Seven Quality Control Tools

By Manish K Singh
 What is Quality?

Quality is a degree to which a set of inherent characteristics satisfy

requirements.
Modern Day Quality Approaches
Customer satisfaction-Conformance to requirements and fitness
for use.
Prevention over Inspection: Quality is planned, designed and built
in. Not inspected in.(Cost of preventing mistakes is generally less than
correcting them.)
Continuous Improvement: PDCA cycle by Deming.
Management Responsibility: All the team works for achieving quality,
responsibility to retain quality and assign resources is management
responsibility.
Cost of Quality: Total cost of conformance work and non
conformance work.
Quality vs. Grade

Quality: The degree to which a set of inherent characteristics satisfy

the requirements.
Grade: A category assigned to product or services that have same
functional use but different functional characteristics.

Grade will describe the features of the product and quality pertains to
how those features will meet the requirement.

Low quality ?? Whether it is a problem??

Low Grade?? Whether it is a problem??
Precision Vs. Accuracy

Precision: This is a measure of exactness.

Accuracy: This is a measure of exactness.
Precise measurements are not necessarily accurate and accurate
measurements are not necessarily precise.
Cost of Quality(COQ)

Cost of Quality: All costs incurred over the life of the product by
investment in
Preventing non conformance to requirements.
Appraising the product or services for conformance to requirements.
Failing to meet requirements.( Rework)
Failure costs are
Internal(Found by the project).
External(Found by the customer)
Prevention costs
Training.
Document Processes.
Equipment
Time to do it right.
Cost of Quality(COQ)

Appraisal costs (Assess the quality)

Testing.
Destructive testing.
Inspections.

Cost of Non-conformance
Internal failure costs( Failures found by the project)
Rework
Scrap
External Failure costs( Failures found by the customer)
Liabilities
Warrany work
Lost Business.
 Seven Quality Tools

Cause and Effect Diagrams

Flow Charts
Checksheets
Histograms
Pareto Charts
Control Charts
Scatter Diagrams
 Quality Tool
Brainstorming

Rules
Diverse group
Go around room and get input from all one idea
per turn
Continue until ideas are exhausted
No criticism
Group ideas that go together
Look for answers
 Quality Tool

Cause and Effect Diagrams

 Fishbone Diagram
Purpose: Graphical representation
of the trail leading to the root cause of
a problem
How is it done?
Decide which quality characteristic,
outcome or effect you want to
examine (may use Pareto chart)
Backbone draw straight line
Ribs categories
Medium size bones secondary
causes
Small bones root causes
 Cause & Effect Diagrams
Benefits:
Breaks problems down into bite-size pieces to find root cause

Fosters team work

Common understanding of factors causing the problem

Road map to verify picture of the process

Follows brainstorming relationship

 Cause & Effect Diagrams
Sample
Manpower Materials

Typos
Source info incorrect
Wrong source info
Didnt follow proc.

Po
Dyslexic Transposition
Wrong purchase order
o
rt
ra i
ni n
g Incorrect shipping
documents
Glare on
Temp. display Corrupt data
No training
Environment
No procedure
Keyboard sticks
No communications

Software problem

Methods Machine
 Quality Tool

Flow Charts
 Flow Charts
Purpose:
Visual illustration of the sequence of operations required to
complete a task
Schematic drawing of the process to measure or improve.
Starting point for process improvement
Potential weakness in the process are made visual.
Picture of process as it should be.
Benefits:
Identify process improvements
Understand the process
Shows duplicated effort and other non-value-added steps
Clarify working relationships between people and organizations
Target specific steps in the process for improvement.
Benefits Flow Charts
Simplest of all Top Down
flowcharts
Used for planning new
processes or examining Measure Analyze Improve Control
existing one
Hardware Fleet leader
Keep people focused on Problem report Customer input procurement reports

