Business Unit

Hindustan Zinc Limited

RCA Workshop

Strictly Private
and Confidential
1 June 2013

Problem Solving Tools or 7 Basic Quality Tools are the

techniques used for continuous improvement
Root Cause
Analysis
Graphs &
Control
Charts

Check Sheets

Histogram

Problem
Solving
Tools

Stratification

Hindustan Zinc Limited RCA Workshop

PwC

Pareto
Diagram

Scatter
Diagram

1 June 2013
2

The Concept of a Root Cause

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
3

Concept

What do we mean by Problem

Technically, deviation from desired specification.
In general, deviation from expectation.

Example
1.

Machine Breakdown

2. Delay in spares delivery

3. Operator absenteeism

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
4

Concept

What do we mean by Cause

One of the attributes that is responsible for the occurrence of the
problem
Can we eliminate the problem by addressing the cause ?
Probably No
Why ?
There can be many causes for a problem!!!!!
Then how can we eliminate the problem?
By addressing the root cause
Why Root cause
That is the cause from which the problem originates

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
5

The origin of Root cause analysis technique

The development of root cause analysis can be traced back to the 70s when a cognitive
psychologist named James Reason expounded on the analysis of human error.

His studies led to the conclusion that:

Most errors occur due to lack of clear and definitive specifications about
plans of actions
As a result, human errors occur when the doer of the action tends to function
automatically and, at times, performs while in a state of absent-mindedness

Professor Reasons logic was so widely received that he became one of the leading innovators of tools for improving patient safety in
the health care industries.
Hindustan Zinc Limited RCA Workshop
PwC

1 June 2013
7

Concept

Corrective and preventive actions

Problem
(Break down,
delay etc)

Corrective action
Normal
state

Root Cause

Hindustan Zinc Limited RCA Workshop

PwC

Preventive action

1 June 2013
7

RCA Tools

How can we eliminate Root cause

Some of the commonly used tools are
1. Why-Why analysis (When the causes are restricted to one or two)
2. Fish Bone diagram (When the causes are many)

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
9

Procedure

What is Why-Why analysis

It is a method of asking Why over and over
again till one reaches a root cause.

Problem ...Why
because... Cause

Normally, root cause gets identified within 5

times of asking Why

because...

Identifying the symptom/condition for the

occurrence of abnormality, is very
important.

Why

Cause

Why

because... Cause

The best person to identify the root cause is

the one who attended the problem.

Why

because... Cause

Why

because... Root Cause

Symptom Verification
Cause 1

Why

Problem

Cause 2

Cause 3
9

Why 1
Why 2

"If you don't ask the right questions, you don't

get the right answers

Why 3
Root Cause
Hindustan Zinc Limited RCA Workshop
PwC

1 June 2013
10

*The 5-Why approach, created by Sakichi Toyoda (1867 - 1930), the founder of Toyota, is a simple way to begin any investigation

Advantages of Why-why technique

A major advantage to the 5 Why technique is
It is relatively easy to use and apply
Its easy application makes it a practical tool for root cause analysis in problem
solving
Through this approach is possible to get to root causes in a relatively short
period of time.
Caution: Ease of use and speed need to be balanced with the risk of failure
from recurrence of the problem (should the 5 Whys fail to find the true root
cause)

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
10

Let us understand the Why-Why analysis process

through some examples

11
PwC

Example

A simple why-why analysis-Example 1

PROBLEM: My car wont start.

WHY

BECAUSE

Why wont my car start?

The battery is dead.

Why is the battery dead?

The alternator did not charge the battery.

Why didnt the alternator charge the

battery?

The alternator belt was slipping.

Why is the belt slipping?

The belt is worn.

Why is the belt worn?

The owner did not have the belts replaced as

scheduled.

Why didnt the operator have the belts

replaced?

The owner was unaware of the maintenance

schedule.

