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1 INTRODUCTION
Continuous quality improvement process assumes and even demands that a team of
experts in field as well as a company leadership actively use quality tools in their
improvement activities and decision making process. Quality tools can be used in all
phases of production process, from the beginning of product development up to
product marketing and customer support. At the moment there are a significant number
of quality assurance and quality management tools on disposal to quality experts and
managers, so the selection of most appropriated one is not always an easy task. In the
conducted research it is investigated possibilities of successful application of 7QC
tools in several companies in power and process industry as well as government,
tourism and health services. The seven analysed quality tools are:
Flow chart
Cause-and-Effect diagram
Check sheet
Pareto diagram
Histogram
Scatter plot
Control charts
Furthermore, the research also includes analysis of possibilities of systematic usage
of quality tools in process industry, what is, in the paper, shown on the selected case
study.
There are three premises that underlie the intense interest in continuous process
improvement by the quality profession:
All work is a process
All processes vary
Process variation equals to reduced quality
This implies, in turn, that meeting engineering requirements is not good enough.
After all, engineering requirements are an allowance for variation. A better approach is
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that advocated by Genich Taguchi: minimize process variability around a target value.
Since all outputs are the result of processes, continuously improving customer
satisfaction requires the continuous improvement of processes. Improvement is
accomplished by enhancing the ability of the process to deliver value to the customer.
There are two popular and effective strategies for reaching this goal: gradual
improvement and radical improvement.
Effectiveness means producing the required results of output when needed. Efficiency means simply producing those results or outcomes the first time with minimum
resources. In order to generate ideas on how to be more efficient and effective, it is
helpful to define and document how activities are actually performed. Flow charts are
useful for this purpose. Flow charts can be useful to identify activities in a process that
reduce our effectiveness and efficiency. For example, some activities may be
redundant or repeated, other may be unnecessary. Activities may be performed in
sequence, when they could be conducted at the same time to reduce the overall time for
the process. Flow charts can be used to identify conditions that cause delays and
bottlenecks. This can bring focus to problems at various points within the process that
need further evaluation and improvement. On the Fig. 1 it is shown an example of
application of flow chart in the process of cement sampling and quality control. The
shown flow chart is high level flow chart with a small number of details.
Preparation of cement
samples for measurement
Achieved
quality level is
acceptable?
No
Inform responsible
persons
Yes
Continuous delivery
of cement is ongoing
Further cement
delivery is stopped
steps or bottlenecks in a work process. While a cause and effect diagram is an effective
analysis tool, it only helps to identify possible causes or categories of problems. Even
if everyone agrees on the list, it is important to determine what is not known about
each cause and how that information can be obtained. If necessary, additional data
must be collected and analyzed in order to identify and confirm actual causes. On the
Fig. 2 a cause and effect diagram that summarize and categorize major variables that
influence quality of the cement in the process of cement production is shown.
Material
quality of supply
Machines
quality of
raw material
quality of
clinker
fitness for
purpose
reliability of
weighing
machine
storage condition
calibration of
weighing machine
capacity of
separator
Cement
quality
definition of
parameters
control of
parameters
monitoring of
parameters
equality
skills
availability of
information
methods and
frequencies of
quality monitoring
Process
synchronicity
Personnel
Check sheets are tools which consist of lists of items and some indicator of how
often each item on the list occurs. In their simplest form, check sheets are tools that
make the data collection process easier by providing pre-written description of events
likely to occur. Although they are simple, check sheets are extremely useful processimprovement and problem-solving tools. Their power is greatly enhanced when they
are used in conjunction with other simple tools, such as histograms and Pareto analysis.
Ishikawa estimated that 80% to 90% of all workplace problems could be solved using
only the simple quality improvement tools.
On the Fig. 3 is shown example of a check sheet used in the process of raw powder
production. Parameters values are collected and checked on the daily basis according
to presented check sheet.
