Problem Solving – Basic 7QC Tools

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 What is a “Problem “?
“Problem is an undesirable event” or ..

Any Gap between what is expected and what is obtained , can be

called as a Problem, and any effort to reduce this gap can be called as
“Problem Solving ”
Expected
Ideal situation /
Objective
(Gap ?) A Problem!

Present Level
Obtained

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What is a “Problem “?

Example : Objective of machining Throttle body Boring operation

– Bore Dia 40 + 0.025 mm

- Actual – 39.992 mm

Objective –
40+0.025mm

Gap = 0.008 mm

Actual = 39.992 mm

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 Whose perspective should we look at?

people Lens of organisation

products
processes

results
outcomes
benefits
Lens of customer

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Who are Our Customers?

Most 1. End Users Least

useful heard
E.g. Consumer, User, Service

2. Intermediate customers
E.g. Retailer, Distributor, OEM

Least 3. Internal customers Most

useful heard
E.g. Manufacturing, In-plant user

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Why Do we need Quality Tools?

“95% of the problem is solved when clearly defined”

 We need Quality Tools for:

1. Problem solving - making judgments & decisions.

2. For continual improvement.

3. For Process measurement.

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Problem solving - Methods & Tools

"As much as 95% of Quality related problems in

the factory can be solved with Seven

fundamental quantitative tools."

- Kaoru Ishikawa

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7 QC TOOLS

 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect Q

 Scatter diagram 8

 Control charts

 Stratification

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7 QC TOOLS

The 7 QC Tools;
CHECK SHEET
 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

9
 Scatter diagram

 Control charts

 Stratification

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CHECK SHEET

What is a Check sheet ?

 A graphical presentation of information.

 Data gathering & interpretation tool.

 Simplest way to assess common problems.

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CHECK SHEET

When to use a Check sheet ?

 To distinguish between fact & opinion.

 To gather data about how often a problem occurs.

 To gather data about the type of problem.

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CHECK SHEET

How to create a Check sheet ?

 What is the Problem?

 Why should data be collected?

 Who will use the information being collected?

 Who will collect the data?

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CHECK SHEET
SAMPLE CHECK SHEET

13

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CHECK SHEET
SAMPLE CHECK SHEET

14

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CHECK SHEET
SAMPLE CHECK SHEET

15

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7 QC TOOLS

The 7 QC Tools;
HISTOGRAM
 Check sheet

 Histogram

 Pareto Diagram

 Cause & Effect

 Scatter diagram

 Control charts

 Stratification

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HISTOGRAM

What is a Histogram ?

 A vertical bar chart that depicts distribution of data.

 It is a one time snap shot of a process performance.

 A tool to determine the frequency of occurrence of data.

 A graphical information communicating tool.

 Compares process results with specification limits.

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HISTOGRAM

TITLE: __________________________

Bar & Its height

Frequency
‘Y’ Axis

18

‘X’ Axis

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HISTOGRAM

When to use a Histogram ?

 To summarize large data sets graphically.

 To compare measurements to specifications.

 To communicate information to the team.

 Assist in decision making.

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HISTOGRAM

Constructing a Histogram

Step 1: Count number of data points

Step 2: Summarize on a tally sheet

Step 3: Compute the range

Step 4: Determine number of intervals

Step 5: Compute interval width

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HISTOGRAM

Constructing a Histogram

Step 6: Determine interval starting points

Step 7: Count number of parts in Each interval

Step 8: Plot the data

Step 9: Add title and legend

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INTERPRETING HISTOGRAM
Location & Spread of Data

A B

Target Target

C D

Target Target

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INTERPRETING HISTOGRAM

With Process Specification limits

Within Specification Out of Specification

LSL Target USL LSL Target USL

LSL - Lower Specification Limit USL - Upper Specification Limit

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INTERPRETING HISTOGRAM
Common Histogram Shapes

Skewed (Not symmetrical) Discontinued

Symmetrical (Mirror imaged)

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INTERPRETING HISTOGRAM

25

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HISTOGRAM

Benefits of Histogram

 To know whether process produces within specification.

 To know whether process is stable & predictable.

 Process monitoring & centering.

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7 QC TOOLS

The 7 QC Tools;

 Check sheet PARETO DIAGRAM

 Histogram 1

 Pareto Diagram 2

 Cause & Effect

3
27
 Scatter diagram 4

 Control charts

 Stratification

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PARETO DIAGRAM

What is a Pareto Diagram ?

 Shows focus area to get most gains.

