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The document provides evaluation criteria for a quality circle case study presentation. It is divided into several sections: 1. Distribution of marks between the project report, quality circle record book, presentation, question/answer session, and knowledge test. 2. Criteria for evaluating the 12 steps of the problem solving process in the project report, including defining the problem, analyzing causes, developing solutions, and follow up. 3. Criteria for evaluating the contents of the quality circle record book. 4. Criteria for evaluating the case study presentation during the convention, including organization, visuals, time management, communication skills, and answering questions. 5. A brief description of common problem

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QCFI EVALUATION CRITERIA FOR QC CASE STUDY PRESENTATION
DISTRIBUTION OF MARKS • PROJECT REPORT – CASE STUDY (HARD COPY) = 100 • QC RECORD BOOK = 20 • PRESENTATION IN CONVENTION = 40 • QUESTION & ANSWER = 20 • KNOWLEDGE TEST = 20 TOTAL MARKS = 200
PROJECT REPORT EVALUATION WILL BE BASED ON 12 STEP PROBLEM SOLVING PROCESS
STEP 1 : Max. 5 Marks IDENTIFICATION OF PROBLEMS No. of Problems Listed Marks Upto 19 1 • 20-29 2 • 30-39 3 • 40-49 4 • 50 and above 5
STEP 2 : Max. 5 Marks SELECTION OF PROBLEM Marks i. Categorization into A, B & C 1 ii. Selection of problem through - Rating or Prioritization 2 iii. - Basis for the above 2 iv. (ipo ii &iii) Selection through Pareto Analysis 4
STEP 3 : Max. 10 marks DEFINITION OF PROBLEM Marks •Process depiction through flow diagram 1 •Milestone Chart (Before) 1 •Current Situation of problem and its 5 impact •Set objectives 2 •Goal Setting 1
STEP 4 : Max. 10 Marks ANALYSIS OF PROBLEM Marks • Use of 4 W & 1 H (except ‘Why’) 5 What, Where, When, Who & How Much • With adequate data( wherever 5 applicable)
STEP 5 : Max. 10 marks Identification of causes Marks •Appropriate Headers 3 •Correct Orientation & Logic in listing causes and sub causes 2 •Type of Cause & Effect Diagram 5
STEP 6 : Max. 5 Marks ROOT CAUSE FINDING Marks Identification by validation 5 Use of Why-Why Analysis technique or use of 5W and 1H
STEP 7 : Max 10 Marks DATA ANALYSIS Marks • Through Stratification 3 • Through Pareto Analysis 7 or Use of any other relevant tool
STEP : 8 Max. 15 Marks DEVELOPING SOLUTIONS Marks • Development of Solutions 10 through Brainstorming • Workout time bound and 5 responsibility shared Action Plan for valid root causes
STEP : 9 Max. 5 Marks FORESEEING PROBABLE RESISTANCE Marks • Points of resistance 2 • To overcome resistance list out points (Min. 5) 3
STEP : 10 Max 10 Marks TRIAL IMPLEMENTATION AND CHECK PERFORMANCE Marks • Sizable and appropriate data indicating period of trial 4 • Comparative study before & after 3 • Project taken comparative graphs and charts 3
STEP 11 : Max 10 Marks REGULAR IMPLEMENTATION Marks • Milestone or Gantt Chart for full implementation 2 • Data Collection after regular implementation 4 • Comparison before/after project taken 2 Tangible and intangible gains 2
STEP 12 : Max 5 Marks FOLLOW-UP/ REVIEW & REOCCURANCE PREVENTION Marks • Need based checklist, graphs to to sustain the project 1 • Decide frequency of review & result 1 • Standardization / mistake proofing reoccurance prevention measures 1 • Documentation for change 1 • Milestone Chart (after) with reasons of variations against plan 1
Contents of the Register Max. 20 Marks Marks 1. General information (Page 3,8,11) 2 2. Project Information (Page 12-21) 2 3. Attendance 2 4. Minutes of meeting 10 (Compare with milestone chart of case study) 5. Monitoring by HOD/Coordinator/ 2 Facilitator 6. Special features 2
Evaluation of case study during the Convention Max. 60 marks 1. Sequence, Clarity, Team Participation, Smooth change over from one speaker to another 10 2. Quality of Visuals 5 3. Time management 10 4. Communication skill, Confidence Level 10 5. Special effects 5 6. Answering satisfactorily and correctly the questions from Judges 20
Problem Solving Tools
Brainstorming is a technique to generate ideas on a subject, usually used for problem solving. Brainstorming is of three types: Unstructured Method: In this method, all the team members are asked to put forward whatever problem they have in their mind. Every body is allowed to speak at the same time & there are no fixed rules to conduct the session of Unstructured Brainstorming. Advantages & Disadvantages: • The biggest advantage of this method is that it is less time consuming & a large number of ideas can be generated in a little time. • A strong leader is required to conduct this type of session • Introvert members will not be able to participate • Dominating members will try to impose their ideas on others Brainstorming
Slip Method: This method is more structured & disciplined as compared to previous one. In this method all the members are given slips. They are supposed to write their ideas on these slips & handover to the one who is coordinating the activity (generally team leader). After that all the ideas are compiled and problems are selected for further progress. Advantages & Disadvantages • This method gives better results then Unstructured method. • Chances of some members dominating others gets eliminated • Introvert members will also get chance to express his/her ideas. • Duplication of ideas is a big problem with this method. • Participation of every member can’t be ensured with this method • It is a time consuming process, as the problems have to be compiled & analyzed after collection.
Round Robin Method: This is a most successful & preferred method of brainstorming. In this method, all the members are made to sit in a semicircular fashion & the leader or whoever is coordinating the session should sit in the middle. The purpose is he should be able to maintain eye contact with every participant. Rules for conducting Brainstorming session through Round Robin method are as follows. • To begin with, the person sitting at the corner should speak out one problem. The coordinator should write the problem immediately, without asking any question & evaluation. After that the second person should speak out one problem. This should go like this till the session lasts. • Generally session should be conducted for a specific duration like 15 min., 20 min. etc. • Everybody should speak one by one & one problem at a time. • Nobody should speak when some other person is speaking. • Nobody should criticize the ideas of others. • No body should pass any comment in between. • At any time if, somebody don’t have any problem then he should say “PASS”, to pass on the turn.
Round Robin Method: Advantages & Disadvantages • Involvement of every member can be ensured • Nobody can overpower anybody as everyone can speak on its turn only. • Faster method, as people will not give duplicate ideas as they know other’s ideas also. • Creativity is enhanced as the members get a chance to improve the ideas of others (HITCH HIKING) without the fear of criticism. • It’s easy to do as you don’t need much resources like board, slips etc. for doing brainstorming through round robin method. • Some times it may not be possible to end up the session in the stipulated time.
Flow Chart A flow chart is defined as a pictorial representation describing a process being studied or even used to plan stages of a project. Flow charts tend to provide people with a common language or reference point when dealing with a project or process. When dealing with a process flow chart, two separate stages of the process should be considered: the finished product and the making of the product.
Activity Symbol Decision Making/Inspection Data Base Start & End Connector Flow Lines Document Symbol In order to analyze the finished product or how to operate the process, flow charts tend to use simple and easily recognizable symbols. The basic flow chart symbols below are used whenever analyzing or presenting any process.
High Level flow chart: It provides a high-level perspective on a process. They are simply the steps in a process connected in a linear fashion. They can be used to provide a quick representation of a process and to compare several processes to identify improvement areas.
Detailed Flow Chart: It provides a detailed perspective on a process. They are detailed steps in a process showing every activity, inspection & rework loops. They can be used to provide a detailed representation of a process and to identify improvements in a process. Given below is a simple case of processes and decisions in finding the best route home at the end of the day working day.
Matrix Flow Chart: This chart is an extension of detailed flow chart & can be used when the process runs through many departments. This chart helps in visualizing the detailed process not only the portion in your department but also its fragments in other departments. In a given process, many a times the decisions & activities of one fragment (one department) effect the portions of your department. Matrix flow chart is a good tool for that.
Ships Parts Receives & Notifies QC Sample Required? Test OK? Refer to Review Board Use As Is? Move to Inventory Prepare S-150 Receives Parts Prepare Paperwork And Ship Parts Signs S-150 & send to stores S-150 S-150 End End Supplier Stores Quality Control Review Board Yes Yes Yes No No No Processing of Parts From Outside Suppliers
Cause & Effect Diagram It is a visual representation of the factors that might contribute to an observed phenomenon. One causal factor may appear at several places. The interrelationships are generally qualitative and hypothetical. The most important consideration in the construction of Diagram is clear understanding of the Cause-Effect relationship. All possible sources of causation need to be considered.
. MAIN AREA MAIN AREA LINE CENTRAL SPINE EFFECT Cause & Effect Diagram Layout
CAUSE & EFFECT DIAGRAM Watering the trees takes a long time Method Labor Facilities Don’t understand the characteristics of tree Waste full watering No watering standards Don’t understand the watering conditions Hard work, so efficiency drops Being tired Work done on hot days Needs two women House is long Hose is heavy Faucets are far from trees Hose has to be carried too far Can only water with one hose Faucets are not of a standard size Hose has to be connected Long distance Storage area is far away Long time needed to carry Long time needed to connect to faucets Not enough watering faucets Low water pressure Pipes are too small Cause & effect Diagram for “Time needed to water trees” Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Try to avoid negative expressions In sub causes For medium & small branches, just a word or phrase is enough Constantly ask “Why?” to increase the number of sub causes Systematize factors starting from main branches through medium to small Note the date prepared, date revised & names Of participants Draw the backbone using a heavier line Select important factors, and enclose the important ones in an oval Make about 4-8 main branches, and enclose them in a box Main branches must be independent of each other Make the angle about 700 Enclose the effect in a box Insert numbers to indicate the order In which the important factors seem To exert and influence 1 2 3 6 4 5 Don’t forget an arrowhead
How to construct Cause-and-Effect diagram 1. Define clearly the effect or symptom for which the causes must be identified. 2. Place the effect being explained at the right, enclosed in a box. 3. Draw the central spine as a thick line pointing to it. 4. Use brainstorming or rational step-by step approach to identify the possible causes. 5. Each of the major area of causes (not less than 2 and normally not more than 6) should be placed in a box and connected with the central spine by a line at an angle of about 70 degree)
How to construct Cause-and-Effect diagram …contd. 6. Add causes for each main area. 7. Add subsidiary causes for each cause already entered. 8. Continue adding possible causes to diagram until each branch reaches a root cause. 9. Check the logical validity of each causal chain. 10. Check for Completeness.
