Lean Quality Circle Problem Solving Methodology & Tools and Techniques

Lean Quality Circle
Problem Solving Methodology &

Tools and Techniques
2
LQC Case Study Evaluation
Description Steps Expected Tool / Techniques Points
Reasons for selection of the problem

Define & Project Charter 10
Flow Diagram / Process Diagram
Data Collection /4W+1H/ Baseline
Measure 15
Performance
Cause & Effect Diagram / Validation / Why
Lean QC Case Analyze - Why Analysis / Data Collection / Pareto 20
Study Evaluation Graph Scatter Diagram / Root Cause
Brainstorming / SCAMPER / Solution
Improve 20
Prioritization / PDCA
Performance Comparison / Recurrence
Control 10
Prevention Measures / Standardization
Benefit to the organization & Members:
Benefit 15
Tangible / Intangible Benefits
Time Management / Communication Skills

Presentation of
TMP / Sequential Steps / Special Features / 60
the Case Study
Question & Answer
Total Points for each Lean QC Case Study 150

Graph:
Graph is a pictorial representation of data which, when
presented, is easily understandable. It helps to represent large
amount of information comprehensively and in compact manner.
Types of Graphs:
• Line Graph
• Bar Graph
• Pie Chart
• Pictorial Graph
Special Graphs:
Belt Chart, Radar Chart, Complex Graph, Strata Graph, Float
Graph, Zee Graph, Pyramid Graph etc.
Line Graph: A line chart or line graph is a type of chart which
displays information as a series of data points connected by
straight line segments. It is a basic type of chart common in many
fields. Line Charts show how a particular data changes at equal
intervals of time. A line chart is often used to visualize a trend in
data over intervals of time – a time series – thus the line is often
drawn chronologically.
Year NFL RCF RCF Vs NFL PERFORMANCE
600.00 553.27
516.9
2008-09 252.02 412.3 467.09
500.00 412.3 419.83
2009-10 353.70 419.83 400.00 353.70
292.82 275.42
2010-11 292.82 467.09 300.00 252.02
200.00
2011-12 275.42 516.9
100.00
2012-13 -55.54 553.27 -55.54
0.00
2008-09 2009-10 2010-11 2011-12 2012-13
-100.00
NFL RCF
Bar Chart:
A bar chart or bar graph is a chart with rectangular bars with

lengths proportional to the values that they represent. The bars
can be plotted vertically or horizontally. A vertical bar chart is
sometimes called a column bar chart.
Subject 1st Sem 2nd Sem Marks

90
Hindi 42 62 80 77
70 62 63
English 63 77 60
60
Maths 39 48 50
48 45 47 50
42 39
40
Science 45 60
30
History 47 50 20
10
0
Hindi English Maths Science History
1st semester 2nd semester
Pie Chart:
A pie chart is a circular chart divided into sectors, illustrating

numerical proportion. In a pie chart, the arc length of each sector
(and consequently its central angle and area), is proportional to the
quantity it represents.
Feedback from
Remarks
Delegates Feedback from delegates
Very Good 211
12%
Good 473 21%
Satisfactory 197
20%
Not Satisfaied 119
47%
Very Good Good Satisfactory Not Satisfaied

Today’s Problem
Delay in Starting the Training

program on scheduled time
Define Measure Analyze Improve Control
Team Members : 1.
2.
3.
4.
Facilitator :
OM / DGM
Project Start Date :

Project Title : Delay in Starting the Training program on
scheduled time
Reasons for Flow Diagram

problem Project Charter & Process Flow
selection Diagram
Define the problem & objectives

Reasons for problem selection:
• How big is the problem?
• Give historic data with the help of
• Run Chart
• Control Chart
• Pareto Graph
• Pie Chart etc.
11
Last 6 months data about training programs
Number of Number of
% training programs
Month Training programs training program
starting on time
held started on time
Oct 13 25 5 20%
Nov 13 22 4 18%
Dec 13 25 4 16%
Jan 14 26 3 12%
Feb 14 21 1 5%
Mar 14 25 1 4%
Total 144 18 13%
12
It is observed that in last six months there is downward
trend in % training programs starting on time
% Training Programs Starting on time

