7 Quality Control Tools

7QC Tools
7 QC TOOLS
Q7T/PPT- 1
7QC Tools Types
Types of 7QC tools

Check
CheckSheet
Sheet
Pareto
ParetoDiagram
Diagram
Cause
Cause&&Effect
Effectdiagram
diagram
77 QC
QC Tools
Tools Graph
Graph&Control
&Controlcharts
charts
Histogram
Histogram
Scatter
ScatterDiagram
Diagram
Stratification
Stratification
Q7T/PPT- 2
7QC Tools Check sheet
Check sheet
Q7T/PPT- 3
What is a check sheet?

Why is a check sheet necessary?
Q7T/PPT- 4
Check sheet
Check sheets are forms used for

• standardizing
• checking results of work
• verifying and collecting data
Q7T/PPT- 5
Types of Check Sheet

Discretevalue
Discrete valuesuch
suchas asno.
no.Of
Of
Indiscretevalue
Indiscrete valuesuch
suchas
asheight,
height,
recordingerrors,
recording errors,no.
no.ofofItem
Itemsold
sold
weight,length,
weight, length,time
time&&temp.,
temp.,Etc.
Etc.
&&Rejections
Rejectionsetc.
etc.
Measured
Measured Counted
Counted
Data
Data Data
Data
PointScale
Point Scale Primary
Data Check Primary
Data Data
Data
Sheet
11Point,
Point,22Point
Point…
… Ordered
Ordered YES/ /NO
YES NO oror
etc.
etc. Data
Data √√ / /XX - -Type
Type
st nd Order …
11st, ,22nd Order …
VeryGood,
Very Good,Good, Good, No
NoGood
Good
… …- -Type
Type
Q7T/PPT- 6
Example of check sheet

Defect check sheet
Month ,day
4/1 2 3 4
Component
1
2
3
4
5
6
7
8
9
10
No. of
defects
Q7T/PPT- 7
7QC Tools
How to prepare check sheets?
• Clarifying the objective

• Determining the type of check sheet to
use
• Deciding which items to check
• Creating the check sheet
• Recording the data
• Tallying the data
• Examining the check sheet
Q7T/PPT- 8
Check points for check sheets preparation
Below items can be added , as necessary
1. The purpose of the checks
2. The items being checked
3. The methods of the checks
4. The dates and times of the checks
5. The person to perform the checks
6. The results
Q7T/PPT- 9
7QC Tools Pareto
Pareto diagram
Q7T/PPT- 10
7QC Tools Pareto
Do you remember this? (14th March 2001 - Eden gardens )
Q7T/PPT- 11
7QC Tools Pareto
Do you remember this? (14th March 2001 - Eden gardens )
Q7T/PPT- 12
7QC Tools Pareto
Now let’s look at the second innings score board:

India
SS Das hit wicket b Gillespie 39
S Ramesh c ME Waugh b Warne 30
VVS Laxman c Ponting b McGrath 281
SR Tendulkar c Gilchrist b Gillespie 10
SC Ganguly c Gilchrist b McGrath 48
R Dravid run out 180
N R Mongia b McGrath 4
Zaheer Khan not out 23
Harbhajan Singh not out 8
Total 657
Q7T/PPT- 13
7QC Tools Pareto
When we observe which batsmen got the maximum runs

we can see that Laxman & Dravid got 461 out of the 657
runs. That is about 70% of the runs.
22% of the 9 batsmen who batted got 70% of the runs!
Let’s now observe the Australian 2nd innings score card
Q7T/PPT- 14
7QC Tools Pareto
Australia
M Hayden lbw b Tendulkar 67
M Slater c Ganguly b Harbhajan 43
J Langer c Ramesh b Harbhajan 28
M Waugh lbw b Raju 0
S Waugh c Sub B Harbhajan 24
R Ponting c Das b Harbhajan 0
A Gilchrist lbw b Tendulkar 0
J Gillespie c Das b Harbhajan 6
S Warne lbw b Tendulkar 0
M Kasprowicz not out 13
G McGrath lbw b Harbhajan 12
Total 212
Q7T/PPT- 15
7QC Tools Pareto
Who got the wickets?
O M R W
Zaheer Khan 8 4 30 0
V Prasad 3 1 7 0
Harbhajan Singh 30.3 8 73 6
V Raju 15 3 58 1
S Tendulkar 11 3 31 3
S Ganguly 1 0 2 0
Q7T/PPT- 16
7QC Tools Pareto
When we observe which bowlers got the maximum wickets

we can see that Harbhajan & Tendulkar got 9 out of the 11
wickets. That is about 80% of the wickets.
30% of the 6 bowlers who bowled got 80% of the wickets!
This illustrates the Pareto principle
Q7T/PPT- 17
7QC Tools Pareto
Pareto
• Vilfredo Pareto was an Italian engineer in the 19th Century

who studied the number of people in various income classes &
declared
‘’20% of the people own 80% of the country’s wealth;
80% of the people own 20% of the country’s wealth”
Q7T/PPT- 18
7QC Tools Pareto
Pareto Principle
Pareto principle holds good to the present day in various
applications
‘ A few causes lead to many defects;
many causes lead to few defects.’
The few causes that lead to many defects are the vital few.
The many causes that lead to few defects are the trivial many.
Q7T/PPT- 19
7QC Tools Pareto
“Get to the biggest problems first”
‘Solve the vital few’
Q7T/PPT- 20
7QC Tools
REMEMBER …
The most frequent or most costly events are not always the most
important.
e.g.
Two fatal accidents deserve more attention than 100 cut fingers.
Q7T/PPT- 21
7QC Tools Pareto
Creating a Pareto Diagram

200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
150 75
73
65.5
125
55.5
In nos
In %
100 50
75 66
33
50 45 25
25 20
15 12 10 8 6 5 4 4 2 2 1
0 0
Stores
Others
production
Quality
Personnel
Materials
Finance
Service
Marketing
Manufacturing
Development
Maintenance
Engineering
Information
Production
Research &
Systems
Factory
Planning
Plant
Dept
Steps 1. Collect data
2. Arrange data in the descending order
3. Calculate the relative % for individual data
4. Calculate the cumulative % for individual data
5. Draw a graph with scales on both axis
6. Draw bar chart based on data
7. Using cumulative % data, draw cumulative curve
8. Identify the VITAL FEW (thumb rule > 70%)
Q7T/PPT- 22
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
Data collection through check sheet

95.5
93.5
91
175 88
84
79
150 75
73
65.5
125
55.5
In nos
In %
STEP 1
100 50
75 66
33
Period : Week No. 45 To 50

50 45 25
25 20
15 12 10 8 6 5 4 4 2 2 1
0 0
Stores
Others
production
Quality
Personnel
Materials
Finance
Service
Marketing
Manufacturing
Development
Maintenance
Engineering
Information
Production
Research &
Systems
Factory
Planning
Plant
No. Of External Phone Calls
Dept
Sl.No Department No. Of cells regd.