Countermeasure: The owner will read the owners manual to become familiar with the
recommended maintenance. The owner will also refer to the manual every 10,000 miles.
Hindustan Zinc Limited RCA Workshop
PwC

1 June 2013
12

How a car battery is charged

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
13

Example

Example 2

PROBLEM: Cylinder does not operate smoothly

WHY

BECAUSE

Why cylinder does not operate Strainer was clogged

smoothly
Why Strainer was clogged

Oil was dirty

Why oil was dirty

Dirt entered the tank

Why does dirt get in

Upper plate of tank has hole and

gap

Why was hole made

Repair work during maintenance

work

STANDARDIZE THE REPAIR WORK

14
PwC

Examples

Example 2 Continued..

PROBLEM: Cylinder does not operate smoothly

WHY

BECAUSE

ACTION

Why cylinder does not

operate smoothly

Strainer was clogged

Clean the strainer

Why Strainer was

clogged

Oil was dirty

Drain and clean

Why oil was dirty

Dirt entered the tank

Prevent scattering of chips

& cutting fluid

Why does dirt get in

Upper plate of tank has

hole and gap

Plug hole and gap

Why was hole made

Repair work during

maintenance work

Standardize repairs

What is your immediate action?

Cleaning the strainer

What is your final action ?

Standardize repairs

After cleaning the strainer, is it OK

Yes

15
PwC

Complex why-why analysis

Background:
Production Manager, Sunil, is heading out to the production floor. He sees that
his highest priority line is down again. What is it this time? he asks. His top
mechanic replies, We are down for a conveyor. Well be back up soon, if we
have the right sprocket.
Sunil decides to do a 5 why analyses even though this appears to be a simple
fix. In the old days they might have been satisfied with replacing the
sprocket. Today, Sunil wants to make sure that the replacement does not fail
prematurely. He wants to address the root cause.

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
14

Procedure to carry out a complex 5 why analysis

The difference with the Multiple Path 5 Why is that there will be more than
one answer to some or all of the whys.
Include the answers that are contributing to the issue (If sufficient proof is
available). The 5 Why can spin out of control and become too complex if you
include every conceivable possibility.
If there is a doubt relating to the applicability of the cause, capture the idea
and verify if the condition exists.
For example, if someone says, maybe the bearings have not been properly
lubricated. Capture the idea and verify the condition of the bearing. If
the bearing hasnt been lubricated properly, include it in your Root Cause
Analysis.

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
15

Example

Example of a Complex why-why

Dirty
Conveyor

Excessive
stress

No cleaning
schedule

Worn out
bearing

No change as per
PM

New mechanic.
Unfamiliar with
line changes

Line speed >

Design speed

Conveyor in-house
line modification

After modification
the new conveyor
not added to PM

Inaccurate
inventory

Parts usage is not

consistently
documented

Lead time high.

Part inventory is
overdue

Timely order was

not placed

Sprocket
Broke

Wrong
Sprocket

Hindustan Zinc Limited RCA Workshop

PwC

Correct
sprocket was
out of stock

Why-Why

1 June 2013
16

Example

Root cause and countermeasures

Root causes

Countermeasures

Conveyor not
included in cleaning
schedule

Modify the
cleaning schedule
to include the
conveyor.

Conveyor not added

to PM schedule

Add to
PMS/CMMS

System failed to
document part usage.
Timely order was not
placed

Regular
documentation
/Implement parts
usage form to be
used on all shifts.

Hindustan Zinc Limited RCA Workshop

PwC

Designate
responsibility for
cleaning.

Min. Inventory
level and Re order
levels to be
defined.

1 June 2013
17

If you dont have time to do it right, will you have time

to do it over?

If you dont have the time to address the root causes

now, you will likely be dealing with the same issues
again.