25%
20%
20% 18%
16%
15% 12%
10%
5% 4%
5%
0%
Oct'13 Nov'13 Dec'13 Jan'14 Feb'14 Mar'14
% Programs
13
Training Programs
Delayed On time
13%
87%
It is observed that in last six months out of 144 training

programs conducted only 13% programs (i.e. 18
programs) started as per scheduled time.
PROJECT CHARTER
Project
Description
Problem
Statement
Scope
Start Stop Excludes
Project Goals
Metric Baseline Current Goal Entitlement
Expected
Tangible
Results
Intangible
PROJECT CHARTER
Project
Delay in starting the training programs
Description
Problem Analyzing data of last six months it is observed that only 13% training programs
have started on scheduled time.
Statement
Scope Start Stop Excludes
Ark Guest
Take keys from CISF Starting the training program house training
programs
Project Metric Baseline Current Goal Entitlement
Goals
% programs
starting on 13% 4% 95% 20%
time
Expected Tangible:
Results
Intangible:
Take Keys from CISF and

Open CMDC Hall
Start Computer, AC,

Projector and lights etc
High level Flow Arrange Breakfast,

Tea etc
Diagram for
Starting
Trainees & Faculty report at
Training Program Training Hall
Faculty & Trainee take

Breakfast & Tea etc
Start
Training Program
Splitter Box
Process Flow Diagram
st 2nd Wash (Process Water)
1 Wash
Belt Filter Gypsum
Recycle slurry STP

Ground Rock Reject
Water
F1 F2 F3 Gypsum
98%H 2 SO 4
Clarifier slurry to
Pond
Gypsum Slurry
Rock
65%H2 SO4 Service
Tank
Bunker
Product Acid
Mixing Vessel Weigh Feeder Storage Tank
SR3 Return acid 25 -30%P2O5
Air
Premixer
(Temp. 85-90deg.C) D1 D2 C1 C2 C3 C4 Pumping
Digesters Crystallizers Tank
(Temp. 87-92deg.C) (Temp. 65-50deg.C)
Flow diagram:
Sr. No. Description Symbol
Flow diagram is graphical or pictorial way to 1 Activity
depict a process. With the help of flow 2 Decision
diagram we can show process sequence. It
3 Flow lines
can be used to dissect a process for better
understanding and analyzing. It can be used 4 Document
for re-planning or making a change. 5 Database
6 Connector
Types of Flow diagrams:
7 Start & End
• High level flow diagram

• Matrix flow diagram
• Detailed flow diagram
Draw a detailed flow diagram for Starting
Training Program
21
Analysis of Flow Diagram:
• Study the decision symbol. Removing them from the process

helps in reducing wastages.
• Study all the activities with respect to value added.
• Study the rework loop and try to remove the unnecessary
activities.
• Study the document and database symbol. Keep them updated.
Check Sheet & Baseline

4W & 1H
Data Collection Performance
What do we need to improve? Can

we measure this
Measure the Problem with 4 “W” & 1 “H”
What • What is the problem?
Where • Where is the problem?
When • When this problem occurs?
Who • Who is responsible for the problem?
How • How this problem occurs?

Name of Actual
Sr. Scheduled Program Faculty
Date the Start Remarks
No. start time Venue Name
program Time
Actual
Sr. Name of the Scheduled Program Faculty
Date Start Remarks
No. program start time Venue Name
Time
QC CMDC Hall of
1 01.03.2014 9:30AM 9:45AM Amit Mankar 15 min delay
Appreciation Learning
CMDC
Henry
2 01.03.2014 MS Office 9:00AM 9:25AM Computer 25 min delay
Samuel
Lab
3 02.03.2014 SSY 9:00AM 9:11AM JET Hostel External 11 min delay
- - - - - - - -
- - - - - - - -
32 481 min total delay
15, 25, 11, 12, 14, 4, 20, 18, 18, 15, 15, 15, 11, 13, 6, 8, 9, 16,
16, 25, 25, 22, 30, 20, 20, 10, 10, 15, 15, 13, 17
15, 25, 11, 12, 14, 4, 20, 18, 18, 15, 15, 15, 11, 13, 6, 8, 9,
16, 16, 25, 25, 22, 30, 20, 20, 10, 10, 15, 15, 13, 17
Frequency Table Histogram
Sr. Program delay Tally Frequency
No.
Delay
1 0 to 5 min I 1
14 12
12
2 6 min to 10 min IIII 5 10 8
8
3 11 min to 15 min IIII IIII II 12 6 5 4
4 16 min to 20 min IIII III 8 4
2 1 1
5 21 min to 25 min IIII 4 0
6 26 min to 30 min I 1 0-5 6-10 11-15 16-20 21-25 26-30
7 Total 31 Series 1
Average delay in starting the program is 15.60 min.