Pareto charts. Pareto analysis is the process of ranking opportunities to determine
which of many potential opportunities should be pursued first. It is also known as
separating the vital few from the trivial many. Pareto analysis should be used at
various stages in a quality improvement program to determine which step to take next.
A Pareto diagram is a type of bar chart in which the bars representing each problem
cause are arranged, or ranked, by their frequency in descending order. A Pareto
diagram is useful in interpreting data and confirming the relationships that are
suggested in cause-and-effect studies. This approach is based on the idea that 80% of
the problem comes from 20% of the causes; the diagram is used to separate the vital
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few problem causes form the trivial many. This aids in focusing on correcting or
improving the vital few causes that contribute most to the problem.
RAW POWDER PRODUCTION PROCESS SHIFT CONTROL
PRODUCT
TYPE
RAW
POWDER
- milling -
POWDER
WEIGHT
-ING
Parameters
acc. to Q-RULA-011
Measured
parameters
Control
frequency
Preset
value
Allowable
nonconformity
Allowed
Process stopped
Alarm
SZ (%)
99,5
82,5
112,5
SM
2,50
2,20
2,80
<2,20
>2,80
Fines (%)
200 m
daily
1,5
1,2 1,8
Fines (%)
90 m
daily
22,0
19,0
25,0
<19,0>2
5,0
Moisture (%)
daily
0,5
0,9
> 0,9
Grao, (%)
continuously
Magro, (%)
continuously
Kvarc, (%)
continuously
CaCO3
(%)
when
needed
0-100
when
needed
0-100
when
needed
0-100
Note 1)
weighing machine
without material
Note 2)
weighing machine
without material
Note 2)
weighing machine
without material
Note 2)
76,00
Cause of downtime
Furnace rebuilding
Heat exchanger
Furnace un-dusting helix
Low voltage
Other
Clinker pulverisers
Power substation
Furnace drive
Input/output of furnace gasket
Coal weighing machine
Raw powder bunker
Total
Downtime
duration, h
118,75
29,79
23,87
17,24
16,71
7,41
6,25
5,66
5,08
4,1
3,59
Contribution,
%
49,8
12,49
10,01
7,23
7,01
3,11
2,62
2,37
2,13
1,72
1,51
238,45
100
Cumulative,
%
49,8
62,29
72,3
79,53
86,54
89,65
92,27
94,64
96,77
98,49
100
Mark
A
B
C
D
E
F
G
H
I
J
K
The benefit of the Pareto diagram and Pareto analysis was to isolate the two major
sources of missing data so that the most effective solutions can be pursued. Also,
examining the specific data elements that are most likely to be missing may point out
specific solutions ideas [2].
On the Fig. 4 Pareto diagram in which are main causes of out-of-operation
condition in furnaces in cement production process analyzed is shown. According to
Table 1 and Pareto chart, the most of the out-of-operation hours in 2005 was due
furnace re-building. The second major problem, although with much less influence,
was due heat-exchanger malfunctions.
Histograms. Before taking steps to improve processes, data is often collected to
see how processes are doing at the present time. One way to describe and evaluate
performance is to display this data in a chart called a histogram. A histogram is a
pictorial representation of a set of data. It is created by grouping the measurements into
cells. Histograms are used to determine the shape of a data set. Also, a histogram
displays the numbers in a way that makes it easy to see the dispersion and central
tendency and to compare the distribution to requirements. There are numerous
situations where histograms can be used to show how much variation exists in process.
Fig. 4. Pareto diagram showing influence of causes on cement production process downtime
On the Fig. 5 data from Table 2 concerning sales rate during 2004 and 2005 are
shown. Rates are compared in histogram, showing trends in sales in each of major
counties in Croatia.
Sales contribution, %
County
Istra
Karlovaka
Krapinsko-zagorska
Primorsko-goranska
Zadarsko-kninska
Zagrebaka
Licko-senjska
Meimurska
Other
Total
2004.