BLOW OUT ROCK FLAT TYRE MECHANICAL FAILURE DRIVER ERROR BRAKE FAILURE STUCK ACCELERATOR BROKEN TIE ROAD POOR TRAINING RECKLESS POOR REFLEXES CHEMICALLY IMPAIRED SLEEPY LOST CONTORL OF CAR NAIL RAIN ICE SLIPPERY ROAD OIL SNOW BLOW OUT ROCK FLAT TYRE NAIL GLASS WORN PAD FLUID LOSS POSSIBLE CAUSES OF LOST CONTROL OF CAR
Dimensional Variation Parts & Materials Operational Method Machine Operators Fatigue Procedure Fitting Material Angle Position Order Setting Degree of Tightening Storage Quality of Material Component Shape Form Diameter Dimension Method Inspection Item Part Abrasion Jigs & Tools Deformation Imbalance Operation Stability Speed Working Health Illness Training Education Skill Experience Concentration Spirit Attentiveness
Typing Errors (mistyping) Person Requesting Typing Manuscript Typewriter Typist Understanding of Material Omissions Fitting Material Location Size Type of ink Writing Materials Thickness Of nib Layout Instructions Format Checking of Memo Dictation Pronunciation Repairs Maintenance Servicing Distance from Typist’s Body Physical Condition Height Errors Handwriting Experience Preliminary Checks Quality Paper Colour Speed Technique Pauses Rhythm Eyesight Physical Condition Physical Fatigue Working Environment Conversation Interruptions Answering Telephone Other Jobs Brightness Lighting Location of Equipment Ringing of Telephone Noise Type of Pen Size Style Attending to Visitors Colours
Defeat in a Sports Match Strategy Technique Spirit Health Relaxation Advice Exercise Quality Schedule Speed Motion Power Rules Planning Theory Information Study of Opponent Analysis Concentration Carefulness Patience Confidence Composure Calmness Devotion Fighting Spirit Encouragement Repetition Form Rest Amusement Time Sleep Depth Nutrition Meal Quantity Calories Pride Common Sense Observation Judgment of Situation Experience in Matches Function Teamwork Cooperation Quantity Model
Copying Paper Dry Time Degree of Alignment Original Setting Liquid Handling Environment Original Copying M/c Curl Transparency Paper Quality Strength Hand Dirtiness Table Dirtiness Contamination Level Newness Storage Period Paper Quality Storage Period Storage Method Degree of Exposure Temperature Humidity Speed Heater Drum Sensor Lamp Brightness Lamp Dirtiness Operating Hours Poor Quality of Photocopy
FLUX CONVEYOR SPEED EXHAUST SOLDER MACHINE SPECIFICATION COMPONENTS PRINTED WIRE CARD VALIDITY DROSS TEMPERATURE LOW HIGH SPEED INTERPRETATION WEIGHT TAR MASKING STORE MASK TYPE Possible Causes of Solder Defects AIR SUPPLY CONTAMINATION SPECIFIC GRAVITY ACTIVITY STORAGE AMOUNT SOLDER DEFECTS PRE HEAT AIR SUPPLY CONTAMINATION MAINTENANCE CONTROLLER ANGLE FLUDITY CONTAMINATION ALLOY UNEVEN WAVE WAVE HEIGHT WAVE DYNAMIC CONTACT TIME INCOMING SOLDER CONTAMINATION TEMPERATURE TIME WRAPPED OUTGASSING PAD GEOMETRY STORAGE FLUDITY DROSS TEMPERATURE ORIENTATION GEOMETRY CONTAMINATED LEADS LENGTH SOLDERABILITY MOVEMENT PLACEMENT METALLURGY OF LEADS
PISTON SUPPLY PISTON SUB ASSEMBLY ASSEMBLY WITH ENGINE (STAGE NO. 11 ) CRANK SHAFT SUB ASSEMBLY PRODUCTION PROCESS CLASSIFICATION TYPE
OPERATOR PISTON UN PACKING WORK LOAD OVERCONFIDENCE BIN SIZE EDUCATION ILLITRATE UNSUFFICIENT HIGH PRODUCTION AWRAENESS NEGLIGENCY LACK OF MOTIVATION BEHAVIOUR SKILL NO INSPECTION EXPERIENCE PISTON SUPPLY SUPPLY TO SUB ASSEMBLY DAMAGE BINNING AFTER UNPACKING NO GAP BETWEEN PISTONS BIN FLAT SURFACE WORKING TABLE SPACE DESIGN TRANSPORTATION TROLLY OVERLOADING DESIGN STRIKING DESIGN
ASSEMBLY PROCEDURE LOCK FITMENT BEND PIN GROOVE FALLING ON FLOOR WORKING TABLE PISTON SUB ASSEMBLY BINNING SIZE OVER UNDER WORN OUT HIGH PRODUCTION INSPECTION PISTON RING HARDNESS LESS MORE MISMATCHING IDENTIFICATION MARK SIZE VARIATION ~`T “ MARK POSITION TOOL DAMAGE STRIKING OVERLOADING DOUBLE STORY BROKEN DAMAGE RING EXPANDOR HANDLING OVERLOADING WORK IN HURRY MISHANDLING HIGH MOVEMENT DESIGN THICKNESS LESS MORE VENDOR
FITMENT OF LOCK SOFT VARIENT PISTON PIN CRANK SHAFT SUB ASSEMBLY SIZE UNDER OVER TOUCHING WITH CRANK GROOVE & RINGS PISTON DAMAGE CRANK INVENTORY DESIGN TABLE JIG TIGHT PLATING RUSTY STORAGE FINISHING QUALITY BROKEN RUSTY HARD DAMAGE PIN GROOVE TOOL BEND WORN OUT HIGHINVENTORY SYSTEM PROCESS TOUCHING WITH EACH OTHER MATERIAL
ASSEMBLY WITH ENGINE ( STAGE NO. 11) LUBRICATION SLIDER PISTON RING COMPRESSOR NO INSPECTION TRAINED OPERATOR OVER CONFIDENCE MAIN POWER SHORTAGE UNDER CYLINDER OVER SIZE SCRATCHES DENT SURFACE RUST OILING FITMENT TAPER MATERIAL SOFT HARD DAMAGE WORN OUT SIZE UNDER OVER TAPER FITMENT SPRING LENTH TENSION SIZE OPERATOR WORK LOAD OVERCONFIDENCE EDUCATION ILLITRATE UNSUFFICIENT HIGH PRODUCTION AWRAENESS NEGLIGENCY LACK OF MOTIVATION BEHAVIOUR SKILL NO INSPECTION EXPERIENCE
5 W 1 H
What What is that? What is it for? What is to be done? What is being done? What should be done? What would happen it that operation were eliminated? What else could be done? What else should be done? What WUS* is occurring? *WUS = Waste, Unevenness, Strain
Why Why is that being done? Or Why do it? Why is that necessary? Why do it that way? Why is that person to do it? Why do it then? Why do it that way? Why do it there?
Where Where (Place) Where is it to be done? Where is it being done? Where should it be done? Where else could it be done? Where else should it be done? Where is the location? Why there? Can things be combined in one place? Should the location be changed?
When When is it to be done? When is it being done? When should it be done? Why was it done at that time ? When is the most reasonable time? Or When else could it be done? Can it be done at another time? Or When else should it be done? When is WUS occurring?
Who Who is to do it? Who is doing it? Who should be doing it? Who else could do it? Who else should do it? Who is allowing WUS to to occur? Who is that ? Why does that person do that operation? Does the job require special qualification? Are many people doing the same job?
How Why is that being done that way? Is that the best way to do it? Can it be done another way? How much will it cost?
Questions related 4- M to be considered while identifying causes
ARE WORKERS OBSERVING THE STANDARDS? ARE THEY WORKING EFFICIENTLY? ARE THEY PROBLEM CONSCIOUS? DO THEY HAVE STRONG SENSE OF RESPONSIBILITY? ARE THEY SKILLED? ARE THEY EXPERIENCED ? ARE THEY ASSIGNED TO THE RIGHT JOBS? DO THEY WANT TO IMPROVE? ARE HUMAN RELATIONS GOOD? ARE THEY HEALTHY? MAN POWER
DO THEY MEET PRODUCTION REQUIREMENTS? DO THEY MEET PROCESS CAPABILITIES? ARE THEY BEING PROPERLY LUBRICATED? ARE THEY BEING THOROUGHLY INSPECTED? ARE THEY FREE OF BREAKDOWNS & STOPPAGE? ARE THEY SUFFICIENTLY PRECISE? ARE THEY FREE OF ABNORMAL NOISE ? MACHINE
IS THE QUANTITY RIGHT ? IS THE GRADE RIGHT? IS THE BRAND RIGHT? ARE THEY FREE OF IMPURITIES? ARE THEY STOCKED IN THE RIGHT QUANTITIES? ARE THEY BEING USED WITHOUT WASTE? ARE THEY BEING HANDLED CORRECTLY? ARE ANY MATERIALS IN - PROCESS LEFT LYING AROUND? ARE THEY PROPERLY DISTRIBUTED? ARE THEIR QUALITY LEVELS SATISFACTORY? ARE THEY APPROPRIATELY LAID OUT? ARE THERE TOO MANY OR TOO FEW? ARE THEY TIDY AND WELL – ORGANISED? MATERIAL
ARE WORK STANDARDS SATISFACTORY? ARE WORK STANDARDS KEPT UPTO DATE? ARE THE METHODS SAVE? DO THE METHODS ENSURE GOOD PRODUCTS? ARE THE METHODS EFFICIENT? ARE THE WORK SEQUENCE APPROPRIATE? IS CHANGE OVER SATISFACTORY? ARE TEMPERATURE & HUMIDITIES APPROPRIATE? IS LIGHTING & VENTILATION ADEQUATE? IS THERE GOOD LIAISON BETWEEN PREVIOUS & SUBSEQUENT PROCESSED ? METHODS
A ranked comparison of factors related a quality problem. It helps circles to identify and focus on the vital few factors. Pareto Analysis is required to : • Prioritizing Problems • Analyzing Symptoms • Identifying Root Causes • Checking Performance of Solutions implemented Pareto Analysis
In 1897, the Italian economist Vilfredo Pareto ( 1948-1923 ) during his study of distribution of wealth in his country observed that 80% to 90% of Italy’s wealth lay in the hands of 10% to 20 % of the population. 80% Population 20% Wealth 20% Wealth 80% Population
Order Form Item Number of Errors Percent of Total Cumulative % of total G 44 29 29 J 38 25 54 M 31 21 75 Q 16 11 86 B 8 5 91 D 5 3 95 C 3 2 97 A 1 0.67 98 O 1 0.67 98 R 1 0.67 98 N 1 0.67 99 L 1 0.67 99 I 0 0 100 E 0 0 100 H 0 0 100 K 0 0 100 F 0 0 100 P 0 0 100
ERRORS ON ORDER FORM 0 30 60 90 120 150 G J M Q B D C A O R N L I E H K F P OREDER FORM ITEMS NUMBER OF ERRORS 0 10 20 30 40 50 60 70 80 90 100 CUMULATIVE PER CENT OF TOTAL Vital Few Useful Many
4500 3200 1200 1423 1164 900 10500 65% 79% 85% 91% 96% 100% 46% 0 5000 10000 15000 20000 Dust Shadow Marks Lacquer Flow Dent Polish Line Bubbles Others Figure 1 Pareto Diagram for "Rejection in Lacquer" Rejection 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Cumulative %age N= 22929 Period= July 06 to Sep-06 Author= Sunil Kumar Fill in the period when data was collected, & the total quantity (numbers) (N) Don’t forget a ZERO Designate a figure number & title Even if the number of “other” is high it goes at the right Decides scale so that the box of the finished diagram is approximately square Write “Cumulative Percentage” here Don’t extend the line above 100 Don’t forget a ZERO PARETO DIAGRAM
How to draw a Pareto Diagram 1. Total the data on effect of each contributor, and sum these to determine the grand total. 2. Reorder the contributors from the largest to the smallest. 3. Determine the cumulative-percent of total. 4. Draw and label the left vertical axis. 5. Draw and label the horizontal axis. 6. Draw and label right vertical axis. 7. Draw bars to represent the magnitude of each contributor’s effect. 8. Draw a line graph to present the cumulative-percent line. 9. Analyze the diagram. 10. Title the diagram, label the vital few and useful many; and show the cumulative-percent contribution of the vital few.
