Basic Quality Tools, An Introduction To Problem Solving

Basic Quality Tools, an
Introduction to Problem Solving
Review of Basic Quality Tools
What will we Learn?
Teams
Brainstorming
Process Mapping
Pareto Charts
Histograms
Box Plots
Cause and Effect
Diagrams
Copyright NN, Inc. 2004
What will we Do?

Brainstorm
Process Map
Histogram
Cause and Effect
Diagram
Company Confidential

TEAMS
Why: Teams allow people most knowledgeable about a process to provide the
expertise they possess to the improvement process.
Communication between affected organizations is improved, more ideas can
be generated, and, ultimately, decisions are of higher quality in a team
environment than when tasks are accomplished by individuals.
Moreover, members of a team are much more willing to take ownership in the
resultant decisions and to actively pursue their successful implementation.
How: Determine which organizations/individuals have some ownership in the

problem, decision, or task under consideration.
Request representation from each of the affected groups to act as members
of the team.
Establish a schedule for the team meeting(s).
Conduct team meetings. Apply appropriate problem-solving tools such as
described in this document. Attempt to reach consensus on decisions
whenever possible.
Tooling Engineering Supplier
Shop
Planning
Purchasing Finance
Quality

TEAM DYNAMICS SCENARIO
You are the team leader for an important opportunity in your factory. You are to lead six
(6) people in a Kaizen.
At the last minute you are informed that the CEO has asked to participate. What are the
positives and negatives of this situation:
Positives Effects:
Negative Effects:
The rest of the team shows up On

Time
Everyone looks to the CEO for

Answers
Everyone puts on their Best

Performance
CEO Dominates the Team
The event has Political Weight now
Ideas do not Flow ..
Motivation is High
Conversation is Stifled
Commitment is High
Team becomes Dysfunctional

BRAINSTORMING - a process for generating new ideas
Why: To produce a wide variety of ideas in a short period of time.
To have full participation of team members to document their knowledge.

To increase involvement of team members and elicit buy-in.
How: Clearly define the problem or opportunity
and make sure that all team members

understand it.
List criteria for acceptable solutions.
Team members present their ideas, one at a
time, in sequence. Members should pass
on their turn if they dont have an idea.
Record suggestions exactly as presented.
Make no judgements until all ideas are
recorded.
Have the team clarify any items or ideas in
question.
Have the team members vote on which
items should be pursued (grading 0-10
against criteria)
Explore the top three ideas.

PROCESS MAPPING
Why do we need a process map?
A process map could help everyone involved with a

process to agree on the steps it takes to produce a good
product or service.
A good process map will create a sound starting block for

the improvement activities.
A process map allows a team to define any potential KPIVs

and KPOVs which will eventually lead to the determination of Y= f (x).
A process map should be a visual living document used to

monitor and update changes in the process.

PROCESS MAPPING -- SYMBOLS
This Symbol...
Represents...
Start/Stop
Receive Trouble Report

Machine Operable
Decision Point
Approve/Disapprove
Accept/Reject
Yes/No & Pass/Fail
Activity
Drop off Travel Voucher

Open Access Panel
Connector (to
another part or part
of the diagram)
Start/Stop
Examples...
A
B

PROCESS MAPPING
How to create a useful process map:
Step 1: Define the scope of the process you need to work on.
Step 2: Identify all operations needed in the production of a good
product or service.
Step 3: Identify each operation above as either value-added or
non-value added.
Step 4: List both internal and external KPOVs at each process step.
Step 5: List both internal and external KPIVs at each process step.
Step 6: Classify all KPIVs as one or more of the following:
Controllable - knob variables: can be easily changed to see effect on KPOV.
Critical - inputs which have been statistically proven to effect KPOV(s).
Noise - inputs which are very difficult or not necessary to control.
Standard Operating Procedure - standard instruction for running the process.
Step 7: Add any known operating specifications to each input & output.
Step 8: Clearly identify all process data collection points.