the whole process Hardware return Stress analysis

Customer
coordination Service reports

Heat transfer Compliance Operational

How is it done? Failure analysis analysis verification statistics

List major steps Life analysis Documentation

Write them across top of Substantiation FAA approval
the chart
List sub-steps under each
in order they occur
 Flow charts
Benefits Linear
Show what actually happens at
each step in the process
Show what happens when non-
standard events occur Toolbox
Graphically display processes to
identify redundancies and other
wasted effort
How is it done?
Write the process step inside
each symbol
Connect the Symbols with
arrows showing the direction of
flow
 Quality Tool
Sample Linear Flow
END
5 - Action Assignee
performs detail
analysis of failure. No
Start Requests failure
analysis as needed. 11 - Fleet Analysis
Still monitors failure to
failing? ensure corrective
action is effective.
1- Fleet Analysis
Yes
utilizes data
Yes
warehouse reports to 6 - Action Assignee
create and distribute documents
a selection matrix. 10 - FRB determines
investigation
required corrective
findings.
action - i.e. QAM or
supplier corrective
2 - Other Groups action.
compile data as
determined by FRB.
7 - Action Assignee 9 - FRB Categorize
reports investigation Failure: Workmanship,
3 - FRB meets to results to FRB. Still component, material,
No
analyze data. failing? maintenance, or
design. Also fleet
wide or RSU.

4 - FRB selects 8 - Fleet Analysis

candidate problems monitors failed item
for additional to ensure failure has
investigation. been corrected.
 Quality Tool

Checksheets
 Checksheets
Purpose:
Tool for collecting and
organizing measured or counted
data
Data collected can be used as

input data for other quality tools

Benefits:
Collect data in a systematic and
organized manner
To determine source of problem

To facilitate classification of

data (stratification)
 Quality Control Tool

Histograms
 Histograms
Purpose:
To determine the spread or variation of a
set of data points in a graphical form

How is it done?:
Collect data, 50-100 data point
Determine the range of the data
Calculate the size of the class interval
Divide data points into classes
Determine the class boundary
Count # of data points in each class Stable process, exhibiting bell shape

Draw the histogram

 Histograms
Benefits:
Allows you to understand at a glance the variation that exists in a
process
The shape of the histogram will show process behavior
Often, it will tell you to dig deeper for otherwise unseen causes of
variation.
The shape and size of the dispersion will help identify otherwise hidden
sources of variation
Used to determine the capability of a process
Starting point for the improvement process
 Quality Control Tool

Pareto Charts
 Pareto Charts
Purpose:
Prioritize problems.

How is it done?
Create a preliminary list of
problem classifications.
Tally the occurrences in each
problem classification.
Arrange each classification in
order from highest to lowest
Construct the bar chart
 Pareto Charts
Benefits: 120

Pareto analysis helps

100
graphically display
results so the 80

significant few
Quantity
problems emerge 60

from the general

40
background
It tells you what to 20

work on first
0
Dent Scratch Hole Others Crack Stain Gap
Defects 104 42 20 14 10 6 4
 Pareto Charts
Pareto Charts Weighted Pareto
Weighted Pareto charts use
the quantity of defects
multiplied by their cost to 900

determine the order. 800

700

Weighted 600
Defect Total Cost cost
Gap 4 200 800 Weighted Cost 500

Dent 104 2 208

400
Hole 20 5 100
Crack 10 8 80 300
Scratch 42 1 42
Others 14 1 14 200

Stain 6 1 6
100

0
Gap Dent Hole Crack Scratch Others Stain
Weighted cost 800 208 100 80 42 14 6
 Quality Control Tool

Control Charts
 Control Charts
Purpose:
The primary purpose of a control chart is to predict
expected product outcome.

Benefits:
Predict process out of control and out of
specification limits
Distinguish between specific, identifiable causes of
variation
Can be used for statistical process control
 Control Charts
Strategy for eliminating assignable-cause variation:
Get timely data so that you see the effect of the

assignable cause soon after it occurs.

