Unit 3 TQM Tools.ppt

The seven traditional tools of quality – New management tools – Six-sigma: Concepts, methodology, applications
to manufacturing, service sector including IT – Bench marking– Reason to bench mark, Bench marking process –
FMEA – Stages, Types

1. UNIT-III
TQM TOOLS
&
TECHNIQUES -1

2. SEVEN TRADITIONAL TOOLS
OF QUALITY (Q-7 TOOLS)
•Check sheets
•Histograms
•Cause and effect diagrams
•Pareto diagrams
•Stratification analysis
•Scatter diagrams
•Control charts

3. Tool 1: CHECK SHEET
•Achecksheetalsoknownastallysheet
•Usedforsystematicdatagatheringand
registering
•Togetaclearviewofthefacts
•Totrackhowoftensomethingoccurs
•Itistailoredforeachsituation/application
•Usedtoindicatethefrequencyofcertain
occurrences

4. CHECK SHEET

5. Tool 2: HISTOGRAM
•Ahistogramisabarchart/diagram/graph
•Itshowsadistributionofvariablequantitiesor
characteristics
•Graphicaldistributionofthenumericaldata
•Dataaredisplacedasaseriesofrectanglesofequal
widthandvaryingheights
•Showswheremostfrequentlyoccurringvaluesare
locatedandthedatadistributed
•Toolfordeterminingthemaximumprocessresults
•Quickreviewoffeaturesofacompletesetofdata

6. HISTOGRAM

7. Tool 3: CAUSE AND EFFECT
DIAGRAM
•ItisalsocalledasfishbonediagramorIshikawa
diagram
•Itisagraphicalcharttolistandanalyzethe
potentialcauseofagivenproblemanditseffect
•Itconsistsofacentralstemleadingtotheeffect
withmultiplebranchescomingoffthestemlisting
thevariousgroupsofpossiblecausesofthe
problems
•Usedinresearch,manufacturing,marketing,
officeoperations,servicesetc.

9. Tool 4: PARETO DIAGRAM
•Itisadiagnostictoolcommonlyusedforseparatingthe
vitalfewcausesthataccountforadominantshareofquality
loss
•Paretoprinciplestatesthatafewofthedefectsaccountfor
mostoftheeffects
•Alsocalledas80/20ruleandasABCanalysiswhichmeans
only20%ofproblems(defects)accountfor80%ofthe
effect
•Isamethodofclassifyingitems,eventsoractivities
accordingtotheirrelativeimportance
•Prioritiesproblemsbasedonitsrelativeimportance
•Riskassessmenttechniquefromactivityleveltosystem
level

10. PARETO DIAGRAM

11. Tool 5: STRATIFICATION
ANALYSIS
•Analysisofdatabygroupingitindifferent
ways
•Segregatingagroupofmeasurements,
observationsoranydataintoseveralsub-
groupsonthebasicsofcertaincharacteristics
•Thesestratifieddataareusedforidentifying
theinfluencingfactors
•SimpleandveryeffectiveQCtoolfor
improvingthequality

12. STRATIFICATION ANALYSIS

13. Tool 6: SCATTER DIAGRAM
•Graphicaldevicetodepicttherelationshipbetweentwo
variables
•Horizontalaxis–cause
•Verticalaxis–effect
•Diagramdisplaysthepaireddataasacloudofpoints
•Densityanddirectionofthecloudindicatehowthetwo
variablesinfluenceeachother
•Displayswhathappenstoonevariablewhenanother
variableischanged
•Usedtounderstandwhyparticularvariationsoccurs
andhowtheycanbecontrolled

14. SCATTER DIAGRAM

15. Tool 7: CONTROL CHART
•Mostwidelyusedtoolinstatisticalprocesscontrol(SPC)
•Graphthatdisplaysdatatakenovertimeandthevariationsofthis
data
•Itillustratesthedynamicperformance(performanceovertime)of
theprocess
•Basedonaseriesofrandomsamplestakenatregularintervals
•Itcontainsthreehorizontallinesthatremainsconstantovertime:
–Acenter
–Alowercontrollimit(LCL)
–Anuppercontrollimit(UCL)
•IfapointliesinsideUCLandLCLthentheprocessisincontrol
•IfthepointliesoutsideUCLandLCLthentheprocessisoutof
control

16. CONTROL CHART

17. TYPES OF CONTROL CHARTS
•Controlchartsforvariables-formeasurable
datasuchastime,length,temperature,weight,
pressure,etc.
•Controlchartsforcharacteristics-for
quantifyingdatasuchasnumberofdefects,
typingerrorsinareport,etc.