PROCESS MAP
EXAMPLE 1
Example 1:
Basic Mapping of
Installation of
Software
Example 2:
Map including
KPIV and KPOV
PROCESS MAP
EXAMPLE 2
Get Tools
o Correct Position
o Pre-Raise Car
Jack
Lug Wrench
Spare
Spare Tire
Remove Lugs
& Flat
All Tools
On Hand
Install
Spare
Lower Car
to Tighten
o Hand Tighten
o Snug Lugs
Tire Removed
Ready for Spare
Spare Located
On Hub
Break Lugs
Free
Jack Car
o Remove Wheel
Cover
Op. Manual
o Elevate to
Correct Height
Op. Manual
Position Jack
Jack Positioned
Car Correct Height
Remove
Jack
Cross-Tighten
Op. Manual
Return Tools
& Flat
o Lower Completely
All Lugs Tight
Car Lowered
Lugs Rotate
Freely
Clearance
To Remove
Flat
Drive
PROCESS MAP - EXAMPLE 3
__KPIVs__
Raw Bracket #1
Raw Housings
Loading SOP (#1)
Op loads brckt #1 & housing into weld fixture A.

Initiates cycle start
Weld Schedules
Air Pressure
Voltage
H20 Circulation
Data
Unloading / Transport SOP (#2)
NV
A
Raw Bracket #2
Subassembly
Loading SOP (#3)
Weld Schedules
Air Pressure
Voltage
H20 Circulation
Tip Dressing
__KPOVs__
Start
Machine clamps. Weld (10 welds)

VA
Unclamps subassembly
Operator removes subassembly
Transports to weld fixture B or C NV
NV
A
SubAssy Critical Dimensions
SubAssy Weld Location
SubAssy Weld Nugget Size
B or C ?
Op loads subassembly & brckt#2

into fixture B. Initiates cycle start
Machine clamps
Weld (20 welds)
Unclamps final assembly
VA
Op loads subassembly & brckt#2 N

into fixture C. Initiates cycle start VA
Machine clamps
Weld (20 welds)
Unclamps final assembly
VA
Operator removes final assembly

NV
Transports to gauge fixture
A
Operator dimensionally gauges
Gauging / V.I. SOP (#5)
FinalAssy Critical Dimensions
Data Visually inspects final assembly N
VA
FinalAssy Weld Location
FinalAssy Weld Nugget Size
OK or
Scrap
FinalAssy Free of Weld Flash
not ?
Stop

PROCESS MAP EXAMPLE 3
KPIV
Specification
All SOPS (#1-#5)

Raw Bracket #1
Raw Housing
Raw Housing
Weld Schedules
Air Pressure
Voltage
H20 Circulation
Raw Bracket #2
Subassembly Criticals
Tip Dressing
Dimension 1:200 +/- 1mm

Steel Thickness: 5 +/- 0.2 mm
Dimension 2: 55 +/- 0.5 mm
200 psi +/- ?
460 V +/- ?
Dimension 3: 45 +/- 0.5 mm
Once per day
KPOV
Specification
SubAssy Crit Dimension(s)

FinalAssy Crit Dimension
Weld Locations
Weld Nugget Size
Product Free of Weld Flash
All Welds Present?
Stack up issues?
Dimension 4: 300 +/- 2.0mm
See print
4 mm nugget minimum
No visible flash
30 welds +/- 0

KEY PROCESS INPUT VARIABLES
EXAMPLE:
KPIV
CLASSIFICATION
Raw Bracket # 1
Raw Housings
Loading SOP(#1)
Weld Schedules
Air Pressure
Voltage
Water Circulation
Raw Bracket # 2
Subassembly
Loading SOP (#3)
Weld Schedules
Air Pressure
Voltage
Gauging / V.I. SOP (#5)
Critical
Critical
Noise, S.O.P.
Critical, Controllable
Noise
Noise
Noise
Noise, S.O.P.
Critical
Critical
Noise, S.O.P.
Critical, Controllable
Noise
Noise
Noise, S.O.P.
Critical, Noise, S.O.P
CLASS EXERCISE
Construct a Process Map
MAKING COFFEE
(Include KPIV & KPOV)

PARETO CHARTS
Why: To prioritize actions needed to solve complex problems.
To separate important from unimportant causes contributing to a problem.
How: Define a problem and collect data on the factors that contribute to it.
Percent of Total Errors
Historical records generally provide sufficient information.