4W + 1H Analysis
Training programs not starting as per scheduled time
• The average delay in program is 15.60 min
What • 25 programs out of 31 has been delayed more than
10 min
When • In the past one month in the morning programs
Where • In CMDC & JET Hostel Training Halls
Who • Major delays are observed internal faculty programs
• Various activities are involved to start the training

How program. Delay in organizing these activities leads to
delay in starting the training program on time.
Data Collection: is nothing but collection of required ‘information’ in figures for

statistical analysis of a problem. This provides sound basis for decision making
and corrective action.
Check Sheet: A tally sheet custom designed by user to collect data on frequency
of occurrence.
Examples of Check Sheets:

Frequency Table - The frequency of a particular data value is the

number of times the data value occurs. For example, if four students
have a score of 80 in mathematics, and then the score of 80 is said to
have a frequency of 4.
Histogram:
Histogram is a graphical representation of a frequency distribution
which is a summary of variation in a product or process.
What we are trying to find out from the histogram:

 If bell shape curve is obtained?
 What is Central Tendency of the process?
 Do we meet Specifications?
 What and how much is the Spread of the process?
 Mean, Mode, Median
Guidelines for making Histogram: Number of Recommended No of

observations classes or groups (K)
< 50 6
• Compute the range i.e. R = Xmax – Xmin
51 – 100 7
• Accuracy in observation i.e. W
• Number of classes i.e. K 101 – 200 8
• Width of class interval i.e. C = (R+W)/K 201 – 500 9
501 – 1000 10
The number of calls from motorists per day for roadside service was recorded for
the month of December 2003. The results were as follows. Set up a frequency
table for this set of data values.
38 122 217 130 120 86 80 90 120 140

70 40 145 187 113 90 68 174 194 170
100 75 104 97 75 123 100 82 109 120
81
Class Interval Frequency Number of calls per day

12
27.5 to 57.5 2 10 10
10
57.5 to 87.5 10 8
87.5 to 117.5 10 6
4
4 3
117.5 to 147.5 4 2 2
2
147.5 to 177.5 2 0
177.5 to 217.5 3 27.5 to 57.5 57.5 to 87.5 87.5 to 117.5 117.5 to 147.5147.5 to 177.5177.5 to 217.5
Average number of calls per day is 111.

Cause & Pareto Graph

Validation of Data Root Cause
Effect / Scatter
causes Collection Identification
Diagram Diagram
Analyze the process

List of causes probable root causes for delay in starting training program
Sr.
Problem Description
No.
1 Trainees come don’t come on time
2 Faculties don’t come on time
3 Canteen personals don’t come on time
4 Lot of time is spent on searching for the key
5 List of trainees is not available
6 Faculty contact number is not available
7 All activities are being done in series
8 Trainees are not informed well in advance
9 Faculty is not informed well in advance
10 Canteen Contractor is not informed well in advance
11 Starting problem of projector
12 Utensils for Tea and breakfast are not available
13 Computers related problems
14 ‘0’ dial facility is not available on internal phone
Sr. Category of
Problem Description
No. Problem
1 Trainees come don’t come on time Man
2 Faculties don’t come on time Man
3 Canteen personals don’t come on time Man
4 Lot of time is spent on searching for the key Material
5 List of trainees is not available Material
6 Faculty contact number is not available Material
7 All activities are being done in series Method
8 Trainees are not informed well in advance Method
9 Faculty is not informed well in advance Method
10 Canteen Contractor is not informed well in advance Method
11 Starting problem of projector Machine
12 Utensils for Tea and breakfast are not available Machine
13 Computers related problems Machine
14 ‘0’ dial facility is not available on internal phone Machine
Fish Bone Diagram for Machine Stoppages
Machine Man
Hardware malfunctioning Wrong pressing of buttons

