Presentation - 7 Q C Tools

PROBLEM SOLVING METHODLOGY - 7 Q.C.
TOOLS
PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS
WhatDoYouMeanByQuality? Conformancetospecifications? FitnessforUse? CustomerSatisfaction? Degreetowhichasetofinherentcharacteristicsfulfillsthe requirement?(ISO9000)

QUALITY CONTROL & QUALITY ASSURANCE
QUALITYCONTROLemphasizestestingandblockingthereleaseof defectiveproducts.
QUALITYASSURANCEisaboutimprovingandstabilizingproductionand
associatedprocessestoavoidoratleastminimizeissuesthatleadtothe defectsinthefirstplace.

QUALITY IMPROVEMENT Inspection with the aim of finding the bad ones and throwing them out is too late ,ineffective and costly. Quality comes not from inspection but from the improvement of the processes. Various Tools and Approaches used for IMPROVEMENT. TQM Systematic activities with total involvement to achieve the company goal. TPM Improve Productivity. ( O.E.E.) TPS / LEAN MANUCTURING Reduce Waste. ISO / TS 16949 : 2002 Reduction in Variation, Wastages , Defect Prevention. SIX SIGMA Highly structured bottom line improvement .

WHAT IS PROBLEM ? A problem is the gap between the Actual Situation and the Ideal Situation.
Ideal Situation
Gap
Actual Situation

WHY THE PROBLEM ?
PhilosophyOfSystem Nobodymakesmistakewillingly.
Many problems are due to - Nosystemexists. - Nocommunication.
Systemnotsuitable. Systemnoteffective.

WHYDEFECTIVEPARTSGENERATE? GoodpartsanddefectivepartsareproducedbytheSameprocesses. WhysomepartsaredefectiveandsomepartsareO.K.? Defectsareduetothevariations.
Input (IncomingMaterial)
Variationinwhat? Processes(Man,Machine,Material,Method)
We need to understand Process & Input to understand the causes of variations .

WHYDOWENEEDTOOLS&METHODS? Howtoidentifytheinput/processcharacteristicswhichiscreating variationinoutput? BYUNDERSTANDINGTHEBEHAVOIROFTHEPROCESS. Howtounderstandthebehavioroftheprocess?
OBSEVATION ,DATAOROPINION/EXPERIENCE.
Databasedapproachismorereliablethanopinion. But,weshouldknowhowtocollectthedataandanalyzethedata.

7 Q.C. TOOLS Quantity 120
100
80
60
40
20
0 Defects
Dent 104
Scratch 42
Hole 20
Others 14
Crack 10
Stain 6
Gap 4
1. Check Sheet
2. Stratification
3. Pareto Analysis
4. Cause & Effect Diagram

7 Q.C. TOOLS -
Variable 1
5. Histogram
6 . Scatter Diagram
7 . Control Chart

CHECK SHEET Check sheet is a simple tool for collecting data so that the errors that probably occurred can be avoided. Checklist can be used For the production process distribution - Application - Tool used to record and compile frequency of observations as they occur - Used for Pareto charts and histograms - Design varies depending on information needed

CHECK SHEET Production process distribution check list -

CHECK SHEET Defective Item Check list - Application - Generally used in final inspection of the process - Helps to calculate number of defects and defectives .
Sr.No 1 2 3 4 5 6 7 8 9 DefectFrequencymarksFrequencyf Scratch Dent Blowhole undersize Mark Crack Blackspot Bulge Misc Total FrequencyMarks ////// //////// ////////// ////////////// //////////////////////////////////////// ////////////////// /////////////// //////////////////////// /////////////// Frequency 6 8 10 14 40 18 15 24 15 150

CHECK SHEET Defect location check list External defects like scratch,dentmark etc are found some time on specific area of the product . This check sheet helps to identify the location where more defects are produced and hence it helps to detect the cause of the problem. It helps to know the distribution of the defect within the component.
Defectlocationmatrix. Radial Circular 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8