1 Production Engineering 10
2 Quality 2
3 Service 12
4 Marketing 45
5 Plant Maintenance 20
6 Factory production 2
7 Manufacturing Planning 1
8 Stores 5
9 Personnel 8
10 Materials 66
11 Finance 15
12 Research & Development 4
13 Information & Systems 6
14 Others 4
Q7T/PPT- 23
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
Arrange data in the descending order

150 75
73
65.5
125
55.5
In nos
In %
STEP 2
100 50
75 66
33
50 45 25
25 20
15 12

10 8 6 5 4 4 2 2 1
0 0
Stores
Others
production
Quality
Personnel
Materials
Finance
Service
Marketing
Manufacturing
Development
Maintenance
Engineering
Information
Production
Research &
Systems
Factory
Planning
Plant
Dept
Sl.No Department No. Of cells reqd.

1 Materials 66
2 Marketing 45
3 Plant Maintenance 20
4 Finance 15
5 Service 12
6 Production Engineering 10
7 Personnel 8
8 Information Systems 6
9 Stores 5
10 Research & Development 4
11 Others 4
12 Quality 2
13 Factory production 2
14 Manufacturing Planning 1
200
Q7T/PPT- 24
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
Calculate the relative % for individual

150 75
73
65.5
125
55.5
In nos
In %
STEP 3
100 50
75 66
33
50 45 25
25 20
15 12

10 8 6 5 4 4 2 2 1
0 0
Stores
Others
production
Quality
Personnel
Materials
Finance
Service
Marketing
Manufacturing
Development
Maintenance
Engineering
Information
Production
Research &
Systems
Factory
Planning
Plant
Dept
Sl.No Department Nos. Relative %

1 Materials 66 33.0
2 Marketing 45 22.5
3 Plant Maintenance 20 10.0
4 Finance 15 7.5
5 Service 12 6.0
6 Production Engineering 10 5.0
7 Personnel 8 4.0
8 Information Systems 6 3.0
9 Stores 5 2.5
10 Research & Development 4 2.0
11 Others 4 2.0
12 Quality 2 1.0
13 Factory production 2 1.0
14 Manufacturing Planning 1 0.5
200
Q7T/PPT- 25
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
Calculate the cumulative % for individual

150 75
73
65.5
125
55.5
In nos
In %
STEP 4
100 50
75 66
33
50 45 25
25 20
15 12
Data No. Of External Phone Calls

10 8 6 5 4 4 2 2 1
0 0
Stores
Others
production
Quality
Personnel
Materials
Finance
Service
Marketing
Manufacturing
Development
Maintenance
Engineering
Information
Production
Research &
Systems
Factory
Planning
Plant
Dept
Sl.No Department Nos. Relative % Cumulative %

1 Materials 66 33.0 33.0
2 Marketing 45 22.5 55.5
3 Plant Maintenance 20 10.0 65.5
4 Finance 15 7.5 73.0
5 Service 12 6.0 79.0
6 Production Engineering 10 5.0 84.0
7 Personnel 8 4.0 88.0
8 Information Systems 6 3.0 91.0
9 Stores 5 2.5 93.5
10 Research & Development 4 2.0 95.5
11 Others 4 2.0 97.5
12 Quality 2 1.0 98.5
13 Factory production 2 1.0 99.5
14 Manufacturing Planning 1 0.5 100.0
200 100
Q7T/PPT- 26
7QC Tools Pareto

1 Materials 66 33.0 33.0
VITAL FEW
2 Marketing 45 22.5 55.5
4 Finance 15 7.5 73.0
5 Service 12 6.0 79.0
6 Production Engineering 10 5.0 84.0
7 Personnel 8 4.0 88.0
8
9
Information Systems
Stores TRIVIAL
6
5
3.0
2.5
91.0
93.5
MANY
10 Research & Development 4 2.0 95.5
11 Others 4 2.0 97.5
12 Quality 2 1.0 98.5
13 Factory production 2 1.0 99.5
14 Manufacturing Planning 1 0.5 100.0
200 100
Q7T/PPT- 27
7QC Tools Pareto

1 Materials 66 33.0 33.0
2 Marketing 45 22.5 55.5
4 Finance 15 7.5 73.0
5 Others 60 27 100
200 100
Q7T/PPT- 28
7QC Tools Pareto
180
150
120
In nos
90
66
60 54
45
30 20
15
0
Marketing
Finance
Plant Maintenance
Materials
others
Dept
Q7T/PPT- 29
7QC Tools Pareto
100 100
180
150 73 75
65.5
Cumulative %
120
55.5
In nos
50
90
66
33 54
60
45 25
30 20
15
0 0
Marketing
Finance
Plant Maintenance
Materials
others
Dept
Q7T/PPT- 30
7QC Tools Pareto
100 100
Vital
180 Few
150 70 % 73
75
65.5
Cumulative %
120
55.5
In nos
50
90
66
33
60 54
45 25
30 20
15
0 0
Marketing
Maintenance
Finance
others
Materials
Plant
Dept
Q7T/PPT- 31
7QC Tools Pareto
Why pareto ?
• To Clearly prioritise the magnitude of the problem.
• To identify the vital few and trivial many problems.
• To find 80/20 rule which states that 80% of the
problems are created by 20% of the causes.
Q7T/PPT- 32
7QC Tools
Add examples from APC………..
Q7T/PPT- 33
7QC Tools
Data Collection
Q4 ‘02 Final Failure Details

Q 4' 02 F inal failure D etails
SL# D esc ription O ct '02 N ov '02 D ec '02 Jan '03 Total % D P U C um % Q 4 F in al F ailu re D etails
1 S ec o n d P ass 520 710 73 759 2062 6.38 75.97 2500 100.00
2 D efec tive 68 227 22 14 331 1 .02 88.1 6 93.98 94.64 95.12 95.5
93.28
90.56 91.70 92.58 90.00
3 B roken C om p 6 48 6 5 65 0.20 90.56 2062 88.16
4 M is inserted 1 22 1 7 31 0.1 0 91 .70 2000 80.00
75.97
5 S kewed C om p 6 14 1 3 24 0.07 92.58
70.00
6 C om p M issing 15 0 0 4 1 9 0.06 93.28
7 O ut of toleranc e 8 7 0 4 1 9 0.06 93.98 1500 60.00
8 N o / Low solder 8 9 0 1 1 8 0.06 94.64 Cum %
Qty
50.00
9 Lifted 7 2 0 4 1 3 0.04 95.1 2
10 S horts 9 0 0 0 9 0.03 95.5 1000 40.00
Tested 8612 14314 1185 12859 36970 30.00