Network Error Improper placements of items
Software malfunctioning Unauthorised person touching machine
Electronic PCB Card Defects Unauthorised access
Jamming of bearings Sensor Blocked
Improper greasing Improper placement of tools
UPS malfunctioning
No procedure for UPS validation
MACHINE
STOPPAGE
Copper particles on electrical panel
No Plan for cleaning of vaccum filters
Unwanted tools / tackles inside machine
Preventive Maintainence Quality

Improper Preventive Maintenance
Room temperature
Methods 36
36
Sr. Category of Valid /

Problem Description Reason
No. Problem Invalid
1 Trainees come don’t come on time Man Invalid Checked the register
2 Faculties don’t come on time Man Valid Faculties come last
3 Canteen personals don’t come on time Man Invalid Checked with contractor
4 Lot of time is spent on searching for the key Material Valid Many times keys are not available
5 List of trainees is not available Material Invalid List is handed over 7 days ahead
6 Faculty contact number is not available Material Invalid Available
7 All activities are being done in series Method Valid One person
8 Trainees are not informed well in advance Method Invalid Email is sent 7 days ahead
9 Faculty is not informed well in advance Method Invalid Email is sent 7 days ahead
10 Canteen Contractor is not informed well in advance Method Invalid Email is sent 7 days ahead
11 Starting problem of projector Machine Valid Projector is old
12 Utensils for Tea and breakfast are not available Machine Valid Has happened
13 Computers related problems Machine Valid PC is old
14 ‘0’ dial facility is not available on internal phone Machine Valid Facility is not available
List of valid causes for delay in starting training program
Sr. Frequency of
Problem Description
No. occurrence
2 Faculties don’t come on time 2
4 Lot of time is spent on searching for the key 2
7 All activities are being done in series 10
11 Starting problem of projector 5
12 Utensils for Tea and breakfast are not available 10
13 Computers related problems 70
14 ‘0’ dial facility is not available on internal phone 1
List of valid causes for delay in starting training program

Sr. No. Frequency of Cumulative % of total Cum. %
Problem Description
occurrence frequency
4 Computers related problems 70 70 70% 70%
7 All activities are being done in series 10 80 10% 80%
12 Utensils for Tea and breakfast are not available 10 90 10% 90%
11 Starting problem of projector 5 95 5% 95%
2 Faculties don’t come on time 2 97 2% 97%
13 Lot of time is spent on searching for the key 2 99 2% 99%
14 ‘0’ dial facility is not available on internal phone 1 100 1% 100%
Total 100 100 100% 100%
Pareto Graph
120%
120
97% 99% 100% 100%
100 95%
90%
80% 80%
80 70 70%
60 60%
40 40%
20 10 10 20%
5 2 2 1
0 0%
Computers All Utensils for Starting Faculties Lot of time ‘0’ dial
related activities Tea and problem of don’t come is spent on facility is
problems are being breakfast projector on time searching not
done in are not for the key available
series available on internal
phone
Frequency of occurrence Cum. %
Why Why Analysis

Computer
related problem
Why
SMPS Gets burnt
frequently
Why
Voltage
Fluctuation leads to SMPS
burn
Why
Voltage Stabilizer is
not provided for the
computers
Time lost due Delay in Time lost Delay in

to SMPS
failure
Program due to SMPS
failure
Program
Scatter Diagram
19 15 11 9 35
Delay in Starting the

31 25 20 16 30
14 11 20 16 25
15 12 31 25
program
20
18 14 31 25 15
5 4 28 22
10
25 20 38 30
5
23 18 25 20
0
23 18 25 20 0 10 20 30 40
19 15 13 10
Time Lost due to SMPS failure
19 15 13 10
19 15 19 15
14 11 19 15 Scatter Diagram indicates positive
16 13 16 13 correlation between time lost due
8 6 21 17
10 8
to SMPS failure and delay in
starting the program.
ROOT CAUSE OF THE
PROBLEM
Voltage Stabilizer is not

provided to the computers
Cause and Effect Diagram
Any defect in a component, a product or service could be due to one or

more causes. To find out the relationship between the causes and
effect, a diagram is drawn systematically by mapping out all probable
causes influencing the effect. This is called a Cause and Effect
Diagram.
Also called as Ishikawa diagrams or fishbone diagrams. Created by

