7QC Tools

7 QC TOOLS
Q7T/PPT- 1

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Types

Types of 7QC tools

Check Sheet Cause & Effect diagram Pareto Diagram

7 QC Tools

Graph &Control charts Histogram Stratification Scatter Diagram

Q7T/PPT- 2

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Check sheet

Check sheet

Q7T/PPT- 3

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Check sheet

What is a check sheet? Why is a check sheet necessary?

Q7T/PPT- 4

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Check sheet

Check sheet
Check sheets are forms used for standardizing checking results of work verifying and collecting data

Q7T/PPT- 5

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Check sheet

Types of Check Sheet

Indiscrete value such as height, weight, length, time & temp., Etc. Discrete value such as no. Of recording errors, no. of Item sold & Rejections etc.

Measured Data Point Scale Data

Counted Data

Check Sheet
Ordered Data
1st, 2nd Order Very Good, Good, No Good - Type

Primary Data

1 Point, 2 Point etc.

YES / NO or / X - Type

Q7T/PPT- 6

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Check sheet

Check points for check sheets preparation

Below items can be added , as necessary 1. The purpose of the checks 2. The items being checked 3. The methods of the checks 4. The dates and times of the checks 5. The person to perform the checks 6. The results
Q7T/PPT- 7

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Check sheet

Example of check sheet

Defect check sheet
Month ,day Component 1 2 3 4 5 6 7 8 9 10 4/1 2 3 4

No. of defects
Q7T/PPT- 8

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Now lets do an exercise!

You have to cut down your house expenditure by 20% / month How will you do it ?

Q7T/PPT- 9

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Brain storming

BRAIN STORMING !

Q7T/PPT- 10

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Brain storming

BRAIN STORMING Brain storming can be conducted in two ways 1. Structured Every person in a group must give an idea as their turn arises. Forces even shy people to participate. Creates a certain amount of pressure to contribute.

Q7T/PPT- 11

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Brain storming

2. Unstructured Group members simply give ideas as they come to mind. Creates more relaxed atmosphere Risks domination. Thumb rule : 5 15 minutes works well

Q7T/PPT- 12

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Brain storming

BRAIN STORMING Brain storming is a technique to obtain creative ideas from a group of persons in a shortest possible time on an effect. Brain storming plays an important role to build a cause and effect diagram

To identify the problem - to identify the causes To find solution - to prevent problem

Q7T/PPT- 13

7QC Tools BRAIN STORMING SESSION

Let all the members speak freely and give ideas Encourage wild ideas Quantity rather than Quality ideas Suspend judgment on Good or Bad Ride on anothers ideas Never criticize other persons opinions Never prohibit a person from speaking See the problem from different angles/facets Write down all the viewpoints List the cause/ideas Think of the countermeasures to eliminate the causes

Brain storming

Leader/facilitator need to guide the members in generating ideas Whenever necessary non members can also be involved
Q7T/PPT- 14

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Brain storming

WHY BRAIN STORMING?

 TO IDENTIFY THE PROBLEM

 TO IDENTIFY CRITICAL CAUSES  TO FIND THE SOLUTION  TO PREVENT THE PROBLEM

Q7T/PPT- 15

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Cause & effect diagram

Cause & Effect diagram

Q7T/PPT- 16

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Cause & effect diagram

Why Cause & Effect ?

To identify and systematically list the different causes that can be attributed to a problem (or an effect) To identify the reasons why a process goes out of control To decide which causes to investigate for process improvement.

Q7T/PPT- 17

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Cause & effect diagram

What is Effect ?
EFFECT = A Result or an outcome EFFECT is What happens

Q7T/PPT- 18

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Cause & effect diagram

What is cause ?
CAUSE = Reason or Factor contributing to the EFFECT CAUSE is WHY it happens

Q7T/PPT- 19

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Cause & effect diagram

The analysis of why? for what? is cause and effect diagram

Q7T/PPT- 20

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Cause & effect diagram In 1953, Kaoru Ishikawa, Professor of the University of Tokyo, used the Cause & effect diagram for the first time. A cause & effect diagram is also called a fish bone diagram since it looks like the skeleton of a fish.

Q7T/PPT- 21

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Cause & effect diagram

The EFFECT or PROBLEM is stated on the right side of the diagram and the major INFLUENCES or CAUSES are listed to the left.

