New 7QC tools for the quality person during RCa
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Feb 19, 2024
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About This Presentation
New M7 tools
Slide Content
New 7 QC Tools
1
✓New 7 QC Tools or Seven Management and Planning Tools are defined as the systematic
methods for achieving expected outcomes. It is also known as "7M Tools".
✓Tools are very famous to use in problem-solving, and better planning of New Product
Launch, Product Development, and achieve organizational goals.
✓Also to Enhancethe quality of the products and services of the organization.
These Tools are very much used in Six Sigma Projects for converting the Voice of Customers
into the Technical Requirements.
1
✓New 7 QC Tools or Seven Management and Planning Tools are defined as the systematic
methods for achieving expected outcomes. It is also known as "7M Tools".
✓Tools are very famous to use in problem-solving, and better planning of New Product
Launch, Product Development, and achieve organizational goals.
✓Also to Enhancethe quality of the products and services of the organization.
These Tools are very much used in Six Sigma Projects for converting the Voice of Customers
into the Technical Requirements.
History of the -New Seven Q.C. Tools
▪Committee of J.U.S.E. -1972
▪Aim was to develop more QC techniques with
design approach
▪Work in conjunction with original Basic Seven Tools
▪New set of methods (N7) -1977
▪Committee of J.U.S.E. -1972
▪Aim was to develop more QC techniques with
design approach
▪Work in conjunction with original Basic Seven Tools
▪New set of methods (N7) -1977
3
What is New 7QC tools?
7 QC tools area set of graphical data representation and problem-solving
techniques. These seven basic quality tools are integral to any process
improvement methodology, including Six Sigma, total quality management
(TQM). They help in troubleshooting a variety of quality-related issues.
What is New 7QC tools?
7 QC tools area set of graphical data representation and problem-solving
techniques. These seven basic quality tools are integral to any process
improvement methodology, including Six Sigma, total quality management
(TQM). They help in troubleshooting a variety of quality-related issues.
4
Why New 7QC tools?
1.QMS requirements ISO 9001:2015 2.CSR 3.Continiual Improvement
QC tools are the means for Collecting data , analyzing data , identifying root causes and
measuring the results. these tools are related to numerical data processing . All of these
tools together canprovide great process tracking and analysis that can be very
helpful for quality improvements..
✓Greater efficiency and less waste.
✓Better and consistent control of major business processes.
✓Abetter understanding of customer needs.
✓Regulation of successful working practices.
✓Improved risk management.
✓Increased customer satisfaction.
✓Improved participation of employees
Why New 7QC tools?
1.QMS requirements ISO 9001:2015 2.CSR 3.Continiual Improvement
QC tools are the means for Collecting data , analyzing data , identifying root causes and
measuring the results. these tools are related to numerical data processing . All of these
tools together canprovide great process tracking and analysis that can be very
helpful for quality improvements..
✓Greater efficiency and less waste.
✓Better and consistent control of major business processes.
✓Abetter understanding of customer needs.
✓Regulation of successful working practices.
✓Improved risk management.
✓Increased customer satisfaction.
✓Improved participation of employees
5
When New 7QC tools?
Using quality tools,companies identify production problems and quality control
professionals implement solutions. You can benefit from learning about various
management tools for quality control to ensure that the final product fulfils the quality
requirements and conforms to industry standards
When New 7QC tools?
Using quality tools,companies identify production problems and quality control
professionals implement solutions. You can benefit from learning about various
management tools for quality control to ensure that the final product fulfils the quality
requirements and conforms to industry standards
6
Where New 7QC tools?
OEM
Tier -1
Tier -2
Tier -3
Tier -N
Utilizing the 7 QC tools in six sigma or quality management
process helps in taking a systematic approach to identify
and understand the risk, assess the risk, control fluctuation
of product quality and accordingly provide solutions to avoid
future defects
Where New 7QC tools?
OEM
Tier -1
Tier -2
Tier -3
Tier -N
Utilizing the 7 QC tools in six sigma or quality management
process helps in taking a systematic approach to identify
and understand the risk, assess the risk, control fluctuation
of product quality and accordingly provide solutions to avoid
future defects
7
Who will Use New 7QC tools?
1.Project Manager
2.Design Engineer
3.Application Engineer
4.Process Engineer
5.Quality Engineer
6.Maintence Engineer
7.Tooling Engineer
8.SME
9.Recorder
10.Top Management
Who will Use New 7QC tools?