P assed 7838 13219 1058 11978 34093 8.4 8.02
500 20.00
331
10.00
65 31 24 19 19 18 13 9
0 0.00
1 2 3 4 5 6Failure7 8 9 10
Q7T/PPT- 34
7QC Tools Pareto
Same problem, but different approach…
You have to cut down your

house expenditure by 20% / month
How will you do it ?
Pareto
Q7T/PPT- 35
7QC Tools Pareto
Make a check list of all the expenses

in your home & the amount you
spend on these expenses
Q7T/PPT- 36
7QC Tools Pareto
Sl.No Expense Amount

1 House Rent 3000
2 Electricity Bill 500
3 Water Bill 280
4 Cable TV Bill 210
5 News paper bill 120
6 Milkman 300
7 Maid servant 150
8 Groceries 2000
9 Entertainment & Lifestyle 1500
10 Travel 200
11 Educational 1500
12 Hospital 200
13 Insurance Premium 500
14 Loan repayment 0
15 Clothes 200
16 Petrol 1300
17 Others 300
Q7T/PPT- 37
7QC Tools Pareto
Arrange these expenses & amounts

in an order, with the highest
expense being the first & lowest
expense being the last
Q7T/PPT- 38
7QC Tools Pareto
Sl.No Expense Amount

1 House rent 3000
2 Groceries 2000
3 Entertainment 1500
4 Educational 1500
5 Petrol 1300
6 Electricity bill 500
7 Insurance premium 500
8 Milkman 300
9 Others 300
10 Water bill 280
11 Cable TV 210
12 Travel 200
13 Clothes 200
14 Hospital 200
15 Maid servant 150
16 News paper 120
17 Loan repayment 0
12260
Q7T/PPT- 39
7QC Tools Pareto
Calculate the percentage contribution of each of these

expenses.
Percentage can be calculated by the formula

Individual expense
X 100
Total expense
Q7T/PPT- 40
7QC Tools Pareto
Sl.No Department Nos. Relative %

1 House rent 3000 24.47
2 Groceries 2000 16.32
3 Entertainment 1500 12.23
4 Educational 1500 12.23
5 Petrol 1300 10.6
6 Electricity bill 500 4.08
7 Insurance premium 500 4.08
8 Milkman 300 2.45
9 Others 300 2.45
10 Water bill 280 2.28
11 Cable TV 210 1.72
12 Travel 200 1.63
13 Clothes 200 1.63
14 Hospital 200 1.63
15 Maid servant 150 1.22
16 Newspaper 120 0.98
17 Loan repayment 0 0
12260 100
Q7T/PPT- 41
7QC Tools Pareto

1 House rent 3000 24.47 24.47
2 Groceries 2000 16.32 40.79
3 Entertainment 1500 12.23 53.02
4 Educational 1500 12.23 65.25
5 Petrol 1300 10.6 75.85
6 Electricity bill 500 4.08 79.93
7 Insurance premium 500 4.08 84.01
8 Milkman 300 2.45 86.46
9 Others 300 2.45 88.91
10 Water bill 280 2.28 91.19
11 Cable TV 210 1.72 92.91
12 Travel 200 1.63 94.54
13 Clothes 200 1.63 96.17
14 Hospital 200 1.63 97.8
15 Maid servant 150 1.22 99.02
16 Newspaper 120 0.98 100
17 Loan repayment 0 0 100.0
12260 100 100
Q7T/PPT- 42
7QC Tools

1 House rent 3000 24.47 24.47
2 Groceries 2000 16.32 40.79
3 Entertainment 1500 12.23 53.02
4 Educational 1500 12.23 65.25
5 Petrol 1300 10.6 75.85
6 Electricity bill 500 4.08 79.93
7 Insurance premium 500 4.08 84.01
8 Milkman 300 2.45 86.46
9 Others 300 2.45 88.91
10 Water bill 280 2.28 91.19
11 Cable TV 210 1.72 92.91
12 Travel 200 1.63 94.54
13 Clothes 200 1.63 96.17
14 Hospital 200 1.63 97.8
15 Maid servant 150 1.22 99.02
16 Newspaper 120 0.98 100
17 Loan repayment 0 0 100.0
12260 100 100
Q7T/PPT- 43
7QC Tools
12000 100
90
10000 80
70
Cumulative %
8000
60
Amount
6000 50
40
4000 30
20
2000
10
0 0
t
l
t
l
s
s
en
na
tro
en
r ie
er
R
io
Pe
m
th
ce
at
in
O
e
ro
us
uc
rta
G
Ho
Ed
te
En
Expenses
Q7T/PPT- 44
7QC Tools Cause & effect diagram
Cause & Effect

diagram
Q7T/PPT- 45
Why Cause & Effect ?
• To identify and systematically list the different causes
that can be attributed to a problem (or an effect)
• To identify the reasons why a process goes out of
control
• To decide which causes to investigate for process
improvement.
Q7T/PPT- 46
What is Effect ?
EFFECT = A Result or an outcome
EFFECT is What happens
Q7T/PPT- 47
What is cause ?
CAUSE = Reason or Factor contributing to the EFFECT
CAUSE is WHY it happens
Q7T/PPT- 48
The analysis of
“why?” for “what?”
is cause and effect
diagram
Q7T/PPT- 49
In 1953, Kaoru Ishikawa, Professor of the

University of Tokyo, used the Cause & effect
diagram for the first time.
A cause & effect diagram is also called a fish
bone diagram since it looks like the skeleton
of a fish.
Q7T/PPT- 50
Cause & Effect diagram

derived from pareto
Pareto chart
Cause-and-effect
diagram
Q7T/PPT- 51
Steps of making cause & effect diagram
Q7T/PPT- 52
Steps of making cause & effect diagram
Step 0
• Gather members for discussion
• Clarify the problem to all members
Step 1
• Conduct Brain storming session
• List all possible causes
Step 2
• Classify the causes into 4M
• Draw Ist level Cause & Effect diagram
Step 3
• Delete irrelavant causes
Step 4
• Assign importance factor to the remaining causes
Step 5
• Conduct why why analysis if required to find root causes
Q7T/PPT- 53
Step 1
List all the causes that have been suggested by team
members as a part of brain storming.
What is brain storming ?
Q7T/PPT- 54
7QC Tools
Brainstorming is another tool

which we use as a part of all the
7 QC tools
Q7T/PPT- 55
7QC Tools Brain storming
BRAIN STORMING !
Q7T/PPT- 56
BRAIN STORMING
Brain storming is a technique to obtain creative ideas from
a group of persons in a shortest possible time
Brain storming plays an important role to build a cause and
effect diagram
To identify the problem - to identify the causes

WHY
To find solution - to prevent problem
Q7T/PPT- 57
BRAIN STORMING
Brain storming can be conducted in two ways