CHECK SHEET Defect cause check list If we want to stratify based on causes like operator wise , machine wise , shift wise along with the types of defects occurred , it is possible apply cause check sheet . It helps in analyzing the data cause wise and improves the understanding of the process.
MACHINE OPERATOR IShift x 1 A oo **** xx 2 B o ** MON IIShift xx o ** xxx oo * IShift xx o ** x oo **** TUE IIShift xxx oo * xx o ** xDent o Scratch * BM

STARTIFICATION What is Stratification ?
Stratification means to divide the according to certain criteria. In case generally means to divide data into common factors or tendencies (e.g., defect).
whole into smaller portions of quality control, stratification several groups according to type of defect and cause of This
Dividing into groups fosters understanding of a situation. represents the basic principle of quality control.

STARTIFICATION When is it used and what results will be obtained? The common and basic principle of quality control is stratification, i.e., to think a matter out by breaking it into smaller portions. Stratification has a number of useful purposes. The table below shows only a few examples of these purposes.
Method of Stratification Hour, a.m., p.m., immediately after start of work, Elapse of time shift, daytime, nighttime, day, week, month Worker, age, male, female, years of experience, Variations among workers shift, team, newly employed, experienced worker Processing method, work method, working Variations among work conditions (temperature, pressure, and speed), methods temperature Variations among Measurement tool, person performing measurement/inspection measurement, method of measurement, inspector, methods sampling, place of inspection Item

PARETO DIAGRAM
TheVitalFewandTrivialManyRule Predictable Imbalance 80:20 Rule

PARETO DIAGRAM Method of prioritizing problems or causes by frequency of occurrence or cost
Based in the 80-20 rule:

80% of the problem is caused by 20% of the sources Vital few and trivial many Depicted by a vertical bar graph arranged from left to right descending order

PARETO DIAGRAM Advantages of a Pareto Chart
Focuseseffortsonproblemswithgreatestpotentialforimprovement
Distinguishesthecriticalcausesfromthelesssignificantcauses Helpspreventshiftingtheproblemwherethesolutionremovessomecausesbut worsensothers Measuretheimpactofimprovementprojectswhencomparingchartsbeforeand after Thechartshowstherelativeimportanceofproblemsinasimple,quickly interpreted,visualformat. Progressismeasuredinahighlyvisibleformatthatprovidesincentivetopushon formoreimprovement.

PARETO DIAGRAM StepstoBuildaParetoChart
Identifyproblem Choosecategoriesthatwillbemonitored Choosethemostmeaningfulunitofmeasurement Frequency Cost Determinetimeperiod Longenoughtorepresentsituation Scheduledtimetocollectdataistypicalofaworkday.

Collectdata Comparethefrequencyofeachcategory Drawchart: Listthecategoriesonthehorizontalline Descendingorder,fromlefttoright Frequenciesontheverticalline

Drawthecumulativepercentagelineshowing categoriescontribution Optional Drawverticallineontherightsideofthechart Plotcumulativevaluesfromlefttoright Interpretresults Tallestbarrepresentsbiggestcontributor Performanalysisofcategorythathasthemost impact
PARETO DIAGRAM
Defects
10 0 2 4 6 8
Loose connection of nuts & bolts Damaged Gland Packing Air Leak In Suction Pipe Triangular Flange Broken Shaft in jammed condition Impeller Damaged Presence of air
Useful Many Cumulative% Cut Off % Vital Few
Cooling Fan Broken Mounting Nuts & Bolts in loose condition Damaged Mechanical Seal
Benefits:
ExampleofaParetoChart
14 16 18 20
Pareto analysis helps graphically display results so the significant few problems emerge from the general background It tells you what to work on first
12
Causes
0%
Air Blockage Tightening of Nuts & Bolts Cooling Fan Cover Dent Coupling Nuts & Bolts loose Pump Body Broken Air removed from Pump Bearing Worn out Foot Valve Open condition
100%
20%
40%
Cumulative %
60%
80%

