Quality Tools: When and Where To Apply Them?

Quality Tools
When and Where to Apply

Them?
© Omnex All rights reserved

David A. Barber, CQE (ASQ)
• Mr. Barber is the General Manager and Senior Quality Consultant / Trainer for Omnex
Canada Inc. He has been a full time consultant since 1998, and estimates a total of 5,000
hours of in-class instructional training and 3,000 hours of client consultation since that time.
• Mr. Barber has over 20 years experience in the Quality profession with the majority of this
time being spent in Quality Director / Manager and Quality Engineering roles. He has a
diverse background with experience in the automotive, medical devices, consumer
electronic, telecommunications, plastics, machining, and stamping industries. Mr. Barber
has assisted companies in the development and implementation of cohesive quality
systems that have resulted in the achievement of ISO 9001:1994, QS-9000,
TS16949:1999, ISO 9001:2000, TS16949:2002, TL9000, ISO/IEC 17025 and Six Sigma
projects.
• Mr. Barber is a fourteen-year senior member of the American Society for Quality (ASQ) and
is a Certified Quality Engineer. He received his Quality Assurance Certificate (accredited
by the ASQ) from Centennial College of Applied Arts and Technology, has a diploma in
Electronics from Radio College of Canada.
2 Copyright 2006 Omnex. All rights reserved

Omnex provides training, consulting and software to the international
market with offices in the USA, Brazil, Canada, India, Mexico,
Venezuela, China (PRC) and Thailand. Omnex offers over 70 training
courses in business and quality management systems worldwide.
Internet email: info@omnex.com

Web: www.omnex.com

Presentation Overview
• Introduction & Overview
• Types of Quality Tools
– Traditional Quality Tools
– Commonly Used Additional Tools
– Some Other Quality Tools
• Types, or categories of Tools
– What are the best use of certain tools
• When to Apply
• Where to Apply
• Review Some Tools
– Workshop – When and Where to apply a specific tool?

History Quality (Tools)
2006 – How to effectively & efficiently
apply the right tools (does it work, at what $)
1990 to 2002 – Fine tune tools, program management
1980’s – ISO 9000, Six Sigma, (Tools part of business)
1970’s – QFD & Team Problem Solving (More Tools)
1960’s – FMEA’s in Aerospace, COQ loses favor
1950’s – Quality Tools defined (Juran, Feiganbaum, Taguchi, etc.)
Late 1940’s – Could not produce quick enough (Japan Struggled)
1930 – Acceptance Sample
1924 – Statistical Quality Control - Dr.Walter Shewhart
1920 – Quality was a inspection function

Traditional Quality Tools (ASQ)
7 Quality Control 7 Quality Management &
Tools (will look at Planning Tools
some) • Affinity Diagrams
• Flowcharts • Tree Diagrams
• Pareto Charts • Process Decision Program
• Control Charts Charts (PDPC)
• Cause & Effect • Matrix Diagrams
Diagrams • Interrelationship Digraphs
• Check Sheets • Prioritization Matrices
• Scatter Diagrams • Activity Network Diagrams
• Histograms
Additional Quality Tools
• There are many quality tools used today
• Some are even call techniques
• Have seen as many as 100 tools used for a given
continuous improvement roadmap or Quality /
Business Management System
• Which ones to use?
• We will look at some more commonly used tools

Commonly Used
Additional Quality Tools
Will look at some
• 5W/2H
• Is / Is Not (Difference & Changes)
• Brainstorming (Creative Thinking)
• Failure Modes & Effects Analysis (Process)
• Box Plot
• Design of Experiments
• Run (Trend) Chart
• Control Plans
• Value Stream Map
Some Other Quality Tools
• Balanced Scorecard
• Gantt Chart
• Paynter Chart
• Storyboard
• Tree Diagram
• Turtle Diagram / SIPOC
• Value-added Analysis
• ANOVA

Where Did They Come From?
• Area of Quality Engineering and Quality Systems
• In what area are the tools taught;
– Quality Control, Assurance, and Engineering

– Quality Tools (7 basic)
– TQM
– Continuous & Continual Improvement
– SPC (many levels)
– Six Sigma
– Lean Manufacturing

Where Did They Come From?
Continued
– Program Management
– Team Building / Creative Thinking
– Team Problem Solving
– ISO 9000 / Process Mapping
– Individual Core Tools & Competencies
• Advanced Product Quality Planning
• Failure Modes & Effects Analysis
• Measurement Systems Analysis
– Others?