1. Structured
• Every person in a group must give an idea as their turn
arises.
• Forces even shy people to participate.
• Creates a certain amount of pressure to contribute.
Q7T/PPT- 58
2. Unstructured
• Group members simply give ideas as they come to mind.
• Creates more relaxed atmosphere
• Risks domination.
Thumb rule : 5 – 15 minutes works well
Q7T/PPT- 59
BRAIN STORMING SESSION
• Let all the members speak freely and give ideas
• Encourage wild ideas
• “Quantity” rather than “Quality” ideas
• Suspend judgment on “Good” or “Bad”
• Ride on another’s ideas
• Never criticize other persons’ opinions
• Never prohibit a person from speaking
• See the problem from different angles/facets
• Write down all the viewpoints
• List the cause/ideas
• Think of the countermeasures to eliminate the causes
• Leader/facilitator need to guide the members in generating ideas
• Whenever necessary non – members can also be involved
Q7T/PPT- 60
WHY BRAIN STORMING?
TO IDENTIFY THE PROBLEM
TO IDENTIFY CRITICAL CAUSES

TO FIND THE SOLUTION
TO PREVENT THE PROBLEM
Q7T/PPT- 61
BENEFITS OF BRAIN STORMING?
•• Individual
Individualis
islimited
limitedin
ingenerating
generatingideas
ideasand
andthat
that
group
groupproduces
producesmore
moreideas
ideas
•• Ideas
Ideasare
areimproved
improvedupon
uponby
bymembers
members
•• Presence
Presenceof
ofothers
othersincreases
increasescreativity
creativity
•• Pooling
Poolingof
ofideas
ideasand
andresources
resourcesis
ismade
madepossible
possibleby
by
coming
comingtogether
togetheras
asaagroup
group
Q7T/PPT- 62
Step 2
Draw Cause & Effect diagram – Level 1
Classify the causes into 4M
Sort out the relations among the causes & connect the sub
causes to the main causes. The main causes should then
be connected to the effect.
Q7T/PPT- 63
7QC Tools
METHOD MATERIAL
Sub cause
PROBLEM
Sub-sub cause
MAN MACHINE
CAUSES EFFECT
Q7T/PPT- 64
Fatigue
HEALTH
Illness
MAN
Concentration
MACHINE
Instrument
Imbalance
STABILITY
2
Training SPIRIT Vibration
INSPECTION Clamping
SKILL Attentiveness
Dimensional
JIGS & FIXTURES
Method
Experience Location
Variation
Inspection Degree of tightening
QUALITY SETTING
Storage FORM Placement on locator

Shape Feed
WORKING
Dimension Spindle speed
MATERIAL METHOD
Q7T/PPT- 65
Step 3
Delete irrelavant causes
Q7T/PPT- 66
Fatigue
HEALTH
Illness
MAN
Concentration
MACHINE
Instrument
Imbalance
STABILITY
2
Training SPIRIT Vibration
INSPECTION Clamping
SKILL Attentiveness
Dimensional
JIGS & FIXTURES
Method
Experience Location
Variation
Inspection Degree of tightening
QUALITY SETTING
Storage FORM Placement on locator

Shape Feed
WORKING
Dimension Spindle speed
MATERIAL METHOD
The EFFECT or PROBLEM is stated on the right side of the diagram

and the major INFLUENCES or CAUSES are listed to the left.
Q7T/PPT- 67
Step 4
Evaluate the siginificance of each cause to the problem and
assign importance factor
Assign an importance to each factor, & mark the particularly

important factors which seem to have a significant effect.
Q7T/PPT- 68
7QC Tools Cause Verification
4M Cause Specification Investigation Analysis
Functionwise
Man No focused training Generic
training
No method to measure Skill matrix for

No skill matrix
operator's skills each workmen
Practical training
Method No OJT No OJT
at genba
Workmen not trained in Need based Common

specific jobs training module given
Content should be
Module content is
Material specific need Theory based
academic oriented
based
Q7T/PPT- 69
Step 5
Do why why analysis for the significant causes
Atleast ask why 3 times
Q7T/PPT- 70
ASK WHY? 5 TIMES Thorough investigation

4th Why of causes
5th Why
C
1st Why
Policies
Procedure
D 2nd Why
3rd Why Why

defects?
People Plant
Q7T/PPT- 71
7QC Tools
‘WHY WHY’ Analysis

Primary
Secondary
Phenomenon
Cause Tertier
(Result)
Cause
Phenomenon
(Result) Cause
Phenomenon
(Result)
Phenomenon
(Result)
Examples :
- Cylinder does not operate smoothly
Why Answer Action

Why is opertion not smooth? Strainer clogged. Clean strainer.
Why has strainer clogged? Oil was dirty. Drain oil and clean.
Why did oil get dirty? Dirt enters tank. Prevent scattering of chips and cutting fluid
Why does dirt get in? Upper plate of tank has hole and gap. Plug hole and gap.
Why was hole made? Repair error during maintenance work. Standardize repairs.
Q7T/PPT- 72
7QC Tools
‘WHY WHY’ Analysis
- Oil leaks from cylinder rod each time it operates.
Why Answer Action

Disassemble leaking part.
Why did it leak? Cut in O-ring. Replace O-ring.
Why was it cut? Rod has scratch. Remove scratch.
Chip was scattered and Take measure to prevent chips from
Why was it scratched?
attached on rod. scattering
Cylinder is located within
Why did chips get attached? Change cylinder position
scattering range of chips.
Rod cover is not placed. Install cover.
Why is rod praced in that Defective design and
Standardize design and installation.
Why no cover? installation
Q7T/PPT- 73
Guidelines
Remember
• Special effort should be made to identify as many
causes as possible
• The ideal method to identify as many causes as

possible would be by brainstorming with the team
members.
• All the ideas/causes suggested by members during
the brainstorming session should be noted however
insignificant they may initially appear. Brainstorming
is a session specially meant for free flow of ideas.
Q7T/PPT- 74
7QC Tools
METHOD MATERIAL
Sub cause
Sub-sub cause
MAN MACHINE
CAUSES EFFECT
Q7T/PPT- 75
7QC Tools
Non-standard
HANDLING COPYING PAPER
Not understanding the defect Not using specified quality

Party removed of paper
POOR
codes/ communicating defects
Paper jam Wrong paper
not cleared usage Over consumption
properly Lack of Paper with stables
Untrained personnel
handling the machine
Nominated persons
knowledge
Supply from various
sources Paper shortage
QUALITY
not handling Non-standard
Dust
accumulation
Frequent Serviced by
No communication OF
changes
XEROX
unauthorized persons
Location Improper service
No
cleaning
COPIES
No periodical service
Heavy
usage
No stabilizer
Specified toner
Power not filled
Limited
machines High Lack of knowledge
fluctuation
MACHINE PROCESS CONSUMABLES
Q7T/PPT- 76
1
Effect
Causes
Q7T/PPT- 77
7QC Tools
A combination of Pareto diagram & cause and effect

diagram is an ideal way to arrive at the main problem & its
causes.
Take the biggest problem from the pareto diagram & put it
on the right side in the cause & effect diagram.
Derive the causes for the same.
Q7T/PPT- 78
7QC Tools
Examples from APC………..
Q7T/PPT- 79
7QC Tools
METHOD MATERIAL
Improper tools
Data Mixed process
PROCESS & Original Improper
/Movement
SCRAP Handling Pro not defined. High Rej in M/C.
No process flow Improper Storage
Identification and Segregation
Not done. Incoming material.
Improper Storage Improper Handling

