
Constructing a Tree Diagram
• Write Relations Diagram topic (Objective card)
• Identify constraints on how objective can be
achieved
• Discuss means of achieving objective (primary
means, first level strategy)
• Take each primary mean, write ob-jective
for achieving it (secondary means)
• Continue to expand to the fourth level
• Review each system of means in both
directions (from objective to means and means to
objective)
• Add more cards if needed
• Connect all levels
Completing a Tree Diagram
Advantages of Tree Diagrams

 Systematic and logical approach is less

likely that items are omitted
 Facilitates agreement among team
 Are extremely convincing with strategies
Prioritization Grid
• Is used to make decisions based on multiple
criteria.
• Some people refer to Force-Field Ranking
• Ranking is based on several alternative.
• The criteria is based on numerical score such as
1=very weak and 5=very strong.
• The decision is based on the high ranking score.
Completing a Prioritization Grid
Criteria Customer Acceptance Strength Importance Option
(most important) Cost Reliability (least important) Sum Score Ranking
Options
Design A
Percentage weight .40 .30 .20 .10
Rank 4 3 3 1
Importance score 1.6 .90 .60 .10 3.2 1 (tie)
Design B
Percentage weight .30 .40 .10 .20
Rank 3 4 1 2
Importance score .90 1.6 .10 .40 3.0 2
Design C
Percentage weight .25 .25 .25 .25
Rank 1 2 4 3
Importance score .25 .50 1 .75 2.5 3
Design D
Percentage weight 0.3 .10 .20 .40
Rank 3 1 3 4
Importance score .90 .10 .60 1.6 3.2 1 (tie)
Sum of weights 1.25 1.05 .75 .95
Average weight .31 .26 .19 .24
Criterion Ranking 1 2 4 3
Source: Foster, S., Managing Quality (Upper Saddle River, NJ: Prentice Hall, 2001)
Matrix Diagrams
• For Clarifying Problems by “Thinking Multidimensionall
y”
• Is similar in the concept of QFD – using symbol.
• Consists of a two-dimensional array to determine
location and nature of problem
• Discovers key ideas by relationships represented by the
cells in matrix.
Constructing a Matrix Diagram
 Write final-level means from Tree diagram
forming vertical axis
 Write in Evaluation categories (efficacy,
practicability, and rank) on horizontal axis.
 Examine final-level means to identify whom
will implement them
 Write names along horizontal axis
 Label group of columns as “Responsibilities”
 Label right-hand end of horizontal axis as
“Remarks”
 Examine each cell and insert the appropriate
symbol:
Efficacy: O=good, =satisfactory, X=none
Practicability: O=good,=satisfactory, X=none
 Determine score for each combination of
symbols, record in rank column
 Examine cells under Responsibility Columns,
insert double-circle for Principal and single-
circle for Subsidiary
 Fill out remarks column and record
meanings of symbol
Completing a Matrix Diagram
O O =1 O =4 Principa l

Q C c ir c le s u p p o r t e r
O =2 O X =5 O Subsidia ry
=3 X =6

S it e Q C c i r c l e

S e c t io n /P la n t

S e c t io n /P la n t
Eva lua tion Re sponsibilities

P r a c t ic a b ilit y

M anager

M em ber
E f f ic a c y
Re ma rks

Leader
Rank
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O

Source: Nayatani, Y., The Seven New QC Tools (Tokyo, Japan, 3A Corporation, 1984)
Advantages of Matrix Diagrams
 Enable data on ideas based on extensive
experience
 Clarifies relationships among different elements
 Makes overall structure of problem
immediately obvious
 Combined from two to four types of diagrams,
location of problem is clearer.
 5 types: L-shaped, T-shaped, Y-shaped, X-
shaped, and C-shaped
O O =1 O =4

Q C c ir c le s u p p o r t e r
Principa l
O =2 O X =5 O Subsidia ry
=3 X =6

S it e Q C c ir c le

S e c t io n /P la n t

S e c t io n /P la n t
P r a c t ic a b ilit y
Eva lua tion Re sponsibilitie s

M anager

M em ber
E f f ic a c y

Rema rks

Leader
Rank
4th level means
from Tree diagram O O 1 O
4th level means
from Tree diagram O O 1 O Hold 4 times/month
4th level means
from Tree diagram O 3 O At every meeting
4th level means
from Tree diagram O 2 O
4th level means
from Tree diagram O X 5 O At least 3 times/year/person
4th level means
from Tree diagram O O 1 O O
4th level means
from Tree diagram 4 O
Arrow Diagrams
• For Working Out Optimal Schedules and
Controlling Them Effectively
• Shows relationships among tasks needed to
implement a plan
• Network technique using nodes for events and
arrows for activities
• Used in PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
Constructing an Arrow Diagram

• From strategies on Tree diagram, select one

(Objective of Arrow Diagram)
• Identify constraints to Objective
• List all activities necessary to achieving
Objective
• Write all essential activities on separate
cards
• Organize cards in sequential order of
activities
• Remove any duplicate activities
• Review order of activities, find sequence
with greatest amount of activities
• Arrange parallel activities
• Examine path, number nodes in sequence
from left to right
• Record names and other necessary
information
Other Tools for Performance Measurement

• Spider Chart
• Balance Scorecard
• Dashboard
GRAF RADAR
Pengetahuan Pengetahuan QC Kebolehan Beri
Ciri Kerjasama ICC Tools Pendapat
Bagimana Membentuk ?
Sebelum QIT (%) 50 40 30 60
Selepas QIT (%) 70 80 80 80
1. Kumpulkan data
Carta Radar Bagi Peratus Sebelum-Selepas QIT
2. Lukiskan Bulatan Yang Bersesuaian Saiz
Kumpulan XX
3. Bahagikan Bulatan Mengikut Bilangan Kerjasama
Perkara Yang Dikelaskan dan Lukiskan Garisan 100
Sempadan
75
4. Berikan Skil Dengan Melukis Bulatan Sepusat
50
5. Plotkan Data 25
Kebolehan Pengetahuan
6. Masukkan Maklumat Penting Beri Pendapat ICC

Petunjuk
Sebelum QIT Pengetahuan QC Tools
Selepas QIT
Summaries

BJMQ3013-Quality Management: Dr Che Azlan Taib1 - 70