Problem Solving Tools

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1. What are 7 QC Tools ?
2. Why 7 QC Tools?
3. 7 QC Tools
3.1 Check sheet
3.2 Pareto Chart
3.3 Cause and Effect Diagram
3.4 Histogram
3.5 Graph
3.6 Control Chart
3.7 Scatter Chart
4. Where to use 7 QC tools in the QC Story?

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 1. What are 7 QC Tools ？
(A) (B)
 Check sheet  Check sheet
 Pareto chart  Pareto chart
 Cause and effect  Cause and effect
diagram diagram
 Histogram  Histogram
 Scatter chart  Scatter chart
 Stratification  Graph
 Control chart  Control chart

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 The 7 QC tools are simple statistical tools
used for problem solving.

 7 QC tools are the means for collecting

data, analyzing data, identifying root causes
and measuring the results.

 7 QC tools are not only used for quality

problems, but also for productivity Kaizen,
cost reduction, delivery date improvement etc.

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Various Qualities

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Product quality at Various Stages

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1)They are easy to use. They can be
mastered in a few hours of study.
“Simple is beautiful”.
2)They are easy to understand.
3)They can be used by everybody working
together.
4)95% of problems encountered in work
places can be solved with these 7 tools.

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3. 7 QC tools

3.1 Check Sheet

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A check sheet is a paper form specially
prepared to enable data to be collected and
analyzed simply by making check marks or
simple symbols.
 Itis used for tallying the occurrences of the
defects or causes being addressed and
graphing or charting them directly.
 It is a powerful data recording tool.

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 Datais a guide for our actions. From data
we learn pertinent facts, and take
appropriate actions based on such facts.
 Determine what you are going to do with
the data before collecting.
Eg. In quality control, objectives of
collecting data are
1) Controlling and monitoring of the
production process,
2) Analysis of the non-conformance
or inspection

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 Collect data that suites the purpose
 Ensure reliability of measurements
 The origin of the data must be clearly recorded.

Data whose origin is not clearly known

becomes dead data.
 Data should be gathered in a simple way and in

an easy-to-use form.
 A set of standard recording forms should be

prepared beforehand to continuously collect data

(design a check sheet).

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 To make data-gathering easy

 To ensure that no items are omitted when

inspecting.

 To classify data exactly at the time of their

collection.

 To arrange data automatically so that they

can be used easily later on.

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    Main Use of Check Sheet cont….
１） Survey on ・ When many defectives occur, use it to know
defective item and what kind of defectives are many.
factor

２） Survey on ・ Usage for comparison of average and variation

distribution of of measured data and specification
process capacity
・ Usage for survey on where defectives occur on
product or in process

３） Maintenance and ・ Use to survey distribution of quality

inspection of characteristic such as weight and size.
equipment

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There are different types of check sheets.
Eg.1 Check sheet for production process
distribution
Eg.2 Defective item check sheet
Eg.3 Defect location check sheet
Eg. 4 Defect cause check sheet

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 To know the variation in the dimensions of a kind
of parts whose machining specification is
8.3+0.008.
Deviation*1000 Checks Frequency
-10 5 10 15
20
-9
Specification -8
-7
-6
-5 X 1
-4 X X 2
-3 X X X X 4
-2 X X X X X X 6
-1 X X X X X X X X X 9
8.3 0 X X X X X X X X X X X 11
1 X X X X X X X X 8
2 X X X X X X X 7
3 X X X 3
4 X X 2
5 X 1
6 X 1
7
Specification 8
9
10
Total 55
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 A Defective Item Check Sheet counts and
classifies defects by type, as below.
 Final inspection process of a certain moulded
plastic product.
Type Check Subtotal

Surface scars /// /// //// //// /// 17

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Cracks /// /// /// // 26
Incomplete //// //// //// //// //// /// 3
Misshapen ///
//// 5
Other
Total 62

Total reject ///// ///// //// ///// //// ///// /////// ///// 62
//////

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 It uses a picture of the item to mark defect
positions, as below. Problem areas are
usually indicated by clustering of marks.

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 It aims to correlate cause and effect, by
stratifying causal factors, such as time of
day, operator, machine and location.

Example
 Below table indicates an example of the
defect occurrence rate of plastic switching
buttons.