PARETO DIAGRAM 1st level Pareto Chart
Tardiness events by school
250 1 0.9 200 0.8 0.7 150 0.6 0.5 100 0.4 0.3 50 0.2 0.1 0 Brentwood Forest Hills Cravensroft Glendale Wendell Smith Maple Street Randall 0
If the data from the Pareto chart can be stratified further, create 2nd or even 3rd level charts. Analyze these charts to determine if the Pareto Principle applies. When youve narrowed down the problems on the deepest levels you will start finding root causes.
# of Tardy Events
School
2nd level Pareto Chart

1 0.9
Tardiness by Grade
100
No. of Tardiness Events
80
0.8 0.7
60
0.6 0.5
40
0.4 0.3
20
0.2 0.1
0 5th grade 4th grade 3rd grade 2nd grade 1st grade
Grade
3rd level Pareto Chart

Tardiness by Student
70 1 0.9
No. of Tardiness Events
60 0.8 50 0.7 0.6 0.5 30 0.4 0.3 0.2 10 0.1 0 Joe Tim Sofia Ann Maria Laura Jam es Leroy Ken Other 0
40
20
Student

CAUSE EFFECT DIAGRAM THEAnalysisof Why? For What? Is CauseAndEffectDiagram
Pictorialrepresentationofallpossiblecausescontributingtoaproblem.

CAUSE EFFECT DIAGRAM WHAT IS IT? The Fishbone Diagram (also known as the Cause & Effect Diagram) is a technique to graphically identify and organize many possible Causes of a problem (effect). WHY IS IT USEFUL? Fishbone Diagrams help identify the most likely ROOT CAUSES of a problem. They can also help teach a team to reach a common understanding of the problem. This tool can help focus problem solving and reduce subjective decision making. WHEN IS IT USED? When the need exists to display and explore many possible causes of a specific problem or condition. This diagram allows the team to systematically analyze cause & effect relationships. It can also help with the identification of ROOT CAUSES.

CAUSE EFFECT DIAGRAM HOW IS IT DONE? Name the effect; determine the specific problem to be analyzed. Draw the diagram with a process arrow to the effect and draw a box around it. Decide what the major categories of the causes are (i.e., people, machines, measurement, materials, methods, environment, policies, etc.). Label categories important to your situation. Make it work for you. Brainstorm all possible causes and label each cause under the appropriate category. Post the diagram where others can add causes to it (i.e., experts, affected people, process owners, etc..). Analyze causes and eliminate trivial and/or frivolous ideas.

CAUSE EFFECT DIAGRAM Rank causes and circle the most likely ones for further consideration and study. Investigate the circled causes. Use other techniques to gather data and prioritize findings. GUIDELINES Try not to go beyond the span of control of the group. Promote participation by everyone concerned. Keep chart up to date so it can be used throughout the improvement cycle.

CAUSE EFFECT DIAGRAM Questions to Ask When Performing RCA
PEOPLE Was the document properly interpreted? Was the information properly disseminated? Did the recipient understand the information? Was the proper training to perform the task administered to the person? Was too much judgment required to perform the task? Were guidelines for judgment available? Did the environment influence the actions of the individual? Are there distractions in the workplace? Is fatigue a mitigating factor? How much experience does the individual have in performing this task?

CAUSE EFFECT DIAGRAM Questions to Ask When Performing RCA MACHINES Was the correct tool used? Is the equipment affected by the environment? Is the equipment being properly maintained (i.e., daily/weekly/monthly preventative maintenance schedule) Was the machine properly programmed? Is the tooling/fixturing adequate for the job? Does the machine have an adequate guard? Was the tooling used within its capabilities and limitations? Are all controls including emergency stop button clearly labeled and/or color coded or size differentiated? Is the machine the right application for the given job?

CAUSE EFFECT DIAGRAM Questions to Ask When Performing RCA MEASUREMENT Does the gage have a valid calibration date? Was the proper gage used to measure the part, process, chemical, compound, etc.? Was a gage capability study ever performed? Do measurements vary significantly from operator to operator? Do operators have a tough time using the prescribed gage? Is the gage fixturing adequate? Does the gage have proper measurement resolution? Did the environment influence the measurements taken?

