7 QC TOOLS

Training Module

7QC tools

Developed by Innovation Cell

 Types
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Types of 7QC tools
Check Sheet

Pareto Diagram

Cause & Effect diagram

7 QC Tools Graph &Control charts

Histogram

Scatter Diagram

Stratification
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Check sheet
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What is a check sheet?

Why is a check sheet necessary?
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Check sheet

Check sheets are forms used for

• standardizing
• checking results of work
• verifying and collecting data
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Types of Check Sheet
Discrete value such as no. Of
Indiscrete value such as height,
recording errors, no. of Item sold
weight, length, time & temp., Etc.
& Rejections etc.

Measured Counted
Data Data

Point Scale Primary

Data Check
Data
Sheet

1 Point, 2 Point … Ordered YES / NO or

etc. Data  / X - Type

1st, 2nd Order …

Very Good, Good, No Good
… - Type
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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
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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
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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‖
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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.
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―Get to the biggest problems first‖

‗Solve the vital few‘

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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%)

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Data collection through check sheet
STEP 1
Period : Week No. 45 To 50
No. Of External Phone Calls
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
 Pareto
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STEP 2 Arrange data in the descending order
No. Of External Phone Calls

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
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STEP 3 Calculate the relative % for individual
No. Of External Phone Calls

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
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STEP 4 Calculate the cumulative % for individual
Data No. Of External Phone Calls

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
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Sl.No Department Nos. Relative % Cumulative %

1 Materials 66 33.0 33.0

VITAL FEW
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
9
Information Systems
Stores TRIVIAL
6
5
3.0
2.5
91.0
93.5
10 Research & Development 4 2.0 95.5
11
12
Others
Quality
MANY
4
2
2.0
1.0
97.5
98.5
13 Factory production 2 1.0 99.5
14 Manufacturing Planning 1 0.5 100.0
200 100
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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 Others 60 27 100
200 100
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Vital
Few

70 %
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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.

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Pareto diagram is used to find out …

1. The most important problem

2. The rate of each problem to the whole

3. The degree of improvement action

4. The comparison of improvement level

5. Before & after remedial action taken

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BRAIN STORMING

BRAIN STORMING CAN BE CONDUCTED IN TWO WAYS

1. STRUCTURED
IN THIS METHOD EVERY PERSON IN A GROUP MUST GIVE AN IDEA
AS THEIR TURN ARISES IN THE ROTATION OR PASS UNTIL THE
NEXT ROUND. IT OFTEN FORCES EVEN SHY PEOPLE TO
PARTICIPATE AND ALSO CREATE A CERTAIN AMOUNT OF
PRESSURE TO CONTRIBUTE.
2. UNSTRUCTURED
IN THIS METHOD, GROUP MEMBERS SIMPLY GIVE IDEAS AS THEY
COME TO MIND. IT TENDS TO CREATE MORE RELAXED
ATMOSPHERE BUT ALSO RISKS DOMINATION.
THUMB RULE : 5 – 15 MINUTRES WORKS WELL
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BRAIN STORMING
BRAIN STORMING IS A TECHNIQUE TO OBTAIN CREATIVE IDEAS
FROM A GROUP OF PERSONS IN A SHORTEST POSSIABLE TIME
ON AN EFFECT.
BRAIN STORMING PLAYS AN IMPORTANT ROLE TO BUILD A
CAUSE AND EFFECT DIAGRAM

TO IDENTIFY THE PROBLEM - TO IDENYIFY THE CAUSES

WHY
TO FIND SOLUTION - TO PREVENT PROBLEM
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BRAIN STROOMING SESSION
• Let all the members speak freely and give ideas
• Encourage wild ideas
• ―Quality‖ 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
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WHY BRAIN STORMING?

 TO IDENTIFY THE PROBLEM

 TO IDENTIFY CRITICAL CAUSES
 TO FIND THE SOLUTION
 TO PREVENT THE PROBLEM

•Round Robin
•Card system
•Free wheeling etc
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JIS DEFINITION:

A diagram that shows the systematic relationship between a fixed result

and the related causes
Managing the cause means,
Managing effect even before it happens
-A positive effect,if we manage well
-A negative effect,if we don‘t

If we shift from being ―managers of effects‖ to

―managers of causes‖,our firefighting days are over
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EFFECT IS ―WHAT?‖ HAPPENS

CAUSE IS ―WHY?‖ IT HAPPENS

EFFECT = RESULT OR OUTCOME

CAUSE = REASON(S) OR FACTOR(S)
CONTRIBUTING TO THE EFFECT

THE ANALYSIS OF ―WHY?‖ FOR ―WHAT?‖

IS CAUSE AND EFFECT DIAGRAM
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ISHIKAWA DIAGRAM
OR
FISH BONE DIAGRAM

The cause and effect diagram was developed by Dr.K.ISHIKAWA to

represent the relationship between EFFECT or PROBLEM and all the
possible CAUSES influencing it.
For every EFFECT there are likely to be several CAUSES.
The major causes can be summarized generally under four categories
known as 4M‘s—MAN,MACHINE,MATERIAL & METHOD, OR 4P‘s –
PLANT,POLICY,PEOPLE,PROCEDURE
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CAUSE = Reason or Factor

Contributing to the EFFECT.
CAUSE is WHY it happens

EFFECT = A Result or an outcome.

