FACA

TRAINING
PLAN-DO-CHECK-ACT (PDCA) CYCLE
 Also known as Deming Cycle, it is a repetitive four-stage
model for Continuous Improvement in Process Management
 This will help improve the quality and effectiveness of the
processes wrt any field

Act Plan Plan: Define the problem to be addressed, collect relevant data,
and ascertain the problem's root cause
Do: Develop and implement a solution; decide upon a
Check Do measurement to gauge its effectiveness
Check: Confirm the results through before-and-after data
comparison
Act: Document the results, inform others about process
changes, and make recommendations for the problem to be
addressed in the next PDCA cycle
PLAN-DO-CHECK-ACT (PDCA) CYCLE
 Also known as Deming Cycle, it is a repetitive four-stage
model for Continuous Improvement in Process Management
 This will help improve the quality and effectiveness of the
processes wrt any field

Act Plan
Plan: Define the problem to be addressed, collect relevant data,
and ascertain the problem's root cause
Do: Develop and implement a solution; decide upon a
Check Do measurement to gauge its effectiveness
Check: Confirm the results through before-and-after data
comparison
Act: Document the results, inform others about process
changes, and make recommendations for the problem to be
addressed in the next PDCA cycle
PLAN-DO-CHECK-ACT (PDCA) CYCLE
 Also known as Deming Cycle, it is a repetitive four-stage
model for Continuous Improvement in Process Management
 This will help improve the quality and effectiveness of the
processes wrt any field

Act Plan
Plan: Define the problem to be addressed, collect relevant data,
and ascertain the problem's root cause
Do: Develop and implement a solution; decide upon a
Check Do measurement to gauge its effectiveness
Check: Confirm the results through before-and-after data
comparison
Act: Document the results, inform others about process
changes, and make recommendations for the problem to be
addressed in the next PDCA cycle
PLAN-DO-CHECK-ACT (PDCA) CYCLE
 Also known as Deming Cycle, it is a repetitive four-stage
model for Continuous Improvement in Process Management
 This will help improve the quality and effectiveness of the
processes wrt any field

Act Plan
Plan: Define the problem to be addressed, collect relevant data,
and ascertain the problem's root cause
Do: Develop and implement a solution; decide upon a
Check Do measurement to gauge its effectiveness
Check: Confirm the results through before-and-after data
comparison
Act: Document the results, inform others about process
changes, and make recommendations for the problem to be
addressed in the next PDCA cycle
 5 WHY ANALYSIS
Problem: Ran through the Red Light and paid
fine

Why? Late for work

Why? Woke up late

Why? Couldn’t hear the alarm

Why? Mobile Phone got switched off

Why? Battery Drained Out

 5 WHY ANALYSIS
Problem: Ran through the Red Light and paid
fine

Why? Late for work

Why? Woke up late

Why? Couldn’t hear the alarm

Why? Mobile Phone got switched off

Why? Battery Drained Out

 5 WHY ANALYSIS
Problem: Ran through the Red Light and paid
fine

Why? Late for work

Why? Woke up late

Why? Couldn’t hear the alarm

Why? Mobile Phone got switched off

Why? Battery Drained Out

 5 WHY ANALYSIS
Problem: Ran through the Red Light and paid
fine

Why? Late for work

Why? Woke up late

Why? Couldn’t hear the alarm

Why? Mobile Phone got switched off

Why? Battery Drained Out
 5 WHY ANALYSIS
Problem: Ran through the Red Light and paid
fine