 Bar chart arranged in descending order of height.

 Bars on left; relatively important than those in right.

 Separates “Vital few” from “Trivial many”.

 80 % of trouble comes from 20 % of the problems

 Named after Italian Economist Wilfredo Pareto.

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PARETO DIAGRAM

When to use a Pareto Diagram ?

 Starter to Problem solving - What to solve?

 To break big problems into smaller problems.

 To prioritize high impact issues - Where to focus?

 Systematic analysis of causes based on magnitude.

 Allows better use of limited resources.

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PARETO DIAGRAM

Constructing a Pareto Diagram

Step 1: Record the data

1
Step 2: Order the data
2
Step 3: Label the vertical axis
3
Step 4: Label the Horizontal axis 4

Step 5: Plot the Bars

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PARETO DIAGRAM

Constructing a Pareto Diagram

Step 6: Add up the counts

1
Step 7: Add a cumulative line
2
Step 8: Add title, Legend and Date
3
Step 9: Analyze the Diagram 4

Step 10: Interpret the results

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PARETO DIAGRAM

Benefits of Pareto Diagram

 Identifies ‘Major Few’ problems.

 Improves team performance & effectiveness.

 Before & After tracking of a problem in single chart.

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PARETO DIAGRAM
A SAMPLE PARETO CHART

33

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PARETO DIAGRAM

Pareto Analysis of Injury by Dept.

100
400
80

Accident No.
300

Percent
60
200
40

100 20

0 0
Department r
-1 -2 -1 -2 O
N
he
CE C E 34 NS NS TIA Ot
A N AN IO IO R
N N T T S T
T E T E R A RA NI
N N A A I
AI AI PE PE DM
M M O O A
Count 128 102 82 76 20 16
Percent 30.2 24.1 19.3 17.9 4.7 3.8
Cum % 30.2 54.2 73.6 91.5 96.2 100.0

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7 QC TOOLS

The 7 QC Tools;

 Check sheet
CAUSE & EFFECT DIAGRAM
 Histogram

 Pareto Diagram

 Cause & Effect

35
 Scatter diagram

 Control charts

 Stratification

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CAUSE & EFFECT DIAGRAM

What is a Cause & Effect Diagram ?

A graphical tool that helps identify, sort and

display possible causes of a problem or

Quality characteristic.

36

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CAUSE & EFFECT DIAGRAM

About Cause & Effect Diagram ?

 Developed by Kaoru Ishikawa of Japan.

 Also called, Ishikawa or Fish bone diagram.

 Used to explore potential & real causes.

 Compares relative importance

37
of each cause.

 Helps to identify root cause.

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CAUSE & EFFECT DIAGRAM

When to use a Cause & Effect Diagram ?

 During Problem solving to focus on problem.

 To sort out interactions among factors for a cause.

 To analyze existing problems.

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CAUSE & EFFECT DIAGRAM

Why to use Cause & Effect Diagram ?

 Helps to determine root cause of a Problem.

 Group participation & knowledge sharing.

 Indicates possible cause for variation in a process.

 Increases knowledge of 39
a process, its factors etc.,

 Identifies areas of further data collection.

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CAUSE & EFFECT DIAGRAM

STEP 1 - Identify & define the effect

 Decide on the effect to examine.

 Use operational definitions.

 Phrase effect and quantify

 Positive (an objective) or

40
 Negative (a problem)

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CAUSE & EFFECT DIAGRAM
STEP 2 - Fill in the Effect Box & draw the spline

POOR
MILEAGE -
5 KMPL
41

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CAUSE & EFFECT DIAGRAM
STEP 3 - Identify main categories

METHOD MACHINE

POOR
MILEAGE -
5 KMPL
42

PEOPLE MATERIAL

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CAUSE & EFFECT DIAGRAM
STEP 4 - Identify Causes influencing the factors
METHOD MACHINE

Use wrong
gears Under inflated
tyres

Rash Carburetor
Driving adjustment
POOR
MILEAGE -
Poor 5 KMPL
Improper
maintenance 43
lubrication

Poor Wrong
Driving habits fuel

PEOPLE MATERIAL

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CAUSE & EFFECT DIAGRAM
STEP 5 - Add detailed levels & Analyze the diagram
METHOD MACHINE

POOR
MILEAGE -
5 KMPL
44

PEOPLE MATERIAL

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CAUSE & EFFECT DIAGRAM

45

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CAUSE & EFFECT DIAGRAM

Benefits of Cause & Effect Diagram

 Focus is on ‘Causes’ rather than on ‘Symptoms’

 Indicates possible causes of variation.