24,22
15,16
7,28
11,77
3,91
22,54
4,85
4,32
5,95
2005.
24,08
10,06
8,06
13,47
1,69
32,04
2,16
0,72
7,72
100
100
Fig. 5. Sales contribution for Croatian counties for 2004 and 2005
Scatter diagrams. A scatter diagram is a plot of one variable versus another. One
variable is called the independent variable and it is usually shown on the horizontal
axis. The other variable is called the dependent variable and it is shown on the vertical
axis. Scatter diagrams are used to evaluate cause and effect relationships. The
assumption is that the independent variable is causing a change in the dependent
variable.
On the Fig. 6 an simple example of scatter diagram based on the data from Table 3
is shown. In some cases scatter diagram can be useful in the prediction of expected
value for dependent variable knowing value of independent variable.
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Datum
01.-04.08.
08.-09.08.
11.-14.08.
17.-19.08.
22.-25.08.
26.-29.08.
Fines
45 m
10,7
19
12,7
14,8
15
14,6
Area
cm2/g
3741
3879
3583
3644
3741
3624
Control charts. Control charts are statistical tools used to analyze and understand
process variables, to determine a processs capability to perform with respect to those
variables and to monitor the effect of those variables on the difference between
customer needs and process performance.
All processes exhibit variation that can be classified as the result of either common
causes of special causes. Common causes of variation are inherent in a process while
variation created by special causes lie outside the system. Control charts are used to
identify and differentiate between those two different causes of variation. When a
process no longer exhibits special variation, but only common variation, it is said to be
stable and is capable of being improved [3].
On the Fig. 7 one example of application of individual control charts in the process
of cement production is shown.
Fig. 9. PDCA-cycle
Steps of PDCA-cycle
Plan
Problem
identification
9
9
9
9
9
9
Plan, Check
Process
analysis
Plan, Act
Solutions
development
Check
Result
evaluation
9
9
9
9
9
9
9
9
9
9
9
Tab. 4. Seven basic quality tools (7QC tools) in correlation with PDCA-cycle steps
As it is shown in Table 4, for problem identification can be used most of the 7QC
tools: Flow chart, Cause-and-Effect diagram, Check sheet, Pareto diagram, Histogram
and Control charts. For problem analysis are used following tools: Cause-and-Effect
diagram, Check sheet, Pareto diagram, Scatter plot and Control charts. When the team
is developing a solution for analyzed problem Flow chart and Scatter plot can be
useful. In the phase of achieved results evaluation can be also most of 7QC tools
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successfully implemented: Check sheet, Pareto diagram, Histogram, Scatter plot and
Control charts [9].
The model for systematic usage of quality tools for process monitoring, data
acquisition and quality improvement is shown on Fig. 10 [10].
Fig. 10. Seven quality tools (7QC tools) for quality improvement
conducted permanently in order to recognize opportunities for process quality improvement. Selected company from process industry has certified quality management
system in accordance with ISO 9000:2000, so the company is committed to the systematic quality management and quality assurance.
Company that manage its quality system in accordance with ISO 9000:2000 has to
plan and implement process control, measurement, analysis and improvement in order
to:
demonstrate conformity of its products,
achieve conformity of its quality management system,
continuously improve efficiency of its quality management system.
Application of 7QC tools is analyzed on the example of selected company in order
to demonstrate possibility of systematic tools usage or, in other words, systematicness
of quality tools.
During research possibilities and usefulness of application of 7QC tools was
analyzed. In the paper are shown application of only one of quality tools - histogram.
Example of systematic usage of quality tools is shown on procedure that includes
communication with customer in process of dealing with customer claims.
Immediately after a customer claim is received follows activities for removing causes
of customer dissatisfaction that include corrective and preventive actions. The
customer is, in written form, informed about all undertaken activities and appropriate
claim report is prepared.
