To The Program On: Seven QC Tools & QC Story

Seven QC Tools
To the Program on
Seven QC Tools
&
QC Story
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B&W Management Solutions
Seven QC Tools
The Seven QC Tools
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Seven QC Tools
This is a small collection of useful tools - a tool kit which
comes handy in achieving, maintaining and improving
quality.
It contains few basic tools of quality control which we
might require to use in analyzing data.
Can be highly effective in our routine use!
(These tools are all applicable in manufacturing as well as

non-manufacturing areas !!! )
The various basic QC tools are as follows:
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Seven QC Tools
1. Check sheet: A structured, prepared form for
collecting and analyzing data;
2. Histogram: The most commonly used graph for
showing frequency distributions.
3. Pareto chart: Shows on a bar graph which factors
are more significant.
4. Cause-and-effect diagram (Ishikawa/fishbone chart)
5. Scatter diagram: Graphs pairs of numerical data,
one variable on each axis, to look for a relationship.
6. Run Chart : (some lists replace Run chart " with
"flowchart" or " Stratification ").
7. Control charts: Graphs used to study how a process
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over time. B&W Management Solutions 4
Seven QC Tools
Check Sheet
Creates easy-to-understand data

Builds, with each observation, a clearer
picture of the facts
Forces agreement on the definition of
each condition or event of interest
Makes patterns in the data become
obvious quickly
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Check Sheet / Tally sheet
Check sheet for Production Process Distribution
Defective items check sheet
Defect Location check sheet
Defect cause check sheet
The purpose is to devise a simple form to
facilitate collection of data.
Let us see some examples of check sheets..
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Recording Tally Sheet: Check sheet for Production Process Distribution
Dia cms
Frequency of Occurrence
5
10
15
1.14
111
1.15
1111
1111
1111
1.16
1111
1111
1111
1111
1111
1111
111
1.17
1.18
1.19
20
25
Total
3
1111
14
1111 11
22
14
11
8
2
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Defect Cause Check sheet:
Product____
Date:_________ Inspector :______
Mfg. Stage____
Lot No.: ___________ Total Qty Inspected_________
Section:_____
Type
Check
Subtotal
Warpage
22
Cracks
14
Unfill
Others
Total Rej.
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Defect location check sheet
Product :
Supplie r
Lot No.:
Qty:
date :
270 Nos.
A
G
1
1-5 are lenghthwise zones
Radial
A-H are angular zones
5 Total
Circula r
A
B
C
D
E
F
G
H
15
10
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Defect cause, operator, machine, time, shift check sheet
Total quantity checked 175 on Machine 1
machine No.
Operator
Shift 1 Hour 1
Hour 2
Hour 3
Shift 2 Hour 1
and
1
1
o o o o
* *
o o o o
3
x x
173 on machine 2
2
2
o o
x x x
o o o
* *
x x
o o o o
o
o
Hour 2
Hour 3
Total Rejects
21
*= Run out, o= oversize, x= mismatch

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The steps involved in creating Check Sheets are
1) Describe clearly the purpose of collecting data.
2) Decide who will collect the data and when, where and
how it will be collected.
3) Determine how much data will be required.
4) Decide the format for collecting and presenting data in
suitable classifications.
5) Prepare a draft form and check if it meets the
purpose.
6) Finalise the form and give it a title.
7) Collect the data and present for further analysis.
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Histogram
Seven QC Tools
Introduction
-A histogram is a graphical representation of
individual measured values in a data set
according to the frequency
-It helps visualize the distribution pattern of
data collected.
- Many facts behind the data & behavior of the
process can be easily revealed by Histogram.
-There are various forms that need to be identified
normal, bimodal, isolated peaked, plateau, comb
and edge peaked.
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When to use Histograms
-To know how a process output looks like ( Distribution)
-To judge process capability to meet specifications
-To compare the performance
before and after the improvement
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Histogram
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Displays large amounts of data that are difficult

to interpret in tabular form
Shows centering, variation, and shape
Illustrates the underlying distribution of the
data
Provides useful information for predicting
future performance
Helps to answer the question preliminarily Is
the process capable of meeting requirements?
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Histogram
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Histogram
No.of times(frequency)
To see distribution pattern compared against

standard values - deals with numbers.
LSL
Rejection
USL
Rejection
USL : Upper Specification Limit

LSL : Lower Specification Limit
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Percentages
the
Normal Distributio
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99.994 %
99.73 %
95.44 %
68.26 %
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2S
4S
6S
8S
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Steps
for QC
making
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1. Collect data.For effective picture to emerge, at least 40
readings are required.
2. Calculate Range by subtracting Min reading from
Max.reading
3. Decide No of classes.
Divide the range by 1,2,5, or 0.1,0.2,0.5 , or 10,20,50, etc.as
the values are so as to obtain from 5 to 20 class intervals of
equal width.
Where there are two possibilities, use narrower interval ( more
classes ) for below 100 readings and for 100 & above
readings, use wider intervals ( less classes)
4. Determine the class boundaries:
Contd..
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Contd..
5. Calculate first reading of first class =Min. reading -(0.5x
Least Count) then keep adding the width till complete range is
covered.
6. Construct a frequency table, obtain the frequencies.
7. Construct a bar graph taking frequencies values on Vertical
axis & class boundaries horizontally
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Tips for construction of Histogram
1.
2.
3.
4.
5.
Draw horizontal and vertical axis.

