7-QC Tools

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What is a Process

Input Output
Process
Raw Material Finished or
Intermediate
A Value adding Product
Transformation

Opportunities to
Measure

All work is accomplished by a process

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 Improvement
Bad
Sporadic
Chronic

Breakthrough

Good

 Change from current level of performance to a superior

level and staying there
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Understanding Variation

Variation

Assignable Chance
(Special Cause) (Random Cause)
 Sporadic  Random
 Very Few  Large in number
 Large contribution  Small contribution
 Easy to identify  Difficult to identify and
and eliminate eliminate
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 Product Process Mapping
Product CTQs
Process flow diagram Process
1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 19 20
CTQs 0 1 2 3 4 5 6 7 8

CTQ

CTQ

CTQ

CTQ

CTQ
High
CTQ correlation
CTQ

CTQ

CTQ

CTQ

CTQ

CTQ

CTQ

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What is a problem?

Problem is an unsatisfied
performance in product/ service.

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A problem could be
• nonconformance
• scrap
• chronic rework
• recurring accepted on deviation poor yield
• customer complaint
• machine breakdown
• low process capability
• loosing customers
• reducing market share
• late delivery, etc.

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Known approaches for problem solving

Traditional method: requires no

factual analysis or observations
Symptom Remedy

Scientific and methodical.

Symptom Root Cause Remedy

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 Steps of Problem Solving

1. Definition - Identify and defining the problem

2. Observation/Measure - Investigating the features of the
problem
3. Analysis - Finding the root causes
4. Actions - Establishing and implementing
countermeasures
5. Check - Ensuring the effectiveness of the
remedies & countermeasures
- Results v/s Plan
6. Standardization - Holding the gains
7. Conclusion - Reviewing the problem solving
approach and identifying next problem
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7-QC Tools

Check sheet
Pareto Diagram
Stratification
Cause and Effect Diagram
Scatter diagram
Histogram
Graphs & Charts

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Check Sheet

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What is check sheet?

A convenient and compact

format to facilitate data gathering
& to quantify the current status or
magnitude of the problem

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Data Collection

What is Data ?
Data is a numerical expression of an activity

Quantitative Qualitative
• Measurable • Subjective assessment
 e.g. :Length,  e.g. :Score in a
Temperature beauty contest
• Countable
 e.g. :Number of
defects
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Population, Sample and Data

Random Measurement
Population Data
Sample
(Lot) Sampling / Observation

Action

Objectives of Data Collection

• To know and quantify the status
• To monitor the process
• To decide acceptance or rejection
• To analyse and decide the course of action
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How to collect data?

Define the purpose

 Decide the type of analysis
 Define the period of data collection
 Is the the required data already available ?

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For Proper Data Collection

 Proper sampling procedure

 Proper choice of instruments
 Calibration of instruments used
 Availability of standards for sensory
characteristics
 Adequate lighting and other
test/ inspection facilities.

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Purpose of Check Sheet

 Simplify of data gathering

 Provide preliminary summarisation
 Provide a basis for statistical analysis
 Problem monitoring
 Direction of trouble shooting

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Areas of application

Production: Measurements on process parameters,

No. of defects in products,
Location of defect.

Raw Material: No of defects,location of defects,

Measurement on Quality Characteristics.

Maintenance: Maintenance time, down time,

Machine wise break-down,
Causes of break down.

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Type of check sheets

Purpose of Checking Type of Check Sheet

Determine defect details Defective item check sheet

Determine occurrence of defects Defect factor check sheet

by day, week, operator, machine etc

Determine where defects occur Defect location check sheet

Determine dispersion of dimensions, Process distribution check

hardness, weight etc. sheet

Inspect machines or equipment or Inspection and validation

check the operating procedure check sheet

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 Production Process Distribution Check sheet

Diameter of Component X
Department : Operator :
Specification : Dates : to
Measurement Frequency of occurrence
(cms) 5 10 15 20 25 30 35 40 45 50 Total
0.95 l 1
0.96 lll 3
0.97 llll ll 7
0.98 llll llll llll ll 17
0.99 llll llll llll llll llll 25
1.00 llll llll llll llll llll llll llll llll l 42
1.01 llll llll llll llll llll l 26
1.02 llll llll llll lll 18
1.03 llll l 6
1.04 llll 4
1.05 llll 1

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Location Check sheet

Hood Paint Defects

Name: ____
Date: ____
Model: ____ DD D
S

XXX
B X
X = Dirt
D = Dent
S = Scratch
No. inspected: _____ B = Bubble

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PARETO DIAGRAM

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A tool to select vital few and few trivial
many.