Most Rupees Are in the “Vital Few” categories “The Awkward Zone” Few Rupees Are in the “Useful Many” categories 1 Categories N
Extruder Ext 4 Ext 7 Ext 10 Ext 1 Ext 2 Ext 12 Ext 13 Ext 14 Ext9 Ext 6 Ext 15 Ext 5 Ext 11 No. of Complaints 23 9 9 6 6 5 5 4 3 2 2 1 1 % of Complaints 30% 42% 54% 62% 70% 76% 83% 88% 92% 95% 97% 99% 100% Ext. wise No. of Complaints from Jul' 02 ~ Dec' 02 23 9 9 6 6 5 5 4 3 2 2 1 1 30% 42% 54% 62% 70% 76% 83% 88% 92% 95% 97% 99% 100% 0 10 20 30 40 50 60 70 Ext 4 Ext 7 Ext 10 Ext 1 Ext 2 Ext 12 Ext 13 Ext 14 Ext9 Ext 6 Ext 15 Ext 5 Ext 11 Extruders No. of Complaints 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% EXTRUDER WISE BREAKDOWN
BREAK DOWN ON EXTRUDER-4 Ext4 complaintwise details fromJul'02 ~ Dec'02 13 6 2 2 0 56% 82% 91% 100% 100% 0 5 10 15 20 Fuse blown out Heater lead cut Contactor problem Heater failure Complaints No. of Complaints 0% 20% 40% 60% 80% 100%
4 10 18 20 42 225 100% 99% 96% 90% 84% 71% 0 50 100 150 200 250 300 Blinker Continuty Missing Body Short Horn Continuty Missing Blinker Movement Sticky Horn Movement Sticky Lever Movement Sticky 0% 20% 40% 60% 80% 100% Pareto Chart For Testing Rejection Rejection (nos) Cum m ulative ( %) Sl. No. Parameters Rej. Per. Cum. 1 Blinker Continuty Missing 225 71% 71% 2 Body Short 42 13% 84% 3 Horn Continuty Missing 20 6% 90% 4 Blinker Movement Sticky 18 6% 96% 5 Horn Movement Sticky 10 3% 99% 6 Lever Movement Sticky 4 1% 100% 319  Blinker Continuity Missing  Body Short Problems selected: Problem Selection
4 10 18 20 42 225 100% 99% 96% 90% 84% 71% 0 50 100 150 200 250 300 Blinker Continuty Missing Body Short Horn Continuty Missing Blinker Movement Sticky Horn Movement Sticky Lever Movement Sticky 0% 20% 40% 60% 80% 100% Pareto Chart For Testing Rejection Rejection (nos) Cum m ulative ( %) 45 22 19 16 7 0 41% 61% 79% 94% 100% 100% 0 10 20 30 40 50 60 70 80 90 100 110 Body Short Horn Continuty Missing Blinker Movement Sticky Horn Movement Sticky Lever Movement Sticky Blinker Continuity Missing 0% 20% 40% 60% 80% 100% Rejection (nos) Pareto For Testing Rejection. Cum m ulative ( %) Before After Blinker Continuity Missing Eliminated Results Achieved After Implementing All Corrective Actions
Stratification Stratification is the process of separation of data into groups. It is normally done for identifying the categories contributing to the problem being tackled. Stratification helps in verifying possible causes •Some are proved •Others are disproved Usually requires several, different classification; two stage stratification is common Graphic presentation helps in presenting and understanding the data.
UNITS REJECTED DUE TO STAINS 47 53 27 24 23 26 55 45 43 57 0 10 20 30 40 50 60 70 SUP 1 SUP 2 OPR 1 OPR 2 OPR 3 OPR 4 MOR AFT M/C 1 M/C 2 STRATIFICATION VARIABLES NUMBERS REJECTED
TOTAL ERRORS BY WEEK 0 10 20 30 40 W-1 W-2 W-3 W-4 W E E K S T O T A L E R R O R S PER CENT ERRORS BY WEEK 0 0.5 1 1.5 2 2.5 3 3.5 4 W-1 W-2 W-3 W-4 W E E K S P E R C E N T
How to Stratify 1. Select the stratification variables. – day of week, week of month, accountant 2. Establish categories for each stratification variable : Day of week Week of month Accountant Monday 1 A Tuesday 2 B Wednesday 3 C Thursday 4 D Friday 3. Sort the observations into the categories of one of the stratification variables 4. Calculate the phenomenon measured for each category 5. Display the results 6. Prepare and display the results for other stratification variables 7. Plan for additional confirmation
STRATIFICATION It means the dividing of an organisation into a number of strata or layers. Put another way, a single population is divided – by workforce, working methods, raw material etc. – taking note of common data points, peculiarities or characteristics, into a number of groups (called strata) having the same points in common. Categories of Stratification (Particular subject to Stratification) 1. By time: Month, week, day, dayshift, day of the week, time, morning, afternoon etc. 2. By workforce: section, work group, task force, relieving, new/old, expertise, age, experience etc. 3. By machinery and equipment: machine number, position, new/old, model, structure, jig, dies etc. 4. By working method: temperature, pressure, air temperature, humidity, weather, speed, working method, working procedure, measuring method etc. 5. By raw materials/components: place of manufacture, supplier, previous process, lot, charge etc. 6. By product: product category, destination, new/old product, standard product, special order etc. 7. By measurement/inspection: measuring instrument, measuring operator, inspection method, inspector etc.
Product Name CS20-5D Lot Number 1213 1214 Recor ded By Process Name No.3 Assy Line Measuring Method 100% visual insepction Measuring Instrument ----- Date Date/Day Defect 2/1 2/2 2/3 2/4 2/5 2/6 Total Mon. Tue. Wed. Thu. Fri. Sat. 1) Loose Screw 22 2) Dirt in distance sensor 18 3) Exterior Scratches 18 4) Soldering Defect 15 5) Operating Defect 20 6) Gap Defect 11 7) Part Lost 11 8) Exterior Dirt 20 Total 23 23 25 20 26 18 135 Numbers Inspected 5000 Percentage Defects 2.7% CHECK SHEET Make boxes in order to fill in the product/process specific information A Check sheet is a simple data recording form that has been specially designed so that the results can be readily interpreted from the form itself. Decide on method of stratification Indicate what is to be checked Data can be filled in the form of symbols/figures 1) Check sheet for Defective Item (Defect in camera assembly process) Do add the title of check sheet Sum up the defects row wise & column wise Calculate percentage to decide upon target
Suppose we want to know the variation in the dimensions of a certain kind of parts whose machining specification is 8.300 ± 0.008. To study the distribution of process characteristic values, histograms are normally used. Such values as the mean and variance are computed on the basis of the histogram and the shape of the distribution is also examined in various ways. 2) Check sheet for production process distribution
The check sheet in the preceding example is used for pinpointing location of defects. In addition, check sheets are sometimes used for further stratification in order to find the causes of defects. Generally speaking, most studies aimed at finding the causes of defects involve matching the data on causes with corresponding data on their effects, keeping them in a neatly corresponding order, and later analyzing them by stratifying by cause or drawing scatter diagram. But if the case is a simple one, i.e is possible to gather corresponding data with a check sheet. 3) Defect cause check sheet
External defects such as scratches and dirty spots are found on all kinds of products, and various efforts are being made at many plants to reduce this type of defects. The defect location check sheet plays a powerful role in solving this kind of problem. Generally, many check sheets of this type have sketches or expended views on which markings are made so that the distribution of defect occurrence can be observed. The given picture shows one such example in which the defect is BLOWHOLE in a casting. 4) Defect Location Check Sheet
(continuous data use) No.___________ 741 PRODUCTION CHECK SHEET Product Name_________________________________ Alternator Pulley Date_________________________________ 12- 02- 02 Usage________________________________________ Pulley Bolt Torque Factory_______________________________ Church Street Specification__________________________________ 2.2 +/- .5 Section Name__________________________ SI Line No. of Inspections______________________________ 185 Data Collector__________________________ Sam The Man Total Number__________________________________ 185 Group Name___________________________ Lot Number___________________________________ 1631 Remarks:_____________________________ Dimensions 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2 40 35 SpecLSL SpecUSL 30 25 20 15 X XXXX XX X XXXXX XX 10 XXX XXXXX XXXXX XXXXX XX XXXXX XXXXX XXXXX XXX 5 XX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXX X 0 X XX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XX X TOTAL FREQUENCY 1 2 7 13 10 16 19 17 12 16 20 17 13 8 5 6 2 1
What ? What exactly is wrong (defect)? On what object is the defect observed? Where? Where is the object with the defect observed (geographical location)? Where, on the object does the defect appear? When? When was the defect first observed (clock / calendar time)? On what pattern is the defect observed? Magnitude? How much of the object is defective? How many units/objects are defective? What is the trend? Want to solve a problem? Ask the right questions Asking the right question is imperative before setting out to solve a problem.
Graph and Charts Graphs and Charts are pictorial representation of quantative data. They can summarize large amounts of information in a small area and communicate complex situations concisely and clearly. Principles of graphic Display •Graphic display should: •Show the data •Induce the viewer to think about the substance rather than the methodology, graphic design etc. •Avoid distorting what the data have to say •Present many numbers in a small space •Make large data set coherent •Encourage the eye to compare different pieces of the data •Reveal the data at several level of details, from a broad overview to the fine structure •Serve a reasonably clear purpose: description, exploration, tabulation, or decoration Be closely integrated with the statistical and verbal descriptions of a data set
Types of Graphs Line Graph connects points, which represent pairs of numeric data, to show one variable of the pair is a function of the other . Line graphs are good for showing trends.
GRAPHS Broken line graph for "Coil defect ratio" 0 1 2 3 4 5 6 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Months Coil Defect Ratio Defect Ratio Draw the dots clearly Target Put in the target Line Graph (%) Improving dimension gauge Change the tension Make a jig to prevent misalignment Make a jig to prevent misalignment Insert the units in this position in parenthesis ( ) Use a slightly heavier line for actual data Make scale marks on the inside Indicate the characteristic If the nature of the countermeasure is indicated as required, the relationship with line breaks will be clarified Don’t forget a zero Application of line graphs 1. A line graph is most useful in displaying data or information that changes continuously over time. 2. To show the relationship between two characteristics 3. Can be used for showing the trends of rejection, absenteeism, comparison between two processes etc Put a heading for the graph Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants
Types of Graphs Bar Graph also portray the relationship between pairs of variables, but, unlike in the line graph, one of the variable need not to be numeric. They are useful for showing comparison among categories.