In racks .
No Awareness
Machine rejections
Program /Nozzle are high. Inadequate Training
error Scrap Disposal Training
/Procedure is inadequate
No Alarms for
No plan for M/C Board Jam.
Feeder maintenance
MACHINE MAN
Q7T/PPT- 80
7QC Tools
METHOD MATERIAL
Improper tools
Data Mixed process
PROCESS & Original Improper
/Movement
SCRAP Handling Pro not defined. High Rej in M/C.
No process flow Improper Storage
Identification and Segregation
Not done. Incoming material.
Improper Storage Improper Handling

In racks .
No Awareness
Machine rejections
Program /Nozzle are high. Inadequate Training
error Scrap Disposal Training
/Procedure is inadequate
No Alarms for
No plan for M/C Board Jam.
Feeder maintenance
MACHINE MAN
Q7T/PPT- 81
7QC Tools
Ishikawa Diagram
METHOD MAN
Operator absenteeism
High Touch up defects before ICT Operator Skill
Board Flow from Wave to ICT (Prep of Heat
Imbalance flow of production
sink)
High DPU
Low
M/c Cycle time improvement
Productivity
GSM error Battery
Spindle up
Scratches
Tab & radial BHS Charging
problem High
Rejection on
ICT Downtimes and Second pass
IC-9 Screening plastic parts
Serial Number Screening
MATERIAL Flow & Black

MACHINE Mark
Printing Defect
Q7T/PPT- 82
7QC Tools Stratification
Stratification
Q7T/PPT- 83
Q7T/PPT- 84
Stratification
Stratification is the act of fine tuning the data in order to

make sure of the significance of the assured factors, to the
grass root level.
Q7T/PPT- 85
Why Stratification?
To ascertain the difference between different

categories and to analyse the reasons behind
abnormal distribution.
To obtain clues for identifying the causes
Q7T/PPT- 86
Case study
Problem : Increased Inventory
sheets
Raw Material Bars
Tubes Tubes
Imports
Proprietary Proprietary
pressings
Total Components Fasteners Fasteners
Inventory Rubber
Rubber
Bearings Bearings
Castings
Shop wise Shop wise
Assy wise
Sub-Assy wise Sub-Assy wise
Work in process Stage wise
Machine wise
Rt
Rejections
Q7T/PPT- 87
Case study 2
Problem : More No. of Accidents
Let us stratify the the data regarding the accidents
Q7T/PPT- 88
STATISTICS
REPORTABLE ACCIDENTS : 08
NON-REPORTABLE ACCIDENTS : 33
NEAR MISS INCIDENTS : 21
LOST TIME INJURIES : 41
MANDAYS LOST : 187
Rep.acct. – Operator not reporting back to duty

for more than 48hrs
Non-reportable acct. – Operator disablement extending
beyond the day of shift but
less than 48 hrs
Lost time injury – Reportable + Non-reportable
Q7T/PPT- 89
ANALYSIS –REPORTABLE ACCIDENT
Total no of reportable accident : 8
Q7T/PPT- 90
ACCORDING TO CATEGORY
Contract
Labour (1)
13%
Temp.workman
(3)
38%
Regular
Employee (4)
49%
Total no.of Reportable accidents : 8
Q7T/PPT- 91
ACCORDING TO PROBLEM
Adjusting/Cleaning/Loading/Unloading
6
while M/C running
Wrong handling of material handling

2
equipment
Hit against object 0
Hit by objects/Fallen objects 0
others 0
Fall from Height 0
Fall from Two wheeler 0
Contact with chemical 0
wrong assembly 0
0 1 2 3 4 5 6 7
No of Accidents
Q7T/PPT- 92
ACCORDING TO BODY PARTS INJURED
Leg (2)
25%
Hand (1) Finger (5)

13% 62%
Q7T/PPT- 93
ACCORDING TO PLANT
Others (1) Plant-1 (0)

13% 0%
Sp. Wh (1) Plant-2 (3)
13% 37%
R & D (1)
13%
Plant-3 (2)
24%
Q7T/PPT- 94
ACCORDING TO UNIT
2
PLANT- 2
No.of accidents
1 1 1
1
0 0 0
0
FAB ENG UNIT PAINT VECH UNIT STORES PLATING
Q7T/PPT- 95
ACCORDING TO SHIFT
4
4
No.of accidents
2 2
2
0 0
0
I II III GEN OT
Q7T/PPT- 96
ACCORDING TO MONTH
3
3
No.of accidents
2
2
1 1 1
1
0 0 0 0 0 0 0
0
R
NE
H
Y
RY
R
RY
IL
LY
BE
BE
BE
BE
A
US
RC
PR
JU
JU
UA
A
M
TO
EM
EM
UG
EM
NU
A
A
M
C
BR
PT
JA
C
V
A
DE
O
NO
SE
FE
Q7T/PPT- 97
ACCORDING TO FAULT
3 3
3
No.of accidents
2
2
0
OPERATORS FAULT SUPERVISORY FAULT SYSTEM AND
ENVIRONMENT FAULT
Q7T/PPT- 98
The data has been stratified

1. According to employee category
2. According to phenomenon
3. According to body parts injured
4. According to plant
a. According to unit
5. According to shift
6. According to month
7. According to fault
Q7T/PPT- 99
7QC Tools Graph&control charts
Graph & Control charts
Q7T/PPT- 100
Graph
What is Graph?
When there are more than 2 interrelated data sets,you write
the datasets on a graph so as to clearly define the
relationships.
Why Graph?
The details of the data should be
• Correctly understood
• In their entirety
• With just a one look – Pictorial representation
A picture is worth of thousand words

Q7T/PPT- 101
Graph
Types of Graphs & Its application
Bar graphs,line graphs, pie charts, and band graphs.
There are also other specialty graphs such as radar
charts, Z charts and area graphs
Applications
To understand relative sizes of numbers
To understand trends over time
To understand percent-ages of totals
Q7T/PPT- 102
Pie chart - Composition of sales turnover 2001-02

Other
Export Sales Spare parts
income
1% sales
1%
6%
Vehicle
sales
92%
Pie charts are used to show percentages or proportions of different
components of a specific item.
Q7T/PPT- 103
Bar chart - Sales performance

Plan for
2002-03
Rs Million x 100
300
262
250
194
184
162
200
133
150
104
83
100 62
41
17 19 27
50 14
0
90-91 91-92 92-93 93-94 94-95 95-96 96-97 97-98 98-99 99-00 00-01 '01-02 '02-03
Bar charts are used for comparing quantities between persons,
Q7T/PPT- 104 regions, time intervals etc.
Line chart - Hourly output of Workmen