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
18

Concept

Fish bone diagram procedure (Ishikawa or Cause and

effect diagram)
Problem

Step 1: Capture issue or problem and represent that in a

box.
Step 2: Draw a line from the box across the paper or white
board (Forming the spine of the fishbone)

Problem

Ca t egory 3

Ca t egory 1

Step 3: Draw diagonal lines from the spine to

represent categories of potential causes.

Problem
Ca t egory 4

Step 4: Draw smaller lines connecting spine line to

represent deeper causes.

Ca t egory 3

Ca t egory 2

Ca t egory 1

Problem

Further analysis is needed to validate the actual

cause, ideally with data.
Ca t egory 4

Step 5: Identify which deeper cause impact on

maximum events data, 80/20 principle and land
in root cause
Note: Brainstorm potential solutions once the actual cause
has been identified

Ca t egory 3

Ca t egory 2

Ca t egory 1

Problem

Ca t egory 4

Ca t egory 2

2 0 % of
a t tributes
con t ributing t o
8 0 % of t he
problem

21
PwC

Some important points related to Fishbone analysis

A fishbone starts with just one, single problem which doesn't reflect the
nature of real world issues.
It reads right to left because the Japanese language reads that direction.
It mixes causes and possible causes without specifying evidence.
It breaks apart the fundamental cause-and-effect relationships within
an issue by grouping the causes into general categories.

The fishbone is widely recognized as one of the standard quality tools.

Ishikawa was a pioneer with his approach.
The fishbone cause-and-effect diagram is part of every six-sigma program.
*Cause Map is a more exhaustive approach

1 June 2013
PwC

22

Project Charter

Example 4 Live case in RA mines

PROJECT CHARTER
General Information
Project Name

Reduction of REL Drill(No-19 to 26) engine related

breakdown by 50%
Note: Average monthly breakdown: 1139hrs

Team Name

Project Sponsor

Project Location

Ver No.

Project no.

HEMM

Project Details
Problem Statement

NL Panchal (L)
Rakesh Khurana (M)
SK.Hussain (M)
Shiva Kumar (M)
Date

FIP/Drill/-01

09.10.2012

Engines of drills(19-26) alone contributes major downtime (48% of total downtime)

Goal Statement

Improvement of REL Drill (no-19 to 26) availability by ~ 9% from the base line of 54%.

Constraints

1. Spares parts support from OEM , 2. Inadequate skill level of maintenance crew.

Project Scope

Engine and engine Accessories failure.

Resources - T eam members

Name
Role
NL Panchal
Leader
Rakesh Khurana
Member
Sahid Hossain
Member
Shiva Kumar (REL) Member
Member
Member
Benefits
Bottom Line
Benefits (KPI)

Dept/Function
HEMM
AO-Cell
HEMM
REL

Operational KPI:
Drill Availability : ~ 9%
In terms of meters: ~ 7812/month
Blasted inventory will
Strategic benefits increase=7812*49MT=382788MT/m
onth
PwC
Hindustan Zinc Limited RCA Workshop

Name

Role

Dept/Function

Member
Member

Activity
Start

Project Review Schedule

Target Date
Actual date
05.10.2012

[D] Define
[M] Measure
[A] Analyse
[I] Improve

1 June 2013
17

Measure

Data analysis on problems related to breakdown of

Drills (19-26)
Note: Charts represents last 6 months cumulative data (Apr-Aug 2012)
Source: SAP
7000

120%

4000
3635

B/d time in hrs

100%

6000

Total SD =
29376 hrs

80%

60%

Total B/d =
11940 hrs
46%

3000

4000

2500

3000

2000

2000
1000

40%

20%
20%

0%
Total
B/d hrs
scheduled
hrs

Engine
related
failure

3500

5000

1 7 43
1 676
1 573
1 088
472
4 38
4 1 94 1 4 3 1 6
177
1 5 66 4

Engine
Maintenance
Rotary gear box
Drill tools
Hydraulic
Others
Compressor
Structural
Electrical
Undercarriage
Power transmission
Mechanical
Operation