GRAPHS Bar Graphs Bar graph for "Reason of rejection in Lacquer" 2000 1500 1200 1000 850 700 650 500 430 0 500 1000 1500 2000 2500 Dust Shadow Marks Flow Bubbels Touching Pit Marks Dents Polish Lines Others Type of Defects No. of Defects (PPM) PPM Make the bar width double the space between bars Arrange items in order of size, unless there is an inherently logical order Other things are same as explained in Line Graph Application of Bar graphs 1. Bar graphs are an excellent way to show results that are one time, that aren't continuous - especially samplings such as surveys, inventories, rejections etc. 2. Bar Graphs can be used to compare the two sets of information with same characteristics Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants
Types of Graphs Pie Charts are used to show visually the proportions of the various classes of a phenomenon being studied that make up the whole. Pie Charts are useful principally for showing proportions.
1. A circle graph is used to show how a part of something relates to the whole. This kind of graph is needed to show percentages effectively. 2. Circle or pie graphs are particularly good illustrations when considering how many parts of a whole are inception. GRAPHS Pie Charts Pie Chart for "Reason of rejection in Lacquer" 35.52% 26.64% 21.31% 8.88% 7.64% Dust Shadow Marks Flow Polish Lines Others Use the topmost part of the chart as the point of departure Indicate the contribution of the item Consider what cross hatching pattern to use Make the hatching go from heavier to lighter “35.52% to 26.64% Arrange items in order of percentage, unless there is an inherently logical order Application of Bar graphs Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants
Reminders At the time of Creation • Whenever making a graph for showing comparison, use same scale for both the cases. • Try to plot both the cases on the same graph, if showing comparison. • In case data becomes too much to be shown on one axis, use other axis also for better clarity. • All measuring is to be done accurately and consistently using metrics where applicable. Backup data • Keep a detailed daily record or log book for measurements, changes and problems. • Take photographs, make diagrams or drawings of various phases of your observation. General • Observations and measurements should be organized in tables or charts that are clearly labeled. • Results should be graphed using appropriate graph. • Don't become discouraged; work diligently and repeat an observation, if necessary.
Types of Graphs Line Graph connects points, which represent pairs of numeric data, to show one variable of the pair is a function of the other . Line graphs are good for showing trends. Bar Graph also portray the relationship between pairs of variables, but, unlike in the line graph, one of the variable need not to be numeric. They are useful for showing comparison among categories. Pie Charts are used to show visually the proportions of the various classes of a phenomenon being studied that make up the whole. Pie Charts are useful principally for showing proportions.
Key concepts to keep in mind:  Graphic integrity  Consistent scale0  Consistent symbols  Ease of reading  Simplicity
Scatter Diagram Scatter Diagram is a graphical representation of relationship between two variables. It can be between a Cause and Effect and between two causes. It also reveals the nature of relationship between two variables and their approximate strength.
Distracting Back Ground Noise vs Error Rate 0 0.02 0.04 0.06 0.08 0.1 0.12 0.14 0.16 0.18 40 60 80 100 Noise (dB) Error Rate
Dr Kaoru Ishikawa, popularized the industrial use of Scatter Diagrams, calling them one of the “indispensable tool of quality control”. The scatter diagram is an ideal way to display data when a quality improvement team is trying to evaluate a cause-effect relationship.
Scatter Diagrams in Problem Solving Concept 1: Discovering true cause-effect relationship is the key to effective problem solving. Concept 2: Cause-effect relationships almost always show variation Cause Effect Calorie Intake Weight gain Driving speed Fuel Economy Training Job Performance Number of Users Response time of computer system Concept 3: It is easier to see the relationship in a Scatter diagram than in a simple table of numbers.
EXAMPLES: The value of Y clearly increases as the value of X increases.
EXAMPLES: The value of Y clearly decreases as the value of X increases.
EXAMPLES: The value of Y increases slightly as the value of X increases.
EXAMPLES: The value of Y decreases slightly as the value of X increases.
EXAMPLES: The value of Y seems to be related to the value of X, but the relationship is not easily determined.
EXAMPLES: There is no demonstrated connection between the two variables.
Blowing Air-Pressure vs Percent Defective of Plastic Tank 0.84 0.85 0.86 0.87 0.88 0.89 0.9 0.91 0.92 0.93 7.9 8.4 8.9 9.4 Blowing Air-Pressure (kgf/cm2) Percent Defective
How to construct Scatter Diagram 1. Obtain the table of raw data and determine the high and low values for each variable. 2. Decide which variable will be plotted on the horizontal axis. •Put the suspect cause on the horizontal axis if showing a cause-effect relationship. 3. Draw and label the horizontal and vertical axis. •Make the axes roughly the same length, creating a square plotting area. •Label the axes in about six convenient multiples of 1, 2 ,or 5.Make the lowest label slightly less than the low value, and the highest label slightly greater than the high value for each variable. The data should fill the plotting area. •Label increasing values from bottom to top on the vertical axis and left to right on the horizontal axis. • Provide a caption to describe the measurement and its units.
4. Plot the paired data. •Use concentric circles to indicate identical paired-data points. •Use filled and unfilled to show the strata. 5. Title the chart and provide other appropriate notations. 6. Identify and classify the pattern of correlation. •See the interpretation section for guidance. 7. Check for potential pitfalls in your analysis, consider compounding factors and Other possible explanation for the correlation pattern, and decide on the team’s next steps. See the interpretation section for guidance.
Scatter Diagram is a graphical representation of relationship between two variables. It can be between a Cause and Effect and between two causes. It also reveals the nature of relationship between two variables and their approximate strength. SCATTER DIAGRAM PRICE (Lacs) 0.2 0.40 0.6 0.8 1.0 1.2 1.4 AGE (Years) 02 04 06 08 10 12 14 16 Scatter Diagram for Age of Car and price Indicate the characteristic Decide the horizontal & vertical scales so that the finished diagram will be approximately square Insert the units The scale along X & Y axis has to be same Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants n= 100
A Histogram is a graphic summary of variation in a set of data. It enables us to see patterns that are difficult to see in a simple table of numbers. Can be analyzed to draw conclusions about the data set. A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars. The presents distribution of a set of product measurements that remain nevertheless within specified limits. Without using some form of graphic this kind of problem can be difficult to analyze, recognize or identify. Histogram
HOW TO CONSTRUCT A HISTOGRAM 1. Obtain the table of raw data and determine the high value, low value, and range. Range = High Value – Low value 2. Decide on the number of cells. Use the following guide: Data Points Number of Cells 20*-50 6 51-100 7 101-200 8 201-500 9 501-1000 10 Over 1000 11-20 *Less than 40 only as a result of stratification 3. Calculate the approximate cell width. Approx. Cell Width = range/number of cells
4. Round the cell width to a convenient number. Make the cell width 1, 2 or 5; 0.1, 0.2 or 0.5; 10, 20 or 50; etc. 5. Construct the cells by listing the cell boundaries. The first cell should include the lowest data value. Cell boundaries should be one or more significant digit than data. 6. Tally the number of data points in each cell. Check that total tally marks equal number of data points. 7. Draw and label the horizontal axis. Go one cell width beyond the lowest and highest cell. Provide numeric labels and a caption to describe the measurement and its units. 8. Draw and label vertical axis. Label the axis from 0 to a multiple of 5 that is greater than the largest tally in any cell. Provide a caption of “number” or “percent.”
9. Draw in the bars to represent the number of data points in each cell. The height of the bars should be equal to the number of data points in that cell as measured on the vertical axis. 10. Title the chart, indicate the total number of data points, and show nominal values and limits (if applicable). 1. Identify and classify the pattern of variation. 2. Develop a plausible and relevant explanation for the pattern. Use your team’s knowledge and observation. Confirm your theories through additional analysis.
1. Histogram is a visual tool for presenting variable data. It organises data to describe the process performance. 2. Additionally histogram shows the amount and pattern of the variation from the process. 3. Histogram offers a snapshot in time of the process performance. HISTOGRAM N = 50 X = 300.76 S = standard deviation Frequency 0 2 4 6 12 14 16 8 10 470 480 490 500 510 520 530 540 kg Location of mean of the process Spread of the process Shape of the process Draw lines for the standard limits Upper limit of standards Lower limit of standards The portions outside the standard limit may be cross hatched for easier visibility Indicate the required items Histogram for “Weight of bars”
Quality control charts, are graphs on which the quality of the product is plotted as manufacturing or servicing is actually proceeding. By enabling corrective actions to be taken at the earliest possible moment and avoiding unnecessary corrections, the charts help to ensure the manufacture of uniform product or providing consistent services which complies with the specification. CONTROL CHARTS 50 51 52 53 54 55 1 5 9 13 17 21 25 1 3 5 7 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 SubGroup Number R x CL = 2.04 UCL = 4.66 LCL = 51.137 CL = 52.627 UCL = 54.117 For control For Analysis n = 4 (mm) Show points on R with x mark, show points outside the control limits by means of a x mark X – R Chart for External Diameter Dimension Show explicit values for CL, LCL & UCL Show points outside the control limits by means of a mark Show points on x by means of a Indicate the kind of chart Show the subgroup size n here Insert the units
Return to the standard that should really be achieved Current Level The Ideal goal to aim for Current Level Pursue the ideal State to aim for Challenge-achievement type Problem-solving type Any problem that occurred in the process of trying to successfully perform the work allotted. Setting the goal or target at a higher level than the current level and creating a new work method and operation procedures in order to achieve the goal.
Selection of theme Drawing up the Action Plan Examination and implementation of countermeasures Analysis of relevant factors Grasp of the current situation & setting Goals Confirmation of the result Standardization Selection of theme Drawing up theAction Plan Examination and implementation of optimum measures Coming up with measures (ideas) Clear identification of the challenge and setting Goals Confirmation of the result Standardization Problem Solving Challenge-achievement Comparison of the procedure : Approach
Thanks

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0.1. NP QC Tool n techniques.ppt

  • 1.
  • 2.
    DISTRIBUTION OF MARKS •PROJECT REPORT – CASE STUDY (HARD COPY) = 100 • QC RECORD BOOK = 20 • PRESENTATION IN CONVENTION = 40 • QUESTION & ANSWER = 20 • KNOWLEDGE TEST = 20 TOTAL MARKS = 200
  • 3.
    PROJECT REPORT EVALUATION WILL BEBASED ON 12 STEP PROBLEM SOLVING PROCESS
  • 4.
    STEP 1 :Max. 5 Marks IDENTIFICATION OF PROBLEMS No. of Problems Listed Marks Upto 19 1 • 20-29 2 • 30-39 3 • 40-49 4 • 50 and above 5
  • 5.