Kaoru Ishikawa (1968).
Common uses of the Ishikawa diagram are product design and quality
defect prevention, to identify potential factors causing an overall effect.
Each cause or reason for imperfection is a source of variation. Causes

are usually grouped into major categories to identify these sources of
variation.
Cause and Effect Diagram
The categories typically include:
Man: Anyone involved with the process

Methods: How the process is performed and the specific requirements for
doing it, such as policies, procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc. required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc. used to produce the final
product
Measurements: Data generated from the process that are used to evaluate its quality
Mother Nature: The conditions, such as location, time, temperature, and culture in
which the process operates
Types of Cause and Effect Diagram
Dispersion analysis type

Types of Cause and Effect Diagram
 Production Process Type

Pareto Chart:
The Pareto principle (also known as the 80–20 rule, the law of the
vital few, and the principle of factor sparsity) states that, for many
events, roughly 80% of the effects come from 20% of the causes.
Pareto Diagram is a technique of arranging data according to

priority or importance and using it into a problem solving frame
work.
This helps to find out the ‘VITAL FEW’ from the ‘USEFUL MANY’
for problem selection.
Brainstorming
Brainstorming is a group technique for generating new and
useful ideas. It uses a few simple rules for discussion on a
subject matter that contributes to originality and innovation.
Popularized by Alex F. Osborn. He claimed that brainstorming

was more effective than individuals working alone in
generating ideas.
Types of Brainstorming:
• Free Wheeling or Unstructured

• Slip Method
• Round Robin or Structured
Stratification:
Stratification is the process of separation of data into categories.

It is normally done for identifying the categories contributing to
the problem tackled.
Guidelines for stratification:
 Present the result in graphic form to enable effective

communication.
 Study the display.
 Sometimes stratified information may need to be further
stratified.
Solution Generation
by using Solution PDCA – For
Brainstorming / Prioritization Implementation
SCAMPER
Identify and implement improvements

Solutions on Root Causes

using SCAMPER tool
Think about substituting part of your product/process for

something else. By looking for something to substitute you can
often come up with new ideas.
S Substitute Typical questions: What can I substitute to make an
improvement? What if I swap this for that and see what
happens? How can I substitute the place, time, materials or
people?
Think about combining two or more parts of your
product/process to achieve a different product/process or to
enhance synergy.
C Combine
Typical questions: What materials, features, processes, people,
products or components can I combine? Where can I build
synergy?
Think about which parts of the product/process could be
adapted to remove the product/process or think how you
could change the nature of the product/process.
A Adapt
Typical questions: What part of the product could I change?
And in exchange for what? What if I were to change the
characteristics of a component?
53
Think about changing part or all of the current situation, or to

distort it in an unusual way. By forcing yourself to come up
with new ways of working, you are often prompted into an
M Modify alternative product/process.
Typical questions: What happens if I warp or exaggerate a
feature or component? What will happen if I modify the
process in some way?
Think of how you might be able to put your current solution/
product/process to other purposes, or think of what you
could reuse from somewhere else in order to solve your own
Put to product/process . You might think of another way of solving
P your own product/process or finding another market for your
other use
product.
Typical questions: What other market could I use this product
in? Who or what else might be able to use it?
54
Think of what might happen if you eliminated various parts

of the product/process and consider what you might do in
that situation. This often leads you to consider different
E Eliminate ways of tackling the product/process .
Typical questions: What would happen if I removed a
component or part of it? How else would I achieve the
solution without the normal way of doing it?
Think of what you would do if part of your product/process
worked in reverse or done in a different order. What would
you do if you had to do it in reverse? You can use this to see
your product/process from different angles and come up
R Rearrange with new ideas
Typical questions: What if I did it the other way round? What
if I reverse the order it is done or the way it is used? How
would I achieve the opposite effect?
55
SCAMPER ANALYSIS FOR SOLUTION GENERATION
Sr.
PUT TO
No CAUSE SUBSTITUTE COMBINE ADAPT MODIFY ELEMINATE REARRANGE
OTHER USE
.
Voltage Stabilizer
is not provided
1
to the
computers
SOLUTION PRIORITISATION METRIX
High
Sr Solution Low Easy to Impact On Total benefits
No Cost Implement Goal Score high
efforts.
1 to 5 1 to 5 1 to 5
8
Action Plan For Solution (5W – 1H)

