ISHIKAWA CONCEPT & QUALITY TOOLS

Presented by: Shikha Sinha Pinki Kumari Rajni M Aditya Mishra Vidya Ashwitha

Kaoru Ishikawa
Born in Tokyo 1915 Was a Japanese university professor Influential quality management innovator Best known in North America for the Ishikawa, used in the analysis of industrial process Graduated from university of Tokyo with an engineering in applied chemistry Worked as naval technical officer until 1941 Worked for Nissan liquid fuel company In 1947, associate professor at University Of Tokyo

Ishikawa diagrams (also called fishbone diagrams, herringbone diagrams, causeand-effect diagrams, or Fishikawa) are causal diagrams created by Kaoru Ishikawa (1968) that show the causes of a specific event

Introduction.
Ishikawa diagrams were popularized by Kaoru Ishikawa in the 1960s. Kaoru Ishikawa pioneered quality management processes in the Kawasaki shipyards, and in the process became one of the founding fathers of modern management. The basic concept was first used in the 1920s, and is considered one of the seven basic tools of quality control. It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton

 Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation. Causes are usually grouped into major categories to identify these sources of variation. The categories typically include:
People: Anyone involved with the process Methods: How the process is performed and the specific requirements for doing it, such as policies, procedures, rules, regulations and laws Machines: Any equipment, computers, tools, etc. required to accomplish the job

 Materials: Raw materials, parts, pens, paper, etc. used to produce the final product Measurements: Data generated from the process that are used to evaluate its quality Environment: The conditions, such as location, time, temperature, and culture in which the process operates

Cause and Effect diagram

Contents.. Introduction Elements involved Why and when to use

Introduction
A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic . It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. This type of diagram is sometimes called an "Ishikawa diagram "because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of the way it looks.

Defination
A graphic tool that helps identify, sort, and display possible causes of a problem or quality characteristic.

Elements involved
Methods Machinery Management Materials Manpower Environment Measurement

When and Why to use..

Focuses team on the content of the problem

Creates a snapshot of the collective knowledge of team

Creates consensus of the causes of a problem Builds support for resulting solutions Focuses the team on causes not symptoms

 To discover the most probable causes for further analysis To visualize possible relationships between causes for any problem current or future To pinpoint conditions causing customer complaints, process errors or non-conforming products To provide focus for discussion

 Identify the possible root causes, the basic reasons, for a specific effect, problem, or condition. Sort out and relate some of the interactions among the factors affecting a particular process or effect. Analyze existing problems so that corrective action can be taken.

AIM
Find the causes, main-and side causes Clarity Interdependence of the causes Improve them for having the wanted effect

Or eliminate them for solving the problem

THEORETICAL DESIGN
1. Sketch the diagram and inscript the needed
causes

2. Work the main-and side causes out

3. Check the completeness 4. Weight the main-& side causes in terms of meaning & influence 5. check the selected causes for rightness 6. The team discusses about the solution

THEORETICAL DESIGN
Causes that can be improved or eliminated easily will be finished first of all (no need to be weighted)
The weighted causes are in a list of priority and will be finished in turn

THEORETICAL DESIGN
Its important that the team has skilled workers involved in discussion e.g. supplier, clients etc.

Practical application of cause and effect diagram

 Cause-and-effect diagrams can reveal key relationships among various variables, and the possible causes provide additional insight into process behavior Causes in a typical diagram are normally grouped into categories, like7M 4P-places,procedures,people,politics 4S-surroundings,suppliers,system,skill

Practical application of Cause and effect diagram: the basic tool of quality management

Identify causes
Through Brainstorming sessions Causes should be specific, measurable and controllable Causes form categories