CAUSE EFFECT DIAGRAM Questions to Ask When Performing RCA MATERIAL Is a Material Safety Data Sheet (MSDS) readily available? Was the material properly tested? Was the material substituted? Is the suppliers process defined and controlled? Were quality requirements adequate for part function? Was the material contaminated? Was the material handled properly (stored, dispensed, used & disposed)? ENVIRONMENT Is the process affected by temperature changes over the course of a day? Is the process affected by humidity, vibration, noise, lighting, etc.? Does the process run in a controlled environment?

CAUSE EFFECT DIAGRAM Questions to Ask When Performing RCA METHODS Was the canister, barrel, etc. labeled properly? Were the workers trained properly in the procedure? Was the testing performed statistically significant? Have I tested for true root cause data? How many if necessary and approximately phrases are found in this process? Was this a process generated by an Integrated Product Development (IPD) Team? Was the IPD Team properly represented? Did the IPD Team employ Design for Environmental (DFE) principles? Has a capability study ever been performed for this process? Is the process under Statistical Process Control (SPC)? Are the work instructions clearly written? Are mistake-proofing devices/techniques employed?

CAUSE EFFECT DIAGRAM Questions to Ask When Performing RCA METHODS Are the work instructions complete? Is the tooling adequately designed and controlled? Is handling/packaging adequately specified? Was the process changed? Was the design changed? Was a process Failure Modes Effects Analysis (FMEA) ever performed? Was adequate sampling done? Are features of the process critical to safety clearly spelled out to the Operator?

CAUSE EFFECT DIAGRAM Man
Excess grinding
Lack of skill
Method
Core fall out
Uneven clamping pressure while transfer
In consistency in incoming air pressure
Machine
Excess core paint
Improper paint viscosity
Rough machining shift

Job not located in dowel hole
Improper averaging
Unfilled core
Core assembly shift while transfer

Uneven clamping pressure
Core repair
Mould box pin wear out
Less jolt & squeeze time
Setting fixture reference wear out

Tooling wear out
Cast Patch after rough machining

Transfer fixture lever position & setting not OK Lock position incorrect
Low mould hardness

Improper sand properties like GCS, compactability
Core lock damage

Less scratch hardness
Less machining stock on tooling itself
Other
Material
Tooling

CAUSE EFFECT DIAGRAM
Machine
Error in Programme Speed variation Wrong programming Worn out bush Wrong drill bush selection Drill guide diameter less or more
Man
Wrong length Wrong drill selection Wrong diameter Worn out drill Keeping high speed and feed
Chuck Clamping pressure more
Vibration Intermittent coolant feeding Spindle bearing failure Improper bush seating over the piston Burr Entrapment Dia more or less Wrong drill size
Collet not working Feed variation Power failure
Wrong indexing
Drill Breakage
Hardness variation in the piston Improper Coolant flow Too much drill over hang Drill vibration Guide Bush length & dia less or more Material of the drill More stock on piston outer diameter Bush material
Method
Tool life of drill
Material

HISTOGRAM -
Purpose:Todeterminethespreadorvariationofasetofdatapointsinagraphical form
Dataobtainedfromsampleservesasabasisforadecisiononthepopulation Weneedamethodwhichwillenableus tounderstandthepopulation inanobjectivemanner ataglance. SuchamethodiscalledHistogram

HISTOGRAM -
Howisitdone?
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 Draw the histogram
Stable process, exhibiting bell shape

HISTOGRAM -
Letusmakeahistogramusinganexample.
Example To investigate distribution of piston bottom O.D.
SNO. 1 2 3 4 5 XLARGE XSMALL 1 114.200 114.175 114.193 114.205 114.212 114.212 114.175 2 114.195 114.202 114.194 114.200 114.199 114.202 114.195 3 114.200 114.213 114.216 114.201 114.204 114.216 114.200 4 114.206 114.216 114.186 114.200 114.218 114.218 114.186 5 114.205 114.198 114.190 114.200 114.235 114.235 114.198 6 114.215 114.184 114.220 114.205 114.212 114.220 114.184 7 114.205 114.211 114.188 114.185 114.160 114.211 114.160 8 114.210 114.212 114.195 114.212 114.223 114.223 114.195 9 114.210 114.218 114.180 114.196 114.202 114.218 114.180 10 114.208 114.215 114.200 114.215 114.200 114.215 114.20
STEP - 1 Calculate the range = ( Largest observed value Smallest observed value ) R = ( 114.235 114.160 ) = 0.075