80-20 Rule

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Pareto chart by effect

To find out what the major problem is Viz.

Quality: Defects, Faults , Failures, Complaints,
Repairs, Returned items etc.
Cost: Amount of loss, Expenses
Delivery: Stock, Shortages, Delay in delivery,
Default in payment.
Safety: Accidents, Breakdowns, mistakes.

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Pareto chart by Cause

To find out what the major problem is Viz.

 Operator Shift, Group,
Experience, Skill.
 Machine Machines,
Equipment,
Tools
 Raw material Manufacturer, lot
 Operational method Conditions, Order,
Method

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Uses of Pareto diagram

Find out the most important item/defect.

Ratio of each item to the whole.
Degree of improvement after remedial action in
some limited area.
Improvement in each item/defect compared before
and after correction.

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How to prepare a Pareto diagram

Decide which item to be studied.

Stratify the problem according to sources (by defects,

by supplier etc.) and tabulate the corresponding data.

Arrange the stratified items in descending order of value

and draw a bar diagram.

Draw a curve showing the cumulative % above the bar

chart starting from the greatest value.

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 Pareto Analysis for inspection of product ABC

100%
90%
80%
Percentage Defects

70%
60%
50%
40%
30%
20%
10%
0%

k
sh

er
s

g
s

ns
ac
le

he

in

rn
ni

ai
bb

ck

Cr
tc
Fi

co

St
Pa
Bu

ra
h

k
ug

Sc

ea
ed
Ro

W
ag
m

Defects
Da

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STRATIFICATION

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 The method of grouping data by common points or characteristics
to understand similarities and characteristics of data is called
stratification.

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Such classification helps in obtaining vital
information by distinguishing and comparing
data in different class or strata.

It also identifies the key strata to concentrate on

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The stratification may be based on machines, operators, shifts or
any other source of variation.

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 The purpose of stratification is to ascertain the difference
between different categories and to analyse the reasons
behind abnormal distribution.

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IDENTIFY STRATIFICATION CRITERIA FOR COLLECTING
DATA ON HOUSE KEEPING DEFECTS:
RESULT: # OF DEFECTS PER AUDIT

STRATIFICATION CRITERIA:

• TYPE OF DEFECTS
• LOCATION
• DATE & TIME
• AUDITED BY
• PEOPLE IN THE LOCATION
• INFRASTRUCTURES
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AVAILABLE
TYPE OF STRATIFICATION CRITERIA:

• IDENTITY: e.g. product name, reference no. …

• MACHANICAL:
• OPERATIONAL:
• TECHNICAL:
• ENVIRONMENTAL
• MEASUREMENT:
• BEHAVIOURAL/SKILL RELATED
• TIME RELATED:
• ROLE, RESPONSIBILITY & AUTHORITY RELATED:
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 Areas of application

Raw material
Rejection % in supplier wise and batch wise.

Production
Stratification as per Machine, Shift, operator
etc. of rejections.

Engineering and design

Stratification of drawing errors draftsman wise.

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USE OF STRATIFICATION:

REVIEW ADEQUACY OF PRESENTLY USED DATA

COLLECTION MODE LIKE REGISTER, LOGBOOK etc.

INTRODUCING NEW DATA COLLECTION MODE

COLLECTION OF DATA FOR ANY SPECIFIC

PURPOSE

BEFORE CHECKSHEET

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BRAIN STORMING

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Basic Rules for Brainstorming

Defer evaluation

Fantasize freely

Generate quantity

Build on ideas

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Generate Quantity
Generate as many ideas as possible.

A pearl diver will be more successful in finding

pearls, when he brings up 200 oysters than when
he surfaces only 15-20 oysters.

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Cause & Effect Diagram

(Optional)
Tree Diagram
&
Affinity Diagram

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 Organizing
Potential Causes

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 Looking for Relationships
Graphic displays can help you structure possible causes in order to find
relationships that will shed new light on your problem.