1. Identify the problem:

2. Work out the major factors involved:

3 Identify possible causes: brainstorm possible causes of the problem that may be related to the factor and show these as the spike coming out of the factors: the possible causes If the cause is large and complex it would be better to show by breaking it down to sub causes

process knowledge procedure literacy

Incorrect person

information
Incorrect address

carriers
methods

efficiency

Not up to date customer database

4. Analyze the diagram: Assess the problems and causes Organize surveys and methods to reduce or eliminate the causes

Types of C&E diagram

Product classification type-

Cause Enumeration type List down all the possible factors Then the causes which could be the reason for the factors Then draw the chart on the basis of listed factors and causes to relate them

Advantage: different opinions by teamwork easy to apply little effort to practise better understanding for causes and effects

Disadvantage: No clarity in very complex problems Interactions and chronological dependence cant be displayed

QUALITY CONTROL TOOLS

7 basic Quality tools

QC tools are the means for Colleting data , analyzing data , identifying root causes and measuring the results.

These tools are related to numerical data

processing They provide the means for making quality management decisions based on facts. No particular tool is mandatory, any one may be helpful, depending on circumstances

Types of control charts

Control charts for variables X bar and R charts X bar and S charts Medium and R chart Individual and moving range chart For attributes P chart np chart C-chart U chart Stablized p chart

Flow chart
A flow chart shows the steps in process i.e. Actions which transform an input to an output for the next step This helps in analyzing a process but it must reflect the actual process used rather than what the process owner thinks it is or want to be.

When to use flow chart

To allow a team to identify the actual flow or sequence of events in a process that any product or service flows Flowcharts can be applied to anything from the travel of an invoice or the flow of materials ,to the steps in making a sale or service a product

Sustainability Competitive Advantage

Check Sheet Histogram Control Charts

Customer Satisfaction/ Delight Growth & Expansion

Diversification

Words & Ideas

Developing how to prosper in rapidly growing, declining or changing environment

Developing a World Class organization (e.g. : Manufacturing, Health Care, Service Industry etc.)

Establishing an International Strategy

Applications
Developing Vision for an Organization and then creating Strategic plan with executable items help to ensure the Vision Occurs.

Constructing a Customer Strategy

( eg Getting New Customers or

retaining existing Customers)

Affinity Diagram
1. Affinity diagrams are great tools for assimilating and understanding large amounts of information. 2. When you work through the process of creating relationships and working backward from detailed information to broad themes, you get an insight you would not otherwise find.

Interrelationship diagram
1. The Interrelationship diagram shows cause-andeffect relationships. Just as importantly, the process of creating an interrelationship diagram helps a

team analyze the natural links between the

different aspects of a complex situation.

When to Use
1. When trying to understand the links between ideas or causeand-effect relationships, such as identifying the area of greatest impact for improvement.

2. When analyzing a complex issue for causes.

3. When implementing a complex solution. 4. After generating an affinity diagram, cause-and-effect diagram ortree diagram, to completely explore the relations of ideas.

Defining an Issue

Brain Storming the Ideas

For each idea, ask, "Does this idea cause or influence any other idea?" Draw arrows from each idea to the ones it causes or influences. Repeat the question for every idea.

Construction of Inter-relationship Diagram

Analyze the diagram

1. Count the arrows in and out for each idea. Write the counts at the bottom of each box. The ones with the most arrows are the key ideas. 2. 7. Note which ideas have primarily outgoing (from) arrows. These are the basic causes.

Place one idea at a time on the work surface. For each idea, ask: "Is this idea related to any others?" Place ideas that are related together. Leave space between the cards to allow for drawing arrows. Repeat until all cards are on the work surface.

3. 8. Note which ideas have primarily incoming (to) arrows. These are final effects that also may be critical to address.

Tree Diagram
1. The tree diagram starts with one item that branches into two or more, each

of which branch into two or more, and

so on. It looks like a tree, with trunk and multiple branches. 2. It is used to break down broad categories into finer and finer levels of detail. Developing the tree diagram helps you move your thinking step by step from generalities to specifics.

When to Use a Tree Diagram

1. When an issue is known or being addressed in broad generalities and you must move to specific details, such as when developing logical steps to achieve an objective. 2. 3. 4. 5. 6. 7. When developing actions to carry out a solution or other plan. When analyzing processes in detail. When probing for the root cause of a problem. When evaluating implementation issues for several potential solutions. After an affinity diagram or relations diagram has uncovered key issues. As a communication tool, to explain details to others.

