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QC TOOLS
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MODULE 7
Quality Control Tools
The seven QC tools are the most popular tools, which are being used by quality conscious companies throughout the world for improvement of quality of products and processes.
A brief description of these tools is presented here:1. Cause-and-Effect Diagrams2. Flowcharts3. Checklists4. Control Charts5. Scatter Diagrams6. Pareto Analysis7. Histograms
7 Quality Control tools
Cause-and-Effect Diagrams
Called Fishbone Diagram or Ishikawa diagram Focused on solving identified quality problem
Flowcharts
Used to document the detailed steps in a process
Often the first step in Process Re-Engineering
Checklist
Simple data check-off sheet designed to identify type of quality problems at each work station; per shift, per machine, per operator
Control Charts
Important tool used in Statistical Process Control The UCL and LCL are calculated limits used to
show when process is in or out of control
Scatter Diagrams
A graph that shows how two variables are related to one another
Data can be used in a regression analysis to establish equation for the relationship
Pareto Analysis Technique that displays the degree of importance for
each element Named after the 19th century Italian economist Often called the 80-20 Rule Principle is that quality problems are the result of only
a few problems e.g. 80% of the problems caused by 20% of causes
Histograms A chart that shows the frequency distribution of observed values of
a variable like service time at a bank drive-up window Displays whether the distribution is symmetrical (normal) or
skewed
Six Sigma (6) Six Sigma is a business management strategy
originally developed by Motorola. As of 2009, it enjoys widespread application in
many sectors Six Sigma is a fact-based data driven structured
methodology that is used to create breakthrough improvements in business processes with a strong focus on customer needs.
It is used to solve tough business problems when the root cause of the problem or the solution is not known.
Six Sigma (6) A performance goal, representing 3.4 defects
for every million opportunities to make one. A series of tools and methods used to
improve or design products, processes, and/or services.
A statistical measure indicating the number of standard deviations within customer expectations.
A disciplined, fact-based approach to managing a business and its processes.
A means to promote greater awareness of customer needs, performance measurement, and business improvement.
Examples of the Sigma Scale
In a world at 3 sigma. . .
There are 964 U.S. flight cancellations per day.
The police make 7 false arrests every 4 minutes.
In Massachusetts, 5,390 newborns are dropped each year.
In one hour, 47,283 international long distance calls are accidentally disconnected.
In a world at 6 sigma. . .
1 U.S. flight is cancelled every 3 weeks.
There are fewer than 4 false arrests per month.
1 newborn is dropped every 4 years in Massachusetts.
It would take more than 2 years to see the same number of dropped international calls.
D M A I CD M A I C
Define
Measure
Analyze
Improve
Control
Improvement methodology
Six Sigma DMAIC DMAIC
Define the project goals and customer (internal and external) deliverables
Measure the process to determine current performance
Analyze and determine the root cause(s) of the defects
Improve the process by eliminating defects Control future process performance
When To Use DMAIC The DMAIC methodology, instead of the DMADV
methodology, should be used when a product or process is in existence at your company but is not meeting customer specification or is not performing adequately.
Six Sigma DMADV DMADV
Define the project goals and customer (internal and external) deliverables
Measure and determine customer needs and specifications
Analyze the process options to meet the customer needs Design (detailed) the process to meet the customer
needs Verify the design performance and ability to meet
customer needs When To Use DMADV
A product or process is not in existence at your company and one needs to be developed
The existing product or process exists and has been optimized (using either DMAIC or not) and still doesn't meet the level of customer specification or six sigma level
DMAIC Versus DMADV The Similarities of DMAIC and DMADV
Six Sigma methodologies used to drive defects to less than 3.4 per million opportunities.
Data intensive solution approaches. Intuition has no place in Six Sigma -- only cold, hard facts.
Implemented by Green Belts, Black Belts and Master Black Belts.
Ways to help meet the business/financial bottom-line numbers.
Implemented with the support of a champion and process owner
A quality circle is a volunteer group composed of workers who meet together to discuss workplace improvement, and make presentations to management with their ideas. Typical topics are improving safety, improving product design, and improvement in manufacturing.
Quality Circles
Quality Circles
Group of employees who meet regularly to solve problems
Quality Circles are small groups of people who do similar or related work and meet regularly to identify, analyse,and solve product-quality and production problems and to improve general operations.
Trained in planning, problem solving, and statistical methods
Often led by a facilitator Very effective when done properly
Volunteers
Set Rules and Priorities
Decisions made by Consensus
Use of organized approaches to Problem-Solving
All members of a Circle need to receive training
Members need to be empowered
Members need to have the support of Senior
Management
QC Characteristics
Organization and Planning
Benefits of Quality Circles
Improved communication Greater job satisfaction Improved morale Improved quality Cost savings
Organization 8-10 members
Same area ModeratorPresentation
Implementation Monitoring
Solution Problem results Problem analysis
Cause & effect Data collection &
analysis
Problem ID List alternatives
Consensus Brainstorming
Training Group processes Data collection
Problem analysis
The Quality Circle Process
An analysis tool that provides a systematic way of looking at effects and their respective causes
Developed by Dr. Kaoru Ishikawa of Japan in 1943 and is sometimes referred to as an Ishikawa Diagram or a Fishbone Diagram because of its shape
Cause and effect diagram
Basic Use of the CE Diagram
The CE Diagram is basically used to investigate a problem, exploring, identifying, and displaying the
possible causes.
Purpose of the CE Diagram
To identify the relationship between the effects in a given situation and all of the possible causes
To find problem sources/solutions
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