Why? Late for work

Why? Woke up late

Why? Couldn’t hear the alarm

Why? Mobile Phone got switched off

Why? Battery Drained Out

 5 WHY ANALYSIS
How Do You Perform 5 Whys Analysis?
1. Form a Cross-Functional Team:
Problem: Ran through the Red Light and paid
fine  You’ll be receiving unique points of view
 You’ll collect enough information to make an informed decision
Why? Late for work
2. Define the Problem:
 Discuss the problem with the team and make a clear problem statement
Why? Woke up late
3. Start Asking "Why“:
 Ask "Why" as many times as needed until the Final “Why” becomes illogical
Why? Couldn’t hear the alarm
4. Act on the Root Cause/Hypothesis:
Why? Mobile Phone got switched off  Involve all members in a discussion to find/apply the best solution
 One of the team members should be responsible for applying the right actions
Why? Battery Drained Out and observing the whole process
5. Monitor the Effects:
 Meet again and check if the actions had a positive impact
ROOT CAUSE  If not, the 5 Why’s process should be repeated
6. Document the Process:
 Finally, document and share the analysis across the organization which will give
an insightful overview of the different kinds of problems a team may face and
how those problems can be eliminated
 INTERNAL FAILURE COSTS
Tools to Identify:
Causes:
1. Statistical Process Control (SPC):
1. Poor Quality Control: Lack of
Perform within a defined range/variation,
Regular Inspection, defect go Definition: The costs incurred by a Analyse data and Identify patterns to
undetected company when its products, indicate problem
2. Inadequate Training: Less processes, or services fail to meet 2. Failure Mode and Effects Analysis
Knowledge about work the desired quality standards at the (FMEA): Identify Potential Failure Modes
3. Lack of Process Standardization: time of shipment/service provided to on Processes, their Causes, Impact and
Implement SOPs to ensure consistent the Customer Corrective Action
processes and minimized errors
3. Root Cause Analysis (RCA): Identify the
4. Poor Supplier Quality: Establish
Problem, Analyse and determine the RC
Supplier Quality Standards and
and Implement CA
Regular Audits
4. Quality Audits: Identify Areas of
Internal Failure Cost Weakness in Quality Systems and Provide
Impacts:
1. Reduced Profitability: Rework, Recommendations
Scrap, Warranty Costs, Resolving the 5. Lean Six Sigma: Combination of Lean
Problem Methodologies and Six Sigma QMT to
2. Decreased Customer Satisfaction: reduce waste and improve Quality
Examples:
Customer Complaints/Returns, 1. Rework Costs
Damage Company’s Reputation 2. Scrap Costs Prevention:
3. Impaired Competitive Advantage: 3. Warranty Costs: Labour, 1. Quality Control: SPC, Six Sigma, IQC,
Company becomes less competitive, Material and Shipping Expense IPQC, OQC
Lose Business, Market Share and 4. Equipment Downtime Costs: 2. Employee Training/Development
Reduced Revenue Repair, Maintenance, Lost 3. RCA: Eradicate Error and Improve
4. Reduced Employee Morale: Productivity Processes
Demotivating, Lower Productivity and 5. Inspection/Testing Costs 4. Continuous Improvement: Continuous
Low Employee Engagement Monitoring of Processes, Kaizen, Gemba
5. Increased Risk: Safety 5. Supplier Management
Issues/Product Recalls resulting in
 7
QUALITY
TOOLS
Basic Analysis Tools for
Problem Solving
01
THE ORIGIN

According to Ishikawa,
• Developed by a Japanese
95% ofProfessor
QualityofProblems
Engineering - Kaoru

Ishikawa. can be solved with these

7 Quality
• They were implemented Tools!!!
by Japan’s industrial training

program during the country’s postwar period as it turned to

statistical quality control as a means of quality assurance.

• Their goal was to implement basic, user-friendly tools that

workers from various backgrounds with varied skill sets could

implement without extensive training.