Label vertical axis as convenient.
Provide vertical axis caption number or frequency.
Choose number of cells from the table.
Provide horizontal axis with Numeric Label of mid
values or cell boundaries.
6. Describe measurement and its unit. While comparing
histograms, it will be better if we draw common scale for all
histograms.
7. Draw vertical bars to represent frequency in each cell.
8. Height of the bar should be proportionate to the number
of points in each cell.
9. Title the Chart
10. Indicate the total number of points
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HISTOGRAMS
These can provide useful hints about the distribution

present in the lot.
Please use it with logic of distributions! Few examples
follow
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A vendors histogram looks like this:What does it indicate?
Specification limit
May be the vendor does not have the process capability and
is segregating so as to give within your tolerance!
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May be mix up of two lots!
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LSL
USL
Distribution is NORMAL
Meets the specifications very well
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Histograms
Application possibilities:
Incoming quality estimates from supplier
Distribution of any specific characteristic
To quickly verify any change before and after
improvement
etc.
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Stratification:A technique to present data into different groups
or categories to bring out the differences between groups and explain
the 'abnormality' of histogram.
The classification may be based on machines, operators, shifts etc
The steps:(starts with an ' abnormal' histogram of composite data)
1) Examine the data for source of variation.
2) Classify the composite data into different groups.
3) Prepare histogram of the reclassified data.
4) Examine the histogram of each group of data for 'normality'.
5) Give the new histogram an appropriate title.
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Stratification: contd..
Height of 10000 people
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Stratification: contd..
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After stratification country wise, the following can be
expected:
African
Japanese
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Indian
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Stratification
Possible applications:
Segregating overall rejection to machine / line linked
rejections
Segregating overall variation to operator wise variation.
Productivity improvement component wise
Dimension variation supplier wise.
Operator wise call response time.
Location wise delivery time, etc.
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Pareto Principle
Vilfredo Pareto (1848-1923) Italian economist

20% of the population has 80% of the wealth
Juran used the term vital few, trivial many.

He noted that 20% of the quality problems
caused 80% of the dollar loss.
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PARETO DIAGRAM
Pareto Diagrams are a special type of histograms.
The bars in Pareto Diagrams are rearranged in

descending order of their importance, showing
individual contribution of each factor as well as
cumulative contributions.
The basic purpose is to identify high priority items by

separating the 'vital few' from the 'trivial many' or as
they are now known 'useful
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many'.
or
W
ro
ng Des
ig
di
n
m
De
en
M
f
si
ac ec
tiv on
hi
s
ne
e
ca par
lib ts
O
pe
ra
tio
ra
De
to
ns
fe
r
ct
er
iv
ro
e
rs
m
at
er
ia
ls
O
th
er
s
Po
% from each cause
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70
20
10
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(64)
60
50
Pareto
Chart
40
30
(13)
(8)
(6)
(3)
(2)
(4)
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Pareto Diagram
Helps a team focus on causes that

have the greatest impact
Displays the relative importance of
problems in a simple visual format
Helps prevent shifting the problem
where the solution removes some
causes but worsens others
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Preparation of a Pareto Diagram has the following steps:
1)Decide what kind of problem we want to investigate.
e.g. defectives, losses, accidents, etc.
2) Decide what data will be necessary and how to classify them
e.g. defect type wise, defect location wise,etc.
3)Design a suitable Tally Sheet to collect data.
4) Collect required data.
5) Calculate contribution of each item.
6) Arrange the items in descending order of their contributions
(if there are too many small items, combine under 'others)
Contd;.
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7) Draw X and Y axes. Different items (in descending order)
are on X-axis and the frequency of their occurrence on Y-axis.
An additional Y-axis is drawn on the right to indicate
percentages. Select appropriate scales
8) Draw bars representing the frequency of the items.
9) Draw bars from the second item onwards at a level where
the bar of the previous item ends. This is an optional step not
always recommended, but it makes the next step easier.
10) Draw a line graph connecting the diagonals of the new
bars drawn as instructed in step 9.
11) Title the diagram suitably.
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Tools 100 %
Pareto Chart
93 %
96 %
97 %
88 %
80 %
64 %
This is to prioritize. One may

not try to find the exact 80%
64%
16%
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8%
5%
3%
1%
3%
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Pareto Diagram
Possible applications:
Defect wise rejection analysis to prioritize actions.
Component failure analysis to select components needing
improvement.
Error rates in billing to indicate any concerns in typical sections
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CAUSE AND EFFECT DIAGRAM
Cause -and-Effect Diagrams, also known as Fishbone Diagrams
because of their shape or as Ishikawa Diagrams after their founder
Dr. Kaoru Ishikawa.
It Depicts the relation between an
'Effect" and various possible 'Causes' for the effect.
Purpose:
To generate in a structured manner, maximum number of ideas
regarding possible causes for a problem by using brainstorming
technique.
Identifies many possible causes for an effect or
problem and sorts ideas into useful categories
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Let us have a look at the most supporting technique for the