Main problem

Q7T/PPT- 22

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Cause & effect diagram

There are two kinds of cause & effect diagrams: 1. Cause & effect diagrams for identifying causes. 2. Cause & effect diagrams for systematically listing causes

Q7T/PPT- 23

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Cause & effect diagram

Cause & effect diagram for identifying the causes

Q7T/PPT- 24

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Cause & effect diagram

More emphasis should be given to this type of cause & effect diagram. This is because this type of diagram is a great tool to list ALL the causes. No effort should be made while preparing this diagram to classify the causes. (For example under the headings of man, machine, material etc).

Q7T/PPT- 25

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Cause & effect diagram

The classification of the causes should be taken up during the preparation of the second cause & effect diagram which is specifically meant for classification of the causes. Special effort should be made to identify as many causes as possible The ideal method to identify as many causes as possible would be by brainstorming with the team members.

Q7T/PPT- 26

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Cause & effect diagram

Remember

All the ideas/causes suggested by members during the brainstorming session should be noted however insignificant they may initially appear. Brainstorming is a session specially meant for free flow of ideas.
Q7T/PPT- 27

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Cause & effect diagram

1
Effect

Causes
Q7T/PPT- 28

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Cause & effect diagram

Example
Poor operator skill Improper clamping on jig or fixture Wrong inspection method Wrong spindle speed Operator fatigue Wrong inspection instrument

1
Dimensional Variation

Insufficient training

Wrong feed

Machine vibration

Too much tightening of job

No inbound inspection of raw material

Raw material dimension too close to final dimension Improper/warped shape of raw material

Wrong setting of job on locator

Improper material storage

Q7T/PPT- 29

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Cause & effect diagram

Cause & effect diagram for systematically listing causes The following steps can be followed to make a successful Cause & effect diagram for systematically listing causes Step 1 List all the causes that have been suggested by team members as a part of brain storming.

Q7T/PPT- 30

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Cause & effect diagram

Step 2 Sort out the relations among the causes & connect the sub causes to the main causes. The main causes should then be connected to the effect. Step 3 Assign an importance to each factor, & mark the particularly important factors which seem to have a significant effect. Step 4 Draw the diagram & continually look for improvement.

Q7T/PPT- 31

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Cause & effect diagram

2
Effect

Causes

Q7T/PPT- 32

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Cause & effect diagram

MAN
Fatigue HEALTH Illness Training SKILL Experience Inspection

MACHINE
Imbalance Concentration Instrument SPIRIT INSPECTION Attentiveness Method Vibration Clamping JIGS & FIXTURES Location Degree of tightening SETTING STABILITY

2
Dimensional Variation

QUALITY Storage

FORM Placement on locator Shape Feed WORKING Dimension Spindle speed

MATERIAL

METHOD

Q7T/PPT- 33

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A combination of Pareto diagram & cause and effect diagram is an ideal way to arrive at the main problem & its causes. Take the biggest problem from the pareto diagram & put it on the right side in the cause & effect diagram. Derive the causes for the same.

Q7T/PPT- 34

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Cause & effect diagram Thorough investigation of causes

1st Why

ASK WHY? 5 TIMES

4th Why 5th Why C

Procedure
D

Policies
2nd Why

3rd Why

Why defects?

People

Plant

Q7T/PPT- 35

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4M Cause Specification Functionwise training

Cause Verification
Investigation Analysis

Man

No focused training

Generic

No method to measure Skill matrix for operator's skills Method No OJT each workmen Practical training at genba

No skill matrix

No OJT Common module given

Workmen not trained in Need based specific jobs Material Module content is academic oriented training

Content should be Theory based specific need based

Q7T/PPT- 36

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Pareto

Pareto diagram

Q7T/PPT- 37

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Pareto

Do you remember this? (14th March 2001 - Eden gardens )

Q7T/PPT- 38

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Pareto

Do you remember this? (14th March 2001 - Eden gardens )

Q7T/PPT- 39

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Pareto

Now lets look at the second innings score board: India SS Das S Ramesh VVS Laxman SC Ganguly R Dravid N R Mongia Zaheer Khan Harbhajan Singh hit wicket b Gillespie c ME Waugh b Warne c Ponting b McGrath 10 48 180 4 23 8 657 c Gilchrist b McGrath run out b McGrath not out not out Total
Q7T/PPT- 40

39 30 281

SR Tendulkarc Gilchrist b Gillespie

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Pareto

When we observe which batsmen got the maximum runs we can see that Laxman & Dravid got 461 out of the 657 runs. That is about 70% of the runs. 22% of the 9 batsmen who batted got 70% of the runs!