1.Project Manager
2.Design Engineer
3.Application Engineer
4.Process Engineer
5.Quality Engineer
6.Maintence Engineer
7.Tooling Engineer
8.SME
9.Recorder
10.Top Management
9
Basic 7QC tools (Vs) New 7QC tools
1.Cause and effect diagram
2.Flow Chart
3.Check sheet
4.Pareto chart
5.Histogram
6.Control chart
7.Scatter diagram
1.Affirnity diagram
2.Relation Diagram
3.Tree diagram
4.Matrix diagram
5.Priority Matrix
6.Precition Decision & Program Chart
7.Activity Network Diagram
Basic 7QC tools (Vs) New 7QC tools
1.Cause and effect diagram
2.Flow Chart
3.Check sheet
4.Pareto chart
5.Histogram
6.Control chart
7.Scatter diagram
1.Affirnity diagram
2.Relation Diagram
3.Tree diagram
4.Matrix diagram
5.Priority Matrix
6.Precition Decision & Program Chart
7.Activity Network Diagram
FACTS
Data
Numerical DataVerbal Data
Organize
The Seven New Tools
Information
The Basic Seven Tools
•Qualitative
•Quantitative
•Qualitative
Define problem after
collecting numerical data
Define problem before
collecting numerical data
Basic 7QC tools (Vs) New 7QC tools
Data
Numerical DataVerbal Data
Organize
The Seven New Tools
Information
The Basic Seven Tools
•Qualitative
•Quantitative
•Qualitative
Define problem after
collecting numerical data
Define problem before
collecting numerical data
Basic 7QC tools (Vs) New 7QC tools
11
Basic 7QC tools (Vs) New 7QC tools
Basic 7QC tools (Vs) New 7QC tools
12
Basic 7QC tools (Vs) New 7QC tools
Basic 7QC tools (Vs) New 7QC tools
13
1.Affinity Diagram
Affinity Diagram for organizing a large number of ideas/data into their natural sets of
relationships.
During the creation of an affinity diagram, all team members need to brainstorm andcollect
the ideas as much as possible.
Based on an idea, we need to arrange the data as per their natural relationship for solving the
problem
1.Affinity Diagram
Affinity Diagram for organizing a large number of ideas/data into their natural sets of
relationships.
During the creation of an affinity diagram, all team members need to brainstorm andcollect
the ideas as much as possible.
Based on an idea, we need to arrange the data as per their natural relationship for solving the
problem
Where affinity diagram used :
✓Organize results from the brainstorming session
✓Create/develop innovative solutions
✓Improve processes
✓Summarize related data/notes
1.Affinity Diagram
This tool also known as a KJ Methodbecause it was invented by a Japanese Jiro Kawakita.
✓Organize results from the brainstorming session
✓Create/develop innovative solutions
✓Improve processes
✓Summarize related data/notes
1.Affinity Diagram
This tool also known as a KJ Methodbecause it was invented by a Japanese Jiro Kawakita.
1.During the brainstorming process, be clear about the objective of the brainstorm.
2.Based on the collaboration of the team, start making clusters by moving all the
related sticky notes based on relationships.
3.Create a “parking lot” category for the sticky notes that don’t appear to fall into
any category naturally.
4.Once the content is clustered, ask the team to suggest categoriesrepresenting the
clusters and write the proposed categories at the top of each column.
5.You can rank the clusters in order of importance.
6.Focuson translating the synthesized information into practice rather than
identifying similar information.
1.Affinity Diagram steps
2.Based on the collaboration of the team, start making clusters by moving all the
related sticky notes based on relationships.
3.Create a “parking lot” category for the sticky notes that don’t appear to fall into
any category naturally.
4.Once the content is clustered, ask the team to suggest categoriesrepresenting the
clusters and write the proposed categories at the top of each column.
5.You can rank the clusters in order of importance.
6.Focuson translating the synthesized information into practice rather than
identifying similar information.
1.Affinity Diagram steps
1.Affinity Diagram -Examples
1.Affinity Diagram -Examples
Break out Exercise –Affinity Diagram
Break out Exercise –Affinity Diagram
Break out Exercise –Affinity Diagram
21
Break out Exercise –Affinity Diagram
Break out Exercise –Affinity Diagram
22
2. Relationship Diagram
Determine how the entities are all related. Draw lines between them to signify the
relationships and label them. Some entities may not be related, and that's fine. In
different notation systems, the relationship could be labeled in a diamond, another
rectangle or directly on top of the connecting line.
2. Relationship Diagram
Determine how the entities are all related. Draw lines between them to signify the
relationships and label them. Some entities may not be related, and that's fine. In
different notation systems, the relationship could be labeled in a diamond, another
rectangle or directly on top of the connecting line.