usage of these tools
We will continue with the Fishbone diagram after this again.
Brainstorming
Purpose - generate a
list of
Problems
opportunities
ideas
Success requires
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no criticism
no arguing
no negativism
no evaluation
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BRAINSTORMING
Brainstorming is a technique to generate a large number
of ideas from members of a group in a structured manner.
Purpose:
To generate a large number of ideas or options or
alternatives.
The idea may be for identifying a problem or finding
causes for the selected problem,
or devising solutions,
or identifying areas of resistance to the implementation of
the proposed solution.
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Procedure: The steps involved in Brainstorming are:-1) The group elects a facilitator. He proceeds first with a warm up
session and then:
2) Facilitator writes the topic and a short purpose of
Brainstorming on a flip chart.
3) He asks the members by turn to suggest one idea at a time. He
notes it down on the flip chart briefly.
4) After every member has his first turn, he starts another cycle.
5) A member who has no fresh idea to offer may pass.
6) Ideas are not to be evaluated at this time, however, clarification
may be sought if the idea is not clear.
7) A member can build on an idea suggested by another member.
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It is essential to remember some Do's and Don'ts for idea-generation

part of the process of Brainstorming.
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Do's
Don'ts
a) Encourage everyone to
participate
a) Let some persons

dominate others.
b) Stress quantity rather

than quality of ideas
b) Criticize or ridicule
an idea however wild or
silly
c) Encourage humour
c) Permit interruptions
d) Keep all ideas posted in

a manner all members can
see
d) Tape record
proceedings.
e) Restrict ideas.
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Once the session of idea generation is complete, the group can take
up prioritizing and selecting ideas for immediate follow-up
The steps involved in this part of Brainstorming are-1. Check if apparently identical ideas are really same or there
is some different angle.
2. Identify and group together related ideas.
3. Have a brief discussion in support of idea (surely not against
any idea)
4. Shortlist ideas for follow-up action by consensus or voting.
5. If voting is used every member gets the same number of
votes, say five or ten.
One can give all votes to one idea or distribute his votes one
each to as many ideas or any other combination.
The total votes polled by each idea are counted and a priority list
finalized.
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CauseSeven
and Effect
QC Diagram
Tools contd..
Enables a team to focus on the content of a

problem, not on the history of the problem or
differing personal interests of team members
Creates a snapshot of collective knowledge and
consensus of a team; builds support for solutions
Focuses the team on causes, not symptoms
Effect
Cause
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Cause-and-Effect diagram consists of the following steps-1) Agree on the effect or problem for which causes are to be
searched. Display the 'Effect' and draw the backbone or spine.
2)
Determine the main categories of causes.
3) Enter them in rectangles and connect them to the spine

by the 'middle bones.
4) Brainstorm to collect as many 'causes' in each category
as possible and enter them as sub-categories.
5) Shortlist a few causes, by consensus or voting, as the
important causes and circle them.
6)
Test to verify the findings.

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Scatter
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We have followed the steps in the problem-solving model.
We have defined the problem using Pareto diagrams.
In addition, We have analyzed how the process is behaving through the use of
process flow diagrams, histograms and control charts.
The process is in control, but the results are not acceptable. There is too
much variation in the process .
We need to find out what is causing the process to behave as it does.
A cause and effect diagram has been constructed. This diagram lists all the
possible causes of the problem.
How do we determine what causes are really responsible for the variation?
For example, is Weld Strength influenced more by Current or Speed of weld?
Accidents v/v road condition, Accidents V/V Speed, Bacterial population *
Temperature etc. One method of doing this is to use a scatter diagram.
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Scatter
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Supplies the data to confirm a hypothesis

that two variables are related
Provides both a visual and statistical means
to test the strength of a relationship
Provides a good follow-up to cause and
effect diagrams
*
*
* *
*
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SCATTER DIAGRAM
Scatter Diagram is a special type of graph in which two
characteristics whose relation is to be studied are taken
on the X and Y axes.
A dot at an appropriate point is placed on the graph for
each observation.
The pattern made by the scatter of the dots can indicate if
there is a relation between the two and if whether it is
direct or inverse and whether it is strong or mild.
Purpose is to test hypothetical relationship between two sets
of variables or characteristics.
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The steps :
1. Tabulate available data.
2. Select the characteristics or variables to study the
relationship.
3. Use X-axis for one and Y-axis for the other variable.
4. Decide appropriate scales.
5. For each observation involving the relation between the
two variables place a dot on the graph sheet.
6. Observe the pattern of distribution of the dots and use
as a help for drawing conclusions.
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Which two parameters can give this graph?
* *
**
***
*
*
*
* * *
* *
*
** *
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What is the difference from earlier graph?
* *
*
* *
* *
* * *
* *
* **
** *
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*
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What is the difference from earlier graphs?
**
*
**
* *
*
*
**
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The pattern of distribution of the dots and inference can be as
follows
a. If the dots are distributed randomly, there is no
apparent relationship.
b. If the dots are distributed closely around a sloping
line, there is a strong relationship.
c. If the dots are scattered loosely around such a line,
there is likelihood of a mild relationship.
d. If the slope of the line is from SW to NE, there is a
direct and if the slope is from SE to NW, there is an inverse
relationship.
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Correlation Coefficient
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Correlation Coefficient, R
R is a measure of strength of the