100%

5922

Maximum breakdown
happens due to tripping
of engine (30%)

1500
1000

500

851

752
407
92

68

58

42

18

Attributes of failures
Hindustan Zinc Limited RCA Workshop
PwC

1 June 2013
18

Analyse

Why the engine trips frequently - RCA

Why 1

Engine trips frequently

because

because

Low Fan Speed

Why 3

because

Low Pump
pressure

Why 4

Note:
Rated Pressure : 3500 PSI
Required Pressure : 3300 PSI

But pump always runs

close to rated pressure
(Data)
because

Pump with low

rated pressure

Temperature rises beyond threshold

because

External Oil
cooler chokes

Why 3

because

because

Dust sticks and

accumulates

Radiator chokes

Why 3

Why 4

Oil sediments in
fin

Why 5

because

Oil leaks from

Gearbox

Why 6

because

PwC
Hindustan Zinc Limited RCA Workshop

Why 2

because

Why 5

Solution:
Pump with increased pressure
rating of 5000 PSI

Summary:
Commissioning of Increased
pressure rated pump and a simple
bolt with thread sealant can arrest
major part of tripping problem

Mounting bolt
becomes loose in
jerky movements

Solution - Permanent
1. Bolt with thread sealant
2. Tightening with torque wrench
and
3. CLTI calendar

1 June 2013
19

Format

Following format helps you in doing a structured Why-Why

Analysis
PHENOMENON ANALYSIS FORM

Ref No:

Date:

Describe the phenomenon clearly:

Short term action:

Why-1
W
H
Y

Why-2
Why-3
Why-4
Why-5

Is there anything else to be checked?

Proposed preventive countermeasures

Resp

Due Dt

Status

Change in work method

/ training required
Routine activity
Predictive check

Preventive
maintenance
Modification

Others
Status

Agreed

Hindustan Zinc Limited RCA Workshop

PwC

Planned

Implemented

Effective
1 June 2013
20
26

Exercise

Live case in a loom shed (Textile Plant)-Example 5

Phenomenon: A fire broke out in the Loom-shed (250 Looms). It took a long time for
workmen to control the fire. It was later identified that it took 3 hours to control the fire
which could have been controlled in 30 minutes.
Why it took abnormally long time to douse the fire
Why ?

The machine operators couldnt use the fire extinguishers

Why ?

The operators were not trained

on using fire extinguishers

Why ?

All the fire extinguishers were

not working
Why ?

They were not refilled for a long

time
What is the countermeasure in
this case ?
Hindustan Zinc Limited RCA Workshop
PwC

Why ?

No system of knowing when they

were filled last time
1 June 2013
21

Guidelines

Some of the expectations while doing RCAs

The process requires complete
honesty and no predetermined
assumptions.
Follow the Data! Dont try to lead it.
Why-Why should be done only with
cross functional team.
Actual observations at the work site
needs to be taken into consideration
to arrive at the root cause

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
22

Countermeasures

What should be the outcome of Why-Why analysis

Why-Why Analysis should lead to

Single Point
Lesson
(Training/
Knowledge
transfer)

Checkpoint
addition/
modification
of CLTI
checklist

Inclusion in
Preventive/
Predictive
Maintenance
schedule

Equipment
Modification

Visual
Control/
Mistake
Proofing

These are known as countermeasures.

Countermeasure deployment is important to avoid
reoccurrence of the problem
Hindustan Zinc Limited RCA Workshop
PwC

1 June 2013
23

Limitations of the approach

Using 5 Whys doesnt always lead to root cause identification when the cause is
unknown. That is, if the cause is unknown to the person doing the problem solving,
using 5 Whys may not lead to any meaningful answers.
An assumption underlying 5 Whys is that each presenting symptom has only one
sufficient cause. This is not always the case and a 5 Whys analysis may not reveal
jointly sufficient causes that explain a symptom.
The success of 5 Whys is to some degree contingent upon the skill with which the
method is applied; if even one Why has a bad or meaningless answer, the whole
procedure can be thrown off.