 7 QUALITY TOOLS
01 Check Sheet

Check Sheet for Quantitative Data

 Used for both quantitative and
Shift
OOS Dimensions Total qualitative data
A B C
 Useful for collecting all the relatable
FAI 656 ||| |||| ||| 11
data without leaving behind any
FAI 657 || ||| ||| 8
information for analysis
FAI 402 |||| ||| ||| 10  Should consist of META-DATA – which is
FAI 409 | || || 5 data for data (Who, When, Where)
FAI 276 || ||| |||| 10  Also, can be used as a preliminary tool
to collect data for other quality tools
 7 QUALITY TOOLS
02 Pareto Chart

 Pareto Chart highlights and allows to

identify and focus on the factors with the
biggest impact on a specific part of a process
or system.
 The Pareto chart operates according to “The
80-20 Rule”.
 This rule assumes that in any process, 80% of
a process’ problems lies with the 20% of
major factors.
 The remaining 20% of problems lies with 80%
of minor factors.
 7 QUALITY TOOLS
03 Stratification  Used for sorting data into distinct groups for more
clarity
Stratification – Day-wise  Disintegrates a complex data into a simple one
 The spilt-up of the raw data into necessary groups
will provide more meaning and an easy way to find
out the problem

Stratification – Shift-wise

Stratification – Machine-wise
 7 QUALITY TOOLS
 Explore all the Possible Factors / Causes
04 Cause and Effect Diagram
 Helps to identify and jot down the factors or root
cause for the issue to be solved by data
Sample Cause and Effect Diagram
No Signal collection
Signal
Man Machine Method  Helps to find out the probable source of the issue
Examples
Machine to ANO Cassette Variation
Handling of Machine 1. Measurement - Measuring Issue, Variation in method of
Parts variation at
CNC 4-1 measuring, Re-calibration of the equipment
Machining of
the behind land
Assembly at CNC 7 2. Material – Input part variation, different grade, different ANO
Process
Degradation colour
FAI 1422
OOS at 3. Method – Machining Sequence, Upstream and Downstream
OQC
Processes Impact, Different Probing Strategy

4. Machine – Probe Runout, Machine DDR, Difference in Loop,

Variation in Fixtures, Tool Wear/Chip Off from specific Machines

measurement
5. Man – Loading and Unloading of parts

6. Environment – Temperature (PP – Regular temperature, MP –

Environ-
Material Measurement
ment Centralized temperature control)
 7 QUALITY TOOLS
05 Scatter Plot
Types of Scatter Plots
Positive Correlation Negative Correlation

 The relationship between any two variables,

will help us to identify their correlation
 With values on the diagram’s Y-axis and X-
axis, each dot represents a common
intersection point.

No Correlation  When joined, these dots can highlight the

relationship between the two variables.
 The stronger the correlation in your
diagram, the stronger the relationship
between variables.
 7 QUALITY TOOLS
06 Histogram

Different Types of Histogram

 The purpose of a Histogram is to study
the density of data in any given
distribution and understand the factors
or data that repeat more often.
 X axis -> A Group or Range of the
values while, Y axis -> The frequency of
data within that group.
 Represent a pattern to understand the
variation in the process
 Histogram helps in prioritizing factors
and identify which are the areas that
needs utmost attention immediately.
 7 QUALITY TOOLS
Control Charts
07 Control Chart

Different Process Control Charts Variable Control Charts Attribute Control

Charts
1. X Bar R Control Chart 1. U & C Control Chart

2. X Bar S Control Chart 2. P & NP Control Chart

3. XMR Control Chart 3. Pre-Control Charts

 Can help to determine whether a process is stable and

capable or not
 Control charts have a Nominal Line along with USL and
LSL to show how much the process is stable or deviated
 By comparing historical data to data collected from the
current process, we can determine whether your current
process is controlled or affected by specific variations.
 7 STEPS
APPROA
CH
of Problem Solving
02
 7 STEPS APPROACH FOR PROBLEM
SOLVING
4/7
Next Step / Counter Measure –
1/7
Implementing Correction / Corrective Action /
Problem Identification – Prioritization of Preventive Action for the Probable Root
the Problem Causes identified
5/7