linear association between two
variables, x and y.
Most statistical packages and some

hand calculators can calculate R
R has some unique characteristics
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R takes values between -1 and +1
R=0 represents no linear relationship

between the two variables
R>0 implies a direct linear relationship

R<0
implies an inverse linear
relationship
The closer R comes to either +1 or -1,
the stronger is the linear relationship
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(i) The first step is to calculate the averages (and ) of the x and y
values:
= (1/N) (x1 + x2 + x3 ...+ xN) = <x>
= (1/N) (y1 + y2 + y3 ...+ yN) = <y>
(ii) Calculate the standard deviations ( x and y) of the x and y
data sets:
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(iii) Calculate the covariance between the two data sets:
(iv) The correlation coefficient is then defined as:
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EXAMPLE :
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(i) Calculate <x> and <y>, average x and average y:
<x> = 1/5 (1 + 2 + 3 + 4 + 5) = 3.0
<y> = 1/5 (4 + 4 + 3 + 2 + 1) = 2.8
(ii) Calculate x and y, the standard deviation of x and y:
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(iii) Calculate xy, the covariance:
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(iv) Calculate r, the correlation coefficient:
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Correlation
Relationship
Coefficient ( r ) + or 1.00 to 0.85
STRONG
0.84 to 0.75
MEDIUM
0.74 to 0.60
WEAK
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Scatter Diagram
Where these can be used?
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Run
Monitors performance of one or more

processes over time to detect trends, shifts, or
cycles
Allows a team to compare performance before
and after implementation of a solution to
measure its impact
Focuses attention on truly vital changes in the
process
*
*
*
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GRAPH:
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Pictorial presentations of data
Make it easy to spot trends, ratios, comparisons among different

groups of data.
The more common types : Line Graphs, Bar Charts, Pie Charts.
Purpose:
To present numerical data in an easy-to-spot visual form.
Line graphs are used to depict change or variation over time.
Bar charts are used for comparing quantities between persons,
regions, time intervals etc.
Pie charts are used to show percentages or proportions of different
components of a specific item.
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Graphs/Charts : The essential steps in preparation are :-1) Select the type of chart or graph most suitable for the type
of data to be depicted.
2) Decide the units and scales of items to be shown on X-axis
and Y-axis. (In case of Pie chart scale is always the same- 360~.)
3) Fill the information on the graph sheeet.
4) Join required points to complete lines or bars.
5) Colour or shade the lines or bars to distinguish between
different groups or classes. Provide a key to explain the meaning
of the colours and shading.
6) Provide an appropriate title.
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Examples:--Line
Graph:
An example of a line graph can be the temperature chart of a room

maintained by A.C.:
25deg C
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An example of a bar chart can be the comparison of the
sale of a typical product in the various zones:
1999-2000
2000-2001
2001=2002
Zone1
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Zone2
Zone3
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Combination of bar chart and line graph :
such as total sales and distribution within zone1 for various
product categories;
1998-99
99-2000
2000-01
Model A
Model B
Model C
2001-02
Model D
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Pie chart: An example of the pie chart can be the
bifurcation of the sales in zone 1 into different products.
A= 36 %
B = 26 %
C = 15 %
D=9%
E=4%
Others = 10 %
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Graphs
Application possibilities:
Run chart: Temperature monitoring of laboratory,
Tensile strength of raw material, etc
Bar charts, etc: Model wise sales analysis, model wise
profitability indications
Pie chart: Defect wise rejection trends, Product wise
rejection trends.
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Flowcharts
Flowcharts to show how a process flows
Shows unexpected complexity, problem

areas, redundancy, unnecessary loops,
and where simplification may be possible
Compares and contrasts actual versus
ideal flow of a process
Allows a team to reach agreement on
process steps and identify activities that
may impact performance
Serves as a training tool
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Process
Symbols
Operations
Inspection ( Normally a
diamond is used for this)
Transportation
Delay
Storage
For manufacturing / Machining / service process
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Location: Nasik
Analyst:
Process: Apple Sauce
Description
of
process
Unload apples from truck
Move to inspection station
Weigh, inspect, sort
Move to storage
Wait until needed
Move to peeler
Apples peeled and cored
15
Soak in water until needed
20
Place in conveyor
10
Move to mixing area
11
Weigh, inspect, sort
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Distance
(feet)
Date:
Time
(min)
Process
Chart
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20
100 ft
30
50 ft
360
20 ft
20 ft
30
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Total
480
190 76
ft
D
a
y
s
0
Supplier
Planning
Procurement
Process
Flow chart
Purchasing
Stores
Quality Assurance
Inputs
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Invite
Qtns :15
Mat Req
Internal
Negotiate
(75 mins)
15
17
Prepare P.O
(10).
21
Getting P.O.
Signed:5
Mail P.O.
5 mins
Ext
Supplier
Total time for activities: 481 mins