The method isnt necessarily repeatable; three different people applying 5 Whys to the
same problem may come up with three totally different answers.
5 Whys requires skill to use well and most important, should be grounded in
observation, not deduction.(On-the-spot observation rather than deduction is the only
correct way to answer a Why? question)
Hindustan Zinc Limited RCA Workshop
PwC

1 June 2013
28

Pit falls

A common tendency while doing RCAs

Operator

error

The question isWhy people dont comply?

Improper instructions
Improper training
Lost expectations/low
motivation

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
24

Headway

Headway and expectations

Dont limit the search !
It is important to know the answer to the following questions
What role should management play?
Doing 5-why analysis will get imbibed into the culture only if the Manager demands
for the 5-Why document during review of any critical abnormality (Breakdown,
Quality complaint etc from the daily management team)

Are you looking beyond your own backyard?

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
25

Why-why analysis-In a Nutshell

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
26

Exercise
Identify a repeatedly occurring problem that your unit is facing.
Brainstorm on the issue with your team member on your table
Present it to the rest of the team

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
27

Action planning

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
28

Why Detail Action Planning is Important.....?

One Night 4 college students were playing till late night and could not study for the test
which was scheduled for the next day.
In the morning they thought of a plan. They made themselves look as dirty with grease
and dirt. They then went up to the Dean and said that they had gone out to a wedding
last night and on their return the tire of their car burst and they had to push the car all
the way back and that they were in no condition to appear for the test.
So the Dean said they could have the re-test after 3 days. They thanked him and said
they would be ready by that time.
On the third day they appeared before the Dean. The Dean said that as this was a Special
Condition Test, all four were required to sit in separate classrooms for the test. They all
agreed as they had prepared well in the last 3 days

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
29

Why Detail Action Planning is Important.....?

The Test consisted of 2 questions with a total of 100 Marks.
See Below for the question Paper

Q.1. Your Name : ........ ......... ......... (2 Marks)

Q.2.. Which tire burst? (98 Marks)

a) Front Left
c) Back Left

Hindustan Zinc Limited RCA Workshop

PwC

b) Front Right
d) Back Right

1 June 2013
30

Action Plan indicates details of all the things that must

be done to ensure a smooth and objective trial of
solution / improvement
The Action Plan should reflect aspects such as :
Who
No.

What

Task

Priority

Due
Date

Assigned
to

Assigned
Date

Status

Remarks

When
Where
How
Maximizing Aids

Hindustan Zinc Limited RCA Workshop

PwC

1 June 2013
31

Formation of Action Points for Implementation

SN

Action Plan

Impact on

Furnace roof modification for PGP (Brick lining

Availability 1 instead of Glass wool) to reduce frequent glass
Breakdown
wool replacement
Roller Assembly to be made ready for
replacement to prevent loss time of assembly
Availability 2
during stoppage. Rollers to be dynamically
Shutdown
balanced
Shutdown planning for cleaning & PM to be
made for Annealing every month. Entire plan to Availability 3
be chalked out (To do list) - incorporate start up Shutdown
n cool down

Annealing should be given a priority for the

4 crane usage to avoid any loss of time due to
crane availability
5

Discussion on increasing performance to be

conducted

CNG gas usage in LPG & PGP to reduce the

temperature problem & cleaning time

Hindustan Zinc Limited RCA Workshop

PwC

Idea
Throughput
Start End
Given Priority Status
Resp improvemen
Date Date
by
t (MT/mth)
In
Progre
14Bharat Priority 4
14-Apr
Bharat
13
ss - On
Jun
Time
In
Progre
30-Suryade
Verma Priority 3
14-Apr
43
ss - On
Aprv
Time
Bharat Priority 1