18. NEW SEVEN MANAGEMENT
TOOLS
•Affinity (KJ) diagram
•Relationship diagram
•Tree diagram
•Matrix diagram
•Decision tree (PDPC)
•Arrow diagram (PERT)
•Matrix data analysis

19. Tool 1: AFFINITY DIAGRAM
•Atooltocollectalargeamountofverbalexpressions
andorganizethemingroupsaccordingtonatural
relationshipbetweenindividualitems
•AlsoknownasKJdiagram
•Specialtypeofbrainstormingtool
•Provideavisualrepresentationoflargeamountofideas
•Usedtoextractlargeamountofusefulinformation
fromfeworscattereddataorfromunrelatedideas
•Usedtounderstandandorganizeproblemsthatarenot
clear

20. AFFINITY DIAGRAM

21. Tool 2: RELATIONSHIP
DIAGRAM
•Toolforfindingcausestoaproblem
•Sameascauseandeffectdiagram
•Notonlyclarifiestherelationshipbetweencause
andeffectbutalsobetweenvariouscauses
•Graphicalrepresentationofallfactorsina
complicatedproblem,systemorsituation
•Usedtoidentifykeyproblemfromalistof
importantproblems,identifytherootcauseof
existingproblemsandidentifykeyfactorsneeded
tomakeadecision

22. RELATIONSHIP DIAGRAM

23. Tool 3: TREE DIAGRAM
•Systematicallybreaksdownatopicintoits
componentselementsandshowsthelogical
andsequentiallinksbetweentheseelements
•Systematicallyoutlinesthecompletespectrum
ofpathsandtasksthatmustbecarriedoutto
achieveagoal
•Usedtodevelopasystematic,stepbystep,
strategytoachieveanobjective

24. TREE DIAGRAM

25. Tool 4: MATRIX DIAGRAM
•Systematicallyorganizeinformationthatmust
becomparedonavarietyofcharacteristicsin
ordertomakeacomparison,selectionor
choice
•Itdepictstherelationshipbetweentwosetsof
factorsintheformofatableoramatrix
•Alsoknownasqualitytableanditisthe
startingpointinbuildingahouseofquality

26. MATRIX DIAGRAM

27. Tool 5: PROCESS DECISION
PROGRAME CHART (PDPC)
•Alsoknownasdecisiontree
•Planningtooltooutlineeveryconceivableandlikely
occurrenceinanyplanning
•Forcesproactivethinkingonwhatcangowrongwith
one’splanandwhatwouldonedotoovercomethe
effectofsuchadverseoccurrences
•Helpstoanticipateundesirableoccurrencesandenables
onetopreparewithplanstoneutralizetheireffect
•Usedinnewproductdevelopment,buildingand
equipmentanddataprocessingprograms
•Usedindecisionmakingwhenthetaskisnew,complex
andunique

28. DECISION TREE

29. Tool 6: ARROW DIAGRAM
•Itisagraphicaldescriptionofthesequentialsteps
thatmustbecompletedbeforeaprojectcanbe
completed
•PERT(ProgramEvaluationandReview
Technique)andCPM(CriticalPathMethod)
chartsarethebestknownarrowdiagram
•Planningtoolthatdeterminesthecriticalpathofa
processoraproject
•Indispensibleforlongtermprojectssuchasthe
constructionofaplantorthedevelopmentofnew
products

30. ARROW DIAGRAM

31. Tool 7: MATRIX DATA ANALYSIS
DIAGRAM
•Verymuchsimilartoamatrixdiagram
•Adifferenceisthatnumericaldataisusedinstead
ofsymbolsindicatingtheexistenceandstrength
ofrelationship
•OnlytoolamongtheNewSevenManagement
Toolswhichusesnumericaldataandproduces
numericalresults
•Usedinstudyingtheparametersofproduction
processes,inanalyzingmarketinformation,in
findinglinksbetweennumericalandnon
numericalvariables