Where affinity diagram used :
Fundamentally, the ER Diagram is a structural design of the database. It acts
as a framework created with specialized symbols for the purpose of defining the
relationship between the database entities. ER diagram is created based on
three principal components:entities, attributes, and relationships.
Mr.PeterChenis credited with the development of ER Modelling for database
designs in the 1970s,
2.Relationship Diagram
Fundamentally, the ER Diagram is a structural design of the database. It acts
as a framework created with specialized symbols for the purpose of defining the
relationship between the database entities. ER diagram is created based on
three principal components:entities, attributes, and relationships.
Mr.PeterChenis credited with the development of ER Modelling for database
designs in the 1970s,
2.Relationship Diagram
2. Relationship Diagram
2. Relationship Diagram
2. Relationship Diagram -Examples
Break out Exercise –Relationship Diagram
Break out Exercise –Relationship Diagram
Break out Exercise –Relationship Diagram
Break out Exercise –Relationship Diagram
31
Break out Exercise –Relationship Diagram
Break out Exercise –Relationship Diagram
32
3.Tree Diagram
Tree diagramsprovide a visual framework for decision-making, giving you an organized and
systematic way to explore your options. This helps you gather and analyze all the data you need
to make the best decision and get the best outcome.
The other names of the Tree Diagram are
(a)Systematic Diagram
(b)Hierarchy diagram
(c)Organization chart
(d)Analytical Tree
3.Tree Diagram
Tree diagramsprovide a visual framework for decision-making, giving you an organized and
systematic way to explore your options. This helps you gather and analyze all the data you need
to make the best decision and get the best outcome.
The other names of the Tree Diagram are
(a)Systematic Diagram
(b)Hierarchy diagram
(c)Organization chart
(d)Analytical Tree
3.Tree Diagram
A fault tree analysis can either be usedto explore a single failure or systematically
examine a group of components,which makes it a versatile tool for a root cause
analysis. Similar root cause analysis methods include the dependence diagram, the
reliability block diagram and Markov analysis
Fault tree analysis (FTA) wasoriginally developed in 1962 at Bell Laboratories by
H.A.Watson,under a U.S. Air Force
A fault tree analysis can either be usedto explore a single failure or systematically
examine a group of components,which makes it a versatile tool for a root cause
analysis. Similar root cause analysis methods include the dependence diagram, the
reliability block diagram and Markov analysis
Fault tree analysis (FTA) wasoriginally developed in 1962 at Bell Laboratories by
H.A.Watson,under a U.S. Air Force
34
Identify Undesired top event
contributors to top by logic gates
1
st
Level of contributors
2
nd
Level of contributors to top by logic gates
Basic Events
3. Fault Tree diagram steps
Identify Undesired top event
contributors to top by logic gates
1
st
Level of contributors
2
nd
Level of contributors to top by logic gates
Basic Events
3. Fault Tree diagram steps
Fault Tree Analysis
1) Primary
2) Secondary
3)Command
•Flatness variation on the part
•Clamping pressure variation
•Tool worn out
•Measurement error
•Fixture damage
•Power is applied inadvertently to relay.
•Machine Mistake proof alarm fail
Component Failure Characteristics
1) Primary
2) Secondary
3)Command
•Flatness variation on the part
•Clamping pressure variation
•Tool worn out
•Measurement error
•Fixture damage
•Power is applied inadvertently to relay.
•Machine Mistake proof alarm fail
Component Failure Characteristics
3.FTA –Examples
Gate Symbol Gate Name Causal Relation
4
5
6
Priority
ANDgate
Exclusive
ORgate
m
Out of
ngate
(voting or
sample gate)
Output event occurs if all input events occur in the
order from left to right.
Output event occurs if one, but not both, of the
input events occurs.
Output event occurs if mout of ninput events
occur.
m
ninputs
3.FTA –Gate Symbols
4
5
6
Priority
ANDgate
Exclusive
ORgate
m
Out of
ngate
(voting or
sample gate)
Output event occurs if all input events occur in the
order from left to right.
Output event occurs if one, but not both, of the
input events occurs.
Output event occurs if mout of ninput events
occur.
m
ninputs
3.FTA –Gate Symbols
Event Symbol Meaning of Symbols
1
2
3
Basic event with sufficient data
Undeveloped event
Event represented by a gate
Circle
Diamond
Rectangle
An event (Fault) which has scope for further analyzed/developed with more
time or information but not done usually because of insufficient data.
They are a logical combination of lower level event.
Root cause (= basic fault)
(e.g. part failure, software error, human error)
Basic Event –A lower most event that can not be further developed.
3.FTA –Gate Symbols
1
2
3
Basic event with sufficient data
Undeveloped event
Event represented by a gate
Circle
Diamond
Rectangle
An event (Fault) which has scope for further analyzed/developed with more
time or information but not done usually because of insufficient data.