Total days passed : 86 days.
Record P.O
.Details:2 min
50
Receipt of
materials:15
61
Prepare MRN
5 mins
Record QA
Action: 2 mins
75
86
Recpt of
Cheque
Accounts
120
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Record P.O
.Details:2 mins
Record MRN
2 mins
Test
Mtl.
Record P.O.
Details:2 mins
Record MRN
2 mins
Passing of
Bill:20 mins
Sending
Cheque:5 mins
24
304
29
Flow
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Application Possibilities:
Can be used for all processes.
Process documentation clarity
Process studies
Process improvement
Identification and elimination of non value added
activities and rework loops.
Training to employees
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Control
Chart
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Focuses attention on detecting and
monitoring process variation over time
Distinguishes special from common
causes of variation
Serves as a tool for on-going control
Provides a common language for
discussion process performance
* *
*
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Stable process
The pattern can be predicted!!
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Unstable process
Pattern can not be predicted!!

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Control limits:
These are the limits statistically calculated ( not dependent
upon specifications or tolerance) which give us an indication
that on ongoing basis the process variation pattern is within
the predictable zone.
e.g. X MR chart below
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Tools
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Stability check
Points outside the control limits
Stability check based on trends:
Long runs both above or below the average range.
Long run up / down
Points too close to the process average
Points too close to the control limits
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Tools
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Variable control charts: Few types:
Average
Median
charts (X median r)
Average
& Range ( X bar R chart)
and standard deviation (Xbar s ) charts
Exponentially weighted moving average charts
Individuals
and moving range charts (X MR)
Cusum Charts ( Cumulative Sum Charts)
Histograms
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Attribute control charts: Few types:
P
Charts
Np
Chart
chart
chart
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Seven QC Tools
Summary of Seven Basic QC Tools