    STEP 2 :Max. 5 Marks SELECTION OF PROBLEM Marks i. Categorization into A, B & C 1 ii. Selection of problem through - Rating or Prioritization 2 iii. - Basis for the above 2 iv. (ipo ii &iii) Selection through Pareto Analysis 4
  • 6.
    STEP 3 :Max. 10 marks DEFINITION OF PROBLEM Marks •Process depiction through flow diagram 1 •Milestone Chart (Before) 1 •Current Situation of problem and its 5 impact •Set objectives 2 •Goal Setting 1
  • 7.
    STEP 4 :Max. 10 Marks ANALYSIS OF PROBLEM Marks • Use of 4 W & 1 H (except ‘Why’) 5 What, Where, When, Who & How Much • With adequate data( wherever 5 applicable)
  • 8.
    STEP 5 :Max. 10 marks Identification of causes Marks •Appropriate Headers 3 •Correct Orientation & Logic in listing causes and sub causes 2 •Type of Cause & Effect Diagram 5
  • 9.
    STEP 6 :Max. 5 Marks ROOT CAUSE FINDING Marks Identification by validation 5 Use of Why-Why Analysis technique or use of 5W and 1H
  • 10.
    STEP 7 :Max 10 Marks DATA ANALYSIS Marks • Through Stratification 3 • Through Pareto Analysis 7 or Use of any other relevant tool
  • 11.
    STEP : 8Max. 15 Marks DEVELOPING SOLUTIONS Marks • Development of Solutions 10 through Brainstorming • Workout time bound and 5 responsibility shared Action Plan for valid root causes
  • 12.
    STEP : 9Max. 5 Marks FORESEEING PROBABLE RESISTANCE Marks • Points of resistance 2 • To overcome resistance list out points (Min. 5) 3
  • 13.
    STEP : 10Max 10 Marks TRIAL IMPLEMENTATION AND CHECK PERFORMANCE Marks • Sizable and appropriate data indicating period of trial 4 • Comparative study before & after 3 • Project taken comparative graphs and charts 3
  • 14.
    STEP 11 :Max 10 Marks REGULAR IMPLEMENTATION Marks • Milestone or Gantt Chart for full implementation 2 • Data Collection after regular implementation 4 • Comparison before/after project taken 2 Tangible and intangible gains 2
  • 15.
    STEP 12 :Max 5 Marks FOLLOW-UP/ REVIEW & REOCCURANCE PREVENTION Marks • Need based checklist, graphs to to sustain the project 1 • Decide frequency of review & result 1 • Standardization / mistake proofing reoccurance prevention measures 1 • Documentation for change 1 • Milestone Chart (after) with reasons of variations against plan 1
  • 16.
    Contents of theRegister Max. 20 Marks Marks 1. General information (Page 3,8,11) 2 2. Project Information (Page 12-21) 2 3. Attendance 2 4. Minutes of meeting 10 (Compare with milestone chart of case study) 5. Monitoring by HOD/Coordinator/ 2 Facilitator 6. Special features 2
  • 17.
    Evaluation of casestudy during the Convention Max. 60 marks 1. Sequence, Clarity, Team Participation, Smooth change over from one speaker to another 10 2. Quality of Visuals 5 3. Time management 10 4. Communication skill, Confidence Level 10 5. Special effects 5 6. Answering satisfactorily and correctly the questions from Judges 20
  • 18.
  • 19.
    Brainstorming is atechnique to generate ideas on a subject, usually used for problem solving. Brainstorming is of three types: Unstructured Method: In this method, all the team members are asked to put forward whatever problem they have in their mind. Every body is allowed to speak at the same time & there are no fixed rules to conduct the session of Unstructured Brainstorming. Advantages & Disadvantages: • The biggest advantage of this method is that it is less time consuming & a large number of ideas can be generated in a little time. • A strong leader is required to conduct this type of session • Introvert members will not be able to participate • Dominating members will try to impose their ideas on others Brainstorming
  • 20.
    Slip Method: This methodis more structured & disciplined as compared to previous one. In this method all the members are given slips. They are supposed to write their ideas on these slips & handover to the one who is coordinating the activity (generally team leader). After that all the ideas are compiled and problems are selected for further progress. Advantages & Disadvantages • This method gives better results then Unstructured method. • Chances of some members dominating others gets eliminated • Introvert members will also get chance to express his/her ideas. • Duplication of ideas is a big problem with this method. • Participation of every member can’t be ensured with this method • It is a time consuming process, as the problems have to be compiled & analyzed after collection.
  • 21.
    Round Robin Method: Thisis a most successful & preferred method of brainstorming. In this method, all the members are made to sit in a semicircular fashion & the leader or whoever is coordinating the session should sit in the middle. The purpose is he should be able to maintain eye contact with every participant. Rules for conducting Brainstorming session through Round Robin method are as follows. • To begin with, the person sitting at the corner should speak out one problem. The coordinator should write the problem immediately, without asking any question & evaluation. After that the second person should speak out one problem. This should go like this till the session lasts. • Generally session should be conducted for a specific duration like 15 min., 20 min. etc. • Everybody should speak one by one & one problem at a time. • Nobody should speak when some other person is speaking. • Nobody should criticize the ideas of others. • No body should pass any comment in between. • At any time if, somebody don’t have any problem then he should say “PASS”, to pass on the turn.
  • 22.
    Round Robin Method: Advantages& Disadvantages • Involvement of every member can be ensured • Nobody can overpower anybody as everyone can speak on its turn only. • Faster method, as people will not give duplicate ideas as they know other’s ideas also. • Creativity is enhanced as the members get a chance to improve the ideas of others (HITCH HIKING) without the fear of criticism. • It’s easy to do as you don’t need much resources like board, slips etc. for doing brainstorming through round robin method. • Some times it may not be possible to end up the session in the stipulated time.
  • 23.
    Flow Chart A flowchart is defined as a pictorial representation describing a process being studied or even used to plan stages of a project. Flow charts tend to provide people with a common language or reference point when dealing with a project or process. When dealing with a process flow chart, two separate stages of the process should be considered: the finished product and the making of the product.
  • 24.
    Activity Symbol Decision Making/Inspection Data Base Start& End Connector Flow Lines Document Symbol In order to analyze the finished product or how to operate the process, flow charts tend to use simple and easily recognizable symbols. The basic flow chart symbols below are used whenever analyzing or presenting any process.
  • 25.
    High Level flowchart: It provides a high-level perspective on a process. They are simply the steps in a process connected in a linear fashion. They can be used to provide a quick representation of a process and to compare several processes to identify improvement areas.
  • 26.
    Detailed Flow Chart: Itprovides a detailed perspective on a process. They are detailed steps in a process showing every activity, inspection & rework loops. They can be used to provide a detailed representation of a process and to identify improvements in a process. Given below is a simple case of processes and decisions in finding the best route home at the end of the day working day.
  • 27.
    Matrix Flow Chart: Thischart is an extension of detailed flow chart & can be used when the process runs through many departments. This chart helps in visualizing the detailed process not only the portion in your department but also its fragments in other departments. In a given process, many a times the decisions & activities of one fragment (one department) effect the portions of your department. Matrix flow chart is a good tool for that.
  • 28.
    Ships Parts Receives & NotifiesQC Sample Required? Test OK? Refer to Review Board Use As Is? Move to Inventory Prepare S-150 Receives Parts Prepare Paperwork And Ship Parts Signs S-150 & send to stores S-150 S-150 End End Supplier Stores Quality Control Review Board Yes Yes Yes No No No Processing of Parts From Outside Suppliers
  • 29.
    Cause & EffectDiagram It is a visual representation of the factors that might contribute to an observed phenomenon. One causal factor may appear at several places. The interrelationships are generally qualitative and hypothetical. The most important consideration in the construction of Diagram is clear understanding of the Cause-Effect relationship. All possible sources of causation need to be considered.
  • 30.
  • 31.
    CAUSE & EFFECTDIAGRAM Watering the trees takes a long time Method Labor Facilities Don’t understand the characteristics of tree Waste full watering No watering standards Don’t understand the watering conditions Hard work, so efficiency drops Being tired Work done on hot days Needs two women House is long Hose is heavy Faucets are far from trees Hose has to be carried too far Can only water with one hose Faucets are not of a standard size Hose has to be connected Long distance Storage area is far away Long time needed to carry Long time needed to connect to faucets Not enough watering faucets Low water pressure Pipes are too small Cause & effect Diagram for “Time needed to water trees” Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Try to avoid negative expressions In sub causes For medium & small branches, just a word or phrase is enough Constantly ask “Why?” to increase the number of sub causes Systematize factors starting from main branches through medium to small Note the date prepared, date revised & names Of participants Draw the backbone using a heavier line Select important factors, and enclose the important ones in an oval Make about 4-8 main branches, and enclose them in a box Main branches must be independent of each other Make the angle about 700 Enclose the effect in a box Insert numbers to indicate the order In which the important factors seem To exert and influence 1 2 3 6 4 5 Don’t forget an arrowhead
  • 32.
    How to constructCause-and-Effect diagram 1. Define clearly the effect or symptom for which the causes must be identified. 2. Place the effect being explained at the right, enclosed in a box. 3. Draw the central spine as a thick line pointing to it. 4. Use brainstorming or rational step-by step approach to identify the possible causes. 5. Each of the major area of causes (not less than 2 and normally not more than 6) should be placed in a box and connected with the central spine by a line at an angle of about 70 degree)
  • 33.
    How to constructCause-and-Effect diagram …contd. 6. Add causes for each main area. 7. Add subsidiary causes for each cause already entered. 8. Continue adding possible causes to diagram until each branch reaches a root cause. 9. Check the logical validity of each causal chain. 10. Check for Completeness.
  • 34.
    BLOW OUT ROCK FLAT TYRE MECHANICALFAILURE DRIVER ERROR BRAKE FAILURE STUCK ACCELERATOR BROKEN TIE ROAD POOR TRAINING RECKLESS POOR REFLEXES CHEMICALLY IMPAIRED SLEEPY LOST CONTORL OF CAR NAIL RAIN ICE SLIPPERY ROAD OIL SNOW BLOW OUT ROCK FLAT TYRE NAIL GLASS WORN PAD FLUID LOSS POSSIBLE CAUSES OF LOST CONTROL OF CAR
  • 36.
    Dimensional Variation Parts & MaterialsOperational Method Machine Operators Fatigue Procedure Fitting Material Angle Position Order Setting Degree of Tightening Storage Quality of Material Component Shape Form Diameter Dimension Method Inspection Item Part Abrasion Jigs & Tools Deformation Imbalance Operation Stability Speed Working Health Illness Training Education Skill Experience Concentration Spirit Attentiveness
  • 37.
