QUALITY MANAGEMENT
CA / PA BASIC TOOLS
QUALITY MANAGEMENT
CA / PA BASIC TOOLS
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Objectives
Module 1:
Participants will learn how to:
• Create and use Pareto chart in the
analysis of a problem
• Implement steps for carrying out
effective RCA
• Select and apply tools that support
RCA
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Objectives
Module 2:
Participants will be able to:
• Define and explain the 8 – D as a
Problem Solving Method
• Apply the 8 Disciplines and
Concepts
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HOME PAGE
• INTRODUCTION
• MODULE 1
• MODULE 2
• APPLICATION
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INTRODUCTION
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Introduction
Definition of Terms
What it is
Why use it
RCA Process
How to use it
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RCA Definition
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Step One:
Define the Problem
Step Two:
Collect Data
Step Three:
Identify Possible Causal Factors
Step Four:
Identify the Root Cause(s)
Step Five:
Recommend and Implement Solutions
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Module 1
Digging for the Root Causes
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Histograms- What it is
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It reveals that a
small number of
NCNs are
responsible for the
bulk of quality
issues,
a phenomenon
called the „Pareto
Principle‟.
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Pareto Chart – How to create it
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Pareto Analysis Example
• Chart 1 : The chart gives summary information and starts the cumulative % count at
the top of the first bar:
600 100
500 80
400
Percent
60
Count
300
40
200
20
100
ec . e ir
Sp lan oar
d epa v al
c t. atp tedh B d R Remo
lty E ted
itle rHeed teic
0 dt Fau epe. tF ldge
tin is f itug osnfo
itm ry c to
r
0
e M g Juo Sho
t cin t Mthr o Mscis tiona ble
m
t ne n
g
moanen
t m
Csoin
niso dTnoo nsennot eadE
ired
n u Pr o hoorn atio
D ap pntMg m
rinpe
t
ts p
m g
o W
y o
L c a k ol r yS C ntamin
pt m
Cm Co
mot
mrp
C fC
DeJo
om Co Le
e
k
oBng Pr e Thio ldeult er s
CW Lin
L SoFa Co Oth
Defect
Count 141 139 69 52 22 20 20 17 17 17 16 13 10 10 10 8 6 5 29
Percent 23 22 11 8 4 3 3 3 3 3 3 2 2 2 2 1 1 1 5
Cum % 23 45 56 65 68 71 75 77 80 83 85 87 89 91 92 94 95 95 100
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100
70 1st level Analysis
gives “Design”
60 80
50
Percent
60
Count
40 as main cause of
30 40
20 failure
20
10
0
gn pone
nt
0
2nd level Analysis gives
Desi Com Build
er
breakdown of “Design”
Oth
Defect
Count 57 13 4 2
Percent 75.0 17.1 5.3 2.6
Cum % 75.0 92.1 97.4 100.0
Design Faults
100
50
80
40
Percent
60
Count
30
40
20
10 20
ule
0 ule or s Mod tion 0
Mod Mot t uc er libra
ec t ue Star ansd C Ca
Conn Torq Cold Tr A SI IOP Imon
Defect
Count 21 10 8 8 5 3 2
Percent 36.8 17.5 14.0 14.0 8.8 5.3 3.5
Cum % 36.8 54.4 68.4 82.5 91.2 96.5 100.0
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Pareto Analysis Example
• Example 3 : if the original Pareto is very flat, be prepared to cut the defects in a
different way, here, it is 40:60
100
200
80
Percent
60
Count
100 40
20
E
0 10 - 47 0
16- 23 - 7274
- 81 - 78
788 646 777 780 782 795 64 666 40- 56
4
er s
CC CC CC CC CC CC 40- 5 40-
KD KD KD KD KD KD Oth
Defect
Count 18 13 11 11 11 10 9 9 8 138
Percent 7.6 5.5 4.6 4.6 4.6 4.2 3.8 3.8 3.4 58.0
Cum % 7.6 13.0 17.6 22.3 26.9 31.1 34.9 38.7 42.0 100.0
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How it helps
Pareto Analysis is a useful tool to:
• separate the „vital few‟ from the „useful many‟ things to do;
The technique is often used in conjunction with Brainstorming and Cause and
Effect Analysis.
HINT !
The most frequent is not
always the most important! Be
aware of the impact of other
causes on Customers or goals.
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Pareto Chart and Analysis
Summary
direct or contributing causes
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Problem
Equipment Materials
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Cause and Effect
Valuable for:
• Focusing on causes not symptoms
• Providing a picture of why an effect is happening
• Establishing a sound basis for further data gathering
and action
• Identifying all of the areas that need to be tackled
to generate a positive effect
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How to do it
• 2. Brainstorm
Problem or
Issue
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How to do it (cont’n)
Tip !
The 6 categories recommended will address almost all scenarios. However, there is no
one perfect set of categories. You may need to adapt to suit the issue being analyzed.
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Sources of Variation - People
People
• The activities of the workers.
• Variations caused by skill, knowledge,
competency and attitude
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Method
• The methods used to produce the
products.
• Variations caused by inappropriate
methods or processes.
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Sources of Variation - Machine
Machine
• The equipment used to produce the
products.
• Variations caused by temperature,
tool wear and vibration.
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Material
• The "ingredients" of a process.
• Variations caused by materials that
differ by industry, product
and stage of production.
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Sources of Variation - Environment
Environment
• The methods used to control the
environment.
• Variations caused by temperature
changes, humidity etc.
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Measurement System
• The methods and instruments used to
evaluate products.
• Variations caused by measuring
techniques, or calibration and
maintenance of the instruments.
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Cause and Effect Analysis Example
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• Jumping to conclusion
• Failure to define problem
• Failure to find the root cause
• Weak problem solving
• No execution of corrective action
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PROBLEM SOLVING SUCCESS
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A visual brainstorming tool used to help identify and categorize potential root causes named
for Kaoru Ishikawa.
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Action Reflection
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Created by:
Sid Calayag – Lead Auditor for
Taikisha Phils., Inc Quality Management
System
Presented by: Sid Calayag
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Pareto Chart and Analysis
Summary
direct or contributing causes
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A visual brainstorming tool used to help identify and categorize potential root causes named
for Kaoru Ishikawa.
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1. The trainer knew the material well enough to teach this course.
3. The trainer keep the class discussions focused on the training orientation content.
4. The orientation gave me information that will help me perform my job safer.
8.
The trainer provided visuals that are very helpful in my training
9.
The quality of the handout is ____________. (Poor, Fair, Good)