 Improves team performance & effectiveness.

 Improves process knowledge.

46

 Encourages group participation.

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7 QC TOOLS

The 7 QC Tools;

 Check sheet
SCATTER DIAGRAM

 Histogram

 Pareto Diagram

 Cause & Effect

47
 Scatter diagram

 Control charts

 Stratification

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SCATTER DIAGRAM

What is a Scatter Diagram ?

 A visual & statistical testing tool.

 Analyzes strength & relationship between 2 variables.

 Involve correlation to establish significant relationship.

 Arrive at Quantitative conclusion on relationship.

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SCATTER DIAGRAM

When to use a Scatter Diagram ?

 In problem solving to establish a root cause.

 Examine root cause theories in C & E.

 To confirm a Hypothesis.

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SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM

Positive Correlation Negative Correlation No Correlation

50

Strong positive Correlation Weak negative Correlation

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SCATTER DIAGRAM

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SCATTER DIAGRAM

SCATTER PLOT STATISTICS:

For scatter plots, the following statistics are calculated:

Mean X and Y Average of all the data points.

Maximum X and Y Maximum value in the series.

Minimum X and Y Minimum value in the series.

Sample Size Number of values in the series.

X Range and Y Range Maximum value - minimum value.

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SCATTER DIAGRAM

SCATTER PLOT STATISTICS:

X Range and Y Range Maximum value - minimum value.

Stdev of X and Y values Indicates spread of data around the mean. Line

of Best Fit - Slope Slope of the line

Line of Best Fit - Y Intercept Point at which line of best fit crosses Y axis

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SCATTER DIAGRAM
INTERPRETATION OF SCATTER DIAGRAM
Strong correlation

r-value range of between 0.85 to 1, or -0.85 to -1.

Moderate correlation

r-value ranges from 0.75 to 0.85 or, -0.75 to -0.85.

Weak correlation

r ranges from 0.60 to 0.74 or -0.60 to 0.74.

Though an entirely random relationship equals, 0.00,

r-value that is 0.59 and below is not considered to be a reliable predictor.

(Tan 45 degree = 1)

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SCATTER DIAGRAM

Benefits of Scatter Diagram

 Trends & patterns of different measures are tracked.

 Better process management in variable analysis.

 Relationship establishment tool.

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7 QC TOOLS

The 7 QC Tools;

 Check sheet CONTROL CHARTS

 Histogram
UCL
 Pareto Diagram
X
 Cause & Effect
56
LCL
 Scatter diagram

 Control charts

 Stratification

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CONTROL CHARTS

What is a Control chart ?

 Statistical tool for monitoring & improving quality.

 Distinguishes between Common & Special cause.

 Measure consistency of a machine or process.

UCL

LCL

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CONTROL CHARTS

When to use a Control chart ?

 Visual display for Process output.

 To monitor, control & improve process performance.

 To identify variation at its source.

58

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CONTROL CHARTS

Benefits of Control charts

 Common visual language to predict process.

 Provides cues for taking action.

 Easy & simple to maintain.

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7 QC TOOLS

The 7 QC Tools;
STRATIFICATION
 Check sheet
70
 Histogram 60

Parameter Y
50

 Pareto Diagram 40

30

 Cause & Effect 20

10

 Scatter diagram 1 2 3 4 5 6 7 8 9 10 11

Parameter X
 Control charts

 Stratification

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STRATIFICATION

What is Stratification ?
 A technique used to analyze and divide a universe of

data into homogeneous groups (Strata)

 Involves observing data, splitting them into distinct layers

& doing analysis to see a different process.

 Often these events, represent multiple sources that need

to be treated separately.

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STRATIFICATION

How it is carried out ?

 It involves looking at process data, splitting it into distinct

layers and doing analysis to possibly see a different

process.

62

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STRATIFICATION

Example:
 For instance, analysing ‘Quality’ cost.

 Prevention cost

 Internal Failure cost

 External Failure cost

 Appraisal cost

 World class companies have a Quality cost of around 2

to 5 %

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STRATIFICATION

When to use Stratification ?

 Used extensively to improve Is this

Process ok ?
- How long?
 In control process &

 Stable process UCL

LCL

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STRATIFICATION

Benefits of Stratification

 Unknown strands of data can be identified.

 Systematic reduction of Common cause variation.

 Overall increase in product quality.