Means

Cause & Effect Diagram Tree Diagram

Means/Objective
Means

Means/Objective
Means
Means/Objective
Means
Objective

Means
Means/Objective
Means
Affinity Diagram Means/Objective
Means
Means/Objective
Means

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 Cause-and-Effect Diagram

Cause-and-effect
diagrams graphically Men Machine
display potential
causes of a problem.
The layout shows
cause-and-effect
Problem
relationships
between the
potential causes.

Material Method

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 Cause-and-Effect Diagram Features
Potential causes
at lower level Narrowly defined
would contribute problem forms
to cause at next Storm Power Bulb head of the fish;
Old
level up causes listed on
Burned
Power Outage Out Replace the diagram
Bulb should potentially
Power Plant Broken contribute to this
Failure
Is Current problem
Circuit Breaker On? Loose
Is Bill
No House Paid?
Arrows Current
Missing
indicate the
direction of Unpaid Bill Wall Switch Lamp
potential Turned Off Assembly error
Doesn’t
cause-and- Turn On
effect Not Plugged In Switch
Broken

Chewed
by Dog Switch
Causes Missing One “spine” leads
Cord Cut into head (problem
grouped by
relationship statement).
to each Vandal No Contact Contributing
other causes are
Corroded arranged on
smaller and
Plug/Cord Lamp smaller “bones.”
High humidity
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 Width variation Narrowly defined
Slot dim variation problem forms
Warpage
Operator headofof the fish;
Wrong placement
Material Lgth variation terminal incauses
slot listed on
Unskilled
Base dim. the diagram
Base material operator Interchange of terminal in slots
should potentially
variation
Thickness variation
not ok contribute to this
Hardness negligence
Width of Base problem
Width dim. variation Dust in locator
less Wrong placement of
Terminal dim. Flash in slot fatigue
base in fixture locator
variation
Lgth dim. variation
Uneven leg of Blinker
thickness base base
Punch & locator crack
misalignment
Worn-out punch
Wrong sequence Pressure
of operation variation
Oversize
d Locator
Stopper Play of base in
not Unequal locator slot
working Punch level
Height of Offset of terminal
Method Stopper Machine CL and Punch CL
less/more

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 Why Use Cause-and-Effect Diagrams

 To stimulate thinking
during a brainstorm
of potential causes
 To understand
relationships between
potential causes
 To track which
potential causes
have been investigated,
and which proved to contribute
significantly to the problem

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When to Use Cause-and-Effect
Diagrams

Use a Cause-and-Effect Diagram:

When there is so large a number of potential

causes that it is difficult to focus the analysis.

When there is a lack of clarity about the

relationship between different potential causes.

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 Effective Use of Cause-and-Effect
Diagrams

 Have a narrowly defined problem to start with.

 This should come from your work in Measure.
 Capture cause-and-effect relationships between units and sub-
units.

Bulb

Burned out
Loose
Lamp does not burn

 Causes on the diagram must be verified with data

to confirm that they are real causes.
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How to Create a Cause-and-Effect Diagram

1. Review the Focused Problem Statement

2. Identify Possible Causes

3. Sort Possible Causes into Reasonable Clusters

4. Choose a Cluster and label a main Bone

5. Develop and Arrange Bones for that Cluster

6. Develop Other Main Bones

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 Avoid Common Mistakes

 Do not use this tool as an alternative form of outlining

Lamp
Cord
Switch Plug
Lamp does
not burn

 Do not use the tool to list potential solutions

People

Increase
headcount
Offer premium
Cycle time too
Long
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 “The Five Whys” and Mile-Deep Thinking

Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Problem Etc.
A B C D E F G H I J K L M

Local focus
“Ask the question on causes
‘Why’ five times”
Why?
1. Why did X happen? Wider focus
Because of W. on causes

2. Why did W happen? Why?

Because of V. Wider focus
on causes

3. Why did V happen? Why?

Because of U. Wider focus
on causes

4. Why did U happen? Why?

Because of T. Wider focus
on causes

5. Why did T happen? Why?

Because of S. Wider focus
on causes
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 The “Might Cause” Check

 Helps to confirm the items listed are potential causes

 Helps to check relationships between items
Might Cause Check

<smallest bone>

might cause
<next largest bone>

which might cause

<next largest bone>

which might cause

<main bone>

which might cause

<head (problem statement)>
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Might Cause Example