Prioritization Matrix
1. A Prioritization Matrix is a useful technique to identify which problems are the most important to work on solving first. 2. The Matrix helps you rank problems or issues generated

through brainstorming, using weighted criteria that are

important to your project and/or organization. 3. Useful in Define and Improve phases when you need to prioritize problems, or to achieve consensus about an issue or proposed solution.

Instructions
1. Develop criteria that are important for the listed issues/problems/solutions that were generated from your team or brainstorming session. a) Frequency: How frequent is the problem? Does it occur often or only on rare occasions? b) Importance: From the point of view of the users, what are the most important problems? What are the problems that you want to resolve? c) Cost d) Time e) Potential Benefits f) Ease of Implementation g) Feasibility: How realistic is it that we can resolve the problem? Will it be easy or difficult? h) You can choose other criteria if they better fit the situation you are discussing.

2. List criteria on flipchart or blackboard. Narrow criteria to 10

or fewer through consensus or multi-voting approach. Multivoting steps:
a)
b)

Count number of criteria listed and divide by 3.

Each member has this number of votes from step 2 to vote for criteria they consider important.

c)

Count votes. Eliminate any criteria with < 2 votes. With teams > 5
members- you may want to eliminate criteria with 3-4 votes.

d)

Repeat process until a manageable number of items are achieved (2-6).

Matrix Diagram
1. The matrix diagram organizes data into sets of items to be compared. The diagram graphically shows relationships and/or evaluates the strengths of relationships between the items in each set. 2. The matrix diagram allows a team or individual to systematically identify, analyze, and rate the presence and/or

strength of relationships within a set of items or between two

or more sets of information. Useful for the following:

Instructions
1. 2. To determine which aspect of a problem to address first. To narrow a list of options to one choice.

3.

Makes patterns of responsibilities visible and clear so that there is an even

and appropriate distribution of tasks.

4.

Aids in understanding how one group of items/information relates to another group.

5. 6.

Sorting out which problems are affecting products or outcomes. When looking for conflicts or problems when comparing two plans that are to be executed together.

7.

Enables teams to get consensus on small decisions.

Activity Network Diagram

(AND) is also called an Arrow Diagram (because the pictorial display has arrows in it) or a PERT (Program Evaluation Review Technique) Diagram, and it is used

for identifying time sequences of events which are

pivotal to objectives.

Need
1. An Activity Network Diagram helps to find out the most

efficient sequence of events needed to complete any

project. It enables you to create a realistic project schedule by graphically showing 2. the total amount of time needed to complete the project 3. the sequence in which tasks must be carried out 4. which tasks can be carried out at the same time 5. which are the critical tasks that you need to keep an eye on.

The process decision program chart (PDCP)

The process decision program chart (PDCP)

systematically identifies what might go wrong in a plan under development. Countermeasures are developed

to prevent or offset those problems.

When to Use PDPC

1. Before implementing a plan, especially when the plan is large and complex. 2. When the plan must be completed on schedule. 3. When the price of failure is high.

PDPC Procedure
1. Obtain or develop a tree diagram of the proposed plan. This should be a high-level diagram showing the objective, a second level of main activities and a third level of broadly defined tasks to accomplish the main activities.

2.
3.

For each task on the third level, brainstorm what could go wrong.
Review all the potential problems and eliminate any that are improbable or whose consequences would be insignificant. Show the problems as a fourth level linked to the tasks.

4.

For

each

potential

problem,

brainstorm

possible

countermeasures. These might be actions or changes to the plan that would prevent the problem, or actions that would

remedy it once it occurred. Show the countermeasures as a fifth

level, outlined in clouds or jagged lines. 5. Decide how practical each countermeasure is. Use criteria such as cost, time required, ease of implementation and effectiveness. Mark impractical countermeasures with an X and

practical ones with an O.