They are a logical combination of lower level event.
Root cause (= basic fault)
(e.g. part failure, software error, human error)
Basic Event –A lower most event that can not be further developed.
3.FTA –Gate Symbols
39
Operator
Injury
Boiler Explosion
Over PressureLow Water
Operator
Exposed
Level
Detector
Electrical
Fault
Electrical
Fault
Pressure
Switch
Relief
Valve
F = 0.1 / Year
F = 0.05 / Year F = 0.05/ YrF = 0.05/ Yr F = 0.1 / Year
F = 0.05 + 0.1 + 0.05
= 0.2 / Year
F = 0.1 + 0.05
= 0.15 / Year
F = 0. 15 + 0. 2
= 0. 35 / Year
F = 0.2 / Year
F = 0. 35 x 0. 2
= 0. 07 / Year
3.FTA –Examples
Operator
Injury
Boiler Explosion
Over PressureLow Water
Operator
Exposed
Level
Detector
Electrical
Fault
Electrical
Fault
Pressure
Switch
Relief
Valve
F = 0.1 / Year
F = 0.05 / Year F = 0.05/ YrF = 0.05/ Yr F = 0.1 / Year
F = 0.05 + 0.1 + 0.05
= 0.2 / Year
F = 0.1 + 0.05
= 0.15 / Year
F = 0. 15 + 0. 2
= 0. 35 / Year
F = 0.2 / Year
F = 0. 35 x 0. 2
= 0. 07 / Year
3.FTA –Examples
3.FTA –Examples
F = 3 F = 28 F = 0 F = 15 F = 7 F = 0
F = 0+0
F = 0+9
F = 6+0
F = 3+0+0+0 F = 9+5+0+8+6
28
F = 7+0+0+0
F = 9+0 F = 0*5 F = 0 * F = 0+8 F = 6 *
F = 7 + 0 F = 0*0
ELECTRICAL
PARAMETER
NOT UNDERSTANDING
SOP
NON ADHERANCE OF
SOP
BELT TENSION LOW
ERGONEMIC ISSUE
CENTER HEIGHT
VARIATION
SPEED
VARIATION
MECHANICAL
PARAMETER
MEASURMENT ENVIRONMENT MACHINE MATERIAL
HARDNESS HIGH
HEADSTOCK CENTER
ANGLE VARIATION
ERGONAMICS
METHOD
GUIDE RUN OUT
MAN
PROCESS
PARAMETER
UN QUALIFIED MAN
POWER
INPUT MTL OD
UNCLEAR
VE- MARK DEPTH
HIGH IN RM
DIAL IMPROPER
TIGHT
TOD TOOL
WORN OUT
IMPROPER TOOL
RESHARPENING
PM FREQUEANCY
LOW
OVER USAGE
PM FREQUEANCY
LOW
GUN DRILL BUSH
WORNOUT
TOD MACHINE SLIDE
PLAY
SLIDE PLAY CENTER WORNOUT
PM FERQUENCY
LOW
HARDNESS
LOW
WRONG
CLAMPING
MSA ( GRR )
CUSTOMER: VOLVO / MTU / DEUTZ / SAME
TITLE : GUIDE OD RUNOUT
PART NAME : VALVE GUIDE
LINE : CELL 1
F = 0*0*0*0F = 0*0
TOOL LIOFE NOT
MAINTAINED
CALIBRATION
PROPER RUNOUT
MANDREL NOT USED
WRONG DIAL
SETTING
FEED
VARIATION
GDR SPINDLE OUT
TAIL STOCK
BARAL PLAY
OVER LOAD
BEARING
WORNOUT
UN SKILLED
OPERATOR
MACHINE
BED WORN OUT
OR
AND
OR
ABSENT
Low
skill
level
Training
in
effective
ness
No
Training
AND
AIR
PRESSU
RE
OR
POWER
VARIATION
OR
OR
CLAMPI
NG
FIXTURE
VIBRATI
ON
POWER
VARIATI
ON
MANUAL
CONTRIL
AND
OD
STOCK
HIGH
AND
USAGE
HUGH
PM PLAL
NOT
EFFECTI
VE
CHANGE
FREQUE
NCY
NOT SET
OR
AND
USAGE
HUGH
PM PLAL
NOT
EFFECTI
VE
AND
RM ISSUE RM ISSUE RM ISSUE
OR
PM NOT
EFFECTIVE
IR
INSPECTI
ONNOT
DONE
OR
CORRECR
SIZE NOT
AVAILABL
E
LACK OF
KNOWAL
DGE
AND
LACK OF
KNOWAL
DGE
LACK OF
KNOWAL
DGE
AND AND
OR
ACCESIBIL
ITY
USER
FRIENDLY