Y et To
20-Apr
Start

28-Bharat
Apr/ Verma

In
Availability Progre
VSC Priority 1
18-Apr Bharat
Material availability
ss - On
Time
Y et To
Performance
Bharat Priority 1
28-Apr 5-MayBharat
Start
Availability In
Cleaning time Progre
15VSC Priority 2
14-Apr
Gautam
Temperature
ss - On
May
reduction problem
Time

43

50

58
66

1 June 2013
32

Thank You

Remember : Its a journey of Continuous Improvement

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional adv ice. You should not act upon the
information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the
accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, [insert legal name of the PwC firm], its members,
employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or any one else acting, or refraining to act,
in reliance on the information contained in this publication or for any decision based on it.
[Y ear] [insert legal name of the PwC firm]. All rights reserved. In this document, PwC refers to [insert legal name of the PwC firm] which is a member firm
of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.

Problem Solving Tools or 7 Basic Quality Tools are the

techniques used for continuous improvement
Root Cause
Analysis

Graphs &
Control
Charts

Problem
Solving
Tools

Check
Sheets

Stratificati
on

Hindustan Zinc Limited Problem solving tools

PwC

Histogram

Pareto
Diagram

Scatter
Diagram

1 June 2013
2

Pareto Chart
Why use it?
To focus on the
problems/issues that offer
greatest potential for
improvement

140

120

120

100

100

80

80

What does it do?

Helps identify the vital few from
the trivial many
Displays the relative importance of
problems in a simple graphical way
Helps in prioritizing efforts for
improvements

60

60

40

40
20

20

0
C

1 June 2013
PwC

How To Construct A Pareto Chart

Total the data on effect of each contributor, and add these to determine the grand total
Re- order the contributors from the largest to the smallest.
Determine the cumulative percent of total

For example, the cumulative percent of total through the fifth contributor is the sum of the
effects of the first five in the rank ordering, divided by the grand total, and multiplied by 100

Draw and label the left vertical axis

Label the axis from 0 to the grand total or just beyond.

Provide a caption to describe the measure being used.

Draw and label the horizontal axis

Divide the axis into as many divisions as there are contributors.

List the contributors from largest to smallest, going from left to right

Provide a caption to describe them.

If the contributor names are long, label the axis A,B,C, etc. and provide a separate key

1 June 2013
PwC

How To Construct A Pareto Chart

Draw and label the right vertical axis.

Label the axis from 0 to 100%.

Line up 100% with the grand total on the left axis.

Provide the caption: Cumulative-Percent of Total.

Draw bars to represent the magnitude of each contributors effect.

The height of the bars corresponds to the magnitude of that contribution as measured on the left
axis.

Draw a line graph to represent the cumulative-percent of total.

The plotted points correspond to cumulative-percent as measured on the right axis.

Line up the points above the right-hand edge of the bars.

Analyze the diagram.

Look for a break point on the cumulative percent graph.

Review the interpretation section for more details.

Title chart: Label the vital few and trivial many; and show the cumulative percent contribution
of the vital few.
1 June 2013
PwC

Problem Solving Tools or 7 Basic Quality Tools are the

techniques used for continuous improvement
Root Cause
Analysis

Graphs &
Control
Charts

Problem
Solving
Tools

Check
Sheets

Stratificati
on

Hindustan Zinc Limited AO Workshop

PwC

Histogram

Pareto
Diagram

Scatter
Diagram

1 June 2013
48

Scatter Plot To find a correlation between paired

data
What is it?
A graphical representation highlighting interaction of data points usually between an
independent & a response variable.

Why use it?

To show a possible relation between dependent & independent variables.
To study & identify possible relationship between an output & an input variable. The output
is called the dependent variable & input is called independent variable.
E.g.. Printing errors & printing speed; machine downtime & machine speed, monthly
production & absenteeism etc.