HISTOGRAM STEP - 2 Determine the class interval : Class interval is determined so that range will include the maximum and minimum values The no. of class interval can be calculated by formula The no. of class interval = n ( where n = total no. of observations ) = 50 = 7.07 = 7 ( rounding to nearest ) Class Interval = R / n = 0.075 / 7 = 0.011 ( approx ) Divide the range by 1,2,5 or 0.1,0.2 ,0.5, or 10,20,50,etc.as the values are obtained 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 )

HISTOGRAM STEP - 3 Prepare a frequency table form Prepare a frequency table form as shown below containing class, mid point, Frequency marks & frequency.
Sr.No. Class Midpoint FrequencyMarks(Tally) Frequency

HISTOGRAM STEP - 4 Determine the class boundaries Boundaries for first class should include the smallest value 114.160 hence it has to be less than 114.160 The lower boundaries of the first class interval can be 114.1595. Therefore , 114.1595 + class interval i.e. 114.1595 + 0.011 = 114.1705 Therefore , first class boundary : 114.1595 ~ 114.1705 The second class boundary : 114.1705 ~ 114..1815 Note that this has to contain the largest recorded value . Therefore , 7 th class boundary : 114.225 ~ 114.236.5

HISTOGRAM STEP - 5
CalculatetheMid PointOfTheClass
Using the following equation , calculate the mid point of the class & write this down on the frequency table Sum of upper & lower boundaries of each class Mid Point of each class = 2 STEP 6 Prepare the fill up the frequency table with tally marks and count the frequency. STEP 7 Draw the bar graph with X axis as mid point of interval and Y axis as frequency . Draw the smooth curve of Histogram.

HISTOGRAM Sr.No. 1 2 3 4 5 6 7 Class 114.1595 114.1705 114.1705 114.1815 114.1815 114.1925 114.1925 114.2035 114.2035 114.2145 114.2145 114.2255 114.2255 114.2365 Midpoint 114.165 114.176 114.187 114.298 114.209 114.220 114.231 TOTAL FrequencyMarks(Tally) / // // //////// ///////////////// /////////////////// / Frequency 1 2 6 19 14 7 1 50
BottomO.D.
20 15 10 5 0 Frequency
114.1595 114.1705 1
114.1705 114.1815 2
114.1815 114.1925 6
114.1925 114.2035 19 Diamensions
114.2035 114.2145 14
114.2145 114.2255 7
114.2255 114.2365 1
Series1

HISTOGRAM 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

HISTOGRAM -
TYPES OF HISTOGRAMS The shape that your histogram takes tells a lot about your process. Often, it ill tell you to dig deeper for otherwise unseen causes of variation. The symmetrical or bell-shaped type of histogram: The mean value is in the middle of the range of data. The frequency is high in the middle of the range and falls off fairly evenly to the right and left. This shape occurs most often.

HISTOGRAM The comb or multi-modal type of histogram: Adjacent classes alternate higher and lower in frequency. This usually indicates a data collection problem. The problem may lie in how a characteristic was measured or how values were rounded. It could also indicate an error in the calculation of class boundaries.

HISTOGRAM If the distribution of frequencies is shifted noticeably to either side of the center of the range, the distribution is said to be skewed. When the histogram is positively skewed The mean value is to the left of the center of the range, and the frequency decreases abruptly to the left but gently to the right. This shape normally occurs when the lower limit, the one on the Left, is controlled either by specification or because values lower than a certain value do not occur for some other reason.

HISTOGRAM If the classes in the center of the distribution have more or less the same frequency, the resulting histogram looks like a plateau. This shape occurs when there is a mixture of two distributions with different mean values blended together. Look for ways to stratify the data to separate the two distributions. You can then produce two separate histograms to more accurately depict what is going on in the process.