UCL

1 2 3 X

LCL

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OTHER QC TOOLS

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Other QC Tools;

 Flowcharts FLOW CHART

 Graphs & Charts

 Brain storming

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FLOW CHARTS

What is a Flow chart ?

“ A diagram that uses graphic symbols to depict

the nature and flow of the steps in a process.”

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FLOW CHARTS

What is a Flow chart ?

 Graphical representations of a process.

 Sequential flow of processes & sub-process.

 Process steps shown with symbolic shapes.

 Process flow indicated by arrows & symbols.

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FLOW CHARTS

When to use Flow Charts ?

 To determine how a process currently functions.

 To determine how a process could ideally function.

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FLOW CHARTS - SYMBOLS

Operation

Inspection

Transportation

Delay

Storage

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BASIC FLOW CHARTS

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FLOW CHARTS

Real world usage of Flow charts

 Production

 Manufacturing

 To identify critical path

 Accounting

 Helps visualising money flow

 Services

 Restaurants

 Real estate

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FLOW CHARTS

Benefits of Flow Charts

 Create Visual map of process.

 To identify time lags & NVA steps.

 Identify process that need improvement.

 Determine major & minor inputs in the process.

 Promotes process understanding.

 Depicts customer - supplier relationship.

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7 QC TOOLS

Other QC Tools;
GRAPHS & CHARTS
 Stratification

 Graphs & Charts

 Brain storming

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GRAPHS & CHARTS

What are Graphs & Charts?

 A technique used to communicate information visually.

Complicated information is made easy to understand

individually and comparatively using Graphs & Charts.

 Basic types include;

1. Bar graph

2. Line graph

3. Pie or Circle graph

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7 QC TOOLS

Other QC Tools;
BRAINSTORMING
 Stratification

 Graphs & Charts

 Brain storming

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BRAINSTORMING

What is Brainstorming?

 A tool used by teams for creative exploration of options in

an environment of free criticism.

 Provides creative and unrestricted exploration of options

or solutions.

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BRAINSTORMING

Benefits of Brainstorming

 Creativity

 Large number of ideas

 Involvement of team members

 Sense of ownership in decisions

 Input to other tools

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BRAINSTORMING

Ground Rules

 Active participation by everyone

 No discussion / No debate

 Build on others’ ideas

 Contribute to the best extent

 Display ideas presented - clarify & combine

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BRAINSTORMING

Brainstorming sequence

 Review the rules

 Set a time limit

 State / pose the question

 Collect ideas - Structured & Unstructured

 Collate & analyze

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DEFINING THE PROBLEM
START

80 • • 100%
PROCESS •
STEPS 60 • 75%
•
40 50%
DECISION 20 25%
A B C D E Other Check Sheet
STOP
Pareto Chart
Flow
Chart

IS IS NOT
WHAT?
82
Histogram
WHO?

WHERE?

WHEN?

HOW MUCH?

Capability Study
Is/Is Not Analysis Control Chart

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 Quality Improvement Story Board
1. Describe the OFI identified in the 2.a. Identify the team members who will 3. Collect data regarding the
Baldrige Assessment.* address the issue. current situation. Use any or all of
Define the Team
Team Members
the following:
Name Role
The Strategic Plan refers to all aspects of organization
John Team Leader
level planning and the deployment of action plans. This Brainstorming is a procedure that allows a group to
express problem areas, ideas, solutions, or needs. It Mary Coach
includes primarily the development and deployment of
an organizational mission, key measures of mission allows each participant to state their opinion in a non- Bob Teacher
threatening environment. Brainstorming helps a group Susan Custodian
fulfillment, and strategies that take into account key
create many ideas in as short a time as possible. Bill Secretary
student and stakeholder requirements. Strategic Brainstorming can be used in two ways: structured or Jane Driver
Planning has a unstructured. Wayne Student
results-oriented
focus and seeks to
STRATEGIC PLAN A Bar Chart displays collected data on
A Run Chart is used to monitor a process to see
whether or not the long-range average is
align all daily work parallel horizontal bars for comparative

b. Establish operational definitions to be used.

changing.
within the analysis. Lengths are proportional to
collected data. Run Charts are the simplest quality tool to
organization with
construct and use.
the over-all
BAR CHART RUN CHART
organizational
direction.
Brainstorming