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Eg 4. Defect cause check sheet Cont…

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 Eg 4. Defect cause check sheet Cont…

 The table shows that worker B causes many

defects.
 Also, it indicates there are many defects on
Wednesday.
 Survey results shows that worker B does not
follow all necessary procedures.
 There was issues in materials lot on
Wednesday.

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3.2 Pareto Chart

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 First developed in 1906, by Italian
economist, Vilfredo Pareto, who observed
unequal distribution of wealth and power.
Most of it in a relatively small proportion
of the total population.

 Then Joseph M.Juran applied it in

classifying problems of quality.

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 It is used to classify problems, show their
frequency and set their priority (which of many
problems have the most serious effect or greatest
cumulative effect on quality, productivity, cost,
safety, etc.

 In quality control, it often represents

Common sources of defects
 Highest occurring type of defect,
Most frequent reasons for customer complaints,
and so on.

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 The Pareto Principle states that only a "vital
few“ (20%) causes are responsible for
producing most (80%) of the problems.

 This principle can be applied to production

improvement that a great majority of
problems are produced by a few key
causes.

 If we correct these few key causes, we will

have a greater probability of success.
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 B y k in d o f de f e tc tive
100%
800
90%
700
80%
600 70%
F re q u e n c y

500 60%
50%
400
40%
300
30%
200
20%
100
10%
0 0%
Spot Burr Crack Shape Others
change

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    Uses of Pareto Chart
 

1. Selection of improvement task

2. Analysis of causes
3. Confirmation of improvement effect
4. Tool to report and persuade easily

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 Form a table listing the causes/problems
and their frequency as a percentage.

 Arrange them in decreasing order from

most to least frequent. Summarize less
frequent problems as ‘others’.

 Calculate cumulative percentage (It is the

summation of percentages from first up to
the current cause or problem)

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 Plot a bar graph with causes on x-axis and percent
frequency or frequency on y-axis(Left side).

 Plot (on the same graph)causes on x-axis and

cumulative percentage on y-axis(Right Side). Join
the points to form a curve. Vertical axis is better
if indicated in money rather than in frequency
number.

 Draw a line at 80% on y-axis parallel to x-axis.

Then drop the line at the point of intersection with
the curve on x-axis. This point on the x-axis
separates the important causes on the left and
less important causes on the right.

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35
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 Type of Frequency In Percent Computing Cumulative
Defect Cumulative Percentage
Percentage

Strain 104 52 0+52= 52% 52

Scratch 42 21 52+21= 73% 73
Pinhole 20 10 73+10= 83% 83
Crack 10 5 83+5= 88% 88
Strain 6 3 88+3= 91% 91
Gap 4 2 91+2= 93% 93
Others 14 7 93+7= 100% 100
Total 200 100 - -
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 An airline trying to analyze and prioritize quality
complaints received from its customers.
Type of complaint Total Percentage Cumulative
Number Percentage
Baggage delay 23 46% 46%
Missed connections 15 30% 76%
Lost baggage 7 14% 90%
Poor cabin service 3 6% 96%
Ticketing error 2 4% 100%
Total 50 100% -

 As shown in the Chart, 76% of customer

complaints are related to baggage delay and
missed connections.
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 3.3 Cause and Effect
Diagram

If you clearly identify the root cause then you are

already 80% of the way to solving it.

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 It arranges the relationship between
problems & their causes in a fish-bone
style (also called fish-bone diagram ).
 It is sometimes called Ishikawa Diagram
because it was invented by Dr.Karou
Ishikawa.
 Its main use is to pick up and arrange all
possible causes without any omissions.
 It allows many factors to be seen at the
same time, and can be used by everyone
from beginners to experienced workers.

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 Constructing a fish bone diagram can help
when a team needs to:
 Identify the possible root cause for a

specific effect or problem.

 Sort out and relate some of the interactions

among the factors affecting a particular

process or effect.
 Analyze existing problems so that
corrective action can be taken.

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 Helps to determine root causes.
 Encourage group participation.
 Uses an orderly, easy-to-read format.
 Increases process knowledge.

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Step 1- Identify and define the effect
Step 2- Draw the spine and the effect box
Step-3- Identify the main causes (the major branches).