PM PLAL
NOT
EFFECTI
VE
CLAMPI
NG
PRESSU
RE LOW
PM PLAL
NOT
EFFECTI
VE
HOUSE
USER
FRIENDL
Y
SOP IN
ENGLISH
LANGUA
GE
TRAINED
MP
ABSENT
OPERAT
OR
FATIGUE
PART
COUNTER
NOT
AVAILABL
E
INSERT
TYPE
TOOL
NOT USED
CALIBRAT
IONDUE
DATE EXP
NOT
CALIBRAT
ED
NO GRR
STUDY
GRR
MORE
THAN
30%
NO BIAS
WRONG
GRR
3
0
9
0 0 0
0
0
5
0
0 8
6
3
0 0
0 0 0
6 0
9
7 0 0
0
0 0
0 0 0 0
0 0 0 0
0
OR
OR
OR 3.FTA –Examples
F = 0+0
F = 0+9
F = 6+0
F = 3+0+0+0 F = 9+5+0+8+6
28
F = 7+0+0+0
F = 9+0 F = 0*5 F = 0 * F = 0+8 F = 6 *
F = 7 + 0 F = 0*0
ELECTRICAL
PARAMETER
NOT UNDERSTANDING
SOP
NON ADHERANCE OF
SOP
BELT TENSION LOW
ERGONEMIC ISSUE
CENTER HEIGHT
VARIATION
SPEED
VARIATION
MECHANICAL
PARAMETER
MEASURMENT ENVIRONMENT MACHINE MATERIAL
HARDNESS HIGH
HEADSTOCK CENTER
ANGLE VARIATION
ERGONAMICS
METHOD
GUIDE RUN OUT
MAN
PROCESS
PARAMETER
UN QUALIFIED MAN
POWER
INPUT MTL OD
UNCLEAR
VE- MARK DEPTH
HIGH IN RM
DIAL IMPROPER
TIGHT
TOD TOOL
WORN OUT
IMPROPER TOOL
RESHARPENING
PM FREQUEANCY
LOW
OVER USAGE
PM FREQUEANCY
LOW
GUN DRILL BUSH
WORNOUT
TOD MACHINE SLIDE
PLAY
SLIDE PLAY CENTER WORNOUT
PM FERQUENCY
LOW
HARDNESS
LOW
WRONG
CLAMPING
MSA ( GRR )
CUSTOMER: VOLVO / MTU / DEUTZ / SAME
TITLE : GUIDE OD RUNOUT
PART NAME : VALVE GUIDE
LINE : CELL 1
F = 0*0*0*0F = 0*0
TOOL LIOFE NOT
MAINTAINED
CALIBRATION
PROPER RUNOUT
MANDREL NOT USED
WRONG DIAL
SETTING
FEED
VARIATION
GDR SPINDLE OUT
TAIL STOCK
BARAL PLAY
OVER LOAD
BEARING
WORNOUT
UN SKILLED
OPERATOR
MACHINE
BED WORN OUT
OR
AND
OR
ABSENT
Low
skill
level
Training
in
effective
ness
No
Training
AND
AIR
PRESSU
RE
OR
POWER
VARIATION
OR
OR
CLAMPI
NG
FIXTURE
VIBRATI
ON
POWER
VARIATI
ON
MANUAL
CONTRIL
AND
OD
STOCK
HIGH
AND
USAGE
HUGH
PM PLAL
NOT
EFFECTI
VE
CHANGE
FREQUE
NCY
NOT SET
OR
AND
USAGE
HUGH
PM PLAL
NOT
EFFECTI
VE
AND
RM ISSUE RM ISSUE RM ISSUE
OR
PM NOT
EFFECTIVE
IR
INSPECTI
ONNOT
DONE
OR
CORRECR
SIZE NOT
AVAILABL
E
LACK OF
KNOWAL
DGE
AND
LACK OF
KNOWAL
DGE
LACK OF
KNOWAL
DGE
AND AND
OR
ACCESIBIL
ITY
USER
FRIENDLY
PM PLAL
NOT
EFFECTI
VE
CLAMPI
NG
PRESSU
RE LOW
PM PLAL
NOT
EFFECTI
VE
HOUSE
USER
FRIENDL
Y
SOP IN
ENGLISH
LANGUA
GE
TRAINED
MP
ABSENT
OPERAT
OR
FATIGUE
PART
COUNTER
NOT
AVAILABL
E
INSERT
TYPE
TOOL
NOT USED
CALIBRAT
IONDUE
DATE EXP
NOT
CALIBRAT
ED
NO GRR
STUDY
GRR
MORE
THAN
30%
NO BIAS
WRONG
GRR
3
0
9
0 0 0
0
0
5
0
0 8
6
3
0 0
0 0 0
6 0
9
7 0 0
0
0 0
0 0 0 0
0 0 0 0
0
OR
OR
OR 3.FTA –Examples
42
Break out Exercise –FTA
Break out Exercise –FTA
43
4.Matrix Diagram
Matrix Diagram Shows the relationship between more than one group of data sets to each
other. Matrix Diagram gives us clarity of the relationship between the different sets of data.