2/7 Check Point – Validation of the

Effectiveness for the Actions taken to
Problem Observation – The basic
address the Root Cause
observations identified from the Problem –
Problem Occurrence and Problem Detection 6/7
Standardization – Implementing the effective
3/7 solution in process permanently
Documenting the changes made to address the
Problem Analysis – The elemental
Root Cause
questions of Why, How, When, What,
Who and Where 7/7
Identification of Probable Root Cause(s) Conclusion – Incorporate the experience in
the present / upcoming problems, TGW, TGR
and lessons learnt
 7 STEPS APPROACH FOR PROBLEM
1/7
SOLVING 2/7
FAI 229

Problem Identification Problem Observation

Observation:
 FAI 229 is completely OOS at the LSL by 0.040mm
Problem Statement:
 FAI 229 OOS at OQC – FR as of 56% in OVB Build  The spread is found from Nominal to LSL
 7 STEPS APPROACH FOR PROBLEM
3/7
SOLVING 4/7
Problem Analysis Next Step / Counter Measure
Man Machine Method
Interim Action
Over Polishing at
Machine to Removal of
RT Sanding
Machine Boss Columns
in CNC 6 Downstream
For FAI 229, 0.030mm Correction (0.020mm on A Datum and
Variation
Process Impact
0.010mm on RT) will bring FAI 229 0.010mm above Nominal –
FAI 229 OOS at OQC
Variation in Completed and found 100% yield for FAI 229
Measurement

Environment Long-term Action

Material Measurement
Implementation of New Fixture with Circular Sander in RT Sanding
Waterfall Study (as per other CMs) to avoid over-polishing and degradation of FAI
229 – Completed
SB
5/7
Check Point / Effectiveness
Validation
FAI 229 FR% at OQC
60% 56%

50%

40%
- -
0.010mm 0.020mm
30%
20%
20%

10%
2%
Post RT Sanding, a major degradation of 0.020mm is observed 0%
FR% With Interim Action With Long-term Action
 7 STEPS APPROACH FOR PROBLEM
S. No DOE No.
SOLVING
Hypothesis Reason for DOE Description
Sample
Status Effectiveness/Conclusion
Size

1 DC-BA-WF-11 Downstream Process Impact To understand the Downstream Impact of FAI Waterfall Study from CNC 4-1 till OQC N50 Completed Parts at LSL post Assembly OQC by
229, FAI 231 and other related Dimensions 0.040mm

1. CNC 4-1 Machine-to-Machine To understand CNC 4-1 Machine-to-Machine 1. RQL data validation machine-wise No Machine-to-Machine and
2 DC-BA-WF-12 Variation Variation and Measurement Variation 2. Equator to Global Correlation N20 Completed Measurement Variation observed
2. Measurement Variation

3 DC-BA-WF-13 Deformation due to Boss Columns Deformation due to Boss Columns removal at CNC Measurement of FAI 229 post CNC 6 (With and N20 Completed No Variation observed
removal at CNC 6 6 Without Boss Columns Removal)

CNC4-1->CMM (Constraint State)->RT Sanding-> Not Effective

2 DOE-BA-C4.1-01 Downstream Process Impact Correction of 0.020mm on RT CMM->OQC N30 Completed FAI 229 dropped down by 0.010mm at
OQC

Correction of 0.020mm on A Datum (Inclusive of CNC4-1->CMM (Constraint State)->CNC 6->CMM Shows significant improvement
3 DOE-BA-C4.1-02 Downstream Process Impact previous DOE 01 Correction) = 0.040mm (Free State)->RT Sanding->CMM (Free State)->OQC N30 Completed Mean at Nominal
Correction

FAI 229, FAI 231 and other related dimension Not much of a variation is found On
4 DOE-BA-C4.1-03 Over Polishing at RT Sanding Variation in RT Dimensions (Data Collection) variation ON/OFF machine at Constraint State post N16 Completed and Off Machine
CNC 4.1 and CNC 4.2 (Suggested by Peter)