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Effect Items
Effect items Contents
・ Low Production output ・ Low Efficiency ・ Availability ratio ・
Productivity Yield ratio

・ Number of defects ・ Number of correction 　

Quality
・ Number of claims

・ High Processing cost 　・ High Inventory quantity 　　・ Labor cost ・

Cost Material cost 　　・ High Additional Expense

Delivery
・ Long Lead time 　・ Delay ・ Longer inspection time
Time
Number of accident, High fatigue, Risky work environment
Safety
・ Number of near-accidents

・ Absence ratio ・ Low Number of proposal 　・ Attendance rate in

Motivation meeting, Negligence at work, low participation

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Step 4 - Identify many causes (sub
branches). You can do this by asking a
serious of “Why” questions
If a minor cause applies to more than one
major cause, list it under both.

Step 5 - Analyze the diagram

 causes that appear repeatedly represent
root cause.
 identify and circle the causes that you can

take action on.

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 Causes
Major factor Sub-Causes

Man ・ Experience in operation and skill 　　・ Attitude

・ Health condition 　 　　　　・ Eligibility

Machine ・ Daily checking 　　　　・ Track record of failure

・ Contents of failure 　　・ Problems on machine
　　　

Material ・ Quality of material 　 ・ Method of Handling

・ Conditions that affect characteristics of material
・ Method of storing ・ Quantity 　 ・ Treatment

Method ・ Work standard 　 　 ・ Instruction ・ Measurement and

checking 　 ・ Layout of workplace Location, Room temperature,
Humidity, Lights, Air-condition, Noise, Transportation, Preparation for work,
Adjustments

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 Don’t criticize other people’s ideas.
 Build on other people’s ideas.
 The more creative ideas the better.
 Speak freely, there are no dumb

ideas.

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 Cause and Effect diagram cont…

Factor
Major factor Major factor

Factor

Problem/ Effect
item

Major factor Major factor

Cause Problem
Countermeasure Objective

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 Volume of glue
Man Material

Expired glue
Knowledge

Kinds of glue

Weak pressing

Clamp type pressing distance of

clamp
Method
Tools
 3.4 Histogram
Hist ogr a m of oper a t ion t im e
ｘ
Lower limit Upper limit

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15
F re q u e n c y

10

0
78 78.2 78.7 79.2 79.7 80.2 80.7 81.2 81.7 82.2 82.7 83.2 83.7 84.2
Operating time(ms)

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 Histogram or frequency Distribution Diagram is
the most commonly used graph to show
frequency distributions in convenient class
intervals arranged in order of magnitude.

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 It is useful in studying patterns or shape of a
distribution and comparing it with specifications or
standard values.

 To find abnormality in a process from the shape

of data distribution.

 It organizes bulk data in an easy manner easy for

understanding.

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 For large numerical data.
 To compare measurements to process
specifications or limits.
 To analyze what the output from a
supplier’s process looks like.
 To see if a process change has occurred
from one time period to another.
 To determine whether the outputs of two or
more processes are different.
 To communicate the distribution of data
quickly and easily to others.

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57
 Constructing a Histogram cont….
① Gather data （ｎ＝ 50 ～ 200 ）
② Find maximum (L) and minimum (S), calculate range
（L－S）.
③ Calculate number of bars/intervals （ ）.
④ Decide width of bar/interval (L － S) ／ ）.
⑤ Decide class limit → （ First low class limit = S －
（ measure unit/2 ））
　　 First upper class limit = low class limit ＋ width of range
⑥ Calculate center of interval (median)
⑦ Prepare frequency table and construct histogram.

It is better to round width of interval/bar for easy calculation at step

No.4. Then number of bars/intervals may change regardless of step
No.3. 58
Range
 Compute the range by subtracting the smallest
value in the data set from the largest value.
The range represents the extent of the
measurement scale covered by the data.

Range= Largest value – Smallest

value

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 Determine how many intervals
(No. of bars)
No. of bars = , Where n is number of
data taken
or
If you have Use this
number
this many data(n) of intervals
Less than 50 5 to 7
50 to 99 6 to 10
100 to 250 7 to 12
More than 250 10 to 20

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Interval width

 should be rounded up to the next higher whole

number to come up with values that are
convenient to use.

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Start and End points of intervals

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 The horizontal scale across the bottom of the graph
contains the intervals that were calculated previously.

 The vertical scale contains the count or frequency of

observations within each of the intervals.

 A bar is drawn for the height of each interval which

represents frequency or percentage of frequency.

A histogram is mainly used to analyze a process

by examining the location of the mean value in the
graph or degree of variations, to find a problem that
needs to be improved.