46
45
45
44
43
No. of workmen
43
42 42 42
42
41
40
40
39
38
37
Jan Feb Mar Apr May Jun
Line graphs are used to depict change or

Q7T/PPT- 105 variation over time.
How to draw graphs?
• Select the type of chart or graph most suitable for the type of
data.
• Decide the units and scale of items to be shown on X-axis and Y-
axis
• Fill the information on the graph
• Join the required points to complete lines or bars.
• Colour or shade the lines or bars to distinguish between
different groups or classes.
• Provide appropriate title.
Q7T/PPT- 106
7QC Tools Histogram
To add examples from APC
Q7T/PPT- 107
7QC Tools
Results
Productivity improvement
600
After 522
500
Before
397
400 370
Units produced / Shift
300 277 278

246
208
200
100
0
OCT NOV DEC JAN FEB MARCH APRIL
Month
Q7T/PPT- 108
7QC Tools
Results
ICT
DPU Trend for Cerror Torre FINAL
DPU
30
Before
25
23.8 23.9
20 20.4
% DPU
15 15.6 After
13.9
12.1 12
11.9 11.7 11.6
10 9.9 10.3
8.3 8.2
7.4 7.3 7.4
6.5
5 4.4 4.2 3.8
0
OCT NOV DEC JAN FEB MAR APRIL
ICT 13.9 12.1 11.9 8.2 7.3 7.4 6.5
FINAL 9.9 8.3 12 7.4 4.4 4.2 3.8
DPU 23.8 20.4 23.9 15.6 11.7 11.6 10.3
Q7T/PPT- 109
7QC Tools
Southern chips Problem trend
April
Scratches
22% 25% Printing missing
Ckt Brkr Broken
Sleeve not put
16% 11%
26% Wire interchange
Wire not connected
Q7T/PPT- 110
7QC Tools Histogram
Histogram
Q7T/PPT- 111
7QC Tools
Histogram is an important diagnostic tool which gives a ‘Birds –eye-view’

of the variation in a data set. It is nothing but a frequency distribution
chart.
It shows the distribution of data
Q7T/PPT- 112
7QC Tools Histogram
• In quality control, we try to discover facts by collecting data &

then take necessary action based on those facts.
• The data is not collected as an end in itself, but as a means
of finding out the facts behind the data.
Data
FACTS
Q7T/PPT- 113
7QC Tools Histogram
• For example, consider a sampling

inspection. We take a sample from a lot,
carry out measurements on it, and then
decide whether we should accept the
whole lot or not. Here our concern is not
the sample itself, but the quality of the
whole lot.
The totality of items under

consideration is called the population.
Q7T/PPT- 114
7QC Tools Histogram
• The data obtained from a

sample serves as a basis for
a decision on the population.
• The larger the sample size
is, the more information we
get about the population.
• But an increase of sample
size also means an increase
in the amount of data
Q7T/PPT- 115
7QC Tools Histogram
• It becomes difficult to understand the population from

these data even when they are arranged into tables.
• In such a case we need a method which will enable us
to understand the population at a glance.
A histogram answers our needs.
Q7T/PPT- 116
7QC Tools Histogram
What is histogram ?
Histogram shows a bar chart of accumulated data and

provides the easiest way to evaluate the distribution of
data .
The horizontal axis shows the values of the
characteristics, with the region between the largest value
and smallest value being broken into several smaller
spaces.
The sizes of the vertical bars reflects the number of data
that fall into these spaces.
Q7T/PPT- 117
7QC Tools Histogram
How to make a histogram?

Let us make a histogram using an example.
Example:
To investigate the distribution of the
diameters of steel shafts produced in
the grinding process, the diameters
of 90 shafts are measured as
shown in the table.
Q7T/PPT- 118
7QC Tools Histogram
Diameter after grinding

Sample
Results of Measurement
Number
1 - 10 2.51 2.517 2.522 2.522 2.51 2.511 2.519 2.532 2.543 2.525
11 - 20 2.527 2.536 2.506 2.541 2.512 2.515 2.521 2.536 2.529 2.524
21 - 30 2.529 2.523 2.523 2.523 2.519 2.528 2.543 2.538 2.518 2.534
31 - 40 2.52 2.514 2.512 2.534 2.526 2.53 2.532 2.526 2.523 2.52
41 - 50 2.535 2.523 2.526 2.525 2.532 2.522 2.502 2.53 2.522 2.514
51 - 60 2.533 2.51 2.542 2.524 2.53 2.521 2.522 2.535 2.54 2.528
61 - 70 2.525 2.515 2.52 2.519 2.526 2.527 2.522 2.542 2.54 2.528
71 - 80 2.531 2.545 2.524 2.522 2.52 2.519 2.519 2.529 2.522 2.513
81 - 90 2.518 2.527 2.511 2.519 2.531 2.527 2.529 2.528 2.519 2.521
Q7T/PPT- 119
7QC Tools
CONSTRUCTING A HISTOGRAM
STEPS
1. Collect data
2. Determine the largest value & smallest value
3. Obtain the range R (The range is the smallest value in the set of
data subtracted from the largest value
4. Divide the range value in to certain number of classes referred to
as K
5. Determine the class width, H = R / K
6. Divide the value of class boundary
7. Construct a frequency table, based on the values compiled
8. Construct Histogram based on the frequency table
Q7T/PPT- 120
7QC Tools
CASE STUDY
Period : wk no. 15 to 20
Material : ms flange collar
STEP 1 Collect data UOM : mm
Thickness : 9 mm + 1.5 mm
9.9 9.3 10.2 9.4 10.1 9.6 10.1 9.9 9.8