Might Cause Check

High humidity
<smallest bone>

Corrosion
might cause
<next largest bone>

which might cause

<next largest bone>

No contact
which might cause
<main bone>

Lamp does not turn on

which might cause
<head (problem statement)>

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 Cause and Effect Diagram for high
petrol consumption
Procedure Driver Vehicle

Spark plugs
Impatience Heavy Contacts
Poor Bad Life
Craze
anticipation attitude
Body Technical
Wrong Poor details
skill Shape
Always gears Fuel mix
late Lack of Inexperience High H.P Carburetor
awareness Wrong
Riding on culture Engine
clutch
Cylinders High Petrol
Spurious Consumption
Crossings Spares Impurities
Restrictions Traffic Incorrect
One way
No turn Tyres Inferior Octane no.
Frequent Petrol
Faulty
Circuitous stops Negligence
Speed Breakers pressure Additives
Road
Ignorance
Potholes Irregular Incorrect viscosity
Low pressure
Poor servicing
Clogged
condition Oil
False filters
Steep economy Not changed
Low level
Road Maintenance Materials
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 Tree Diagram Definition

Another way to find structure in potential causes is

to use a tree diagram, which is a tool used to
arrange related ideas in sequence from broad and
general to narrow and specific.

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 Causal Tree Diagram Features
Levels of Whys are reflected
As you move out to the right Order Entry
RAW UNPLANNED USAGE
MATERIAL REJECTED @ LAB NO C OF A
SHORTAGE LONG APPROVAL TIME PRIORITIES NOT KNOWN
27%
PARTIAL SHIPMENTS ARRIVES IN BATCHES
LATE DELIVERIES
LATE ORDERING R.M. SHORTAGE

LONG MFG. TIME WAIT @ FILLING

GRINDER AVAILABILITY
ORDERS W/O
PROBLEMS INVENTORY ACCURACY WRONG QUANTITY
35% WRONG LOCATION

NOT SURE WE'LL GET AN ORDER

FORMULA NOT ON FILE ORDER BEFORE OR WITH APPROVAL

NEW FORMULA
CODE NOT
DISCONTINUED R.M. ORDERS ARRIVE IN BATCHES
ON FILE NEW CONTAINER SIZE
25% PURGED FORMULA
ORDER ENTRY
SWITCH FROM PURCH.
CYCLE TIME
TO PRODUCT
IS TOO LONG
Most specific
DIDN'T KNOW DATA
WAS NEEDED
Lines connect causes appear to
related series of the far right
Problem
causes
appears at far
left with the FORMULA ON FILE BUT NOT APPROVED

potential NOTIFICATION OF NEXT BATCH

causes PROBLEM W/PREVIOUS BATCH
branching ORDERS WITH
USE ALTERNATE R.M.
ALTERNATE FORMULA LEFT OVERS
out to the PROBLEMS FORMULA ON
USE SALVAGE MAT'L
65% “LOCK HOLD”
right. 1% CHANGE BATCH SIZE R.G.

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 Affinity Diagrams

Affinity diagrams were Main Cause A

introduced in Module 1.3
as a tool for Cause 1 Cause 2 Main Cause C

understanding customer
needs.
The sketch shown here
depicts how an affinity
diagram can also be used
to help understand the Main Cause B
relationships between
Cause 4 Cause 5
potential causes.

Cause 6

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HISTOGRAM

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Histogram is a graph that displays the
distribution of data

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Histogram is characterised by three
constituents

• A center ( mean)
• A width (spread)
• An over all shape

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 How to make a Histogram

Select a sample of size N.

Record the measurements.
Determine the range.
Decide the number of classes.
Determine the boundary or class limits.
Prepare frequency distribution.
Construct histogram.