Measurement
Category
Average

A Problem Statement is tool used Operational definitions give a clear communicable

meaning to a concept which enables individuals to
to document a Probletunity. work on a system based on basic guides of
Survey Results In Percent
Time
Surveys are used when a project is The Nominal Group Technique [NGT] provides a A Problem Statement is understanding. There are no gray areas.
planned, to prove the need and demand of way to give everyone in the group an equal voice in divided into three parts: the
Problem
problem selection. current situation or existing
the customer, or to test a group for Statement
state of the problem, the
determining
impact the problem has on
quality. SURVEY the organization, and the CHECKLISTS or sheets are simple easy-to-understand
Total forms used to determine whether and with what
Compile the results 1. xxxxxxxxxx desired state one would like frequency specified events are taking place. Check lists
A 1311 6
2. xxxxxxxxxx to achieve by solving the supply the necessary data for creating Run Charts and
using a Checklist B 3 4 4 2 13
3. xxxxxxxxxx problem or improving the other continuous improvement tools.
and display them C 2133 9 process.
using a Bar Chart, D 4 2 2 4 12 Operational CHECKLIST
Column Chart, or Definitions Date Total
Pareto Chart.
NGT Category 1 Data Data

*Use BOTH the Building Bullet Book and the Baldrige Feedback Category 2 Data Data

Report along with the annual Baldrige Survey Results to identify Category 3 Data Data

OFIs. Category 4 Data Data

6. Report results.
4. Identify causes for the current 5. Develop a plan for improvement and how
situation. success will be measured.
83 Pilot Projects provide evidence that proposed
Force Field Analysis is
a visual listing of possible innovations or improvements will work. Pilot
forces driving or
preventing change.
FORCE FIELD ANALYSIS Projects are the “DO” of the Plan-Do-Study-Act
Driving Restraining [PDSA] Cycle.
A Force Field Analysis is Forces Forces
useful if a quality
The Affinity Diagram is the result of an interactive improvement team wants
CAUSE & EFFECT DIAGRAM [FISHBONE] data collection method which allows groups of people to find out what is
A Cause & Effect Diagram is used when you need to to identify and process large quantities of ideas in a driving, slowing, or not
identify, explore, and display the possible causes of a very short time. It is a non-judgmental way to collect allowing change at all.
specific problem or condition. “Fishboning” and process ideas. A question is posed. Team Hint: removing a
members individually Brainstorm silently writing ideas restraining force will
represents a sophisticated form of brainstorming.
on 3”x3” sticky make for more progress
Cause Cause
and/or notes.
Team members
Affinity Diagram
than creating driving
forces.
Pilot Project
randomly place
them in the middle
EFFECT of the table.
Ideas are grouped
into like categories.
Finally, a header
note is placed at
Cause Cause Cause the top of each Action Plan refers to a series of connected steps that
column. are designed to accomplish a goal or objective. Action
plans include details of shorter- and longer-term
Imagineering is a Brainstorming technique used
to identify what an individual or group envisions as
and/or A Run Chart is used to monitor a process to see
performance projections, responsible personnel, resource the perfect project, process, or system. Another A Bar Chart displays collected data on whether or not the long-range average is
commitments and time horizons for accomplishment. term used for Imagineering is idealized design. parallel horizontal bars for comparative changing.
Action plan development represents the critical stage The facilitator or leader
analysis. Lengths are proportional to
Run Charts are the simplest quality tool to
collected data.
in planning when Imagineering must clearly state the construct and use.
strategic ACTION PLAN objective of the BAR CHART RUN CHART
objectives and Imagineering session.
goals are made

Measurement
Example:

Category
specific so that Average
“What would be the perfect
effective learning environment?”
organization-wide
Survey Results In Percent
understanding and
deployment are Time

possible.

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PDCA LOOP IN ACTION

1. Define the Problem

8. Standardise and Future Actions 2. Interim Actions

Team Problem

7. Verify the Results

Solving Process 3. Acquire and Analyse Data

6. Action Plan and Implement 4. Determine Root Cause

5. Evaluate Possible Solutions

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PDCA LOOP IN ACTION

Draw Establish
Conclusions the Focus

Examine
the Current
DEFINE Situation
Standardise
the CONTROL MEASURE
Changes
Analyze
Act Plan the
ANALYZE Causes

Study
(Check) Do
85

IMPROVE
Study Act on
the the Causes
QC STORY
Results
DMAIC

PDSA/PDCA

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SUMMARY

The tools listed above are ideally utilized in reducing the process

variability or identifying specific problems in the process. In any

case, the tools should be utilized to ensure that all attempts at

process improvement include:

· Analysis

· Improvement

· Monitoring

· Implementation

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