7 QC Tools

(Statistical
Tools)
What Are 7 QC Tools ?
 7 QC tools are used for “problem
solving” by Colleting data , analyzing
data , identifying root causes and
measuring the results.
1. Stratification
2. Pareto Diagram
3. Cause and Effect Diagram
4. Check Sheet
5. Control Chart/Graph
6. Histogram
7. Scatter Diagram
What is a “problem”?
“Problem is an undesirable event” or ..
Any Gap between what is expected and what
is obtained , can be called as a Problem, and any
effort to reduce this gap can be called as “Problem
Solving”

Expected

(Gap ?) A Problem!

Obtained
Objective

 In This Module We Will….

What is it for?
Where and why could I use it?
How do I use it?
Examples..
What Is Cause And Effect Diagram?

 A cause and effect diagram is “a fish-bone diagram

that presents a systematic representation of the
relationship between the effect (result) and
affecting factors (causes).”
 It is also called as -
 Fishbone Diagram - because of the way it look
 Ishikawa Diagram - for the inventor, Dr. Kaoru Ishikawa
Where And Why Could I Use It?
 To identify possible causes
 To reduce the probable causes to the possible
causes
 Focuses team on the content of the problem
 Creates a snapshot of the collective knowledge of
team
 Creates consensus of the causes of a problem
 Focuses the team on causes not symptoms
 To discover the most probable causes for further
analysis
 To visualize possible relationships between
causes for any problem current or future
How Could I Use It?
*State the effect or problem in clear, concise and unambiguous
*The problem to be tackled could be arrived at
words.
Define key *Gain consensus on an understanding of the problem, the situation
via a number of ways - e.g. brainstorming or
effect and its effect
through one of the ‘vital few’ on a Pareto
diagram
*Consider setting a measurable objective

Start drawing *The effect or problem is placed at the right hand end of the spine to
Diagram start the ‘fishbone’. Effect

Caus Caus Caus

*The main bones are labeled with main cause categories – usually e e e
either the 4 M’s (Manpower, Methods, Machines and Materials), the Effec
Identify 5 P’s (People, Processes, Programs, Plant and Product). t
Main ‘Bones’ *You can also use more specific bones if these are clear to you. Caus Caus Caus
e e e

*List possible causes under each of the main cause categories (e.g. by *Note that the Five Why’s technique can be
Identify brainstorming). A good technique for this is the ‘Five Why’s - undertaken without using the fishbone diagram,
Causes successively ask why until a root cause is achieved but using the main cause labels will stimulate
*Add each sub-cause to a smaller ‘bone’ from the main cause bone. creative thinking

*You do not need to dig for root causes in all

Add lower- *Continue adding lower-level causes to each cause until root causes
areas if it is clear that this is not an important or
are identified (e.g. through Five Why’s).
level causes likely cause.

*A good idea is to ‘incubate’ - display the

Check logic *Once all the root causes are listed, spend some time checking the
diagram for a few days and invite suggestions as
logic of each cause-effect chain.
& to causes or challenges on the logic or
*Check the diagram for completeness.
completeness completeness

*Decide which of the cause-effect chains are the most probable

Prioritise causes of the effect. *This may be achieved through simple voting or
and plan *Identify actions needed to remove the cause or reduce the effect. through the use of a Prioritization Matrix.
Risk In Analysis And Steps To Avoid
Risks :
• The causes identified are not the real root
causes of the effect. Time is wasted in the later
steps and the problem still exists.
• The objective of the problem solving is not
reached
• Team members monopolise, taking over the
process and shutting out other team members.
• The diagram contains a mixture of causes and
solutions
Steps to avoid them :
• Ensure that the effect statement is made in
clear, concise, unambiguous terms. Ensure a
that everyone has a common understanding of
the statement.
• The goals established at the outset were not
realistic. Ensure that a good understanding of
the situation exists - establish a baseline and
determine the limit of improvement
• A facilitator should run the session and ask &
encourage each person in turn for suggested
causes. No criticism should be allowed during
brainstorming the causes. ‘False’ trails will be
eliminated in the challenge stage.
• The facilitator must allow only ‘causes’ to be
suggested for it is very easy to slip into an
analysis of the possible solutions before all
probable causes are identified.
Example
1. Define key effect 2. Start diagram
Causes of Losing Car Control

Lost Control 1600

1400
1200
1000

of car 800
600
400
200

3. Identify main ‘bones’

0

E.g. from Pareto St

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Br
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Flat Tyre Slippery Road
Analysis

Lost Control
Accelerator Stuck of car

4. Identify causes Brake failure

Steering Mechanical Failure Driver Error

Suspension 5. Identify lower-level causes

Why brake failure? Brake pads were worn

Mechanical Failure
Why were brake pads worn? They weren’t checked

Why weren’t they checked? Car wasn’t properly serviced

Why wasn’t car serviced? Importance of servicing not realised

6. Check logic and completeness
yes - and this will eliminate a number of other causes

7. Prioritise & plan the action What Who When

Book car in now Peter Today!
Schedule further services Mary Next Thursday
Thank You