1. Check sheet: A structured, prepared form for
collecting and analyzing data;
2. Histogram: The most commonly used graph for
showing frequency distributions.
3. Pareto chart: Shows on a bar graph which factors
are more significant.
4. Cause-and-effect diagram (Ishikawa/fishbone chart)
5. Scatter diagram: Graphs pairs of numerical data,
one variable on each axis, to look for a relationship.
6. Run Chart : (some lists replace Run chart " with
"flowchart" or " Stratification ").
7. Control charts: Graphs used to study how a process
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Seven
QC Story
QC Tools
The QC Story
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QC Story
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What is a Q.C. Story?
A Q.C. Story is a document that is used to explain work done during
an improvement /Problem solving effort.
It contains elements that explain the steps in the improvement effort/
Problem solving.
This standard format makes it easy to understand the details of an
improvement project.
The Q.C. Story is intended to be written during a project to help the
effort remain on track, making regular progress (and not as a history
capturing exercise).
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The Q.C. Story consists of the following Seven elements:
The Problem ( Problem definition) section explains the Problem
Statement for the project. It also explains why this Problem was
selected, how it was selected, and how the Problem relates to
customer satisfaction.
OBSERVATION section explains what was initially known about
the Problem when we first started to work to improve it.
ANALYSIS OF ROOT CAUSES explains what root causes have
been identified and how we performed the analysis to find the
causes.
PLANS/ ACTIONS quantifies the improvement objective,
delineates possible solutions and how each was evaluated, and
explains the selected solution (s) and plans for implementation.
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CHECK step compares the actual results achieved with the
target in the objective statement.
STANDARDIZATION explains what was done to hold the
gains achieved through the improvements to the process.
And CONCLUSION / FUTURE PLANS step intends to
review the activities and explains what possible Problems could
be worked on next and which of those Problems has been selected
for the next improvement effort.
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Problem ( Problem definition) :
This section of the Q.C. Story contains one simple sentence, the
Problem Statement.
An Problem Statement contains three elements:
Direction
Measure
Reference to a process, product, or service
Gap between desired results & current status
***
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Problem Contd..
For example: "Reduce (direction) the Hours of rework (measure) in
the Paint shop (reference)."
An Problem Statement is simply a description of the measure and the
way in which the measure will change.
It should not contain solutions.
A reasonable target should be determined and not an ideal target such as
achieve 0 % rejection. In paint shop!
Also at this stage itself it shall be indicated when the problem needs to
be solved. We must be having the clear need for this. Unless this is
done the problem will lie at a low level of priority!
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Be careful of words like :
"improve" and "lack of."
Statements such as "improve customer satisfaction" or "lack of
training" are not Problem statements because they contain no
direction, measure, or reference.
We could say "improve customer satisfaction with the quality of
Painting " if we had a method to measure customer satisfaction with
painting appearance.
Further, if "lack of training" was to be accepted as an Problem
Statement, the obvious solution would be to "do training."
It would require no analysis to find the cause because the cause is
implied from the beginning.
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Another word to avoid in an Problem Statement is "and."
Usually when "and" is in the Problem Statement, it indicates the
presence of two Problems.
It is commendable to try to resolve two Problems at once, but it
can be very difficult and is sometimes impossible.
If the two Problems have the same set of causes, then choosing
one Problem will automatically lead to the resolution of the
second.
If the two Problems have different causes, it is a mistake to try
to analyze and solve them together.
In either case, they should be two separate stories.
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Check Points:
Problem:
Does the Problem Statement contain the three parts: Direction,
Measure, Reference?
Have you avoided words like "improve" and "lack of"?
Have you avoided using "and" to load more than one Problem in
the Problem Statement?
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Next step in Problem Definition: WHY SELECTED?
In this section we explain why we are working on this Problem.
Show that the problem is of much greater importance than any other
problem.
It is easy to say "customer satisfaction."
The question that needs to be addressed here is "how do we know that
this is the most important thing to work on" to improve customer
satisfaction?
We need to show how we know this is an Problem.
Is the knowledge of this Problem gained through surveys, customer
feedback, or complaints?
How many complaints?
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Why Selected contd..
There should be a clear relationship to the customer and the customer's
needs.
We should explain how the problem is affecting the customer and
how solving it will benefit the customer.
This is also the part of the Q.C. Story where we explain HOW selected.
Certainly, there are many Problems that might be addressed. What was
the method used for the selection of the most important Problem?
It is possible that this Problem was selected because it is part of a higherlevel manager's improvement plan.
We should be able to show how this Problem fits with the higher-level
plans.
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Check Points:
Why Selected:
Have you explained how you know this is the most important
Problem to work on?
Have you shown how this Problem relates to the customer or
customer satisfaction, or how it will benefit the customer?
Have you explained the method used to select the Problem?
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Observation:
Here is where we explain the status of the Problem before we started
working to improve it.
Several things need to be explained for the reader to understand the
Initial Status.
The most important thing to show in this section of the Q.C. Story is
the status of the measure in the Problem statement.
If the measure was "% of rework in paint shop," then we would need to
explain what the percentage was in the months before we first started
working on the Problem.
If the measure was "cycle time of the painting process," then we would
show what the cycle time was.
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Initial Status contd..
Just giving one data point is less valuable than showing the status of
the measure through time.
Knowing that last month the percentage of rework was 16% is of some
value, but showing the percentage of rework each month for the past
year gives a better picture of the status of the measure.
This is a good place to use graphical tools like line graphs or control
charts.
If there are other facts or diagrams that would help us to better
understand the Initial status, they can be included in this section of the
story.
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Initial Status contd..
A flowchart of the initial process is very helpful.
We might explain how many people were involved, the number of
shifts, the floor space requirements of the process, related
measures that might be affected, or previous attempts to solve the
problem.
Any of these could be included in this section of the story if they
helped the reader to understand the situation before the Problem
was considered for improvement.
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Initial Status contd.. Steps:
Investigate from four points: Time, Place, Type and Symptoms to
discover the features of the problem.
Then investigate from many different points of view to
discover
variation in results for us to provide strong clues for problem solving.
Go to the site (Gemba) and collect as much information that cannot
be put into data form.
Note: This can be compared with skilled detectives who always
understand the problem thoroughly before starting to work on it!
In absence of keen observation of the problem & the site, a mystery
can not be resolved or it may so happen that an innocent is arrested!
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Check Points:
Initial Status:
Have you described, in numerical terms, the status of the
measure in the Problem Statement?
Have you provided some historical information about the
status of the measure?
Are data displayed in a visual, graphical format?
Is there a flowchart or other explanation of the status of the
process at the beginning of the project?
Have you included other facts that would help the reader
understand the initial situation?
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Analysis
This step is divided into two parts:
1) Setting up Hypotheses
2) Verifying those Hypotheses.
The reason for performing analysis is to find the root cause (s) of the
Problem. Thus, we explain the cause and provide the data that were
used to find and verify the cause.
Usually the first level of analysis is demonstrated through a Pareto
diagram.
This diagram shows the various aspects of the problem and shows
which is the most frequent or common.
It is helpful to know the most frequent type of problem, because this
should be the target of further investigation.
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Analysis of Causes: Contd..
Next, we may use an Ishikawa (fishbone) diagram to theorize the
causes of the most common problem (from the Pareto).
Draw the Fishbone diagram for the causes seemingly related to the
problem in totality.
Next, eliminate those causes which appear to be unrelated based on
initial observation e.g. if problem significantly increases on Wednesday
and we shall achieve the objective if this variation is eliminated, then
other causes should be eliminated and Revise the Fishbone diagram.
Please note: Arbitrary cause allocation is prone to error and hence
use various scientific tools to avoid error and conserve our efforts!
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There are several analytical tools to help with this effort: Check
sheets, Histograms, or Scatter diagrams are very useful.
The story should include the time period over which the data were
collected.
We sometimes run small-scale experiments to collect data about
causes or to verify that we have found the actual causes.
When the results from these experiments show that our theories are
correct, we can include them in this section of the story in detail. If not,
we can just indicate the final result of no relevance to the Problem.
How causes are verified is an important part of the story.
This section of the Q.C. Story concludes with a list of validated root
causes
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Check Points:
Analysis of Causes:
Is there a clear statement of the major cause(s) of the Problem?
Have you explained how the possible causes were theorized?
Are data included to show how the main causes were identified?
Are data displayed in such a way that the connection between the
Problem and the cause (s) is clear?
Have you explained how the data were collected and over what
time period they were collected?
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ACTION:
Plans
Take actions to eliminate the main causes.