This tool is very helpful for developing the Quality Function Deployment (QFD)
4.Matrix Diagram
Matrix Diagram Shows the relationship between more than one group of data sets to each
other. Matrix Diagram gives us clarity of the relationship between the different sets of data.
This tool is very helpful for developing the Quality Function Deployment (QFD)
Arthur Cayleyis known as the father of Matrix. He published the theoretical definition of
the matrix
4.Matrix Diagram
1.Define your purpose.
2.Recruit your team.
3.Identify and collect the data sets.
4.Select the appropriate matrix type.
5.Determine how to compare your data.
6.Document the matrix relationships.
7.Review and draw conclusions
the matrix
4.Matrix Diagram
1.Define your purpose.
2.Recruit your team.
3.Identify and collect the data sets.
4.Select the appropriate matrix type.
5.Determine how to compare your data.
6.Document the matrix relationships.
7.Review and draw conclusions
4.Matrix Diagram
4.Matrix Diagram
4.Matrix Diagram
4.Matrix Diagram
4.Matrix Diagram
4.Matrix Diagram
4.Matrix Diagram
4.Matrix Diagram Examples
4.Matrix Diagram Examples
4.Matrix Diagram Examples
4.Matrix Diagram Examples
4.Matrix Diagram Examples
4.Matrix Diagram
4.Matrix Diagram Examples
4.Matrix Diagram Examples
4.Matrix Diagram Examples
63
Break out Exercise –Matrix Diagram
Break out Exercise –Matrix Diagram
64
5.Prioritization Matrix
A prioritization matrix isa tool that can help you prioritize tasks, goals, or anything
else based on two factors—importance and urgency.By determining how important
and urgent something is, you can quickly prioritize what you need to do and ensure that
you're always working on the most important tasks
5.Prioritization Matrix
A prioritization matrix isa tool that can help you prioritize tasks, goals, or anything
else based on two factors—importance and urgency.By determining how important
and urgent something is, you can quickly prioritize what you need to do and ensure that
you're always working on the most important tasks
65
5.Prioritization Matrix
Tool is used to analyze complex mathematical matrix.
We can easily perform market research and make a strategyfor new
products and services launching in the market.
Matrix Data Analysis Chart is also used as a Prioritization Matrix
Arthur Cayley
5.Prioritization Matrix
Tool is used to analyze complex mathematical matrix.
We can easily perform market research and make a strategyfor new
products and services launching in the market.
Matrix Data Analysis Chart is also used as a Prioritization Matrix
Arthur Cayley
5.Prioritization Matrix
5.Prioritization Matrix
5.Prioritization Matrix
5.Prioritization Matrix
5.Prioritization Matrix
5.Prioritization Matrix
72
Break out Exercise –Priorities Matrix
Break out Exercise –Priorities Matrix
73
6.Process Decision program chart (PDPC)
The process decision program chart (PDPC)provides a systematic means of finding
errors with a plan while it is being created. Once potential issues are found,
preventive measures are developed, allowing the problems to either be avoided or a
contingency plan to be in place should the error occur.
6.Process Decision program chart (PDPC)
The process decision program chart (PDPC)provides a systematic means of finding
errors with a plan while it is being created. Once potential issues are found,
preventive measures are developed, allowing the problems to either be avoided or a
contingency plan to be in place should the error occur.
74
6.Process Decision program chart (PDPC)
From the bottom level of some activity box, the PDPC adds levels for:
1.identifying what can go wrong (failure mode or risks)
2.consequences of that failure (effect or consequence)
3.possible countermeasures (risk mitigation action plan)
6.Process Decision program chart (PDPC)
From the bottom level of some activity box, the PDPC adds levels for:
1.identifying what can go wrong (failure mode or risks)
2.consequences of that failure (effect or consequence)
3.possible countermeasures (risk mitigation action plan)
Theprocess decision program chart(PDPC) is a tool used to systematically
identifies what might go wrong in a plan under development.