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 Histogram
1. 2.

3. 4.

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1) Comb style - due to issues or quirks applied to
reading the data when it is measured. For eg, data
that should be placed in a section that doesn’t have
many entries is instead placed into the section before
or after it.

2) Plateau style- when multiple distributions with

different average values are mixed together. For eg, if
there are three machines performing the same process
and the average values for the results of the process
are slightly different for each machine.

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3) The Left cliff style - when frequency is calculated
leaving out those cases that are outside specifications,
meaning a check needs to be performed for such
things as measurements being falsified or mistakes in
the investigation.

4) The twin hills style - when two distributions with

different averages are mixed together. For eg, when
there is a difference in two varieties of raw materials.
In this case the data needs to be stratified and two
histograms created.

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Histograms can be used:
 To determine distribution of sales
 Analysis of quality test results
 Lead time analysis
 Confirmation of process capability

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 A histogram may be interpreted by asking
three questions:
1. Is the process performing within
specification limits?
2. Does the process seem to exhibit
wide variation?
3. If action needs to be taken on the
process, what action is appropriate?

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1)To easly visualize figures in form of
pictures and graphs.

2 ） Avoids reading

3 ） Attract attentions of your managers or

stakeholders.

4 ） Easy to create without highly skilled

mathematic knowledge or painting abilities.
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1) Bar chart
2) Line chart
3) Pie chart
4) Stacked bar graph
5) Z graph chart
6) Radar chart

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•Bar chart indicates size or amount of
something by length of bar. It is used to
compare magnitude of correlation of
quantities.

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 The table indicates details of defects occurred
during one month at certain work place.
 It can also be expressed in bar chart as shown
in below.

Defect No.

Caulking 198

Clamping 103

Crevice 72

Contacting 25

Torque 18

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 It is made by plotting data & linking these by
one line. It is used to indicate variation of
quantity according to time variation having time
in horizontal axis while values in vertical axis.

Example:
(1 ） Monthly change in ratio of defects and
manual correction.
（２） Change in production per day
（３） Sales plan against actual, per month
（４） Price index for 10 years
（５） GDP of core countries.

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 Index of IT popularization can be expressed by the
diffusion of Pc and Internet to households. Below
table & line chart indicate the diffusion by year.

Year PC Internet
1996 17.3 3.3
1997 22.1 6.4
1998 25.2 11.0
1999 29.5 19,1
2000 38.6 34.0
2001 50.1 60.5
2002 57.2 81.4
2003 63.3 88.1
2004 65.7 86.8
2005 64.6 87.0

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 Indicate ratio of each fan-shaped part of whole
circle that is considered to be 100%. Useful to
indicate ratio of each category.
 How to make Pie Chart

(1)Collect and arrange data

(2)Rearrange classification in order of size.
(3)Compute ratio, cumulative ratio & angle of
cumulative ratio of each item.
(4)Create a pie chart and insert lines to divide
the circle.
(5)Fill name of each item

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 Items No.of Ratio Cumulative Accu. angle
employee （ mil ） (%) (%)

manuf/const 1,415 22.6 22.6 81

admin 1,244 19.9 42.5 153
special technic 920 14.7 57.2 206
sales 901 14.4 71.6 257
service 748 11.9 83.5 300
farmer/fishery 284 4.5 88.0 317
management 189 3.0 91.0 328
others 564 9.0 100 360
total 6,265 100 100 360

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 Uses rectangle shapes to indicate each value by its
length. Useful to indicate ratio of each value by time
variation or by stratifying.
 Stacked bar graph is appropriate for showing time
variation of components ratio.
 How to make
(1) Collect and arrange data
(2) Rearrange classification in order of size.
(3) Compute ratio of each item
(4) Divide rectangles occupied by each ratio
(5) Fill in required information to examination

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 Total number of households by year

Year 1970 1980 1990 2000

No. of No of ratio No of ratio No of ratio No of ratio
family house househ househ househ
members holds olds olds olds

1 6,137 20.3 7,105 19.8 9,390 23.1 12,911 27.6

2 4,184 13.8 6,001 16.8 8,370 20.6 11,743 25.1
3 5,322 17.6 6,475 18.1 7,351 18.1 8,810 18.8
4 6,885 22.7 9.070 25.3 8,788 21.6 7,925 16.9
5 3,907 12.9 3,982 11.1 3,805 9.3 3,167 6.8
more 3,862 12.7 3,190 8.9 2,967 7.3 2.225 4.8
than 6

Total 30,297 100 35,823 100 40,671 100 46,781 100

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 A Z graph contains 3 aspects – amount per day or
month, cumulative amount and variance of these (or a
target line). This is used to manage rate of
achievement to the target.

