UNIVERSITI KUALA LUMPUR KAMPUS KOTA

MALAYSIAN INSTITUTE OF INFORMATION TECHNOLOGY

Name of Course

Project Management

Course Code

IFD20802

Lecturer

Faridah Yahya

Semester / Year

SEPT 2015 (2/2015)

Assessment

TEST # 1

Weightage

25

Course Outcome to achieve:

1. To revise/change plans and shifts resources to meet time and cost demand
2. Apply and select appropriate scheduling techniques in managing project
Assessment Components :
1. All Project Management Techniques

NAME

MATRIX NO.

PROGRAMME

3.Nik Muhammad Afif

52130214036

DCNET

Adli Bin Che Zaidi

SEVEN BASIC TOOLS

Once the basic problem-solving or quality improvement process is understood, the addition of
quality tools can make the process proceed more quickly and systematically. Seven simple tools
can be used by any professional to ease the quality improvement process: flowcharts, check
sheets, Pareto diagrams, cause and effect diagrams, histograms, scatter diagrams, and control
charts. (Some books describe a graph instead of a flowchart as one of the seven tools.)
The concept behind the seven basic tools came from Kaoru Ishikawa, a renowned quality expert
from Japan. According to Ishikawa, 95% of quality-related problems can be resolved with these
basic tools. The key to successful problem resolution is the ability to identify the problem, use
the appropriate tools based on the nature of the problem, and communicate the solution quickly
to others. Inexperienced personnel might do best by starting with the Pareto chart and the cause
and effect diagram before tackling the use of the other tools. Those two tools are used most
widely by quality improvement teams.

FLOWCHARTS
Flowcharts describe a process in as much detail as possible by graphically displaying the steps in
proper sequence. A good flowchart should show all process steps under analysis by the quality
improvement team, identify critical process points for control, suggest areas for further
improvement, and help explain and solve a problem.
The flowchart in Figure 2 illustrates a simple production process in which parts are received,
inspected, and sent to subassembly operations and painting. After completing this loop, the parts
can be shipped as subassemblies after passing a final test or they can complete a second cycle
consisting of final assembly, inspection and testing, painting, final testing, and shipping.
Figure 2. A basic production process flowchart displays several paths a part can travel from the
time it hits the receiving dock to final shipping.

Flowcharts can be simple, such as the one featured in

Figure 2, or they can be made up of numerous boxes,
symbols, and if/then directional steps. In more complex
versions, flowcharts indicate the process steps in the
appropriate sequence, the conditions in those steps, and
the related constraints by using elements such as arrows, yes/no choices, or if/then statements.

CHECK SHEETS
Check sheets help organize data by category. They show how many times each particular value
occurs, and their information is increasingly helpful as more data are collected. More than 50
observations should be available to be charted for this tool to be really useful. Check sheets
minimize clerical work since the operator merely adds a mark to the tally on the prepared sheet
rather than writing out a figure (Figure 3). By showing the frequency of a particular defect (e.g.,
in a molded part) and how often it occurs in a specific location, check sheets help operators spot
problems. The check sheet example shows a list of molded part defects on a production line
covering a week's time. One can easily see where to set priorities based on results shown on this
check sheet. Assuming the production flow is the same on each day, the part with the largest
number of defects carries the highest priority for correction.
Figure 3. Because it clearly organizes data, a check sheet is the easiest way to track information.

PARETO DIAGRAMS
The Pareto diagram is named after Vilfredo
Pareto, a 19th-century Italian economist who
postulated that a large share of wealth is owned by a small percentage of the population. This
basic principle translates well into quality problemsmost quality problems result from a small
number of causes. Quality experts often refer to the principle as the 80-20 rule; that is, 80% of
problems are caused by 20% of the potential sources.
A Pareto diagram puts data in a hierarchical order (Figure 4), which allows the most significant
problems to be corrected first. The Pareto analysis technique is used primarily to identify and
evaluate nonconformities, although it can summarize all types of data. It is perhaps the diagram
most often used in management presentations.
Figure 4. By rearranging random data, a Pareto diagram identifies and ranks nonconformities in
the quality process in descending order.