EFFECT is What happens
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METHOD MATERIAL

Sub cause

Sub-sub cause

MAN MACHINE

CAUSES EFFECT

The EFFECT or PROBLEM is stated on the right side of the diagram

and the major INFLUENCES or CAUSES are listed to the left.
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METHOD MATERIAL

Sub cause

PROBLEM
Sub-sub cause

MAN MACHINE

CAUSES EFFECT
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Non-standard

HANDLING COPYING PAPER

Not understanding the defect Not using specified quality

Party removed codes/ communicating defects of paper
Paper jam
not cleared
properly Lack of
Wrong paper
usage Over consumption
POOR
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 unauthorized persons
Location
No
Improper service XEROX
cleaning No periodical service
Heavy
usage
COPIES
No stabilizer
Specified toner
Power not filled
Limited
machines High Lack of knowledge
fluctuation

MACHINE PROCESS CONSUMABLES

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Material Missing Man Improper meshing

Not
Worm & Pinion
Inner cable connected
Improper
Dust deal
H.T
Improper

Pinion Speedo cable Assembly

Missing
Not done Speedo
meter
Worn out
SQ. Drive missing
Not provided Not
Working
Defective Cable
Fixture
Broken
Broken Cut
Bush pressing

Pinion Broken
Needle Female
socket Hammering
Speedometer Method
Defective
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Cause and Effect Diagram

Or
Ishikawa Diagram
Or
Fishbone Diagram
It gives the relationship between Effect or Problem and all the possible
cause influencing it. For every effect, there are likely to be several
causes.
Normally, causes are analyzed under 4 categories such
4 ‗m‘s – Man, Machine, Material and Method
Or
4 ‗P‘ – Plant, Process, Procedure and People
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Cause = Reason or Factor Contributing to the Effect.

Cause is why it happens
Effect = A Result or an outcome.
Effect is what happens
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Cost

Stratification
Beeorr Guard Casting

S
tr
a
ti
fi
c
a
ti
o
n

• cost RS. 2.80

• cost RS. 0.80 • can be serviced at a high cost of
Rs. 141/- to old customers
• can be serviced to old customers
• high rate of handling damages
• simple assembly
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Effect

Causes
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Effect

Causes
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Definition

Stratification is nothing but the act of dividing data to the fine tune, in
order to make sure of the significance of the assured factors, to the
grass root level.
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Case study

 Sales % - Area wise

- Dealer wise
- Sales Officer wise
 Period / Time of sales
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Stratified - Data

208
150 143 Magazines / 287 Copies
No. Of Magazines
125 116
No. Of Copies
100
Numbers

75
54
50
20 21
25
4 1 2 1 1 1 1
0
< 5000 5000 - 100001 - > 25000 200001 - 150001 -
10000 15000 25000 20000

Magazine Value
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CASE STUDY

Problem : More No. of Accidents

 Plant wise
 Shop wise
 Shift wise
 Machine wise
 Machine manufacture wise
 Operator wise
 Type of injury
 Parts suffered injury
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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
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CASE STUDY

Machine Machine
A B

Producing
2000 pieces
per day

Rejection rate gone up to 30% ……!

Let us stratify the possible causes
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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.
Histogram helps to actually judge the changes in quality characteristic of
a group and the dispersion manner against the mid-value.
The Pareto Diagram deals only with characteristic of a procut or service
such as type of defects, problem, etc.
However, a histogram takes measurement data and reveals the amount
of variation.
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Source Of Variations

Machine
Material People methods Environment

Total
Process
Variation
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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
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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
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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
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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

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CASE STUDY

STEP 3 Obtain the range of R

Maximum value – Minimum Value = R

10.7 – 9.0 = 1.7
R = 1.7
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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

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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.
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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
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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.
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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
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Histogram – Administration/Service Example

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

40
150

# Of Men
30
100 20
50 10

0 0
1 2 3 4 5 6 7 8 9 10 63 64 65 66 67 68 69 70 71
Minutes Height (inches)
Histogram-Manufacturing
Print Density
8
Frequency

6
4
2
0
0.6 0.7 0.8 0.9 0.1 1.1 1.2 1.3 1.4
Block density of print
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Interpretation Tips

 No. Of classes (bars in the graph) determine how much of a

pattern will be visible.
 Some processes are naturally skewed; don‘t expect every
distribution to follow a bell shaped curve.
 Get suspicious of the accuracy of the data if the classes suddenly
stop at one point (such as a specification limit) without some previous
decline in number.
 Always look for twin peaks indicating that the data is coming from
two or more different sources, e.g., shifts machines, etc.,
 Scatter diagram
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Scatter diagram
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In actual practice, it is often essential to study the relation of

two corresponding variables.

For example, to what extent will the dimension of a machined

part be varied by the change in the speed of a lathe?
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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.
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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

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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.
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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.

=
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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
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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.
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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
30 8.7 0.872
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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 (%)
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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.
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0.93

0.92
0.91

0.9

0.89
0.88

0.87
0.86

0.85
8 8.5 9 9.5
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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=30
0.91

0.9

0.89
0.88

0.87
0.86

0.85
8 8.5 9 9.5

Blowing air pressure

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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

35 350
30 300
25 250
20 200
Series1 Series1
15 150
10 100
5 50
0 0
0 5 10 15 20 0 100 200 300 400

Positive correlation Negative correlation

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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

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700
600
500
400
Series1
300
200
100
0
0 100 200 300 400

No correlation
 7 QC TOOLS

Thank you