6.Process Decision program chart (PDPC)
identifies what might go wrong in a plan under development.
6.Process Decision program chart (PDPC)
6.Process Decision program chart (PDPC)
6.Process Decision program chart (PDPC)
6.Process Decision program chart (PDPC)
6.Process Decision program chart (PDPC)
6.Process Decision program chart (PDPC)
6.Process Decision program chart (PDPC)
82
Break out Exercise –PDPC
Break out Exercise –PDPC
83
7.Activity network program
Program Chart is used to identify the possibility of what might go wrong during the project
implementation.
In other words, we can say that this tool is used for forecasting the failures that may happen
while the implementation of the project.
With the help of this tool, we can revise our project steps that might go wrong.
7.Activity network program
Program Chart is used to identify the possibility of what might go wrong during the project
implementation.
In other words, we can say that this tool is used for forecasting the failures that may happen
while the implementation of the project.
With the help of this tool, we can revise our project steps that might go wrong.
7.Program Chart (Gantt Chart)
A Gantt chart is a bar chart that illustrates a project schedule. It was
designed and popularized by Henry Gantt around the years 1910–
1915. Modern Gantt charts also show the dependency relationships
between activities and the current schedule status
A Gantt chart is a bar chart that illustrates a project schedule. It was
designed and popularized by Henry Gantt around the years 1910–
1915. Modern Gantt charts also show the dependency relationships
between activities and the current schedule status
7.Program Chart (Gantt Chart)
Calculate the critical path
1.Step 1: Write down the start and end time next to each activity.
2.Step 2: Look at the end time of the last activity in the sequence to determine the
duration of the entire sequence.
3.Step 3: The sequence of activities with the longest duration is the critical path
7.Program Chart (Gantt Chart)
1.Step 1: Write down the start and end time next to each activity.
2.Step 2: Look at the end time of the last activity in the sequence to determine the
duration of the entire sequence.
3.Step 3: The sequence of activities with the longest duration is the critical path
7.Program Chart (Gantt Chart)
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
7.Critical Path Method
B→D→→E→F is critical path
7.Critical Path Method
7.Critical Path Method
131
Break out Exercise –CPM
Break out Exercise –CPM
D
Sample project charter
Sample project charter
Define Measure Analyze Improve Control
.
(24 Jan -22) (06 FEB-22) (30 APR -22)
•
(30 Jun -22) (30 July -22)
Project Approach with time line
Sample project charter
.
(24 Jan -22) (06 FEB-22) (30 APR -22)
•
(30 Jun -22) (30 July -22)
Project Approach with time line
Sample project charter
Business Case:
1) GUIDE OD RUNOUT ISSUE in VALVE GUIDE is one of
the top 3 issues in cell 1 Rane PonneriPlant (P3)
2) Last 3 month data (Nov 21,Dec22,Jan 22) shows that
more than 6000 ppm against target 0 ppm
3) VALVE GUIDE 3 months Scrap trend Average 1936
4) 3 months COPQ value -₹83971/-
5) Customer delivery delay charge ₹11000/-per day
.
Goal Statement:
Y1: Identify measurable Pain point with listing out Projects.
Y2 :Qualitative & Quantitative Analysis.
X1: Process Flow Sequence
X2: Monthly Rejection Trend
X3: FTA structure
X4: Turn OD machine specification
X5: MSA –GRR
X6: Test Instruments Calibration data
Opportunity Statement:
GUIDE OD RUNOUT ISSUE is top contributor defect which
Impact Rane Ponnerimonthly performance through
1.PPM
2.SCRAP TREND
3.COPQ
4.DELIVERY DELAY CHARGE
Project Scope:
In scope : Gun Drilling, Turn outer diameter
Out scope : Blank grinding,Parting & Chamfering
Project Plan:
Start: 24h-Jan-2021
End : 30
th
June 2022
Team:
Stakeholders : Sairam/ Manikandan/Arumugam
Project Sponsor : HO Head
Project Leader : Murali
Process Owner : Murali
Coach : AnandakumarRaman
Team members : Manibharathi,Arun,Siva
SME : NIL
D
Project Charter : Guide Runout Issue
Sample project charter
1) GUIDE OD RUNOUT ISSUE in VALVE GUIDE is one of
the top 3 issues in cell 1 Rane PonneriPlant (P3)
2) Last 3 month data (Nov 21,Dec22,Jan 22) shows that
more than 6000 ppm against target 0 ppm
3) VALVE GUIDE 3 months Scrap trend Average 1936
4) 3 months COPQ value -₹83971/-
5) Customer delivery delay charge ₹11000/-per day
.