Classify the data by type, cost, percent, number of occurrences, or
whatever is appropriate for the situation.
Arrange the data in descending order.
Assign costs, if possible, to selected categories and reprioritize.
A bar graph is produced displaying the following data.
100
Type of error
Cumulative % line
Reasons
for
Rejected
Crushed
Core Panels
80
60
40
20
0
3
4
5
Type of Error
1 Resin Starvation
2 Split Core
3 Scrap
4 Discoloration
5 Warped
6 Broken
7 Other
Total errors =
%
42
20
17
9
5
5
2
100

HISTOGRAM - Frequency of Occurrence
Why: Allows one to quickly visualize whats going on within a large amount of data.
Provides clues to causes of problems
May be used to show the relationship between engineering tolerances and
capabilities of the manufacturing process.
How: Collect measurements (variable data) from a process or key characteristics.

Thirty or more measurements are preferred.
Construct a check sheet to record the data.
Find the range by subtracting the smallest measurement from the largest.
Using this guide, determine the proper number of class intervals.

Observations
Number of classes
25 to 50
51 to 100
101 to 250
251 and over
5 to 8
6 to 11
9 to 13
11 to 15
Determine the width of the classes. Set the class width so that no data
values fall on one of the limits. This is done by adding the next logical
decimal value to each limit.
For instance, if you create intervals for whole number data with limits of 1 to
5, 5 to 10, and so on , a value of 5 could go in either the first or second
interval. You can avoid this problem by setting the intervals at 0.51 to 5.50,
5.51 to 10.50, and so on, so that no data value falls on a class limit.

Construct a frequency table like the one below.
Then tally the number of observations found in each class.
Class
Class limits
1
2
3
4
5
6
0.51 to 5.50
5.51 to 10.50
10.51 to 15.50
15.51 to 20.50
20.51 to 25.50
25.51 to 30.50
Tally
IIII IIII
IIII IIII IIII IIII
IIII IIII IIII IIII IIII
IIII IIII IIII IIII
IIII IIII IIII
IIII IIII IIII
Number of
observed measures
10
20
25
20
15
10

Draw and label the histogram
Histogram
Frequency
40
Distribution
Lower limit
Upper limit
30
20
10
0
Strengths:
Simple and powerful.

Quickly summarizes large amounts of data.
May be used to show relationship of key
characteristic variation to engineering specs.
Classes
6
Weaknesses:
Will not assess process stability.

Not time-sensitive.
Needs large amounts of data to see
patterns.
CLASS EXERCISE
Construct a Histogram
based on the following data:

Patterns:
The histogram on the previous slide has a normal distribution. However,
sometimes the histogram from a process does not produce a normal
curve. Studying histogram patterns provides clues to causes of problems.
Some common non-normal patterns, with their probable causes, are listed
below.
Skewed to the Left:
Could be caused by centering
the process toward the high end
of the tolerance, and sorting the
parts that fall out on the high side;
or the nature of the process physically
prohibits any measurements past a
maximum value.

Skewed to the Right:
Could be caused by centering
the process toward the low end
of the tolerance and sorting the
parts that fall out on the low side;
or the nature of the process physically
prohibits any measurements past a
minimum value.
Bimodal:
Two combined populations. Reasons:
two shifts, operators, inspectors,
suppliers, machine settings, gages,
tools, machines, measurement
locations, etc.

Truncated:
This distribution is not normal because
there are no gradually tapering outer
ends. This can happen when a process
is not capable of meeting the specifications,
the parts are sorted from both ends, or too
few classes are chosen.
Missing Center:
The center of the distribution has been
sorted from the rest. This portion may
have been delivered to a customer with
tighter specifications.

Spike(s) at the Tail(s):

The parts in the outer ends of the
distribution are probably being
reworked to bring the characteristics
just within specifications.
Extreme value(s) or Outlier(s):

The parts beyond the outer ends of
the distribution are probably
deviating from the rest because of a
one-time special cause. Can also be
a stray part from another population.