Purpose
Makes it easier to determine a direct relationship, & hence the cause behind an effect.
Helps in taking decisions for improving the process, by providing both visual & statistical
means.
Provides both visual &statistical means to test the strength of a potential relationship.
Hindustan Zinc Limited AO Workshop
PwC

1 June 2013
49

Based on the scatter diagram, the type of correlation

can be identified

+ve correlation
(Y Increase as
X Increases)

Hindustan Zinc Limited AO Workshop

PwC

No correlation
(Y Has no Particular
Relationship)

-ve correlation
(Y Decrease as
X Increases )

1 June 2013
50

How to construct a scatter diagram

Obtain the table of raw data &
determine the high & low
values for each variable.
Go to Insert Scatter.
Select the Scatter with only
markers.

Hindustan Zinc Limited AO Workshop

PwC

1 June 2013
51

Scatter Diagrams

If the variables are correlated, when one changes the other probably also changes.

Dots that look like they are trying to form a line are strongly correlated.

Sometimes the scatter plot may show little correlation when all the data are considered at
once.

Hindustan Zinc Limited AO Workshop

PwC

1 June 2013
52

Scatter plots
Exercise:
Two different variables have been shown below
Personal Expenditure

Year

Per. Cusp.

Per. Income

1965

450

550

1966

500

600

1967

520

650

1968

560

720

the data set ?

1969

600

780

1970

650

850

Comment on type of correlation.

1971

700

900

1972

780

1000

1973

850

1100

Personal income
What inference can be drawn from

Where it can be used in your domain.

Hindustan Zinc Limited AO Workshop

PwC

1 June 2013
53

Problem Solving Tools or 7 Basic Quality Tools are the

techniques used for continuous improvement
Root Cause
Analysis
Graphs &
Control
Charts

Check Sheets

Histogram

Problem
Solving
Tools

Stratification

Hindustan Zinc Limited AO Workshop

PwC

Pareto
Diagram

Scatter
Diagram

1 June 2013
54

About Stratification
What is it?
A method for grouping data by common characteristics enabling better understanding of
trends by focusing only on relevant data.

Why use it?

To dismantle the entire data set & break it into smaller related groups.

Purpose
Focuses attention on a vital/significant subgroup
Enables a more precise analysis
Helps to verify root cause

Hindustan Zinc Limited AO Workshop

PwC

1 June 2013
55

Examples for Stratification

Factors

Data can be grouped

WHO

Department
Individual

WHAT

Type of Defect
Reason for Defect

WHEN

Month, Quarter, Days

Shift-wise

WHERE

Area
Section

WHICH

Product
Equipment

Hindustan Zinc Limited AO Workshop

PwC

Examples
Complaints of System
Malfunctioning
Branch-wise
Machine-wise
Package-wise
Lot-wise
Accidents
Shop-wise
Shift-wise
Age-wise

1 June 2013
56

Steps to stratify the data using pivot table

Select Microsoft Excel list or
database
Go to Insert.
Click on Pivot Table.
Select the Data range.
Click on OK.

Hindustan Zinc Limited AO Workshop

PwC

1 June 2013
57

Steps to stratify the data using pivot table

Now you can customize the layout of the pivot table
depending on which parameters you want to analysis

Drag those parameters on which you

want to stratify the data on the
Row / Column of the pivot
table.

By dragging these parameters in the

Data space, you can get the count /
sum of data points as you desire.

Hindustan Zinc Limited AO Workshop

PwC

1 June 2013
58

Problem solving basics

Solving problems means identifying the root causes of a problem and then
developing and implementing appropriate countermeasures that are designed
to eliminate the root causes and prevent their recurrence.
Important
Root causes are to be distinguished from causal factors.
Causal factors are those factors that contribute to the occurrence of a
problem, but are not necessarily the initiating cause of a problemthe root
cause.
Causal factors and chains need to be analyzed further to determine their root
causes.
A robust problem-solving method must be adept at not only identifying a
problems causal factors, but equally adept at uncovering the root causes that
underpins the causal factors.
1 June 2013
PwC