A clear distinction should be made in indicating the actions taken as
immediate remedy (Type-1 action) and action taken to eliminate the
causal factors and preventing recurrence (Type-2 action).
Make sure that these actions do not produce other harmful results
(Side effects), if they are likely to exist, consider another action or
take further actions as remedies to these side effects.
Devise the number of different proposals for action, examine the
advantages and disadvantages of each and select few actions.
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The Q.C. Story should be written in such a way that it is easy to see
how the analysis, the plan, and the target are related.
The details of the plan should be aimed at eradicating the cause, and
if the cause is eradicated, the measure should change to a
predictable level.
There should be some indication of the different solutions that
were considered.
There also should be some information about how the different
alternative solutions were evaluated and how the final solutions were
selected.
Details of the plan could include planning sheets or tables, PERT or
GANTT charts, timelines, and review tables to describe how the
planned implementation proceeded.
The reader should be able to tell if the plan was implemented on
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Check Points:
Plans:
Is there a complete Action Statement: Direction, measure, reference,
target, time frame, and owner?
Is it reviewed for any side effects?
Is it clear that the actions in the plan are aimed at fixing the cause (s) ?
Have you indicated what alternative solutions were considered, and
how they were evaluated to select the best solutions?
Have you included a copy of the planning tables, PERT charts, etc.?
Have you indicated whether the plan was implemented on schedule?
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CHECK: Results
In this section, we compare the actual results from the improvement
effort with the target in the Objective Statement (the expected results).
This comparison should be shown in the same format as the
information in Initial Status and Analysis.
If the Initial Status was shown in a control chart, then the Results
should be shown in the same type of control chart.
If an important part of the Analysis was shown in a Pareto diagram,
then the results should show a comparison with that Pareto diagram.
Convert the results into monetary terms and compare with initial status
as well as the target value!
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Results: Contd..
Explain here if the expected results were achieved within the
original time frame described in the Objective Statement.
If there is a deviation between the expected results and the actual
results, some additional analysis should be provided in this section of
the story to explain the cause of the gap between the two.
(If there is a major gap from the target after all the actions are put in
place, the problem solving has failed. We must go back to the
observation step immediately and restart!)
This is also where we explain any other results (in addition to the
changes in the measure) that occurred as a result of implementing the
plan.
These could be
positive benefits
they might be
negative
side effects.
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QC Story
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Results: Contd..
If we were working on an Problem of percentage of rework and as
a result of our improvement efforts morale went up, we would want
to include that information in the story.
Conversely, if we saw a new kind of problem get introduced in the
process of painting, that information should be included also.
That is we write here the good or bad side effects as well!
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Check Points:
Results:
Is there a comparison of the target in the Objective Statement and
the actual results?
Are the results displayed in the same graphical format as the
information in "Initial Status" or "Analysis"?
Have you indicated whether the results were achieved in the
expected time frame?
If the actual results did not match the objective or were achieved
outside the expected time, have you provided the analysis of the gap?
Have you included any other related results, good or bad?
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Standardization
Eliminate the cause of the problem permanently!
The 5 W 1 H (Who, When, Where, What, Why..and How)for the
improved job must be clearly identified and used as a standard practice.
Necessary precautions and communications for these standards to be
carried out correctly.
Here we implement & explain the steps that were taken to ensure that
the implemented solution will remain in effect.
We want to prevent the process from reverting to its previous state
so we can continue to hold the gains achieved through the process
improvement.
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Standardization involves six types of activities:
1. Documentation the new process will need to be documented by
changing procedures, SOP / WI, material checklists, etc.
2. Training in the new process people will need to learn the correct
way to do the new process.
3. Training in the skills needed to perform the new process besides
to learning the steps in the new process, people may need to learn
additional skills, such as how to run a new computer program or how
to use a new piece of equipment.
4. Physical reorganization repositioning desks, shelving, equipment,
machinery, etc., has the effect of preventing the process from reverting
to its original state and helps hold the gains of the improvement.
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Standardization : Contd..
5. Sharing we can increase the benefits of improving a process if we