Lets now observe the Australian 2nd innings score card

Q7T/PPT- 41

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Pareto

Australia M Hayden M Slater J Langer M Waugh S Waugh R Ponting A Gilchrist J Gillespie S Warne M Kasprowicz G McGrath

lbw b Tendulkar c Ganguly b Harbhajan c Ramesh b Harbhajan lbw b Raju c Sub B Harbhajan c Das b Harbhajan lbw b Tendulkar c Das b Harbhajan lbw b Tendulkar not out lbw b Harbhajan Total

67 43 28 0 24 0 0 6 0 13 12 212

Q7T/PPT- 42

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Pareto

Who got the wickets?

O Zaheer Khan V Prasad Harbhajan Singh V Raju S Tendulkar S Ganguly

Q7T/PPT- 43

M 4 1 8 3 3 0

R 30 7 73 58 31 2

W 0 0 6 1 3 0

8 3 30.3 15 11 1

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Pareto

When we observe which bowlers got the maximum wickets we can see that Harbhajan & Tendulkar got 9 out of the 11 wickets. That is about 80% of the wickets. 30% of the 6 bowlers who bowled got 80% of the wickets! This illustrates the Pareto principle

Q7T/PPT- 44

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Pareto

Pareto Vilfredo Pareto was an Italian engineer in the 19th Century who studied the number of people in various income classes & declared 20% of the people own 80% of the countrys wealth; 80% of the people own 20% of the countrys wealth

Q7T/PPT- 45

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Pareto

Pareto Principle Pareto principle holds good to the present day in various applications A few causes lead to many defects; many causes lead to few defects. The few causes that lead to many defects are the vital few. The many causes that lead to few defects are the trivial many.

Q7T/PPT- 46

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Pareto

Get to the biggest problems first Solve the vital few

Q7T/PPT- 47

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200

Pareto

Creating a Pareto Diagram

Steps 1. Collect data 2. Arrange data in the descending order 3. Calculate the relative % for individual data 4. Calculate the cumulative % for individual data 5. Draw a graph with scales on both axis 6. Draw bar chart based on data

175 84 79 150 65.5 55.5 100 73

88

91

93.5

95.5

97.5

98.5

99.5

100 100

75

125 In n os

50

75

66 33 45 25 20

50

25

15

12

10

5 Sto res

4 Research & Develo p men t

4 Oth ers

2 Qual ity

2 Fa ctory pro d ucti on

1 0 Man ufacturi ng Plan n ing

0 Plan t Mai nten anc e Pro du ctio n En gi neerin g Perso nn el Materi als Marketi ng Fi nan ce Service In fo rmation System s

Dep t

7. Using cumulative % data, draw cumulative curve 8. Identify the VITAL FEW (thumb rule > 70%)
Q7T/PPT- 48

In %

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200

Pareto

STEP 1

Data collection through check sheet

Period : Week No. 45 To 50 No. Of External Phone Calls
Sl.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Quality Service Marketing Plant Maintenance Factory production Manufacturing Planning Stores Personnel Materials Finance Research & Development Information & Systems Others Department Production Engineering No. Of cells regd. 10 2 12 45 20 2 1 5 8 66 15 4 6 4

175 84 79 150 65.5 55.5 100 73

88

91

93.5

95.5

97.5

98.5

99.5

100 100

75

125 In n os

50

75

66 33 45 25 20

50

25

15

12

10

5 Sto res

4 Research & Develo p men t

4 Oth ers

2 Qual ity

2 Fa ctory pro d ucti on

1 0 Man ufacturi ng Plan n ing

0 Plan t Mai nten anc e Pro du ctio n En gi neerin g Perso nn el Materi als Marketi ng Fi nan ce Service In fo rmation System s

Dep t

Q7T/PPT- 49

In %

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200 175

Pareto
88 84 79 91 93.5 95.5 97.5 98.5 99.5 100 100

STEP 2

Arrange data in the descending order

No. Of External Phone Calls
Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14

150 65.5 55.5 100

73

75

125 In n os

50

75

66 33 45 25 20

50

25

15

12

10

5 Sto res

4 Research & Develo p men t

4 Oth ers

2 Qual ity

2 Fa ctory pro d ucti on

1 0 Man ufacturi ng Plan n ing

0 Plan t Mai nten anc e Pro du ctio n En gi neerin g Perso nn el Materi als Marketi ng Fi nan ce Service In fo rmation System s

Dep t

Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores Research & Development Others Quality Factory production Manufacturing Planning

No. Of cells reqd.