How to Think
Most Quality Tools only have two purposes;
2. Creative thinking
• Diverge – Look at many possibilities
• Expand our thinking
• What are all variable
• Right brain
• Ideate
3. Analytical thinking
• Converge – Narrow down and prove out
• Focus our thinking
• Which is the most important variable
• Let the data solve the disagreement
• Left brain
• Evaluate

Type or Category of Tools
• Tools have been broken down into categories to
improve proper application and to understand “how
to think” (focus).
• All the quality tools (i.e. 20 to 100) can be grouped
into 3 to 6 categories (normally).
• The categories combined the “how to think” with the
traditional “Plan, Do, Check, Act” cycle, or a
variation thereof.

Type or Category of Tools
Sample 1. Sample 2. (Simplified)
• Project Planning & • Identifying and
Implementation Understanding
• Idea Creation • Analyzing
• Process Analysis • Implementing and
• Data Collection & Maintaining
Analysis
• Cause Analysis
• Evaluation & Decision
Making
Source; ASQ.org / Omnex

When to Apply the Tool?
Or what do we want to do with the tools, or how is the
tool used, to;
• Identifying and Understanding
– A process
– A problem (potential root cause)
– A product
• Analyzing
– Process or product variation (target, spread, pattern / shape)
– Relationships of multi variables
– Variable data over time
• Implementing and Maintaining
– A control method (error-proofing)
– A corrective or preventive action
– Review over time
– A project

Where to Apply the Tool?
There are several different ways to look at this;
C. Where to apply the tool in the quality improvement

process (General Steps - Examples);
• Overall Plan
• Current State
• Opportunities for Improvement
• Root Cause
• Corrective / Prevent Action (Change)
• Standardize

A. Where to apply the tool in the quality improvement

process such as Six Sigma;
• Define – improvement opportunities and their value to the

company.
• Measure – the current level of performance.
• Analyze – the current process to identify improvement
opportunities.
• Improve – plan and deploy process improvements.
• Control – hold the gains.

B. Where in your organization?
• Which Process(s)?
• Product Realization Process
• Support Process
• Customer Process
• Management Process
• Which Department or Function?

Example; Problem Solving Tools

Flowcharts

Having The “Right” Amount Of Detail
To Identify The Issues Is Essential
I can’t
find the
Input Process Output issue in
all this
detail!
Well we can see
the issue is the
process, but
where?
Too little detail will not expose the problem.

Too much detail will hide the problem.

Two basic types of Flow Maps
• Top Level Flow Map • Detail Process Flow Map
– Major Use - to locate critical – Major Use - to understand
features and processes for details of how a process
subsequent processing works, decision points
– Usually focused on process – Usually focused on one or
sequence for a product
two processes in a work
– It is used to develop the area
FMEA and Control Plan
– It is characterized by a linear – It is usually used for Work
flow from one process step Instructions
to the next – It is characterized by
– Follows the process convoluted decision paths
sequence, but usually lacks – Following the map should
sufficient detail for a new lead to successful
person to successfully completion of the task
complete the task.
22
Top Level Flow Map
First Second Third
Process Process Process
• Benefits of Using this Map

- Helps us view “the BIG picture” --
interrelationships
of processes
- This map is product process Sequence focused
- Top Level Map has a Product or Process
Perspective
• Limitations:
- Not very helpful in knowing work content, nor
decision points in work

Top Level Flow Mapping -
Basics
Creating a Process Map Key Process Input Variables
– Product or Process Focus – Controllable Inputs: these can be
– List Key Process Input changed and we see an effect in
Variables the key output variables. These
– List Key Customer Output inputs are sometimes called
Variables “knob variables”
– Identify value-added and – Critical Inputs: are shown to
non-value added steps in statistically have major impact on
the process. (process variability of output variables
steps, inspection / testing, – Noise Inputs: Inputs that impact
rework, scrap points) the outputs but are difficult to
control.
– Standard Operating Procedures:
A standard procedure for running
the process

Example of Top Level Flow Map
• Note the linear flow
– Note the key inputs and outputs for the process chain
– These key inputs and outputs become the basis for FMEA and
Control Plan linkage
Decision for Green Belt Green Belt Work on Green Belt Work on
Executive Certification
Green Belt Candidate Training Selected Training Selected
Overview Decision
Training Selection Week 1 Projects Week 2 Projects
S Candidates
C Opportunity ID C Opportunity ID
Who Meet
C Budgeted Time C Budgeted Time
Requirements
are Certified
y Select Participants S OSD Black Belt S OSD Black Belt
Green Belts
Consulting Consulting
N Level of Skill N Level of Skill

y Executive Overview Held
y Certification Criteria Discussed
y Projects Selected
y Data Collection System
y Data Collection System y ID Key Process Variables y Reduced Variation