9.8 9.8 10.1 9.9 9.7 9.8 10.0 9.9 9.6
9.7 9.4 9.6 10.0 9.8 9.9 10.4 10.1 10.0
10.2 10.1 9.8 10.1 10.3 10.0 9.8 10.2 10.7
9.9 10.7 9.3 10.3 9.9 9.8 9.5 9.8 9.4
9.3 10.2 9.2 9.9 9.7 9.9 9.5 9.8 9.4
9.0 9.5 9.7 9.7 9.8 9.8 9.6 9.3 9.7
10.0 9.7 9.4 9.8 9.4 9.6 10.3 10.0 9.8
9.5 9.7 10.6 9.5 10.1 10.0 10.1 9.8 9.3
9.6 9.4 10.1 9.5 10.1 10.2 9.5 9.8 9.3
10.3 9.6 9.7 9.7 10.1 9.8 10.0 9.7 10.0
9.5 9.5 9.8 9.9 9.2 10.0 9.7 10.0 9.7
9.9 10.4 9.3 9.6 10.2 9.7 9.7 9.7 10.7
9.9 10.2 9.8 9.3 9.6 9.5 10.7 9.6
N = 125
Q7T/PPT- 121
7QC Tools
CASE STUDY
STEP 2 DETERMINE THRE LARGEST AND SMALLEST VALUE
N = 125
Minimum Maximum
9.9 9.3 10.2 9.4 10.1 9.6 10.1 9.9 9.8 9.3 10.2
9.8 9.8 10.1 9.9 9.7 9.8 10.0 9.9 9.6 9.6 10.1
9.7 9.4 9.6 10.0 9.8 9.9 10.4 10.1 10.0 9.4 10.4
10.2 10.1 9.8 10.1 10.3 10.0 9.8 10.2 10.7 9.8 10.7
9.9 10.7 9.3 10.3 9.9 9.8 9.5 9.8 9.4 9.3 10.7
9.3 10.2 9.2 9.9 9.7 9.9 9.5 9.8 9.4 9.2 10.2
9.0 9.5 9.7 9.7 9.8 9.8 9.6 9.3 9.7 9.0 9.8
10.0 9.7 9.4 9.8 9.4 9.6 10.3 10.0 9.8 9.4 10.3
9.5 9.7 10.6 9.5 10.1 10.0 10.1 9.8 9.3 9.5 10.6
9.6 9.4 10.1 9.5 10.1 10.2 9.5 9.8 9.3 9.3 10.2
10.3 9.6 9.7 9.7 10.1 9.8 10.0 9.7 10.0 9.6 10.3
9.5 9.5 9.8 9.9 9.2 10.0 9.7 10.0 9.7 9.2 10.0
9.9 10.4 9.3 9.6 10.2 9.7 9.7 9.7 10.7 9.3 10.7
9.9 10.2 9.8 9.3 9.6 9.5 10.7 9.6 9.3 10.7
9.0 10.7
Q7T/PPT- 122
7QC Tools
CASE STUDY
STEP 4 Divide the ‘R’ in to No. Of Classes, referred to as ‘K’ 125

data points would be broken down in to 7 – 12 classes.
Method - 1 Method – 2
No.of data points No. of classes No. Of Classes – K = √N
where,
Under 50 5–7
N = No. Of sample
50 – 100 6 – 10
For example, if N = 125
100 – 250 7 – 12
K = √125 = 11
Over 250 10 - 20
Let us use K = 10 classes
Q7T/PPT- 123
7QC Tools
CASE STUDY
STEP 3 Obtain the range of R
Maximum value – Minimum Value = R

10.7 – 9.0 = 1.7
R = 1.7
Q7T/PPT- 124
7QC Tools
CASE STUDY
STEP 5 Determine the class width ‘H’
R (Range)
= H
K (# of classes)
1.7
= 0.17
10
Can be rounded off to 0.20
Q7T/PPT- 125
7QC Tools
CASE STUDY
STEP 6 Divide the value of class boundary

For simple determination of class boundaries, take the smallest individual
measurement in the data set. Use this number or round to the next appropriate
lowest number. This will be lower end point for our first class boundary.
In our example this would be 9.0. Now take this number and add the class width
to it, 9.00 + 0.20.
But it is essential to fix class boundaries in such way that every observed reading
will fit in to ‘one’ and ‘only’ class. Therefore, we may choose the class
boundaries with one decimal place more than the observed readings.
For example, if the observations are in one decimal, the class boundaries will be
in two decimals and so on.
For our case study, it will be 8.95 + 0.20 = 9.15
Finally, consecutively add the class width, to the lowest class boundary until the
correct number of classes, approximately 10 and containing the range of all our
numbers is obtained.
Q7T/PPT- 126
7QC Tools
CASE STUDY
STEP 7 Construct a frequency table

Class Class
Midpoint Frequency Total
# Boundaries
1 8.95-9.15 9.05 1
2 9.15-9.35 9.25 9
3 9.35-9.55 9.45 16
4 9.55-9.75 9.65 27
5 9.75-9.95 9.85 29
6 9.95-10.5 10.05 26
7 10.5-10.35 10.25 11
8 10.35-10.55 10.45 1
9 10.55-10.75 10.65 5
10 10.75-10.95 10.85 0
Q7T/PPT- 127
7QC Tools
CASE STUDY
STEP 8 Construct Histogram
35
30
25
USL
Frequency
20
15
10
5
0
8.95 9.15 9.35 9.55 9.75 9.95 10.15 10.35 10.55 10.75
Thickness in mm
The specification for the thickness characteristic is 7.5 to 10.5, with a

target of 9. The above Histogram indicates the process is targeted high
and that 3% may be above the upper specification limit.
Q7T/PPT- 128
7QC Tools
HISTOGRAM
Right & Left Slopping the Slopping to

symmetrical right the left
Having two Having a cut Having Having an

peaks end extraordinarily isolated peak
high value in
the end
internal
Q7T/PPT- 129
7QC Tools
Histogram – Administration/Service Example

Histogram - Daily Example
Height of 100 men
Average response time to
# Of Responses
patient rings (1st shift)

200
40
150
# Of Men
30
100 20
50 10
0 0
1 2 3 4 5 6 7 8 9 1 63 65 67 69 71
Minutes Height (inches)
Histogram-Manufacturing
Print Density
8
Frequency
6
4
2
0
0.6 0.8 0.1 1.2 1.4
Block density of print
Q7T/PPT- 130
7QC Tools Histogram
Application
To analyze processes and discover items to be improved
To research process capability
To control the process (in a time series)
To verify effects of an improvement
Q7T/PPT- 131
7QC Tools Histogram
Uses of Histogram
A Histogram can be used:

• To display large amounts of data values in a relatively
simple chart form.
• To tell relative frequency of occurrence.
• To easily see the distribution of the data.
• To see if there is variation in the data.
• To make future predictions based on the data.
Q7T/PPT- 132
7QC Tools Scatter diagram
Scatter diagram
Q7T/PPT- 133
7QC Tools Scatter diagram Scatter diagram
In actual practice, it is often essential to study the relation of

two corresponding data types
For example, to what extent will the dimension of a machined

part be varied by the change in the speed of a lathe?
Q7T/PPT- 134
To study the relation of two variables such as the speed of

the lathe & the dimension of the part we can use what is
called a Scatter diagram.
Q7T/PPT- 135
The two variables we will deal with are:

a) A quality – characteristic & a factor affecting it,
b) Two related quality characteristics, or
c) Two factors relating to a single quality characteristic.
Let’s consider the steps in making a scatter diagram
Q7T/PPT- 136
Examples of such relationships
Speed Vs Mileage
Cutting speed Vs Tool life
Etc……
Q7T/PPT- 137
Step 1
Collect paired data (x,y) between which you want to study
the relations & arrange the data in a table. It is desirable
to have at least 30 pairs of data.
Q7T/PPT- 138
Step 2
Find the maximum & minimum values for both x & y.
Decide the scales of horizontal & vertical axes so that both
the lengths become approximately equal, then the diagram
will be easier to read. Keep the number of unit graduations
between 3 to 10 for each axis & use round numbers to
make it easier to read.
Choosing units that express the range of