66 45 20 15 12 10 8 6 5 4 4 2 2 1 200

Q7T/PPT- 50

In %

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200 175

Pareto
88 84 79 91 93.5 95.5 97.5 98.5 99.5 100 100

STEP 3

Calculate the relative % for individual

No. Of External Phone Calls
Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores Research & Development Others Quality Factory production Manufacturing Planning

150 65.5 55.5 100

73

75

125 In n os

50

75

66 33 45 25 20

50

25

15

12

10

5 Sto res

4 Research & Develo p men t

4 Oth ers

2 Qual ity

2 Fa ctory pro d ucti on

1 0 Man ufacturi ng Plan n ing

0 Plan t Mai nten anc e Pro du ctio n En gi neerin g Perso nn el Materi als Marketi ng Fi nan ce Service In fo rmation System s

Dep t

Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Nos.
66 45 20 15 12 10 8 6 5 4 4 2 2 1 200

Relative %
33.0 22.5 10.0 7.5 6.0 5.0 4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5

Q7T/PPT- 51

In %

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200 175

Pareto
88 84 79 91 93.5 95.5 97.5 98.5 99.5 100 100

STEP 4

Calculate the cumulative % for individual

Data No. Of External Phone Calls
Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores Research & Development Others Quality Factory production Manufacturing Planning

150 65.5 55.5 100

73

75

125 In n os

50

75

66 33 45 25 20

50

25

15

12

10

5 Sto res

4 Research & Develo p men t

4 Oth ers

2 Qual ity

2 Fa ctory pro d ucti on

1 0 Man ufacturi ng Plan n ing

0 Plan t Mai nten anc e Pro du ctio n En gi neerin g Perso nn el Materi als Marketi ng Fi nan ce Service In fo rmation System s

Dep t

Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Nos.
66 45 20 15 12 10 8 6 5 4 4 2 2 1 200

Relative %
33.0 22.5 10.0 7.5 6.0 5.0 4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5 100

Cumulative %
33.0 55.5 65.5 73.0 79.0 84.0 88.0 91.0 93.5 95.5 97.5 98.5 99.5 100.0

Q7T/PPT- 52

In %

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Pareto

Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Department
Materials Marketing Plant Maintenance Finance Service Production Engineering Personnel Information Systems Stores

Nos.
66 45

Relative %
33.0 22.5

Cumulative %
33.0 55.5 65.5 73.0 79.0 84.0 88.0 91.0 93.5 95.5 97.5 98.5 99.5 100.0

VITAL FEW
20 10.0 7.5 6.0 5.0 4.0 3.0 2.5 2.0 2.0 1.0 1.0 0.5 100 15 12 10

Research & Development Others Quality Factory production Manufacturing Planning

TRIVIAL MANY
6 5 4 4 2 2 1 200

Q7T/PPT- 53

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Pareto

Sl.No
1 2 3 4 5

Department
Materials Marketing Plant Maintenance Finance Others

Nos.
66 45 20 15 60 200

Relative %
33.0 22.5 10.0 7.5 27 100

Cumulative %
33.0 55.5 65.5 73.0 100

Q7T/PPT- 54

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Pareto

180

150

120 In n os

90 66 60 54 45 20

30

15

0 Marketing Plant Maintenance Financ e Materials others

Dept
Q7T/PPT- 55

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Pareto

100 180

100

150 65.5 120 In n os 55.5

73

75 Cumulative %

50 90 66 60 33 45 20 54 25 15 0 Marketing Plant Maintenance Financ e Materials others

30

Dept
Q7T/PPT- 56

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100 100

Pareto

180

150

70 %
65.5 55.5

73

75

50 90 66 60 33 45 20

54 25

30

15 0

0 Marketing Plant Maintenance Fi nanc e Materials others

Dept

Q7T/PPT- 57

Cum ulative %

120 In n os

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Pareto

Why pareto ?
To Clearly prioritise the magnitude of the problem. To identify the vital few and trivial many problems. To find 80/20 rule which states that 80% of the problems are created by 20% of the causes.