Becomes Functional y Understand Variation y Lower Defectives
y Tool Proficiency y Tool Proficiency Y Business Results

y Homework y Homework Y Tool Proficiency
Y Methodology
Y Organizational
Y Behavioral

Detail Process Flow Map
• Benefits of using this
map: Process 1
– Logical flow when decision
points are reached
– This map is work area and
work content focused
Decision No Process A
– Operator perspective
• Limitations: Yes
– Often too much detail to
clearly see
interrelationships between Process 2 Process B
processes
– May be limited so that
critical FMEA items get
missed Process 3

Apply the Specific Tool
Name of Quality Tool:
Page No. Application of Tool Answers (Possibilities)
How to Think (Purpose)? Creative

12
(Expanded) or Analytical (Focus)?
Category of Tool. When to apply the

tool? 1. Identifying and Understanding
13 - 15
2. Analyzing 3. Implementing and
Maintaining
Where to apply the tool? A. / B. Where

16 - 18 in the improvement process? C. Where
in your organization?
Additional Comments (i.e Collect

Overall
variable or attribute data?)

Pareto Diagram

Pareto Diagram
• Pareto Diagrams are an essential tool to help prioritize improvement targets.
Paretos usually allow us to focus on the 20% of the problems that cause
80% of the poor performance.
Defects Freqs Week Pareto Chart for Defects

Air Bubble 93 1
Air Bubble 81 2 1000 100
Air Bubble 62 3
80
Air Bubble 57 4
Percent
Weight Dev. 120 1 60
Count
500
Weight Dev. 132 2
40
Weight Dev. 91 3
Weight Dev. 88 4 20
Deformation 18 1
0 0
Deformation 29 2
ev. bbl
e
lor ti on
Deformation 31 3 Defect We
igh
tD
Air
Bu Co
De
for
ma
Deformation 42 4 Count 431 293 132 120

Percent 44.2 30.0 13.5 12.3
Color 24 1 Cum % 44.2 74.2 87.7 100.0
Color 42 2
Color 39 3
Color 27 4

Second Level Pareto
Flaws Period • A second level Pareto is used to drill down into the
Scratch Day
Scratch
Peel
Day
Day
data.
Peel Day
Smudge Day
Scratch
Other
Day
Day
• In Minitab, chart defects data in ‘Flaws,’ BY variable
Other
Peel
Peel
Evening
Evening
Evening
in ‘Period.’
Peel Evening
Peel Evening
Scratch Evening
Scratch
Peel
Evening
Night
Pareto Chart for Flaws
Scratch Night
Smudge Night
Day Evening Scratch
Scratch
Peel
Night
Night You should
Peel Night
Peel
Peel
Night
Night
15 15 drill down
using third
Other Night Peel
Count
Count
Other Night 10 10
Scratch Night
Scratch
Peel
Night
Night 5 5 level, fourth
level, etc., as
Scratch Night Other
Smudge Night
0 0
Scratch Night
Other
Scratch
Night
Night far as it makes
Scratch Night Night Weekend
Peel
Peel
Weekend
Weekend
Others
sense in
Peel
Smudge
Weekend
Weekend
15 15
solving your
Smudge Weekend
problem.
Count
Count
10 10
Smudge Weekend
Other Weekend
5 5
0 0


12

13 - 15
Maintaining


Overall

Histogram

Histogram
• Histograms show how data is distributed.
• The Output Variable represents 6 days of data collection, 12
hours per day.
DBP Time Day

95 1 1
100 2 1
104 3 1
105 4 1 10
108 5 1 Frequency
99 6 1
100 7 1 5
104 8 1
101 9 1
105 10 1 0
94 96 98 100 102 104 106 108

(The First Ten Observations) DBP


12

13 - 15
Maintaining


Overall

Cause and Effect
Diagrams

Cause and Effect Diagrams
• Purpose
– The Fishbone Diagram, also known as the Cause and
Effect Diagram or Ishikawa Diagram, is a graphical
construct used to identify and explore on a single chart,
in increasing detail, the possible causes which lead to a
given effect. The ultimate aim is to work down through
the causes to identify basic root causes of a problem.