the x and y values, draw an x scale along
=
the horizontal axis and a y scale along the
vertical axis.
Q7T/PPT- 139
Step 3
Plot the data on the section paper.
Step 4
Enter all necessary items. Make sure that the following
items are included so that anyone besides the maker of
the diagram can understand at a glance:
a) Title of the diagram
b) Time interval
c) Number of pairs of data
d) Title & units of each axis
e) Name (etc) of the person who made the diagram
Q7T/PPT- 140
Example
A manufacturer of plastic tanks who made them using the
blow moulding process encountered problems with defective
tanks that had thin tank walls. It was suspected that the
variation in air pressure, which varied from day to day, was
the cause of the defective thin walls. The table shows data on
blowing pressure & percent defective. Let us draw a scatter
diagram using this data according to the steps given
previously.
Q7T/PPT- 141
Data of blowing air pressure & percent defective
of plastic tank
Date Air pressure Percent
(kgf/cm2) Defective
Oct-01 8.6 0.889
2 8.9 0.884
3 8.8 0.874
4 8.8 0.891
5 8.4 0.874
6 8.7 0.886
7 9.2 0.911
8 8.6 0.912
9 9.2 0.895
10 8.7 0.896
11 8.4 0.894
12 8.2 0.864
13 9.2 0.922
14 8.7 0.909
15 9.4 0.905
16 8.7 0.892
17 8.5 0.877
18 9.2 0.885
19 8.5 0.866
20 8.3 0.896
21 8.7 0.896
22 9.3 0.928
23 8.9 0.886
24 8.9 0.908
25 8.3 0.881
26 8.7 0.882
27 8.9 0.904
28 8.7 0.912
29 9.1 0.925
Q7T/PPT- 142 30 8.7 0.872
Step 1
As seen in the table, we have 30 pairs of data.
Step 2
In this example, let blowing air pressure be indicated by X
(horizontal axis), & percent defective by Y (vertical axis).
Then,
The maximum value of X: Xmax = 9.4 (kgf/cm2)
The minimum value of X : Xmin = 8.2 (kgf/cm2)
The maximum value of Y: Ymax = 0.928 (%)
The minimum value of Y : Ymin = 0.864 (%)
Q7T/PPT- 143
We mark off
the horizontal axis in 0.5(kgf/cm2) intervals, from 8.0 to
9.5 (kgf/cm2) and
the vertical axis in0.01(%) intervals, from 0.85 to 0.93(%)
Step 3
Plot the data.
Q7T/PPT- 144
0.93
0.92
0.91
0.9
0.89
0.88
0.87
0.86
0.85
8 8.5 9 9.5
Q7T/PPT- 145
Step 4
Enter the time interval of the sample obtained (oct.1 – oct 30) number of
samples (n = 30), horizontal axis (blowing air pressure [kgf/cm2]), vertical
axis (percent defective [%]), and title of diagram (scatter diagram of
blowing air pressure & percent defective).
(Oct 1 – Oct 30)

0.93
0.92 n=3
0
Percentage defective
0.91
0.9
0.89
0.88
0.87
0.86
0.85
8 8.5 9 9.5
Q7T/PPT- 146
Blowing air pressure
How to read scatter diagrams ?

You can grasp the correlation between pairs of data just by
looking at the shape of a scatter diagram. 5 examples are
given below
Q7T/PPT- 147
Positive correlation
35
30
25
20
Series1
15
10
5
0
0 5 10 15 20
If y increases with x or the vice versa,

then x and y are positively correlated.
Q7T/PPT- 148
Negative correlation
350
300
250
200
Series1
150
100
50
0
0 100 200 300 400
If y decreases as x increases, then the two
types of data are negatively correlated.

Q7T/PPT- 149
No correlation
700
600
500
400
Series1
300
200
100
0
0 100 200 300 400
If no significant relationship is apparent

between x and y, then the two data types are
not correlated.
Q7T/PPT- 150
40 500
400
30
300
20 Series1 Series1
200
10 100
0 0
0 5 10 15 20 0 100 200 300 400
Positive correlation may be present Negative correlation may be present
Q7T/PPT- 151
Let us do an exercise !
Let us say you are simply not

satisfied with the marks that your
younger brother/sister is scoring.
So you want him/her to study
more. But does studying more
really help? How to find out?
Q7T/PPT- 152
Try a scatter diagram !
Percentage of marks
90
80
70
60
50
0.5 1.0 1.5 2.0 2.5

No. of hours of study/day
Q7T/PPT- 153
7QC Tools
Q7T/PPT- 154

7 Quality Control Tools

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7 Quality Control Tools

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7QC Tools

Types of 7QC tools

What is a check sheet?

Check sheets are forms used for

Types of Check Sheet

Example of check sheet

How to prepare check sheets?

• Clarifying the objective

Check points for check sheets preparation

Below items can be added , as necessary

1. The purpose of the checks

2. The items being checked

3. The methods of the checks

4. The dates and times of the checks

5. The person to perform the checks

Do you remember this? (14th March 2001 - Eden gardens )

Do you remember this? (14th March 2001 - Eden gardens )

Now let’s look at the second innings score board:

When we observe which batsmen got the maximum runs

Let’s now observe the Australian 2nd innings score card

Who got the wickets?

When we observe which bowlers got the maximum wickets

30% of the 6 bowlers who bowled got 80% of the wickets!

This illustrates the Pareto principle

• Vilfredo Pareto was an Italian engineer in the 19th Century

“Get to the biggest problems first”

‘Solve the vital few’

Creating a Pareto Diagram

Steps 1. Collect data

2. Arrange data in the descending order

3. Calculate the relative % for individual data

4. Calculate the cumulative % for individual data

5. Draw a graph with scales on both axis

6. Draw bar chart based on data

7. Using cumulative % data, draw cumulative curve

8. Identify the VITAL FEW (thumb rule > 70%)

Data collection through check sheet

Period : Week No. 45 To 50

Sl.No Department No. Of cells regd.

Arrange data in the descending order

No. Of External Phone Calls

Sl.No Department No. Of cells reqd.

Calculate the relative % for individual

No. Of External Phone Calls

Sl.No Department Nos. Relative %

Calculate the cumulative % for individual

Data No. Of External Phone Calls

Sl.No Department Nos. Relative % Cumulative %

Sl.No Department Nos. Relative % Cumulative %

Sl.No Department Nos. Relative % Cumulative %

• To Clearly prioritise the magnitude of the problem.

• To identify the vital few and trivial many problems.

• To find 80/20 rule which states that 80% of the

problems are created by 20% of the causes.

Add examples from APC………..

Q4 ‘02 Final Failure Details

Tested 8612 14314 1185 12859 36970 30.00

Same problem, but different approach…

You have to cut down your

Make a check list of all the expenses

Sl.No Expense Amount

Arrange these expenses & amounts

TO IDENTIFY THE PROBLEM

TO IDENTIFY CRITICAL CAUSES

To ascertain the difference between different

To obtain clues for identifying the causes