Q7T/PPT- 58

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200

Pareto
175 88 84 79 73 65.5 55.5 50 75 91 93.5 95.5 97.5 98.5 99.5 100 100 150 125 In n os 100 75 66 33 45 25 20 50 In %

Pareto diagram is used to find out

25 0

15

12

10

5 Sto res

4 Research & Develo p men t

4 Oth ers

2 Qual ity

2 Fa ctory pro d ucti on

1 0 Man ufacturi ng Plan n ing

Plan t Mai nten anc e

Pro du ctio n En gi neerin g

Perso nn el

Materi als

Marketi ng

Fi nan ce

Service

Dep t

1. The most important problem 2. The rate of each problem to the whole 3. The degree of improvement action 4. The comparison of improvement level 5. Before & after remedial action taken

Q7T/PPT- 59

In fo rmation System s

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Pareto

Same problem, but different approach

You have to cut down your house expenditure by 20% / month How will you do it ?
Paret o

Q7T/PPT- 60

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Pareto

Make a check list of all the expenses in your home & the amount you spend on these expenses

Q7T/PPT- 61

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Sl.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Q7T/PPT- 62

Pareto
Expense House Rent Electricity Bill Water Bill Cable TV Bill News paper bill Milkman Maid servant Groceries Entertainment & Lifestyle Travel Educational Hospital Insurance Premium Loan repayment Clothes Petrol Others Amount 3000 500 280 210 120 300 150 2000 1500 200 1500 200 500 0 200 1300 300

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Pareto

Arrange these expenses & amounts in an order, with the highest expense being the first & lowest expense being the last

Q7T/PPT- 63

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Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Q7T/PPT- 64

Pareto
Expense
House rent Groceries Entertainment Educational Petrol Electricity bill Insurance premium Milkman Others Water bill Cable TV Travel Clothes Hospital Maid servant News paper Loan repayment

Amount
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260

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Pareto

Calculate the percentage contribution of each of these expenses. Percentage can be calculated by the formula Individual expense Total expense X 100

Q7T/PPT- 65

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Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Q7T/PPT- 66

Pareto
Department
House rent Groceries Entertainment Educational Petrol Electricity bill Insurance premium Milkman Others Water bill Cable TV Travel Clothes Hospital Maid servant Newspaper Loan repayment

Nos.
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260

Relative %
24.47 16.32 12.23 12.23 10.6 4.08 4.08 2.45 2.45 2.28 1.72 1.63 1.63 1.63 1.22 0.98 0 100

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Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Pareto
Department
House rent Groceries Entertainment Educational Petrol Electricity bill Insurance premium Milkman Others Water bill Cable TV Travel Clothes Hospital Maid servant Newspaper Loan repayment

Nos.
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260

Relative %
24.47 16.32 12.23 12.23 10.6 4.08 4.08 2.45 2.45 2.28 1.72 1.63 1.63 1.63 1.22 0.98 0 100

Cumulative %
24.47 40.79 53.02 65.25 75.85 79.93 84.01 86.46 88.91 91.19 92.91 94.54 96.17 97.8 99.02 100 100.0 100

Q7T/PPT- 67

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Sl.No
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Department
House rent Groceries Entertainment Educational Petrol Electricity bill Insurance premium Milkman Others Water bill Cable TV Travel Clothes Hospital Maid servant Newspaper Loan repayment

Nos.
3000 2000 1500 1500 1300 500 500 300 300 280 210 200 200 200 150 120 0 12260

Relative %
24.47 16.32 12.23 12.23 10.6 4.08 4.08 2.45 2.45 2.28 1.72 1.63 1.63 1.63 1.22 0.98 0 100

Cumulative %
24.47 40.79 53.02 65.25 75.85 79.93 84.01 86.46 88.91 91.19 92.91 94.54 96.17 97.8 99.02 100 100.0 100

Q7T/PPT- 68

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12000 10000 Amount 8000 6000 4000 2000 0

100 90 80 70 60 50 40 30 20 10 0

en t

en t

ro ce r ie

in m

at io n

Pe t ro l

Ho us e

En te rta

Q7T/PPT- 69

Ed uc

Expenses

th er s

al

Cumulative %

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Histogram

Histogram

Q7T/PPT- 70

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Histogram

In quality control, we try to discover facts by collecting data & then take necessary action based on those facts. The data is not collected as an end in itself, but as a means of finding out the facts behind the data.