    Typing Errors (mistyping) Person Requesting Typing Manuscript Typewriter Typist Understandingof Material Omissions Fitting Material Location Size Type of ink Writing Materials Thickness Of nib Layout Instructions Format Checking of Memo Dictation Pronunciation Repairs Maintenance Servicing Distance from Typist’s Body Physical Condition Height Errors Handwriting Experience Preliminary Checks Quality Paper Colour Speed Technique Pauses Rhythm Eyesight Physical Condition Physical Fatigue Working Environment Conversation Interruptions Answering Telephone Other Jobs Brightness Lighting Location of Equipment Ringing of Telephone Noise Type of Pen Size Style Attending to Visitors Colours
  • 38.
    Defeat in a Sports Match Strategy Technique Spirit Health Relaxation Advice Exercise Quality Schedule Speed Motion Power Rules Planning Theory Information Studyof Opponent Analysis Concentration Carefulness Patience Confidence Composure Calmness Devotion Fighting Spirit Encouragement Repetition Form Rest Amusement Time Sleep Depth Nutrition Meal Quantity Calories Pride Common Sense Observation Judgment of Situation Experience in Matches Function Teamwork Cooperation Quantity Model
  • 39.
    Copying Paper Dry Time Degreeof Alignment Original Setting Liquid Handling Environment Original Copying M/c Curl Transparency Paper Quality Strength Hand Dirtiness Table Dirtiness Contamination Level Newness Storage Period Paper Quality Storage Period Storage Method Degree of Exposure Temperature Humidity Speed Heater Drum Sensor Lamp Brightness Lamp Dirtiness Operating Hours Poor Quality of Photocopy
  • 40.
    FLUX CONVEYOR SPEED EXHAUST SOLDER MACHINE SPECIFICATION COMPONENTSPRINTED WIRE CARD VALIDITY DROSS TEMPERATURE LOW HIGH SPEED INTERPRETATION WEIGHT TAR MASKING STORE MASK TYPE Possible Causes of Solder Defects AIR SUPPLY CONTAMINATION SPECIFIC GRAVITY ACTIVITY STORAGE AMOUNT SOLDER DEFECTS PRE HEAT AIR SUPPLY CONTAMINATION MAINTENANCE CONTROLLER ANGLE FLUDITY CONTAMINATION ALLOY UNEVEN WAVE WAVE HEIGHT WAVE DYNAMIC CONTACT TIME INCOMING SOLDER CONTAMINATION TEMPERATURE TIME WRAPPED OUTGASSING PAD GEOMETRY STORAGE FLUDITY DROSS TEMPERATURE ORIENTATION GEOMETRY CONTAMINATED LEADS LENGTH SOLDERABILITY MOVEMENT PLACEMENT METALLURGY OF LEADS
  • 41.
    PISTON SUPPLY PISTONSUB ASSEMBLY ASSEMBLY WITH ENGINE (STAGE NO. 11 ) CRANK SHAFT SUB ASSEMBLY PRODUCTION PROCESS CLASSIFICATION TYPE
  • 42.
    OPERATOR PISTON UN PACKING WORKLOAD OVERCONFIDENCE BIN SIZE EDUCATION ILLITRATE UNSUFFICIENT HIGH PRODUCTION AWRAENESS NEGLIGENCY LACK OF MOTIVATION BEHAVIOUR SKILL NO INSPECTION EXPERIENCE PISTON SUPPLY SUPPLY TO SUB ASSEMBLY DAMAGE BINNING AFTER UNPACKING NO GAP BETWEEN PISTONS BIN FLAT SURFACE WORKING TABLE SPACE DESIGN TRANSPORTATION TROLLY OVERLOADING DESIGN STRIKING DESIGN
  • 43.
    ASSEMBLY PROCEDURE LOCK FITMENT BEND PINGROOVE FALLING ON FLOOR WORKING TABLE PISTON SUB ASSEMBLY BINNING SIZE OVER UNDER WORN OUT HIGH PRODUCTION INSPECTION PISTON RING HARDNESS LESS MORE MISMATCHING IDENTIFICATION MARK SIZE VARIATION ~`T “ MARK POSITION TOOL DAMAGE STRIKING OVERLOADING DOUBLE STORY BROKEN DAMAGE RING EXPANDOR HANDLING OVERLOADING WORK IN HURRY MISHANDLING HIGH MOVEMENT DESIGN THICKNESS LESS MORE VENDOR
  • 44.
    FITMENT OF LOCK SOFT VARIENT PISTONPIN CRANK SHAFT SUB ASSEMBLY SIZE UNDER OVER TOUCHING WITH CRANK GROOVE & RINGS PISTON DAMAGE CRANK INVENTORY DESIGN TABLE JIG TIGHT PLATING RUSTY STORAGE FINISHING QUALITY BROKEN RUSTY HARD DAMAGE PIN GROOVE TOOL BEND WORN OUT HIGHINVENTORY SYSTEM PROCESS TOUCHING WITH EACH OTHER MATERIAL
  • 45.
    ASSEMBLY WITH ENGINE (STAGE NO. 11) LUBRICATION SLIDER PISTON RING COMPRESSOR NO INSPECTION TRAINED OPERATOR OVER CONFIDENCE MAIN POWER SHORTAGE UNDER CYLINDER OVER SIZE SCRATCHES DENT SURFACE RUST OILING FITMENT TAPER MATERIAL SOFT HARD DAMAGE WORN OUT SIZE UNDER OVER TAPER FITMENT SPRING LENTH TENSION SIZE OPERATOR WORK LOAD OVERCONFIDENCE EDUCATION ILLITRATE UNSUFFICIENT HIGH PRODUCTION AWRAENESS NEGLIGENCY LACK OF MOTIVATION BEHAVIOUR SKILL NO INSPECTION EXPERIENCE
  • 48.
  • 49.
    What What is that? Whatis it for? What is to be done? What is being done? What should be done? What would happen it that operation were eliminated? What else could be done? What else should be done? What WUS* is occurring? *WUS = Waste, Unevenness, Strain
  • 50.
    Why Why is thatbeing done? Or Why do it? Why is that necessary? Why do it that way? Why is that person to do it? Why do it then? Why do it that way? Why do it there?
  • 51.
    Where Where (Place) Where isit to be done? Where is it being done? Where should it be done? Where else could it be done? Where else should it be done? Where is the location? Why there? Can things be combined in one place? Should the location be changed?
  • 52.
    When When is itto be done? When is it being done? When should it be done? Why was it done at that time ? When is the most reasonable time? Or When else could it be done? Can it be done at another time? Or When else should it be done? When is WUS occurring?
  • 53.
    Who Who is todo it? Who is doing it? Who should be doing it? Who else could do it? Who else should do it? Who is allowing WUS to to occur? Who is that ? Why does that person do that operation? Does the job require special qualification? Are many people doing the same job?
  • 54.
    How Why is thatbeing done that way? Is that the best way to do it? Can it be done another way? How much will it cost?
  • 55.
    Questions related 4- M tobe considered while identifying causes
  • 56.
    ARE WORKERS OBSERVINGTHE STANDARDS? ARE THEY WORKING EFFICIENTLY? ARE THEY PROBLEM CONSCIOUS? DO THEY HAVE STRONG SENSE OF RESPONSIBILITY? ARE THEY SKILLED? ARE THEY EXPERIENCED ? ARE THEY ASSIGNED TO THE RIGHT JOBS? DO THEY WANT TO IMPROVE? ARE HUMAN RELATIONS GOOD? ARE THEY HEALTHY? MAN POWER
  • 57.
    DO THEY MEETPRODUCTION REQUIREMENTS? DO THEY MEET PROCESS CAPABILITIES? ARE THEY BEING PROPERLY LUBRICATED? ARE THEY BEING THOROUGHLY INSPECTED? ARE THEY FREE OF BREAKDOWNS & STOPPAGE? ARE THEY SUFFICIENTLY PRECISE? ARE THEY FREE OF ABNORMAL NOISE ? MACHINE
  • 58.
    IS THE QUANTITYRIGHT ? IS THE GRADE RIGHT? IS THE BRAND RIGHT? ARE THEY FREE OF IMPURITIES? ARE THEY STOCKED IN THE RIGHT QUANTITIES? ARE THEY BEING USED WITHOUT WASTE? ARE THEY BEING HANDLED CORRECTLY? ARE ANY MATERIALS IN - PROCESS LEFT LYING AROUND? ARE THEY PROPERLY DISTRIBUTED? ARE THEIR QUALITY LEVELS SATISFACTORY? ARE THEY APPROPRIATELY LAID OUT? ARE THERE TOO MANY OR TOO FEW? ARE THEY TIDY AND WELL – ORGANISED? MATERIAL
  • 59.
    ARE WORK STANDARDSSATISFACTORY? ARE WORK STANDARDS KEPT UPTO DATE? ARE THE METHODS SAVE? DO THE METHODS ENSURE GOOD PRODUCTS? ARE THE METHODS EFFICIENT? ARE THE WORK SEQUENCE APPROPRIATE? IS CHANGE OVER SATISFACTORY? ARE TEMPERATURE & HUMIDITIES APPROPRIATE? IS LIGHTING & VENTILATION ADEQUATE? IS THERE GOOD LIAISON BETWEEN PREVIOUS & SUBSEQUENT PROCESSED ? METHODS
  • 60.
    A ranked comparisonof factors related a quality problem. It helps circles to identify and focus on the vital few factors. Pareto Analysis is required to : • Prioritizing Problems • Analyzing Symptoms • Identifying Root Causes • Checking Performance of Solutions implemented Pareto Analysis
  • 61.
    In 1897, theItalian economist Vilfredo Pareto ( 1948-1923 ) during his study of distribution of wealth in his country observed that 80% to 90% of Italy’s wealth lay in the hands of 10% to 20 % of the population. 80% Population 20% Wealth 20% Wealth 80% Population
  • 62.
    Order Form ItemNumber of Errors Percent of Total Cumulative % of total G 44 29 29 J 38 25 54 M 31 21 75 Q 16 11 86 B 8 5 91 D 5 3 95 C 3 2 97 A 1 0.67 98 O 1 0.67 98 R 1 0.67 98 N 1 0.67 99 L 1 0.67 99 I 0 0 100 E 0 0 100 H 0 0 100 K 0 0 100 F 0 0 100 P 0 0 100
  • 63.
    ERRORS ON ORDERFORM 0 30 60 90 120 150 G J M Q B D C A O R N L I E H K F P OREDER FORM ITEMS NUMBER OF ERRORS 0 10 20 30 40 50 60 70 80 90 100 CUMULATIVE PER CENT OF TOTAL Vital Few Useful Many
  • 64.
    4500 3200 1200 1423 1164900 10500 65% 79% 85% 91% 96% 100% 46% 0 5000 10000 15000 20000 Dust Shadow Marks Lacquer Flow Dent Polish Line Bubbles Others Figure 1 Pareto Diagram for "Rejection in Lacquer" Rejection 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Cumulative %age N= 22929 Period= July 06 to Sep-06 Author= Sunil Kumar Fill in the period when data was collected, & the total quantity (numbers) (N) Don’t forget a ZERO Designate a figure number & title Even if the number of “other” is high it goes at the right Decides scale so that the box of the finished diagram is approximately square Write “Cumulative Percentage” here Don’t extend the line above 100 Don’t forget a ZERO PARETO DIAGRAM
  • 65.