HISTOGRAM -
TYPESOFHISTOGRAMS
If two distributions with widely different means are combined in one data set, the plateau splits to become twin peaks. The two separate distributions become much more evident than with the plateau. Examining the data to identify the two different distributions will help you understand how variation is entering the process.

HISTOGRAM If there is a small, essentially disconnected peak along with a normal, symmetrical peak, this is called an isolated-peak histogram. It occurs when there is a small amount of data from a different distribution included in the data set. This could also represent a short-term process abnormality, a measurement error or a data collection problem.
ISOLATEDPEAKS

HISTOGRAM -
If specification limits are involved in your process, the histogram is an especially valuable indicator for corrective action. The histogram shows that the process is centered between the limits with a good margin on either side. Maintaining the process is all that is needed.

HISTOGRAM -
When the process is centered but with no margin, it is a good idea to work at reducing the variation in the process since even a slight shift in the process center will produce defective material.

HISTOGRAM -
A process that would have produced material within specification limits if it were centered is shifted to the left. Action must be taken to bring the mean closer to the center of the specification limits.

HISTOGRAM -
A histogram that shows a process that has too much variation to meet specifications no matter how it is centered. Action must be taken to reduce variation in this process.

HISTOGRAM -
A process that is both shifted, in this case to the right, and has too much variation. Action is necessary to both center the process and reduce variation.
Conclusion: A histogram is a picture of the statistical variation in your process. Not only can histograms help you know which processes need improvement, they can also help you track that improvement.

SCATTER DIAGRAM 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 DIAGRAM 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.

SCATTER DIAGRAM -
CORRELATIONCOEFFICIENT(r): Thequantitativemeasureofcorrelationbetweenvariables. rwillrangefrom1to+1. 1indicatesverystrongve correlation. +1indicatesverystrong+ve correlation. Scoreof0indicatesnocorrelation. S(xy) r= POSITIVE NEGATIVE S(xx)*S(yy)
STRONG MODERATE WEAK r0.8 0.5r<0.8 r<0.5 r0.8 0.5r>0.8 r>0.5

SCATTER DIAGRAM Sr.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Total X 8.6 8.9 8.8 8.8 8.4 8.7 9.2 8.6 9.2 8.7 8.4 8.2 9.2 8.7 9.4 8.7 8.5 9.2 8.5 8.3 8.7 9.3 8.9 8.9 8.3 8.7 8.9 8.7 9.1 8.7 263.2 Xi Y 0.889 0.884 0.874 0.891 0.874 0.886 0.991 0.912 0.895 0.896 0.894 0.864 0.922 0.909 0.905 0.892 0.877 0.885 0.866 0.896 0.896 0.928 0.886 0.908 0.881 0.882 0.904 0.912 0.925 0.872 26.896 Yi X 73.96 79.21 77.44 77.44 70.56 75.69 84.64 73.96 84.64 75.69 70.56 67.24 84.64 75.69 88.36 75.69 72.25 84.64 72.25 68.89 75.69 86.49 79.21 79.21 68.89 75.69 79.21 75.69 82.81 75.69 2312.02 Xi Y 0.790321 0.781456 0.763876 0.793881 0.763876 0.784996 0.982081 0.831744 0.801025 0.802816 0.799236 0.746496 0.850084 0.826281 0.819025 0.795664 0.769129 0.783225 0.749956 0.802816 0.802816 0.861184 0.784996 0.824464 0.776161 0.777924 0.817216 0.831744 0.855625 0.760384 24.1305 Yi XY 7.6454 7.8676 7.6912 7.8408 7.3416 7.7082 9.1172 7.8432 8.234 7.7952 7.5096 7.0848 8.4824 7.9083 8.507 7.7604 7.4545 8.142 7.361 7.4368 7.7952 8.6304 7.8854 8.0812 7.3123 7.6734 8.0456 7.9344 8.4175 7.5864 236.093 XY
S(XX) = Xi ( Xi ) / n = 2312.02 (263.2) / 30 = 2.88 S(YY) = Yi ( Yi ) / n = 24.1305 (263.2) / 30 = 0.0173
S(XY) = XiYi ( Xi ) * ( Yi ) n = 236.093 (263.2) * (26.896) 30 = 0.1254 S(xy) r= S (xx)*S(y y) = 0.124 / 2.88 * 0.1254 r = 0.2