Data FACTS

Q7T/PPT- 71

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Histogram

What is histogram ?
Histogram shows a bar chart of accumulated data and provides the easiest way to evaluate the distribution of data . The sizes of the vertical bars reflects the number of data that fall into these spaces.

Q7T/PPT- 72

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Histogram

How to make a histogram?

Let us make a histogram using an example. Example: To investigate the distribution of the diameters of steel shafts produced in the grinding process, the diameters of 90 shafts are measured as shown in the table.

Q7T/PPT- 73

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Histogram

Diameter after grinding Sample Number 1 - 10 11 - 20 21 - 30 31 - 40 41 - 50 51 - 60 61 - 70 71 - 80 81 - 90 2.51 2.527 2.529 2.52 2.535 2.533 2.525 2.531 2.518 2.517 2.536 2.523 2.514 2.523 2.51 2.515 2.545 2.527 2.522 2.506 2.523 2.512 2.526 2.542 2.52 2.524 2.511 Results of Measurement 2.522 2.541 2.523 2.534 2.525 2.524 2.519 2.522 2.519 2.51 2.512 2.519 2.526 2.532 2.53 2.526 2.52 2.531 2.511 2.515 2.528 2.53 2.522 2.521 2.527 2.519 2.527 2.519 2.521 2.543 2.532 2.502 2.522 2.522 2.519 2.529 2.532 2.536 2.538 2.526 2.53 2.535 2.542 2.529 2.528 2.543 2.529 2.518 2.523 2.522 2.54 2.54 2.522 2.519 2.525 2.524 2.534 2.52 2.514 2.528 2.528 2.513 2.521

Q7T/PPT- 74

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Histogram

Step 1 Calculate the range (R) Obtain the largest & smallest of observed values & calculate R. R = (the largest observed value) (the smallest observed value)

Q7T/PPT- 75

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Histogram

Step 1 Calculate the range (R) Obtain the largest & smallest of observed values & calculate R. R = (the largest observed value) (the smallest observed value)

R
Q7T/PPT- 76

2.545

2.502 =

0.043

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Histogram

Step 2 Determine the class interval & interval breadth. The class interval is calculated by the formula Class interval = n where n is total number of observations Here, n = 90 Therefore, n = 9.48. Rounding to nearest integer, Class Interval = 9. Interval breadth = R n 0.043 = 9

= 0.005
Q7T/PPT- 77

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Histogram

Step 3 Prepare a frequency table form Prepare a form as shown below on which class, mid point, frequency marks, frequency etc can be recorded Class Midpoint Frequency marks (tally)
Frequency

Total
Q7T/PPT- 78

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Histogram

Step 4 Determine the class boundaries Include so that they include the smallest & the largest of values. 1. Determine the lower boundary of the first class & add the interval breadth.

Therefore, 2.5005 + interval breadth 2.5005 + 0.005 = 2.5005

Q7T/PPT- 79

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Histogram

Therefore first class boundary 2.005 2.5055 The second class boundary 2.5055 2.5105 Since the class interval is 9, the last class boundary will be the 9th. Note that this has to contain the largest recorded value. Therefore, 9th class boundary 2.5405 2.5455

Q7T/PPT- 80

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Histogram

Step 5 Calculate the mid point of the class

Mid point of each class =

Sum of the upper & lower boundaries of each class 2

Q7T/PPT- 81

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Histogram

Step 6 Obtain the frequencies Read the observed values one by one & record the frequencies Falling in each class using tally marks, in groups of five as follows: Frequency 1 2 3 4 5
Q7T/PPT- 82

Frequency notation / // /// //// ////

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Histogram

Class 1 2 3 4 5 6 7 8 9
Q7T/PPT- 83

2.5005 2.5055 2.5055 2.5105 2.5105 2.5155 2.5155 2.5205 2.5205 2.5255 2.5255 2.5305 2.5305 2.5355 2.5355 2.5405 2.5405 2.5455 Total