 How to make
(1)Collect and arrange data
(2)Compute cumulative value
(3)Compute size of change
(4)Fill in value, cumulative value, & change size onto
the sheet
(5)Perform trend analysis

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How to use Z Graph
(1) Actual sales of products
(2) Production management
(3) Reduction in no. of incompatibles or defect rate
(4) Reduction in man-hour or cost
(5) Number of proposals or completed QC activities
(6) Improvement of operating rates

　・ Z Graph chart is used do determine whether trend was

upward or downward based on monthly value, cumulative
value and size of changes. Z graph chart on which the
target is marked is also used.

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Month Sales Cumul Total Month Sales Cumul Total
ative variable ative variable

1 65 65 347 7 79 79 388
2 80 145 355 8 34 113 342
3 46 191 347 9 44 157 340
4 91 282 392 10 35 192 284
5 75 357 390 11 75 267 284
6 49 406 374 12 57 324 292

Total 406 406 Total 324 324

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84
 Radar chart consists of lines as much
as items, extending from the center
where distance from the center
indicates values.

 Radarchart is used to show or check

balances between items.

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How to make
（１） collect and arrange data
（２） draw a circle and divide into numbers of
items to insert mark lines.
（３） draw concentric circle with scales
（４） fill in data
Characteristic of radar charts
（１） check balance between items
（２） check time variation of component ratio
（３） check actual against target of each item
（４） check relation between each item and
average

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 Result of math test by items
Item Previous Now
Figures and formula 80(%) 90(%)
Function 87 100
Diagrams
48 82
probability and
statistic 65 56
set ・ logic 60 78

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88
 The control chart is a graph used to study
how a process changes over time. It is used to
analyze a process.

89
 A control chart always has a central line for
the average, an upper line for the upper
control limit and a lower line for the lower
control limit
 These lines are determined from historical

data.
 By comparing current data to these lines, we

can conclude if a process

 is in control (consistent)
or is unpredictable (out of control)
affected by special causes of variation

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1. Collect data for a certain period of time.
2. Plot dots on the chart
3. Examine how they are distributed or if
they are within the established control
limit.
4. Observe variations and analyze the
causes
5. Take some actions to control the
process
6. Standardize various factors,
7. Make a control chart again and examine
if the process is in a stable state.
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 If your process is in control, almost all the
data points will be inside those lines.

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93
 How to check control chart cont….

No. Naming Perspective Action

１ Out of If dots are out of control Because of indicating
control limit. abnormal, investigate its
causes and develop
preventive measures
２ Continuous Continuous 9 or more dots Necessary to survey due
9 or more on one side of central line to strong possibility of
technical problems
dots
３ Dots close 2 dots among continuous 3 Indicates variance in
to limitation dots close to control limit processing. Caution
values. needed.
４ Biased dots Dots links upward or Survey is needed because
downward and indicates of strong possibility of
cyclic nature. problem in process control.
５ Stable No.1 to No.4 do not exist
statue among continues 25 dots. Confirm sustainability
Example: Size of Pizza

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 Pizza Management have to do something.
Average Diameter = 16 inches
Upper Limit = 17 inches
Lower Limit = 15 inches
• Pizzas within specifications were
acceptable.
• One abnormally small pie is “uncommon”.
• Should be examined for quality control.

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3.7 Scatter Diagram

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• A scatter diagram shows the correlation between two
variables in a process. Also called scatter plot, X–Y
graph.
 If the variables are correlated, the points will fall along
a line or curve. The better the correlation, the tighter
the points will hug the line.

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 To identify the correlations that might exist
between a quality characteristic and a factor
that might be affecting it.
 Relationship between temperature of a steel

material and its tensile strengths.

 Relationship between visit made by a
salesman and volume of sales.

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1. Decide which paired factors you want to study their
relations.
2. Collect at least 30 pairs of data.
3. Find the highest and lowest value for both
variables. To decide the scales of horizontal and
vertical axes.
4. Draw on the y-axis (dependent variable or effect)
& on x- axis (independent variable or cause).
5. Plot the data (If two dots fall together, put them
side by side, touching, so that you can see both.)
6. Title the diagram

10
0
 Positive correlation:  No correlation:
y increases with x. where x and y have
no particular
relation.