Sr.No ACTIVITY WHEN WHERE WHAT WHO WHY HOW
N. Jesudas & Project

Scheme layout & QC meeting Plan for new Steady sway of
1 24/2/2012 analysis & help
finalization room modification J.A.D’souza Filter Cloth
of Inst. Dept
Preparation of QC meeting Plan for new P.G.Mestry & Steady sway of With the help
2 24/2/2012
drawing room modification Jitendra Filter Cloth of Inst. Dept
Properties of
To carry out work
material and Install modification With the help
3 25/2/2012 Inst. Dept office V.G.Vichare on the accepted
arrangement of on desire location Inst. dept.
solution
material
Steady Rock
fabricating new Mr. Atul Sawant With the help
Fabrication of Flow& over come
4 27/2/2012 Inst. Workshop structure of of Q.C
new modification [APE(I)] Process
modification members
Limitation
With
Diversion of Material diverted to U.V.Kamble &
To work on permission of
5 material directly 27/2/2012 Filtration section plant for fixing the
P.G.Mestry accepted solution higher & plant
to the plant new modification
authority
Inspection of Continuous All QC members For finalization of

By actual
6 transmitter & 27/2/2012 D.C.S Panel Reading of carrier along with higher regular
operation
functioning belt position authorities implementation
Recurrence
Performance
Prevention Benefits
Comparisons
Measures
Assure that improvements will sustain

61

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Lean Quality Circle

Problem Solving Methodology &

Reasons for selection of the problem

Time Management / Communication Skills

Total Points for each Lean QC Case Study 150

A bar chart or bar graph is a chart with rectangular bars with

Subject 1st Sem 2nd Sem Marks

A pie chart is a circular chart divided into sectors, illustrating

Very Good Good Satisfactory Not Satisfaied

Delay in Starting the Training

Project Start Date :

Reasons for Flow Diagram

Define the problem & objectives

Reasons for problem selection:

• How big is the problem?

• Give historic data with the help of

% Training Programs Starting on time

It is observed that in last six months out of 144 training

Take Keys from CISF and

Start Computer, AC,

High level Flow Arrange Breakfast,

Faculty & Trainee take

Recycle slurry STP

for re-planning or making a change. 5 Database

• High level flow diagram

• Study the decision symbol. Removing them from the process

Check Sheet & Baseline

What do we need to improve? Can

Measure the Problem with 4 “W” & 1 “H”

What • What is the problem?

Where • Where is the problem?

When • When this problem occurs?

Who • Who is responsible for the problem?

How • How this problem occurs?

3 02.03.2014 SSY 9:00AM 9:11AM JET Hostel External 11 min delay

32 481 min total delay

Average delay in starting the program is 15.60 min.

When • In the past one month in the morning programs

Where • In CMDC & JET Hostel Training Halls

Who • Major delays are observed internal faculty programs

• Various activities are involved to start the training

Data Collection: is nothing but collection of required ‘information’ in figures for

Examples of Check Sheets:

Frequency Table - The frequency of a particular data value is the

What we are trying to find out from the histogram:

Guidelines for making Histogram: Number of Recommended No of

38 122 217 130 120 86 80 90 120 140

Class Interval Frequency Number of calls per day

Average number of calls per day is 111.

Cause & Pareto Graph

Analyze the process

Fish Bone Diagram for Machine Stoppages

Hardware malfunctioning Wrong pressing of buttons

Unwanted tools / tackles inside machine

Preventive Maintainence Quality

Sr. Category of Valid /

List of valid causes for delay in starting training program

List of valid causes for delay in starting training program

Why Why Analysis

Time lost due Delay in Time lost Delay in

Delay in Starting the

Voltage Stabilizer is not