Midpoint Frequency marks (tally) / 2.503 //// 2.508 //// //// 2.513 //// //// //// 2.518 //// //// //// //// // 2.523 //// //// //// //// 2.528 //// //// 2.533 //// 2.538 //// / 2.543

Frequency

1 4 9 14 22 19 10 5 6

90

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Histogram

How to draw a histogram

Step 1 Mark the horizontal axis with a scale. The scale need not be on the base of the class interval. A unit of measurement of data can be used. In the current example we can take 0.01mm of diameter = 10mm on the histogram scale. Leave a space equal to the class interval on the horizontal axis on each side of the scale.

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Histogram

Step 2 Mark the left hand vertical axis with a frequency scale. Step 3 Draw the bar chart as per the data in the frequency table. Step 4 Draw a line on the histogram to represent the mean, & also draw a line representing the specification limit, if any.

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Histogram

25

20

X = 2.5247

15

10

2.50

2.51

2.52

2.53

2.54

2.55

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Histogram

Overview of Histogram
The characteristics of the frequency distribution are shown more clearly when results are plotted in form of block diagram The horizontal axis is divided into segments corresponding to ranges of the group On each segment a rectangle is constructed whose height is proportional to the frequency in the group Higher bar represents more data values Lower bar represents less data values
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Histogram

Application
To analyze processes and discover items to be improved To research process capability To verify effects of an improvement To tell relative frequency of occurrence. To easily see the distribution of the data. To see if there is variation in the data. To make future predictions based on the data.

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Histogram

Types of distribution
The shape of the distribution gives a more elusive concept than mean or standard deviation From the distribution we can deduce the peak value of frequency and symmetry of the data range (i) Normal distribution Normal distribution is commonly used type.Here the values are symmetric about the center

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Histogram - Interpretation

(ii) Positively skewed Values are more concentrated in one side nearer to origin of x line. Here most of the values lies in the lower part of the values of histogram (iii) Negatively skewed Values are more concentrated in one side far from the origin Values lies in the higher part of the values of histogram

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Stratification

Stratification

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Stratification

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Stratification

Stratification Stratification is the act of fine tuning the data in order to make sure of the significance of the assured factors, to the grass root level.

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Stratification

Problem : More No. of Accidents Let us stratify the the data regarding the accidents

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Stratification

REPORTABLE ACCIDENTS NONNON-REPORTABLE ACCIDENTS NEAR MISS INCIDENTS LOST TIME INJURIES MANDAYS LOST

: : : : :

08 33 21 41 187

Rep.acct. NonNon-reportable acct.

Operator not reporting back to duty for more than 48hrs Operator disablement extending beyond the day of shift but less than 48 hrs Reportable + Non-reportable Non-

Lost time injury

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Stratification

ANALYSIS REPORTABLE ACCIDENT

Total no of reportable accident :

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Stratification

Contract Labour (1) 13%

Temp.workman (3) 38%

Regular Employee (4) 49%

Total no.of Reportable accidents : 8

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7QC Tools ACCORDING TO PHENOMENON

Stratification

Adjusting/Cleaning/Loading/Unloading while M/C running Wrong handling of material handling equipment Hit against object Hit by objects/Fallen objects
0 2

others

Fall from Height Fall from Two wheeler

Contact with chemical

wrong assembly

No of Accidents

Total no.of Reportable accidents : 8

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7QC Tools ACCORDING TO BODY PARTS INJURED

Stratification

Leg (2) 25%

Hand (1) 13%

Finger (5) 62%

Total no.of Reportable accidents : 8

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7QC Tools ACCORDING TO PLANT

Stratification

Others (1) 13% Sp. Wh (1) 13%

Plant-1 (0) 0% Plant-2 (3) 37%

R & D (1) 13% Plant-3 (2) 24%

Total no.of Reportable accidents : 8

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7QC Tools ACCORDING TO SHIFT

5 4 4
No.of accidents

Stratification

3 2 2 1 0 0
I II Total no.of Reportable accidents : 8 III GEN OT

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7QC Tools ACCORDING TO FAULT