SCATTER DIAGRAM If the variables are correlated, when one changes the other probably also changes. 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. 9 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 DIAGRAM You may occasionally get scatter diagrams that look boomerang- or banana-shaped. 9To analyze the strength of the correlation, divide the scatter plot into two sections. 9Treat 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.

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 Every process varies. If you write your name ten times, your signatures will all be similar, but no two signatures will be exactly alike. There is an inherent variation, but it varies between predictable limits. If, as you are signing your name, someone bumps your elbow, you get an unusual variation due to what is called a "special cause". If you are cutting diamonds, and someone bumps your elbow the special cause elbow, can be expensive. For many, many processes, it is important to notice special causes of variation as soon as they occur. There's also "common cause" variation. Consider a baseball pitcher. If he has good control, most of his pitches are going to be where he wants them. There will be some variation, but not too much. If he is "wild", his pitches aren't going where he wants them; there's more variation. There may not be any special causes - no wind, no change in the ball - just more "common cause" variation. The result: more walks are issued, and there are unintended fat pitches o t o e the plate he e batters can hit them In baseball control ins out over where batters them. baseball, control wins ballgames. Likewise, in most processes, reducing common cause variation saves money.

CONTROL CHARTS Proposed by W.A. Shewhart in 1924 A control chart consists of a center line, a pair of control limits, one each allocated above and below the center line, the characteristic values plotted on the chart representing the state of the process Chance cause variation by chance cause is unavoidable and inevitably occurs in a process. It is not possible to eliminate chance cause practically and economically Assignable cause -Variation by assignable cause means that there are meaningful factors to be investigated. It is avoidable and cannot be overlooked.

CONTROL CHARTS Advantages of Control Charts Focuses attention on detecting and monitoring process variation over time Distinguishes special from common causes Helps predict performance of a process Helps improve a process to perform consistently Provides a common language to discuss process behavior

CONTROL CHARTS Types of control charts X R chart used for controlling and analyzing a process using continuous values of product quality variable quality characteristics. X bar represent average of sub group and R range of the subgroup. X chart when data is obtained after long intervals or subgroup of data is not effective. R can not be obtained. The moving range R of successive data is used for calculation of control limits. Pn chart, p chart These charts are used when the quality characteristic is represented by number of defective units or fraction defective. For a sample of constant size, pn chart of number of defective units is used, whereas a p chart of the fraction defect9ive is used for a sample of varying size C chart, u chart - These are used for controlling and analyzing a process by defects of a product, such as scratches on plated metal, number of defective soldering inside or unevenly woven texture of fabrics. A c chart of the number of defects is used for product of constant size, while a u chart is used for product of varying size

CONTROL CHARTS _ How to plot a X-R Chart Step 1 Collect approx 100 data. Divide them into 20-25 subgroups with 4-5 in each. Fill a data sheet. When there is no technical reason for sub grouping, divide the data in order it is obtained. The size of a group is usually 2 10. Step 2 Calculate the average value for each subgroup x1+x2+x3+xi+.. Xn n is size of subgroup n Step 3 _ _ _ = Calculate x = x1+x2+x3+ .. xk k is number of subgroups k

CONTROL CHARTS Step 4 Calculate R = max value in sub group min value in subgroup Step 5 _ Calculate R = R1+R2+R3+ .. Rk k Step 6 Calculate the control limits = Central line CL = x Upper control limit UCL = = _ = x + A2 R _ = x - A2 R
Lower Control Limit LCL

CONTROL CHARTS R chart Central line = CL = _ R
_ Upper control limit UCL = D4 R _ Lower control limit LCL = D3 R List Of Coefficients X Chart R Chart Subgroup Size A2 D3 D4 d2 2 1.88 0 3.267 1.128 3 1.023 0 2.575 1.1693 4 0.729 0 2.282 2.059 5 0.577 0 2.115 2.326

CONTROL CHARTS __ Step 7 Take a squared paper and mark the left hand vertical axis with the values of x and R and horizontal axis with subgroup number. Draw solid line for center line and dotted lines for UCL and LCL Step 8 __ Plot the points. Mark values of x and R in each subgroup Step 9 Write the necessary information such as process, product, period, measuring method , shift, working conditions etc.