 Negative correlation: y
decreases with x

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1
 Scatter Diagrams
Positive correlation

4.5
4.5
4
4
3.5
3.5
3
3

特性 BB
2.5
2.5

Characteristic value
Pressure keeping
保圧

2
2
1.5
1.5
1
1
0.5
0.5
0
0
0 5 10 15 20 25 0 5 10 15 20 25
質量 特性A value A
Characteristic
Weight

102
 Scatter Diagrams
Scatter chart including abnormal
data Scatter chart without correlation

4.5
5
4 4.5
3.5 4

Characteristic value B
3 3.5
keeping

特性値B
2.5
Pressure保圧

2.5
2
2
1.5 1.5
1 1
0.5 0.5
0
0
0 5 10 15 20 25 0 5 10 15 20 25

質量 特性値A
Characteristic value A
Weight

10
3
 You may occasionally get scatter diagrams in a
sweeping form that look boomerang- or banana-
shaped.
 To analyze the strength of the correlation, divide
the scatter plot into two sections.
 Treat each half separately in your analysis

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4
Benefits:
• By knowing which elements of your process are
related and how they are related, you will know
 what situation to monitor,
 what causes to analyze,
 what to vary,
 what countermeasures to establish
 Review effectiveness of an action.

 Drawing a scatter diagram is the first step in

looking for a relationship between variables.

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5
 A manufacturer of plastic tanks who made
them using the blow molding method
encountered problems with defective tanks
that had thin tank walls. It was suspected
that the variation in air pressure, which
varied from day to day, was the cause of
the non conforming thin walls.

 To identify the relationship between the

production speed of an operation and the
number of defective parts made.
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6
Examples: scatter diagrams might be used
o Variable A is the temperature of a reaction after
15minutes. Variable B measures the color of the
product. You suspect higher temperature makes
the product darker. Plot temperature and color on
a scatter diagram.

o Variable A is the number of employees trained

on new software, and variable B is the number of
calls to the computer help line. You suspect that
more training reduces the number of calls. Plot
number of people trained versus number of calls.

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 Pizza example
Minutes Cooking Defective Pizza
10 1
45 8
30 5
75 20
60 14
20 4
25 6

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 25

20

15
Defective Pizzas

10

0
0 20 40 60 80

Time Cooking (minutes)

Therefore there is Positive correlation
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 Stratification
Eg. Data from Machine A & B

A and B
mixed

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 ・ Workplace 　 ・ Group 　 ・ Production line
・ Operator 　　 ・ Years of experience 　　 ・ Age 　　
・ Product 　　 ・ Parts 　　 ・ Lot 　　
・ Working shift （ daytime/night ）　 　・ Machine 　　
・ Material 　 ・ Day of the week 　 ・ Time
・ Process related problems ・ performance problem
・ market problems ・ distribution problems

Stratification leads to understanding. For eg, there could

be many causes for the variation in a lot.
•a worker related causes,
•different types of machinery,
•the difference in lot material,
•measurement instrument error,
•surrounding environmental conditions, and others
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 If the worker is suspected to have a great impact on the
variations, separating the lots according to each worker &
examining the variations according to worker will help pinpoint the
cause.

A prerequisite to stratification is the data must be reliably

managed, i.e.,
-- the production date,
◦ number of units produced,
◦ the number of lots,
◦ information about the materials,
◦ the production machinery name,
◦ the name of the person-in-charge,
◦ quality level, and other data must be clearly known.

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4. Where to use 7-QC tools in the QC Story

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 To Summarize
Tool Function
Check sheet Efficient Data Collection
Pareto Analysis Focus and Prioritize on major problems
Cause-and-Effect Identify relations among cause and effect
Diagrams
Histograms To see the distribution of data

Graphs Pictorial representation of data

Scatter Diagrams Correlation of a pair of variables

Control charts To find abnormalities and identify the

current status

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 To Summarize
 7 QC tools are simple and effective.

 95% of problems encountered in work

places can be solved with these 7 tools.

 Dr.Kaoru Ishikawa used to advice people

to study the QC tools not theoretically but
by hands-on-experience(through
practice).

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