4 3
No.of accidents

Stratification

3 2

3 2 1 0
OPERATORS FAULT SUPERVISORY FAULT SYSTEM AND ENVIRONMENT FAULT

Total no.of Reportable accidents : 8

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Stratification

The data has been stratified 1. According to employee category 2. According to phenomenon 3. According to body parts injured 4. According to plant 5. According to shift 6. According to fault

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Stratification

Stratification over a sufficient number of units often gives rise to patterns. Location of these patterns often contains much information about the causes of defects GOAL Generation of INFORMATION through DATA ANALYSIS

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Scatter diagram

Scatter diagram

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Scatter diagram

Scatter diagram

In actual practice, it is often essential to study the relation of TWO corresponding variables. For example, * * Relation between the dimension of a machined part on the cutting speed of a lathe Relation between insert life and cutting speed

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Scatter diagram

To study the relation of TWO variables we can use a Scatter diagram. KEY QUESTION How does change in one variable affect the outcome of second variable

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Scatter diagram

The two variables we will deal with are: a) A quality characteristic & a factor affecting it, b) Two related quality characteristics, or c) Two factors relating to a single quality characteristic. Lets consider the steps in making a scatter diagram

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Scatter diagram

Example A manufacturer of plastic tanks who made them using the blow moulding process 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 defective thin walls. The table shows data on blowing pressure & percent defective. Let us draw a scatter diagram using this data according to the steps given previously.

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Scatter diagram

Step 1 Collect paired data (x,y) between which you want to study the relations & arrange the data in a table. It is desirable to have at least 30 pairs of data.

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Data of blowing air pressure & percent defective of plastic tank Date Air pressure Percent (kgf/cm2) Defective Oct-01 8.6 0.889 2 8.9 0.884 3 8.8 0.874 4 8.8 0.891 5 8.4 0.874 6 8.7 0.886 7 9.2 0.911 8 8.6 0.912 9 9.2 0.895 10 8.7 0.896 11 8.4 0.894 12 8.2 0.864 13 9.2 0.922 14 8.7 0.909 15 9.4 0.905 16 8.7 0.892 17 8.5 0.877 18 9.2 0.885 19 8.5 0.866 20 8.3 0.896 21 8.7 0.896 22 9.3 0.928 23 8.9 0.886 24 8.9 0.908 25 8.3 0.881 26 8.7 0.882 27 8.9 0.904 28 8.7 0.912 29 9.1 0.925 30 8.7 0.872

Scatter diagram

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Scatter diagram

Step 1 As seen in the table, we have 30 pairs of data. Step 2 In this example, let blowing air pressure be indicated by X (horizontal axis), & percent defective by Y (vertical axis). Then, The maximum value of X: Xmax = 9.4 (kgf/cm2) The minimum value of X : Xmin = 8.2 (kgf/cm2) The maximum value of Y: Ymax = 0.928 (%) The minimum value of Y : Ymin = 0.864 (%)

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Scatter diagram

We mark off the horizontal axis in 0.5(kgf/cm2) intervals, from 8.0 to 9.5 (kgf/cm2) and the vertical axis in0.01(%) intervals, from 0.85 to 0.93(%) Step 3 Plot the data.

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Scatter diagram

Enter the time interval of the sample obtained (oct.1 oct 30) number of samples (n = 30), horizontal axis (blowing air pressure [kgf/cm2]), vertical axis (percent defective [%]), and title of diagram (scatter diagram of blowing air pressure & percent defective).
0.93 0.92 0.91 0.9 0.89 0.88 0.87 0.86 0.85 8 8.5 9 9.5

(Oct 1 Oct 30)

n=30

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Blowing air pressure

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Scatter diagram

How to read scatter diagrams You can grasp the correlation between pairs of data just by looking at the shape of a scatter diagram. 5 examples are given below
35 30 25 20 15 10 5 0 0 5 10 15 20
350 300 250 200 150 100 50 0 0 100 200 300 400

Series1

Series1

Positive correlation
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Negative correlation

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Scatter diagram

40 30 20 10 0 0 5 10 15 20 Series1

500 400 300 200 100 0 0 100 200 300 400 Series1

Positive correlation may be present

Negative correlation may be present

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Scatter diagram

700 600 500 400 300 200 100 0 0 100 200 300 400

Series1

No correlation

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Scatter diagram

If a relation is shown between two variables, does it NECESSARILY mean that the two variables ARE related?

GOAL Generation of INFORMATION through DATA ANALYSIS

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