To create a Pareto diagram, the operator collects

random data, regroups the categories in order of
frequency, and creates a bar graph based on the results.

CAUSE AND EFFECT DIAGRAMS

The cause and effect diagram is sometimes called an Ishikawa diagram after its inventor. It is
also known as a fish bone diagram because of its shape. A cause and effect diagram describes a

relationship between variables. The undesirable outcome is shown as effect, and related causes
are shown as leading to, or potentially leading to, the said effect. This popular tool has one
severe limitation, however, in that users can overlook important, complex interactions between
causes. Thus, if a problem is caused by a combination of factors, it is difficult to use this tool to
depict and solve it.
A fish bone diagram displays all contributing factors and their relationships to the outcome to
identify areas where data should be collected and analyzed. The major areas of potential causes
are shown as the main bones, e.g., materials, methods, people, measurement, machines, and
design (Figure 5). Later, the subareas are depicted. Thorough analysis of each cause can
eliminate causes one by one, and the most probable root cause can be selected for corrective
action. Quantitative information can also be used to prioritize means for improvement, whether it
be to machine, design, or operator.

Figure 5. Fish bone diagrams display the

various possible causes of the final effect.
Further analysis can prioritize them.

HISTOGRAMS
The histogram plots data in a frequency distribution table. What distinguishes the histogram from
a check sheet is that its data are grouped into rows so that the identity of individual values is lost.
Commonly used to present quality improvement data, histograms work best with small amounts
of data that vary considerably. When used in process capability studies, histograms can display
specification limits to show what portion of the data does not meet the specifications.
After the raw data are collected, they are grouped in value and frequency and plotted in a
graphical form (Figure 6). A histogram's shape shows the nature of the distribution of the data, as
well as central tendency (average) and variability. Specification limits can be used to display the
capability of the process.

Figure 6. A histogram is an easy way to see the distribution of the data, its average, and
variability.

SCATTER DIAGRAMS
A scatter diagram shows how two variables are related and is thus used to test for cause and
effect relationships. It cannot prove that one variable causes the change in the other, only that a
relationship exists and how strong it is. In a scatter diagram, the horizontal (x) axis represents the
measurement values of one variable, and the vertical (y) axis represents the measurements of the
second variable. Figure 7 shows part clearance values on the x-axis and the corresponding
quantitative measurement values on the y-axis.
Figure 7. The plotted data points in a scatter diagram show the relationship between two
variables.

CONTROL CHARTS
A control chart displays statistically determined upper and lower limits drawn on either side of a
process average. This chart shows if the collected data are within upper and lower limits
previously determined through statistical calculations of raw data from earlier trials.
The construction of a control chart is based on statistical principles and statistical distributions,
particularly the normal distribution. When used in conjunction with a manufacturing process,
such charts can indicate trends and signal when a process is out of control. The center line of a
control chart represents an estimate of the process mean; the upper and lower critical limits are
also indicated. The process results are monitored over time and should remain within the control
limits; if they do not, an investigation is conducted for the causes and corrective action taken. A
control chart helps determine variability so it can be reduced as much as is economically
justifiable.

In preparing a control chart, the mean upper control limit (UCL) and lower control limit (LCL)
of an approved process and its data are calculated. A blank control chart with mean UCL and
LCL with no data points is created; data points are added as they are statistically calculated from
the raw data.
Figure 8. Data points that fall outside the upper and lower control limits lead to investigation and
correction of the process.

Figure 8 is based on 25 samples or

subgroups. For each sample, which in this
case consisted of five rods, measurements
are taken of a quality characteristic (in this example, length). These data are then grouped in
table form (as shown in the figure) and the average and range from each subgroup are calculated,
as are the grand average and average of all ranges. These figures are used to calculate UCL and
LCL. For the control chart in the example, the formula is A2R, where A2 is a constant
determined by the table of constants for variable control charts. The constant is based on the
subgroup sample size, which is five in this example.