    How to drawa Pareto Diagram 1. Total the data on effect of each contributor, and sum these to determine the grand total. 2. Reorder the contributors from the largest to the smallest. 3. Determine the cumulative-percent of total. 4. Draw and label the left vertical axis. 5. Draw and label the horizontal axis. 6. Draw and label right vertical axis. 7. Draw bars to represent the magnitude of each contributor’s effect. 8. Draw a line graph to present the cumulative-percent line. 9. Analyze the diagram. 10. Title the diagram, label the vital few and useful many; and show the cumulative-percent contribution of the vital few.
  • 66.
    Most Rupees Are in the“Vital Few” categories “The Awkward Zone” Few Rupees Are in the “Useful Many” categories 1 Categories N
  • 67.
    Extruder Ext 4Ext 7 Ext 10 Ext 1 Ext 2 Ext 12 Ext 13 Ext 14 Ext9 Ext 6 Ext 15 Ext 5 Ext 11 No. of Complaints 23 9 9 6 6 5 5 4 3 2 2 1 1 % of Complaints 30% 42% 54% 62% 70% 76% 83% 88% 92% 95% 97% 99% 100% Ext. wise No. of Complaints from Jul' 02 ~ Dec' 02 23 9 9 6 6 5 5 4 3 2 2 1 1 30% 42% 54% 62% 70% 76% 83% 88% 92% 95% 97% 99% 100% 0 10 20 30 40 50 60 70 Ext 4 Ext 7 Ext 10 Ext 1 Ext 2 Ext 12 Ext 13 Ext 14 Ext9 Ext 6 Ext 15 Ext 5 Ext 11 Extruders No. of Complaints 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% EXTRUDER WISE BREAKDOWN
  • 68.
    BREAK DOWN ON EXTRUDER-4 Ext4complaintwise details fromJul'02 ~ Dec'02 13 6 2 2 0 56% 82% 91% 100% 100% 0 5 10 15 20 Fuse blown out Heater lead cut Contactor problem Heater failure Complaints No. of Complaints 0% 20% 40% 60% 80% 100%
  • 69.
    4 10 18 20 42 225 100% 99% 96% 90% 84% 71% 0 50 100 150 200 250 300 Blinker Continuty Missing Body Short Horn Continuty Missing Blinker Movement Sticky Horn Movement Sticky Lever Movement Sticky 0% 20% 40% 60% 80% 100% ParetoChart For Testing Rejection Rejection (nos) Cum m ulative ( %) Sl. No. Parameters Rej. Per. Cum. 1 Blinker Continuty Missing 225 71% 71% 2 Body Short 42 13% 84% 3 Horn Continuty Missing 20 6% 90% 4 Blinker Movement Sticky 18 6% 96% 5 Horn Movement Sticky 10 3% 99% 6 Lever Movement Sticky 4 1% 100% 319  Blinker Continuity Missing  Body Short Problems selected: Problem Selection
  • 70.
    4 10 18 20 42 225 100% 99% 96% 90% 84% 71% 0 50 100 150 200 250 300 Blinker Continuty Missing Body Short Horn Continuty Missing Blinker Movement Sticky Horn Movement Sticky Lever Movement Sticky 0% 20% 40% 60% 80% 100% ParetoChart For Testing Rejection Rejection (nos) Cum m ulative ( %) 45 22 19 16 7 0 41% 61% 79% 94% 100% 100% 0 10 20 30 40 50 60 70 80 90 100 110 Body Short Horn Continuty Missing Blinker Movement Sticky Horn Movement Sticky Lever Movement Sticky Blinker Continuity Missing 0% 20% 40% 60% 80% 100% Rejection (nos) Pareto For Testing Rejection. Cum m ulative ( %) Before After Blinker Continuity Missing Eliminated Results Achieved After Implementing All Corrective Actions
  • 71.
    Stratification Stratification is theprocess of separation of data into groups. It is normally done for identifying the categories contributing to the problem being tackled. Stratification helps in verifying possible causes •Some are proved •Others are disproved Usually requires several, different classification; two stage stratification is common Graphic presentation helps in presenting and understanding the data.
  • 72.
    UNITS REJECTED DUETO STAINS 47 53 27 24 23 26 55 45 43 57 0 10 20 30 40 50 60 70 SUP 1 SUP 2 OPR 1 OPR 2 OPR 3 OPR 4 MOR AFT M/C 1 M/C 2 STRATIFICATION VARIABLES NUMBERS REJECTED
  • 74.
    TOTAL ERRORS BYWEEK 0 10 20 30 40 W-1 W-2 W-3 W-4 W E E K S T O T A L E R R O R S PER CENT ERRORS BY WEEK 0 0.5 1 1.5 2 2.5 3 3.5 4 W-1 W-2 W-3 W-4 W E E K S P E R C E N T
  • 75.
    How to Stratify 1.Select the stratification variables. – day of week, week of month, accountant 2. Establish categories for each stratification variable : Day of week Week of month Accountant Monday 1 A Tuesday 2 B Wednesday 3 C Thursday 4 D Friday 3. Sort the observations into the categories of one of the stratification variables 4. Calculate the phenomenon measured for each category 5. Display the results 6. Prepare and display the results for other stratification variables 7. Plan for additional confirmation
  • 76.
    STRATIFICATION It means thedividing of an organisation into a number of strata or layers. Put another way, a single population is divided – by workforce, working methods, raw material etc. – taking note of common data points, peculiarities or characteristics, into a number of groups (called strata) having the same points in common. Categories of Stratification (Particular subject to Stratification) 1. By time: Month, week, day, dayshift, day of the week, time, morning, afternoon etc. 2. By workforce: section, work group, task force, relieving, new/old, expertise, age, experience etc. 3. By machinery and equipment: machine number, position, new/old, model, structure, jig, dies etc. 4. By working method: temperature, pressure, air temperature, humidity, weather, speed, working method, working procedure, measuring method etc. 5. By raw materials/components: place of manufacture, supplier, previous process, lot, charge etc. 6. By product: product category, destination, new/old product, standard product, special order etc. 7. By measurement/inspection: measuring instrument, measuring operator, inspection method, inspector etc.
  • 77.
    Product Name CS20-5DLot Number 1213 1214 Recor ded By Process Name No.3 Assy Line Measuring Method 100% visual insepction Measuring Instrument ----- Date Date/Day Defect 2/1 2/2 2/3 2/4 2/5 2/6 Total Mon. Tue. Wed. Thu. Fri. Sat. 1) Loose Screw 22 2) Dirt in distance sensor 18 3) Exterior Scratches 18 4) Soldering Defect 15 5) Operating Defect 20 6) Gap Defect 11 7) Part Lost 11 8) Exterior Dirt 20 Total 23 23 25 20 26 18 135 Numbers Inspected 5000 Percentage Defects 2.7% CHECK SHEET Make boxes in order to fill in the product/process specific information A Check sheet is a simple data recording form that has been specially designed so that the results can be readily interpreted from the form itself. Decide on method of stratification Indicate what is to be checked Data can be filled in the form of symbols/figures 1) Check sheet for Defective Item (Defect in camera assembly process) Do add the title of check sheet Sum up the defects row wise & column wise Calculate percentage to decide upon target
  • 78.
    Suppose we wantto know the variation in the dimensions of a certain kind of parts whose machining specification is 8.300 ± 0.008. To study the distribution of process characteristic values, histograms are normally used. Such values as the mean and variance are computed on the basis of the histogram and the shape of the distribution is also examined in various ways. 2) Check sheet for production process distribution
  • 79.
    The check sheetin the preceding example is used for pinpointing location of defects. In addition, check sheets are sometimes used for further stratification in order to find the causes of defects. Generally speaking, most studies aimed at finding the causes of defects involve matching the data on causes with corresponding data on their effects, keeping them in a neatly corresponding order, and later analyzing them by stratifying by cause or drawing scatter diagram. But if the case is a simple one, i.e is possible to gather corresponding data with a check sheet. 3) Defect cause check sheet
  • 80.
    External defects suchas scratches and dirty spots are found on all kinds of products, and various efforts are being made at many plants to reduce this type of defects. The defect location check sheet plays a powerful role in solving this kind of problem. Generally, many check sheets of this type have sketches or expended views on which markings are made so that the distribution of defect occurrence can be observed. The given picture shows one such example in which the defect is BLOWHOLE in a casting. 4) Defect Location Check Sheet
  • 81.
    (continuous data use)No.___________ 741 PRODUCTION CHECK SHEET Product Name_________________________________ Alternator Pulley Date_________________________________ 12- 02- 02 Usage________________________________________ Pulley Bolt Torque Factory_______________________________ Church Street Specification__________________________________ 2.2 +/- .5 Section Name__________________________ SI Line No. of Inspections______________________________ 185 Data Collector__________________________ Sam The Man Total Number__________________________________ 185 Group Name___________________________ Lot Number___________________________________ 1631 Remarks:_____________________________ Dimensions 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2 40 35 SpecLSL SpecUSL 30 25 20 15 X XXXX XX X XXXXX XX 10 XXX XXXXX XXXXX XXXXX XX XXXXX XXXXX XXXXX XXX 5 XX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXX X 0 X XX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XX X TOTAL FREQUENCY 1 2 7 13 10 16 19 17 12 16 20 17 13 8 5 6 2 1
  • 82.
    What ? What exactlyis wrong (defect)? On what object is the defect observed? Where? Where is the object with the defect observed (geographical location)? Where, on the object does the defect appear? When? When was the defect first observed (clock / calendar time)? On what pattern is the defect observed? Magnitude? How much of the object is defective? How many units/objects are defective? What is the trend? Want to solve a problem? Ask the right questions Asking the right question is imperative before setting out to solve a problem.
  • 83.
    Graph and Charts Graphsand Charts are pictorial representation of quantative data. They can summarize large amounts of information in a small area and communicate complex situations concisely and clearly. Principles of graphic Display •Graphic display should: •Show the data •Induce the viewer to think about the substance rather than the methodology, graphic design etc. •Avoid distorting what the data have to say •Present many numbers in a small space •Make large data set coherent •Encourage the eye to compare different pieces of the data •Reveal the data at several level of details, from a broad overview to the fine structure •Serve a reasonably clear purpose: description, exploration, tabulation, or decoration Be closely integrated with the statistical and verbal descriptions of a data set
  • 84.
    Types of Graphs LineGraph connects points, which represent pairs of numeric data, to show one variable of the pair is a function of the other . Line graphs are good for showing trends.
  • 85.
    GRAPHS Broken line graphfor "Coil defect ratio" 0 1 2 3 4 5 6 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Months Coil Defect Ratio Defect Ratio Draw the dots clearly Target Put in the target Line Graph (%) Improving dimension gauge Change the tension Make a jig to prevent misalignment Make a jig to prevent misalignment Insert the units in this position in parenthesis ( ) Use a slightly heavier line for actual data Make scale marks on the inside Indicate the characteristic If the nature of the countermeasure is indicated as required, the relationship with line breaks will be clarified Don’t forget a zero Application of line graphs 1. A line graph is most useful in displaying data or information that changes continuously over time. 2. To show the relationship between two characteristics 3. Can be used for showing the trends of rejection, absenteeism, comparison between two processes etc Put a heading for the graph Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants
  • 86.