5 DOE-BA-C4.1-05 Downstream Process Impact Post ANO and Assembly Impact on FAI 229 and IPQC 17 -> CMM -> ANO -> OQC -> Assembly -> OQC N20 Completed No Variation observed
FAI 231 (Data Collection)

Parameter change in RT Sanding for FAI 229 to Input of RT Sanding > CMM > RT Sanding (with No variation is observed for FAI 229
6 DOE-BA-RT-02 Over Polishing at RT Sanding avoid Over Rounding of RT Parameter change – No. of Strokes reduced to 1) > N12 Completed post RT Sanding due to Modified RT
CMM Sanding Parameter

Validation of New Fixture / Sander as per other CNC 4-1 > CMM > Input of RT Sanding > CMM > RT
7 DOE-BA-RT-03 Over Polishing at RT Sanding CMs in RT Sanding for FAI 229 to avoid Over Sanding (with Parameter change) > CMM N16 Completed FAI 229 found within spec
Rounding of RT

DC-BA-WF-22 Validation of 0.030mm (0.020mm on A Datum + N33 Effective

8 DC-BA-WF-23 Downstream Process Impact 0.010mm on RT) till OQC in different Hot Lots Validation at OQC N36 Completed FAI 229 and FAI 903 show 100% yield
at OQC
 7 STEPS APPROACH FOR PROBLEM
SOLVING
6/7 7/7
Standardization Conclusion
 Maintaining +0.030mm correction at CNC 4-1 until
 The interim action of providing +0.030mm
the stabilization of RT Sanding Process
 Horizontal deployment at all CNC 4-1 Machines correction in all CNC 4-1 machines has reduced the

 Stringent Quality Inspection to maintain the step FR from 56% to 20%

 Long-term action of implementing the New Fixture
from +0.020mm to +0.040mm
with Circular Sander at RT Sanding Process has

 Once stabilization of RT Sanding Process, retrieval further reduced the FR to 2%

of the +0.030mm correction (and continue the

above standardization checkpoints)
 Raise a standard ECN for all the changes done for
the corrective action provided (changes
incorporated) post a CFT Discussion
 STRUCTURE OF A BOX PLOT
Charts/Plots on JMP
Charts/Plots on Excel  Box Plot
Graph Builder > Box Plot
 Bar Chart
 Scatter Plot
Insert > Charts > under 2D/3D Columns
Graph Builder > Line Of Fit
 Pie/Doughnut Chart
 Multivariant Chart
Insert > Charts > 2D Pie/Doughnut
Analyze > Multivariate Methods > Multivariate
 Stacked-Bar Chart
 Pareto Chart
Insert > Charts > under 2D/3D Columns
Analyze > Quality & Process > Pareto Plot
 Line/Run Chart
 Commonality Chart
Insert > Charts > under 2D Line
Graph Builder > Parallel
 Box and Whisker Chart
 Histogram
Insert > Charts > Box and Whiskers
Analyze > Distribution
 Shape Plot
Graph Builder > Parallel
 Contour Plot
Graph > Contour Plot
 STRUCTURE OF A BOX PLOT
Box Plot

Outlier Whiskers

 The line through the box represents the median

 The middle half of the data is within the box
 The majority of the data falls between the ends of the whiskers
 A data point outside the whiskers might be an outlier
QUARTILES IN A BOX PLOT

 The first quartile (Q1) is greater than 25% of the

data and less than the other 75%
 The second quartile (Q2) sits in the middle, dividing
the data in half. Q2 is also known as the median
 The third quartile (Q3) is larger than 75% of the
data, and smaller than the remaining 25%

According to the distribution of the data set, the

median, quartiles and whiskers will change
STRUCTURE OF A BOX PLOT
STRUCTURE OF A BOX PLOT
STRUCTURE OF A BOX PLOT
MULTIVARIANT CHART

Positive Correlation

No Correlation

Negative Correlation
CONTOUR PLOT
 Thank You

And

Any Questions?