32. MATRIX DATA ANALYSIS
DIAGRAM

33. SIX SIGMA (6σ)
•Sixstandarddeviationfrommean
•Improvethecapabilityandreducethedefectsinanyprocess
•Itstriveforperfection
•Itallowsonly3.4defectspermillionopportunitiesor
99.999666%accuracy
•Hereadefectcanbeanythinglikeincorrectcustomerbill
•Itimprovestheprocessperformance,decreasevariationand
maintainsconsistentqualityoftheprocessoutput.
•Thisleadstodefectreductionandimprovementinprofits,
productqualityandcustomersatisfaction
•Itincorporatesthebasicprinciplesandtechniquesusedin
business,statisticsandengineering
•Itsobjectiveistoachievezerodefectsproducts

34. SIX SIGMA PROCESS
•Define
•Measure
•Analyse
•Improve
•Control
Thoughitisoriginatedfrommanufacturingfield,
nowitisappliedtonon-manufacturingprocesses
onlysuchasservice,medicalandinsurance
procedures,callcenters,etc.

35. BENCHMARKING
•“Theprocessofidentifying,understandingand
adaptingpracticesandprocessesfrom
organisationsanywhereintheworldtoan
organisationtoimproveitsperformances”
•Systematicmethodbywhichorganizationcan
measurethemselvesagainstthebestindustry
practices
•Theprocessofbarrowingideasandadapting
themtogaincompetitiveadvantage

36. REASONS TO BENCHMARKING
(OBJECTIVES)
•Aimsatgoalsettingprocesstofacilitate
comparisonwiththebest
•Aimsatmotivatingandsimulatingcompany
employeestowardsthegoalofcontinuous
qualityimprovement
•Aimsatexternalorientationofthecompany
•Aimsatidentifyingatechnological
breakthrough
•Aimsatsearchingforindustrybestpractices

37. TYPES OF BENCHMARKING
BasedontheobjecttobeBenchmarked
•Productbenchmarking
•Performancebenchmarking
•Processbenchmarking
•Strategicbenchmarking
Basedontheorganisationsagainstwhomoneis
benchmarking
•Internalbenchmarking
•Industrybenchmarking
•Competitivebenchmarking
•Bestinclassbenchmarking
•Relationshipbenchmarking

38. BENCHMARKING PROCESS
•Planning-whatistobebenchmarked?What
shallwecompare?Howwillthedatabe
collected?
•Analysis–carefulunderstandingofcurrent
processpracticesaswellasthoseof
benchmarkingpartners
•Integration–carefulplanningtoincorporatenew
practicesintheoperation
•Action
•Maturity–bestindustrialpracticesare
incorporatedinallbusinessprocesses

39. FAILURE MODE AND EFFECT
ANALYSIS (FMEA)
•Itisapreventivemeasuretosystematically
displaythecauses,effect,andpossibleactions
regardingobservedfailures
•Itobjectiveistoanticipatefailuresandprevent
themfromoccurring
•FMEAprioritisesfailuresandattemptsto
eliminatetheircauses
•Neverendingprocessimprovementtool

40. TYPES OF FMEA
•System FMEA
•Design FMEA
•Process FMEA
•Service FMEA
•Equipment FMEA
•Maintenance FMEA
•Concept FMEA
•Environment FMEA

41. STAGES OF FMEA
(METHODOLOGY)
•Specifyingpossibilities
•Quantifyingrisks
•Correctinghighriskcauses
•Re-evaluationofrisk

42. FMEA PROCEDURE
•Identifyfailuremodes(potentialfailure)
•Describethepotentialfailureeffects(Resultoffailure
mode)
•Establishanumericalrankingfortheseverity(S)ofthe
effect
•Identifythepotentialcauses/mechanismsoffailure
•Entertheprobabilityofoccurrence(O)factor
•Determinethelikelihoodofdetection(D)
•Reviewriskprioritynumber(RPN=S×O×D)
•Determinerecommendedaction