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 Data on Metal Block thickness (in mm)
3.56 3.46 3.48 3.50 3.42 3.43 3.52 3.49 3.44 3.50
3.48 3.56 3.50 3.52 3.47 3.48 3.46 3.50 3.56 3.38
3.41 3.37 3.47 3.49 3.45 3.44 3.50 3.49 3.46 3.46
3.55 3.52 3.44 3.50 3.45 3.44 3.48 3.46 3.52 3.46
3.48 3.48 3.32 3.40 3.52 3.34 3.46 3.43 3.30 3.46
3.59 3.63 3.59 3.47 3.38 3.52 3.45 3.48 3.31 3.46
3.40 3.54 3.46 3.51 3.48 3.50 3.68 3.60 3.46 3.52
3.48 3.50 3.56 3.50 3.52 3.46 3.48 3.46 3.52 3.56
3.52 3.48 3.46 3.45 3.46 3.54 3.54 3.48 3.49 3.41
3.41 3.45 3.34 3.44 3.47 3.47 3.41 3.38 3.54 3.47

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 Frequency Table
Class Class Mid-value Frequen
no. Boundaries cy
1 3.275 – 3.325 3.30 3
2 3.325 – 3.375 3.35 3
3 3.375 – 3.425 3.40 9
4 3.425 – 3.475 3.45 33
5 3.475 – 3.525 3.50 37
6 3.525 – 3.575 3.55 10
7 3.575 – 3.625 3.60 3
8 3.625 – 3.675 3.65 1
9 3.675 – 3.725 3.70 1

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 Histogram for Metal Block Thickness

45

40 37
35 33
30
Frequency

25

20

15

10 9 10
5 3 3 3
1 1
0
3.3 3.35 3.4 3.45 3.5 3.55 3.6 3.65 3.7

Thickness (in mm)

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 Histogram for Bearing Thickness

45
41
40

35
31
29
30
Frequency

25 22
20 18 17

15 12
9
10
5
5 3

0
5.24 5.28 5.32 5.36 5.4 5.44 5.48 5.52 5.56 5.6

Thickness (in mm)

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 Applications of Histograms

Shape and Smoothness

Comparison to Specification limits
Comparison to Sources of Variability
Outlier Detection
Before and After Comparison

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Comparison of Histogram with Specification Limits

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Types of Histograms

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 Types of Histograms
Bell shaped

Symmetrical shape with a peak in

middle representing a normal
histogram

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 Types of Histograms

Double peaked

Two normal distributions with two

peaks in middle indicating more
than one distribution at work

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 Types of Histograms

Plateau

More than one distribution at work

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 Types of Histograms

Comb

Alternative peaks showing

possible errors in data
collection and analysis

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 Types of Histograms

Skewed

An asymmetrical shape - positively

or negatively skewed - usually
reflecting limits in the specification
on one side

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 Types of Histograms

Truncated

Usually being a part of a normal

distribution with part of it having
been removed.

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 Types of Histograms

Isolated peak

Two normal distributions

suggesting two processes taking
place at the same time.

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 Types of Histograms
Edged peaked

A normal distribution curve with a

large peak at one end indicating
errors in data recording.

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SCATTER DIAGRAM

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If two types of data, x and y,
are related in that x
increases or decreases
with y, a correlation exists
between them.

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A scatter diagram is a
chart that expresses the
relationship between two
such data types.

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Some examples of relationship

• Cutting speed and tool life

• Moisture content and thread elongation
• Breakdown and equipment age
• Temperature and lipstick hardness
• Striking pressure and electrical current
• Temperature and percent foam in soft
drinks

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 Scatter diagram on Automotive Speed vs. Mileage

40

35
Mileage (km/Lit)

30

25

20

15
25 35 45 55 65 75

Speed (km/h)

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A scatter diagram depicts the
relationship as a pattern that
can be directly read.

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Different Scatter diagram Patterns

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If y increases with x, then x
and y are positively
correlated.

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If y decreases as x increases,
then the two types of data
are negatively correlated.

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If no significant relationship
is apparent between x and y,
then the two data types are
not correlated.

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How to make a Scatter diagram

• Collect 30 to 50 pairs of quantitative data (x

and y).

• Choosing units that express the range of the x

and y values, draw an x scale along the
horizontal axis and a y scale along the vertical
axis.

• Plot the data pairs (x, y) as points on a scatter

diagram.