In Table 5 is shown number of customer claims in three business years. On the end
of each business year customer claims are systematically analyzed in order to identify
type and amount of customer claims for year in consideration. The undertaken
corrective and preventive action is also analyzed to verify their effectiveness and to
evaluate is there more opportunities to improve process and delight customer even
more.
Number of customer claims in business years
Customer claim
Damaged cement bags during transport
Wet cement bags during transport
Cement shipping and transportation
2004.
2005.
2006.
1
5
-
2
1
1
10
1
Analyzing customer claims on wet cement bags for taken period of three year it can
be seen that taken action results in significant reduction of customer claims, Fig. 12.
Such results havent come from a scratch. After several unsuccessful attempts to
solve that problem in cooperation with transport company the solution is founded in
house. The new machine for cement bags packaging that wrap cement bags with plastic
foil has been installed at the beginning of year 2006. That solution has proven as
successful and customer claims of that type has been reduced to minimum. During
2006 there are no complains on wet cement bags.
Number of customer claims on cement shipping and transportation in last tree
business years is quite low, Fig. 13.
Although there are small number of claims certain corrective actions has been
taken to reduced it to minimum. Together with transport company corrective actions
has been defined and conducted. Further analysis is needed to found root cause of this
problem and to effectively solve it.
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5 CONCLUSIONS
Research has been conducted in order to define role and importance of seven basic
quality tools (7QC tools) within quality management system. As it is shown in selected
example, quality tools has important place in data collecting, analyzing, visualizing
and making sound base for data founded decision making.
Furthermore, systematic application of 7QC tools will enable successful quality
improvement process.
In modern production processes it is necessary to implement integrated quality
management system. Integrated quality management system involves quality management, responsible environmental performance and safe working environment. In the
frame of integrated management system quality tools can be much wider applied with
certain success. It is necessary to point out that quality tools are not so wide spread as
expected, although they are quite simple for application and easy for interpretation.
With today computer capabilities and automated data acquisition there should not be
any technical obstacles for wider quality tools application. In spite, during research, it
is experienced certain discomfort towards quality tools. This state should be changed
through continuous staff education and training.
References:
[1] Pyzdek, T., Quality Engineering Handbook, Second Edition, Marcel Dekker, Inc., New
York, 2003.
[2] www.nhtsa.dot.gov/people/injury/ems/leaderguide
[3] Gitlow et al., Tools and Methods for the Improvement of Quality, IRWIN, Homewood, IL,
1889.
[4] Paliska, G., Universality and systematicness of quality tools, M.Sc. thesis, Supervisor D.
Pavletic, Faculty of Engineering, University of Rijeka, 2007.
[5] Kondic, Z., Quality and ISO 9000 application (in Croatian), Tiva, Varazdin, 2002.
[6] ***, Application of quality management system (in Croatian), Seminar, Austrian
association for quality assurance, Zagreb, 2003.
[7] ***, TQM improvement of business processes (in Croatian), Oskar - Centar za razvoj i
kvalitetu, Zagreb, 2002.
[8] Injac, N., Small encyclopaedia of quality, I-III parts (in Croatian), Oskar, Zagreb, 2002.
[9] Pimblott, J.G., Managing Improvement Where to start, Quality Forum, Vol. 16, No. 4,
1990, pp. 165-173.
[10] Keller, P. (2005). Six Sigma, Demystified A self-teaching guide, McGRAW-HILL, New
York
Authors: Paliska, G., M. Sc., Holcim (Hrvatska) d.o.o. 52222 Koromacno, Koromacno bb,
Croatia,
Pavleti, D., Ph. D., Assist. Prof., University of Rijeka, Faculty of Engineering, 51 000 Rijeka,
Vukovarska 58, Croatia
Sokovi, M, Ph. D., Assoc. Prof., University of Ljubljana, Faculty of Mechanical Engineering,
SI-1000 Ljubljana, Askerceva 6, Slovenia
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