    Types of Graphs BarGraph also portray the relationship between pairs of variables, but, unlike in the line graph, one of the variable need not to be numeric. They are useful for showing comparison among categories.
  • 87.
    GRAPHS Bar Graphs Bar graphfor "Reason of rejection in Lacquer" 2000 1500 1200 1000 850 700 650 500 430 0 500 1000 1500 2000 2500 Dust Shadow Marks Flow Bubbels Touching Pit Marks Dents Polish Lines Others Type of Defects No. of Defects (PPM) PPM Make the bar width double the space between bars Arrange items in order of size, unless there is an inherently logical order Other things are same as explained in Line Graph Application of Bar graphs 1. Bar graphs are an excellent way to show results that are one time, that aren't continuous - especially samplings such as surveys, inventories, rejections etc. 2. Bar Graphs can be used to compare the two sets of information with same characteristics Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants
  • 88.
    Types of Graphs PieCharts are used to show visually the proportions of the various classes of a phenomenon being studied that make up the whole. Pie Charts are useful principally for showing proportions.
  • 89.
    1. A circlegraph is used to show how a part of something relates to the whole. This kind of graph is needed to show percentages effectively. 2. Circle or pie graphs are particularly good illustrations when considering how many parts of a whole are inception. GRAPHS Pie Charts Pie Chart for "Reason of rejection in Lacquer" 35.52% 26.64% 21.31% 8.88% 7.64% Dust Shadow Marks Flow Polish Lines Others Use the topmost part of the chart as the point of departure Indicate the contribution of the item Consider what cross hatching pattern to use Make the hatching go from heavier to lighter “35.52% to 26.64% Arrange items in order of percentage, unless there is an inherently logical order Application of Bar graphs Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants
  • 90.
    Reminders At the timeof Creation • Whenever making a graph for showing comparison, use same scale for both the cases. • Try to plot both the cases on the same graph, if showing comparison. • In case data becomes too much to be shown on one axis, use other axis also for better clarity. • All measuring is to be done accurately and consistently using metrics where applicable. Backup data • Keep a detailed daily record or log book for measurements, changes and problems. • Take photographs, make diagrams or drawings of various phases of your observation. General • Observations and measurements should be organized in tables or charts that are clearly labeled. • Results should be graphed using appropriate graph. • Don't become discouraged; work diligently and repeat an observation, if necessary.
  • 91.
    Types of Graphs LineGraph connects points, which represent pairs of numeric data, to show one variable of the pair is a function of the other . Line graphs are good for showing trends. Bar Graph also portray the relationship between pairs of variables, but, unlike in the line graph, one of the variable need not to be numeric. They are useful for showing comparison among categories. Pie Charts are used to show visually the proportions of the various classes of a phenomenon being studied that make up the whole. Pie Charts are useful principally for showing proportions.
  • 92.
    Key concepts tokeep in mind:  Graphic integrity  Consistent scale0  Consistent symbols  Ease of reading  Simplicity
  • 93.
    Scatter Diagram Scatter Diagramis a graphical representation of relationship between two variables. It can be between a Cause and Effect and between two causes. It also reveals the nature of relationship between two variables and their approximate strength.
  • 94.
    Distracting Back Ground Noisevs Error Rate 0 0.02 0.04 0.06 0.08 0.1 0.12 0.14 0.16 0.18 40 60 80 100 Noise (dB) Error Rate
  • 95.
    Dr Kaoru Ishikawa, popularizedthe industrial use of Scatter Diagrams, calling them one of the “indispensable tool of quality control”. The scatter diagram is an ideal way to display data when a quality improvement team is trying to evaluate a cause-effect relationship.
  • 96.
    Scatter Diagrams inProblem Solving Concept 1: Discovering true cause-effect relationship is the key to effective problem solving. Concept 2: Cause-effect relationships almost always show variation Cause Effect Calorie Intake Weight gain Driving speed Fuel Economy Training Job Performance Number of Users Response time of computer system Concept 3: It is easier to see the relationship in a Scatter diagram than in a simple table of numbers.
  • 97.
    EXAMPLES: The value ofY clearly increases as the value of X increases.
  • 98.
    EXAMPLES: The value ofY clearly decreases as the value of X increases.
  • 99.
    EXAMPLES: The value ofY increases slightly as the value of X increases.
  • 100.
    EXAMPLES: The value ofY decreases slightly as the value of X increases.
  • 101.
    EXAMPLES: The value ofY seems to be related to the value of X, but the relationship is not easily determined.
  • 102.
    EXAMPLES: There is nodemonstrated connection between the two variables.
  • 103.
    Blowing Air-Pressure vsPercent Defective of Plastic Tank 0.84 0.85 0.86 0.87 0.88 0.89 0.9 0.91 0.92 0.93 7.9 8.4 8.9 9.4 Blowing Air-Pressure (kgf/cm2) Percent Defective
  • 104.
    How to constructScatter Diagram 1. Obtain the table of raw data and determine the high and low values for each variable. 2. Decide which variable will be plotted on the horizontal axis. •Put the suspect cause on the horizontal axis if showing a cause-effect relationship. 3. Draw and label the horizontal and vertical axis. •Make the axes roughly the same length, creating a square plotting area. •Label the axes in about six convenient multiples of 1, 2 ,or 5.Make the lowest label slightly less than the low value, and the highest label slightly greater than the high value for each variable. The data should fill the plotting area. •Label increasing values from bottom to top on the vertical axis and left to right on the horizontal axis. • Provide a caption to describe the measurement and its units.
  • 105.
    4. Plot thepaired data. •Use concentric circles to indicate identical paired-data points. •Use filled and unfilled to show the strata. 5. Title the chart and provide other appropriate notations. 6. Identify and classify the pattern of correlation. •See the interpretation section for guidance. 7. Check for potential pitfalls in your analysis, consider compounding factors and Other possible explanation for the correlation pattern, and decide on the team’s next steps. See the interpretation section for guidance.
  • 106.
    Scatter Diagram isa graphical representation of relationship between two variables. It can be between a Cause and Effect and between two causes. It also reveals the nature of relationship between two variables and their approximate strength. SCATTER DIAGRAM PRICE (Lacs) 0.2 0.40 0.6 0.8 1.0 1.2 1.4 AGE (Years) 02 04 06 08 10 12 14 16 Scatter Diagram for Age of Car and price Indicate the characteristic Decide the horizontal & vertical scales so that the finished diagram will be approximately square Insert the units The scale along X & Y axis has to be same Date of work: 15.12.06 Participants: Jyoti, Vijay, Vishal Note the date prepared, date revised & names Of participants n= 100
  • 107.
    A Histogram isa graphic summary of variation in a set of data. It enables us to see patterns that are difficult to see in a simple table of numbers. Can be analyzed to draw conclusions about the data set. A histogram is a graph in which the continuous variable is clustered into categories and the value of each cluster is plotted to give a series of bars. The presents distribution of a set of product measurements that remain nevertheless within specified limits. Without using some form of graphic this kind of problem can be difficult to analyze, recognize or identify. Histogram
  • 108.
    HOW TO CONSTRUCTA HISTOGRAM 1. Obtain the table of raw data and determine the high value, low value, and range. Range = High Value – Low value 2. Decide on the number of cells. Use the following guide: Data Points Number of Cells 20*-50 6 51-100 7 101-200 8 201-500 9 501-1000 10 Over 1000 11-20 *Less than 40 only as a result of stratification 3. Calculate the approximate cell width. Approx. Cell Width = range/number of cells
  • 109.
    4. Round thecell width to a convenient number. Make the cell width 1, 2 or 5; 0.1, 0.2 or 0.5; 10, 20 or 50; etc. 5. Construct the cells by listing the cell boundaries. The first cell should include the lowest data value. Cell boundaries should be one or more significant digit than data. 6. Tally the number of data points in each cell. Check that total tally marks equal number of data points. 7. Draw and label the horizontal axis. Go one cell width beyond the lowest and highest cell. Provide numeric labels and a caption to describe the measurement and its units. 8. Draw and label vertical axis. Label the axis from 0 to a multiple of 5 that is greater than the largest tally in any cell. Provide a caption of “number” or “percent.”
  • 110.
    9. Draw inthe bars to represent the number of data points in each cell. The height of the bars should be equal to the number of data points in that cell as measured on the vertical axis. 10. Title the chart, indicate the total number of data points, and show nominal values and limits (if applicable). 1. Identify and classify the pattern of variation. 2. Develop a plausible and relevant explanation for the pattern. Use your team’s knowledge and observation. Confirm your theories through additional analysis.
  • 111.
    1. Histogram isa visual tool for presenting variable data. It organises data to describe the process performance. 2. Additionally histogram shows the amount and pattern of the variation from the process. 3. Histogram offers a snapshot in time of the process performance. HISTOGRAM N = 50 X = 300.76 S = standard deviation Frequency 0 2 4 6 12 14 16 8 10 470 480 490 500 510 520 530 540 kg Location of mean of the process Spread of the process Shape of the process Draw lines for the standard limits Upper limit of standards Lower limit of standards The portions outside the standard limit may be cross hatched for easier visibility Indicate the required items Histogram for “Weight of bars”
  • 112.
    Quality control charts,are graphs on which the quality of the product is plotted as manufacturing or servicing is actually proceeding. By enabling corrective actions to be taken at the earliest possible moment and avoiding unnecessary corrections, the charts help to ensure the manufacture of uniform product or providing consistent services which complies with the specification. CONTROL CHARTS 50 51 52 53 54 55 1 5 9 13 17 21 25 1 3 5 7 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 SubGroup Number R x CL = 2.04 UCL = 4.66 LCL = 51.137 CL = 52.627 UCL = 54.117 For control For Analysis n = 4 (mm) Show points on R with x mark, show points outside the control limits by means of a x mark X – R Chart for External Diameter Dimension Show explicit values for CL, LCL & UCL Show points outside the control limits by means of a mark Show points on x by means of a Indicate the kind of chart Show the subgroup size n here Insert the units
  • 113.
    Return to thestandard that should really be achieved Current Level The Ideal goal to aim for Current Level Pursue the ideal State to aim for Challenge-achievement type Problem-solving type Any problem that occurred in the process of trying to successfully perform the work allotted. Setting the goal or target at a higher level than the current level and creating a new work method and operation procedures in order to achieve the goal.
  • 114.
    Selection of theme Drawingup the Action Plan Examination and implementation of countermeasures Analysis of relevant factors Grasp of the current situation & setting Goals Confirmation of the result Standardization Selection of theme Drawing up theAction Plan Examination and implementation of optimum measures Coming up with measures (ideas) Clear identification of the challenge and setting Goals Confirmation of the result Standardization Problem Solving Challenge-achievement Comparison of the procedure : Approach
  • 116.