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Data on Conveyor Speed and Severed Length

Sl. No. Conveyor Severed Sl. No. Conveyor Severed

Speed Length Speed Length
(cm/sec) (mm) (cm/sec) (mm)
1 8.1 1046 16 6.7 1024
2 7.7 1030 17 8.2 1034
3 7.4 1039 18 8.1 1036
4 5.8 1027 19 6.6 1023
5 7.6 1028 20 6.5 1011
6 6.8 1025 21 8.5 1030
7 7.9 1035 22 7.4 1014
8 6.3 1015 23 7.2 1030
9 7.0 1038 24 5.6 1016
10 8.0 1036 25 6.3 1020
11 8.0 1026 26 8.0 1040
12 8.0 1041 27 5.5 1013
13 7.2 1029 28 6.9 1025
14 6.0 1010 29 7.0 1020
15 6.3 1020 30 7.5 1022
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 Scatter Diagram on Conveyor Speed vs. Severed Length

1050
Severed Length (mm)

1045
1040
1035
1030
1025
1020
1015
1010
1005
1000
5 5.5 6 6.5 7 7.5 8 8.5 9

Conveyor Speed (cm/sec)

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 Uses of Scatter Diagram

If an increase in y depends on increase in x, then, if x is

controlled y will be naturally controlled.

If x is increased, y will increase somewhat. Then y seems

to have causes other than x.

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GRAPHS and CHARTS

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 Graphs and charts are pictorial
representation of the data, making it easy to
spot trends, ratios and comparisons among
different groups of data.

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 The more common types of graphs and
charts are Line graphs, Bar charts and Pie
charts.

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Purpose of Graphs and Charts

To present the numerical data in an easy-

to-plot visual form.

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Purpose of Graphs and Charts

Line graphs are used to depict change or

variation over time.

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Purpose of Graphs and Charts

Bar charts are used for comparing

quantities between persons, regions, time
intervals etc.

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Purpose of Graphs and Charts

Pie charts are used to show percentages

or proportions of different components
of a specific item.

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Procedure for making Graphs and Charts

Select the type of chart or graph most suitable for the

type of data.
Decide the units and scale of items to be shown on X-
axis and Y-axis
Fill the information on the graph sheet.
Join the required points to complete lines or bars.
Colour or shade the lines or bars to distinguish between
different groups or classes.
Provide appropriate title.

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 % Defectives for different Weeks for product XYZ

7.5
7
6.5
% Defectives

6
5.5
5
4.5
4
3.5
3
1 2 3 4 5 6 7 8 9 10

Week Number
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 Average Production in different months

90
80
80 75 76
70 68
Avg. Production (Tons)

70
60
60

50

40

30

20

10

Jan Feb Mar Apr May Jun

Month

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 Horizontal Bar Graph
Personnel Performance

Poor 15

Average 40

Very Good 30

Excellent 15

0 5 10 15 20 25 30 35 40 45
Percentage

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 Comparison of Machines A & B
for weekly Rejection

25

21
20 20
% Rejection

20

15 15
15 14
13 13
11 11 11
10 10
10 8
6
5
4
5 3 3
2

0
1 2 3 4 5 6 7 8 9 10

Week Number

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 Comparison of Machines A & B
for Units Produced

900

800
Units Produced

700

600 422
257
358
500
336 281 317 299
400 244
300 221
275
200 435
375 348
285 321 307 294
263
100 201
133
0
1 2 3 4 5 6 7 8 9 10

Week Number
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 Pie Chart for
Customer returned watches
A - Glass Broken
B - Stop F G
C - Matt. Trouble E 3% 5%
D - Defective Dial 4%
D
E - Regulation 6%
F - Stem Loose
G - Others A
C
12% 43%

B
27%
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 STRATIFICATION CHECKSHEET PARETO DIAGRAM

CHECKSHEET FOR
DEFECT TALLY
   DEFECTS
TYPE MARKS

A ///// /// // WHAT ARE OUR

   B //// ///// //// PRIORITY AREAS?
C /// /
TOTAL A B C D OTHERS
WHAT DATA? HOW EASILY USL
TO COOLECT DATA?

HISTOGRAM HOW DO THE DA

TA VARY?

MAN M/C
CAUSE & EFFECT
DIAGRAM WHAT ARE
THE CAUSES?

MATL. METHOD

SCATTER DIAGRAM WHAT IS THE APPARENT

RELATIONSHIP BETWEEN
CAUSE (X) & EFFECT(Y)?
X

GRAPHS & CHARTS HOW DOES IT

VARY OVER TIME?

TIME 
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