CONTROL CHARTS PART NAME: PART NO.: SAMPLE SIZE: Piston 114.3 50 NOS. INSTRUMENT: SPECIFIC: OPERATION: O.D.Comparator Dia-114.22/114.19 Bottom O.D L.COUNT: MACHINE: NO.OF DECIMALS: 0.001 SUPPL IER 3 D.C. NO. xxx QTY. 50
DATA COLLECTION: SNO. 1 2 3 4 5 6 7 8 9 10
ALL DIMENSIONS ARE IN INCHES / MM SAMP LE 1 2 3 4 5 D2 1.123 1.128 1.693 2.059 2.326 A2 2.560 1.880 1.020 0.730 0.590 D4 3.270 3.270 2.570 2.230 2.110
U.T.L. 1 114.200 114.220 114.200 114.206 114.205 114.215 114.205 114.210 114.210 114.208 2 114.175 114.220 114.213 114.216 114.220 114.184 114.211 114.212 114.218 114.215 3 114.193 114.217 114.216 114.207 114.210 114.220 114.213 114.195 114.180 114.200 4 114.205 114.218 114.225 114.200 114.200 114.205 114.185 114.212 114.218 114.215 L.T.L. 5 114.212 114.217 114.204 114.218 114.235 114.212 114.160 114.223 114.216 114.218 CALCULATIONS: FOR HISTOGRAM
114.2200
114.1900
114.23 114.22 114.21 114.23 114.21 114.22 114.21 114.21 XLARG 114.21 114.22 Xmax.= 114.22 50 3 3 8 8 E 2 5 8 5 XSMAL 114.17 114.21 114.2 L 5 7 RANG 0.037 E AVG. 0.003 0.025
NO.OF NON CONFORMING PART 114.18 114.19 114.16 = 114.2 114.2 114.16 114.18 114.2 Xmin.= 4 5 00 0.036 0.053 0.028 0.038 0.018 2= 8= 0.0291 0 114.20 83 NO. OF PARTS ABOVE U.T.L. = NO. OF PARTS BELOW L.T.L. =
8NOS.
0.018 0.035
3NOS. 5NOS.
114.19 114.21 114.21 114.20 114.21 114.20 114.19 114.21 114.20 114.21 7 84 16 94 4 72 48 04 84 12

CONTROL CHARTS =
114.23 114.22
X - CHART
VALUE
114.21 114.2 114.19 114.18 114.17 1 2 3 4 5 6 7 8 9 10
AVG. U.C.L. L.C.L. X-BAR
SAMPLE
__
0.07 0.06 0.05
R - CHART
VALUE
0.04 0.03 0.02 0.01 0 1 2 3 4 5 6 7 8 9 10
RANGE U.C.L. L.C.L. R-BAR
SAMPLE

CONTROL CHARTS Things to look for: The point of making control charts is to look at variation, seeking special causes and tracking common causes. Special causes can be spotted using several tests: 1 data point falling outside the control limits 6 or more points in a row steadily increasing or decreasing 8 or more points in a row on one side of the centerline 14 or more points alternating up and down In those charts that pair two charts together, you will want to look for these anomalies in both charts The simplest interpretation of the control chart is to use only the first test listed. The others may indeed be useful (and there are more not listed here), but be mindful that, as you apply more tests, your chances of making Type I errors, i.e. getting false positives, go up significantly.

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

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PROBLEM SOLVING METHODLOGY - 7 Q.C.

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

4. Cause & Effect Diagram

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

PROBLEM SOLVING METHODLOGY - 7 Q.C. TOOLS

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