BOXPLOTS
Why: Shows data graphically.
visually shows differences in data groups.
Presents both average and variation data at a
glance for each data group.
Shows distribution of variation data with
quartiles indicated.
Shows outlying data points.
How: The data is sorted from high to low.
Top whisker represents 4th quartile of data
(75% - 100% of the values).
Box represents middle two quartiles (25% - 75%).
of the data, separated by the median value line.
Bottom whisker represents 1st quartile of data
(0% - 25%).
Asterisks show outlier data points.

BOXPLOT Example from MINITAB
Boxplot of Weight (kg) vs Day
110
Low weights and high
variance on Day 4
Weight (kg)
105
100
95
Low variance
on Day 5
High variance
on Day 1
4
Day

CAUSE & EFFECT DIAGRAM
(also known as Ishikawa - or Fishbone Diagram)
Why: Helps identify key characteristics and key process parameters.
Illustrates the various causes affecting a process.
Helps a group reach a common understanding of a problem.
Exposes gaps in existing knowledge of a problem.
Helps reduce the incidence of subjective decision making.
How: Generate potential causes of a problem through either structured

brainstorming or submission of written ideas.
Construct the Cause & Effect Diagram by:
- Place problem statement in a box on right-hand side of paper.
- Draw the major cause category boxes on the left-hand side of paper.
- Place the brainstormed ideas under the appropriate major cause
category.
- For each cause, ask, Why does it happen? and list responses as
branches off the major causes.
Ishikawa Diagram or Cause and Effect Diagram

Objective: Define the few key inputs that drive the output
6 Ms
Man
Method
Mother Nature
Machine
Measurement
Materials
Class Exercise:
Construct C&E Diagram with
output of GAS MILEAGE

CAUSE & EFFECT DIAGRAM - Exercise
MEASUREMENT
METHOD
MACHINE
GAS
MILEAGE
MAN
MATERIAL
MOTHER NATURE
What we have learned:

Teams
Brainstorming
Process Mapping
Pareto Charts
Histograms
Box Plots
Cause and Effect Diagrams

Basic Quality Tools, An Introduction To Problem Solving

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Basic Quality Tools, an

Introduction to Problem Solving

Review of Basic Quality Tools

What will we Learn?

Copyright NN, Inc. 2004

What will we Do?

Review of Basic Quality Tools

How: Determine which organizations/individuals have some ownership in the

Copyright NN, Inc. 2004

Review of Basic Quality Tools

The rest of the team shows up On

Everyone looks to the CEO for

Everyone puts on their Best

CEO Dominates the Team

The event has Political Weight now

Ideas do not Flow ..

Team becomes Dysfunctional

Copyright NN, Inc. 2004

Review of Basic Quality Tools

To have full participation of team members to document their knowledge.

How: Clearly define the problem or opportunity

and make sure that all team members

Copyright NN, Inc. 2004

Review of Basic Quality Tools

A process map could help everyone involved with a

A good process map will create a sound starting block for

A process map allows a team to define any potential KPIVs

A process map should be a visual living document used to

Copyright NN, Inc. 2004

Review of Basic Quality Tools

Receive Trouble Report

Drop off Travel Voucher

Copyright NN, Inc. 2004

Review of Basic Quality Tools

Copyright NN, Inc. 2004

Review of Basic Quality Tools

Copyright NN, Inc. 2004

Review of Basic Quality Tools

Copyright NN, Inc. 2004

All Lugs Tight

PROCESS MAP - EXAMPLE 3

Op loads brckt #1 & housing into weld fixture A.

Unloading / Transport SOP (#2)

Machine clamps. Weld (10 welds)

Op loads subassembly & brckt#2

Op loads subassembly & brckt#2 N

Operator removes final assembly

Review of Basic Quality Tools

All SOPS (#1-#5)

Dimension 1:200 +/- 1mm

SubAssy Crit Dimension(s)

Copyright NN, Inc. 2004

Review of Basic Quality Tools

Copyright NN, Inc. 2004

Review of Basic Quality Tools

Copyright NN, Inc. 2004

Review of Basic Quality Tools

To separate important from unimportant causes contributing to a problem.

Percent of Total Errors

Historical records generally provide sufficient information.

Copyright NN, Inc. 2004

Review of Basic Quality Tools

How: Collect measurements (variable data) from a process or key characteristics.