Goal Statement:
Y1: Identify measurable Pain point with listing out Projects.
Y2 :Qualitative & Quantitative Analysis.
X1: Process Flow Sequence
X2: Monthly Rejection Trend
X3: FTA structure
X4: Turn OD machine specification
X5: MSA –GRR
X6: Test Instruments Calibration data
Opportunity Statement:
GUIDE OD RUNOUT ISSUE is top contributor defect which
Impact Rane Ponnerimonthly performance through
1.PPM
2.SCRAP TREND
3.COPQ
4.DELIVERY DELAY CHARGE
Project Scope:
In scope : Gun Drilling, Turn outer diameter
Out scope : Blank grinding,Parting & Chamfering
Project Plan:
Start: 24h-Jan-2021
End : 30
th
June 2022
Team:
Stakeholders : Sairam/ Manikandan/Arumugam
Project Sponsor : HO Head
Project Leader : Murali
Process Owner : Murali
Coach : AnandakumarRaman
Team members : Manibharathi,Arun,Siva
SME : NIL
D
Project Charter : Guide Runout Issue
Sample project charter
Define Measure Analyze Improve Control
1)Collect internal rejection
and customer complaints
from quality register
2) Identify the Top three
issues from cell 1
•OD Run out
•.OD Undersize
•ID Oversize
3) Validate the Top three
issues from cell 1 through
IS/ISNOT tool
•OD Run out
•.OD Undersize
•ID Oversize
4) Quick win –ICA
•Copper shim used TOD
slide
5) Team Charter
1) Measure -gap between the
Target Vs Actual
PPM-Target 0 Actual 6000
COPQ –Target ? Actual 83971
Delivery delay Target 0 Actual
96,667/-
2) Identify any special causes
•Manual TOD > 30 Mic
•CNC TOD < 30 Mic
3) New indicators
•Cm Cmkstudy
•Process Capability
.
1)Analyze Guide OD Run out
Issue through FTA -Fault tree
Analysis -Qualitative &
Quantitative Analysis
2)Qualitative Analysis
•Identify top event
•.Contributors –6M
•1
st
level contributors
•2
nd
level contributors
•Basic Events
3) Quantitative Analysis
•Collect 3 months occurrence data
•. Multiply the “ AND GATE “
Occurrence
•Add the “ OR GATE “ occurrence
(24 Jan -22) (06 FEB-22) (30 APR -22)
1))Monitor the effectiveness of
corrective action -6 months
2)LPA –Layer process Audit
3)Verify and validate the benefits
between plan Vs Actual
4)Horizontal deployment
5)Standardization
1) TOD Slide to be change
2) Parting Chamfering slide to be
change
3) Speed & Feed controllers to be
provided
4) Manual process convert semi
auto controls
5) Document update
6) GDR machine spindle to be
change
•
(30 Jun -22) (30 July -22)
Project Approach with time line
Sample project charter
1)Collect internal rejection
and customer complaints
from quality register
2) Identify the Top three
issues from cell 1
•OD Run out
•.OD Undersize
•ID Oversize
3) Validate the Top three
issues from cell 1 through
IS/ISNOT tool
•OD Run out
•.OD Undersize
•ID Oversize
4) Quick win –ICA
•Copper shim used TOD
slide
5) Team Charter
1) Measure -gap between the
Target Vs Actual
PPM-Target 0 Actual 6000
COPQ –Target ? Actual 83971
Delivery delay Target 0 Actual
96,667/-
2) Identify any special causes
•Manual TOD > 30 Mic
•CNC TOD < 30 Mic
3) New indicators
•Cm Cmkstudy
•Process Capability
.
1)Analyze Guide OD Run out
Issue through FTA -Fault tree
Analysis -Qualitative &
Quantitative Analysis
2)Qualitative Analysis
•Identify top event
•.Contributors –6M
•1
st
level contributors
•2
nd
level contributors
•Basic Events
3) Quantitative Analysis
•Collect 3 months occurrence data
•. Multiply the “ AND GATE “
Occurrence
•Add the “ OR GATE “ occurrence
(24 Jan -22) (06 FEB-22) (30 APR -22)
1))Monitor the effectiveness of
corrective action -6 months
2)LPA –Layer process Audit
3)Verify and validate the benefits
between plan Vs Actual
4)Horizontal deployment
5)Standardization
1) TOD Slide to be change
2) Parting Chamfering slide to be
change
3) Speed & Feed controllers to be
provided
4) Manual process convert semi
auto controls
5) Document update
6) GDR machine spindle to be
change
•
(30 Jun -22) (30 July -22)
Project Approach with time line
Sample project charter
136
Thank You!
Thank You!
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