As soon as you see something that indicates

that an assignable cause of variation has

happened, search for the cause.
Change tools to compensate for the assignable

cause.
Strategy for reducing common-cause
variation:
Do not attempt to explain the difference
between any of the values or data points
produced by a stable system in control.
Reducing common-cause variation usually
requires making fundamental changes in your
 Control Charts
Control Chart Decision Tree
Determine Sample size (n)
Variable or Attribute Data
Variable is measured on a continuous scale
Attribute is occurrences in n observations
Determine if sample size is constant or changing
 Control Charts
Control Chart Decision Tree
X bar , R
2 t o 10
n=
n >10 X bar, S
a
le dat n=1
ariab
V
IX, Moving Range
Start
n
Constant p (fraction defective) or
At
tri

a
Per cent dat np (number def. Per sample
bu
te

Chan
Da

g in g
n p
ta

Co
u nt
da
ta tn c (defects per sample or
Constan u defects per unit

Chang
ing n u
 Control Charts
What does it look like?
o Adding the element of time
will help clarify your
understanding of the causes
of variation in the processes.
o A run chart is a line graph
of data points organized in
time sequence and centered
on the median data value.
 Control Charts
Individual X charts
How is it done?
The data must have a normal distribution (bell curve).
Have 20 or more data points. Fifteen is the absolute minimum.
List the data points in time order. Determine the range between
each of the consecutive data points.
Find the mean or average of the data point values.
Calculate the control limits (three standard deviations)
Set up the scales for your control chart.
Draw a solid line representing the data mean.
Draw the upper and lower control limits.
Plot the data points in time sequence.
 Control Charts
Next, look at the upper and lower
control limits. If your process is in
control, 99.73% of all the data
points will be inside those lines.
The upper and lower control limits
represent three standard deviations
on either side of the mean.
Divide the distance between the
centerline and the upper control
limit into three equal zones
representing three standard
deviations.
 Control Charts
Search for trends:
Two out of three consecutive

points are in zone C

Four out of five consecutive

points on the same side of

the center line are on zone
B or C
Only one of 10 consecutive

points is in zone A
 Control Charts
Basic Control Charts
interpretation rules:
Specials are any points above the
UCL or below the LCL
A Run violation is seven or more
consecutive points above or below
the center (20-25 plot points)
A trend violation is any upward or
downward movement of five or
more consecutive points or drifts
of seven or more points (10-20
plot points)
A 1-in-20 violation is more than
one point in twenty consecutive
points close to the center line
 Quality Control Tool

Scatter Diagrams
 Scatter Diagrams
Purpose:
To identify the correlations that might
exist between a quality characteristic
and a factor that might be driving it
A scatter diagram shows the correlation
between two variables in a process.
These variables could be a Critical

To Quality (CTQ) characteristic and

a factor affecting it two factors
affecting a CTQ or two related
quality characteristics.
Dots representing data points are
scattered on the diagram.
The extent to which the dots cluster

together in a line across the diagram

shows the strength with which the
two factors are related.
 Scatter Diagrams
How is it done?:
Decide which paired factors you want to examine. Both factors
must be measurable on some incremental linear scale.
Collect 30 to 100 paired data points.

Find the highest and lowest value for both variables.

Draw the vertical (y) and horizontal (x) axes of a graph.

Plot the data

Title the diagram

The shape that the cluster of dots takes will tell you something about the
relationship between the two variables that you tested.
 If the variables are correlated,
when one changes the other
probably also changes.
Scatter Diagrams
Dots that look like they are
trying to form a line are strongly
correlated.
Sometimes the scatter plot may
show little correlation when all
the data are considered at once.
Stratifying the data, that is,
breaking it into two or
more groups based on
some difference such as
the equipment used, the
time of day, some variation
in materials or differences
in the people involved,
may show surprising
results
 Scatter Diagrams
You may occasionally get scatter
diagrams that look boomerang- or
banana-shaped.
To analyze the strength of the
correlation, divide the scatter plot into
two sections.
Treat each half separately in your
analysis
Benefits:
Helps identify and test probable causes.
By knowing which elements of your
process are related and how they are
related, you will know what to control or
what to vary to affect a quality
characteristic.