share what we learned with others who might benefit from
our experiences. Horizontal deployment will be expected.
6. Monitoring by tracking the improved process metrics and
results regularly, we can be assured that the process will continue to run
at the improved level and we will quickly be able to note any deviations.
It is helpful to assign a specific custodian to be responsible for
monitoring.
Although Standardization takes these several forms, doing one or two is
not sufficient to ensure that the process is standardized.
The actions are necessary to ensure that we can hold the gains.
It is not necessary to include the documents and training materials in
the Q.C. Story, just a description of the actions taken to Standardize,
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QC Story
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Check Points:
Standardization:
Have you explained the actions taken to hold the gain in
the area of :
changed documentation,
training in the new process,
skills training,
physical reorganization,
sharing,
process and result monitoring.
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CONCLUSION: Review the problem solving procedure and plan
for Future Work ..Steps:
Sum up the problems remaining
Plan what is to be done to solve these problems
Think about what has gone right and wrong in this improvement
process.
An ideal situation will probably not exist and hence there would be
some concerns we will prefer to work on
It is possible that one (or several) aspects of an Problem have been
resolved, yet still more need to be improved.
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Conclusions:
On the other hand, during the analysis, we may have come across
some crucial Problems,unrelated to the Problem in the current
Q.C. Story. These also can be future plans.
It is important that we limit further activities when the original time
frame is reached.
Even if the target has not been achieved, it should be clearly
indicated and further course of action to be detailed out.
Finally, we must do a reflective thinking about the entire problem
solving process that we have used, I.e. what has gone right, what has
gone wrong, how to improve our problem solving process, etc.
This is important even if the problem has been solved as per target.
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Conclusions: Contd..
For example, if the Problem in the current story was "reduce the
percentage of rework in paint shop,"
we could have made significant gains in reducing the percentage, but
more work could still be done.
We conclude this section with the identification of the Problem (from
the list) that will be the next Problem for improvement.
This identification creates a connection between the current
improvement effort and the next project.
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Check Points:
Future Plans:
Have you included a list of possible next projects?
Have you indicated which of the possible projects will be the
next Problem for improvement?
Have you analyzed the improvement process utilized in solving
this Problem ?
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Seven
Story:
QCSummary
Tools
1.1
Step
What is expected
Problem definition
Problem definition clarity

Clear direction,Measure, Reference
History of the problem
Target time frame
Target value if possible
Why selected clarity, customer complaint trends,
pareto, business plan, as relevant
to
1.8
Redefinition if needed
History of the redefined problem
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2.1
2.2
Step
What is expected
Observation
of the process
Observation of the process in detail

Pictures, flow chart, etc.
Observation of the problem , location, etc
Identify the initial status of the probles as below:
Various QC tools such as trend lines
Pareto, Histograms, stratification
So as to be compared after actions
Minimum six months data
Observation of
sysmptom
Gemba, Notice symptoms such as tight, oversize, etc.

along with sketches / photographs
Usage of various QC tools as relevant.
Observation of
variation
2.3
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Look for any variation among machine, suppliers, etc

Usage of various QC tools as relevant.
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Step
3
What is expected
Analysis
Pareto, Fishbone clarity, are causes unambiguously

written. Fishbone diagram is clear with secondary/
tertiary causes.
Clear identification of possible causes among all causes
Setting up and verifying hypothesis how relevantly the
causes are validated.
Verification of good V/V bad How is it done
Arriving at the root causes
Why why analysis
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4
Step
What is expected
Action
Development of alternative solutions, evaluate and

explain
Actions based on the why why analysis
target dates and responsibilities
Tracking of the action plans
All actions included, prioritized and tracked.
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5
Step
What is expected
Check
Maximum possible tools as in observation stage

one to one comparison
Reasonable data for conclusion, Min 3 months
further tracking can be on for even more time
in such a case defined custodian for data
Tangible, intangible benefits,
Any good or bad side effects
ROI if any investment
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6
Step
What is expected
Standardization
Changes to documentation SOPs if needed

BOM changes if needed
Training to operating personnel, etc.
Reorganization if needed
Any audits needed? Frequency, responsibility defined?
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Step
What is expected
Future plans/ conclusion
Critiquing to give benefit of experience for future QC

stories
Any further offshoots of this QC story: future plans
Horrizontal deployment if possible
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THE END
THANK
YOU!!
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Seven QC Tools

B&W Management Solutions

The Seven QC Tools

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(These tools are all applicable in manufacturing as well as

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Creates easy-to-understand data

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Lot No.: ___________ Total Qty Inspected_________

1-5 are lenghthwise zones

A-H are angular zones

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*= Run out, o= oversize, x= mismatch

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Displays large amounts of data that are difficult

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To see distribution pattern compared against

USL : Upper Specification Limit

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Draw horizontal and vertical axis.

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These can provide useful hints about the distribution

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May be mix up of two lots!

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Vilfredo Pareto (1848-1923) Italian economist

Juran used the term vital few, trivial many.

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The bars in Pareto Diagrams are rearranged in

The basic purpose is to identify high priority items by

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Helps a team focus on causes that

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This is to prioritize. One may

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Let us have a look at the most supporting technique for the

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It is essential to remember some Do's and Don'ts for idea-generation

a) Let some persons

b) Stress quantity rather

d) Keep all ideas posted in

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Lot No.: ___ Total Qty Inspected_