Benefits of Cause and Effect
Diagrams
• Categorize causes of variation
• Apply to product and service related functions
• Complement the brainstorming process
• Retain lasting value
• Provide succinct information
• Promote teamwork
• Clarify understanding
• Identify potential problem areas

The Generic Cause and Effect
Diagram

Other Cause and Effect
Diagrams

Fishbone Diagram
Fishbone Diagram
A
Major Cause Major Cause Major Cause
Category 1 Category 2 Category 3
Root
Root
Cause
Cause C
Cause
Cause
Cause
Cause Cause
Cause Cause Cause

Cause
Secondary Cause
Root Cause Cause
Root
Cause
Root
Effect
Cause
Cause
B Cause
Cause
Cause
Cause E
Cause Cause
Cause
Secondary
Root Root Cause
Root
Cause Cause
Major Cause Major Cause Major Cause D
Category 4 Category 5 Category 6
Six Sigma - Tools & Concepts Fishbon1_001
Reference:The Memory Jogger P. 23 - 30 Juran Quality Control Handbook P. 22.37 - 22.38


12

13 - 15
Maintaining


Overall

Failure Modes & Effects
Analysis (FMEA)

What is an FMEA
• A systematic group of activities intended to:
1. Recognize and evaluate the potential failure of a
product / process and the effects of that failure,
2. Identify actions that could eliminate or reduce the
chance of the potential failure occurring, and
3. Document the entire process.

FMEA Sequence
• Review all process operations
• What can go wrong?
• What are the effect(s)?
• How bad is it?
• What are the cause(s)?
• How often does it happen?
• How can this be prevented and detected?
• How good are the methods of detection?
• What can be done to improve the process?

FMEA Sequence
Process C D Action Results
Function Potential Potential l Potential O Current Current e Responsibility
Failure Effect(s) S a Cause(s)/ c Process Process t R Recomm’d & Target S O D R
of e s c e P Actions e c e P
Mode s Mechanism(s) Controls Controls c Action(s) Completion
v ur N Taken v c t N
Failure Of Failure Prevention Detection Date
Require.
H ow
What are the
bad
E ffect(s)?
Process is it?
Steps Risk What can be d one
What is the
Priority to im prove
new RPN ?
N um ber the process?
H ow
What are the
What can often d oes
cause(s)?
go wrong? it happen?
H ow can this be H ow good

prevented are the
and m ethod (s) of
d etected ? d etection?
Analysis 1 Analysis 2 Analysis 3

Analysis of a FMEA
• A FMEA is like three separate analyses in one
• Severity (scaled 1 to 10, where 10 = very Serious)
• Occurrence (scaled 1 to 10, where 10 = high likelihood)
• Detection (scaled 1 to 10, where 10 = can’t detect)
• All three are multiplied
S x O x D = RPN (risk priority number)
• RPN ranges is from 1 to 1000, where lower = better
• Must establish a customer agreed maximum RPN
– Common values have been 100, 70, 54, 42

Type of FMEA’s
• Design
• System
• Bulk Material
• Process
• Service
• Machinery (new AIAG guideline)
• Safety


12

13 - 15
Maintaining


Overall

Control Charts

Control Chart Roadmap
 Select the appropriate variable to control
 Select the data collection point
 Select Type of Control Chart
 Establish basis for rational sub-grouping
 Determine sample size
 Determine measurement method/criteria
 Determine measurement system variation
 Perform initial capability study to establish control limits
 Set up forms for charting data
 Prepare procedures & train personnel
 Implement & monitor
(identify special causes thru pattern recognition)

Control Charts for Variable Data
• Xbar Chart
– Measures the aim or center of the process
– Monitors the change in the Mean of the variable across time
• Range Chart
– Measures the gain or loss of uniformity
– Monitors variability of the process over time
• Sigma Chart
– Similar to Range Chart
– Uses the sample estimate of Sigma
• Individuals Chart
– Similar to Xbar
– Plots individual points instead of the Mean
• Moving Range Chart
– Similar to Range chart
– New range is plotted with each consecutive point
– Used with the Individuals chart

Xbar-R Example
Xbar/R Chart for Length
3.0SL=76.41
75
Sample Mean
70 X=70.13
65
-3.0SL=63.85
Subgroup 0 10 20 30
3.0SL=23.03
20
Sample Range
10 R=10.89
0 -3.0SL=0.00E+00

Control Charts for Attribute Data
• P Chart (Percent or Fraction Defective of units non-conforming/
defective)
– Subgroup sample size may not be equal
– Good/Bad or Pass/Fail
• NP Chart (Number of units non-conforming/ defective)
– Equal subgroup sample size
Examples: Oil filter does not leak/leaks or Lamp lights/does not
light
• C Chart (Number of non-conformities/ defects)
– Equal subgroup sample size
– Each unit can have more than one non-conformance/ defect
• U Chart (Number of non-conformities/ defects per unit)
– Subgroup sample size may not be the equal
Examples: Paint defects on an oil filter or Errors on an invoice

Chart P Example
P Chart for FinalTes
0.05 3.0SL=0.04939
0.04
Proportion
0.03
P=0.02747
0.02
0.01
-3.0SL=0.005539
0.00
0 10 20 30
Sample Number


12

13 - 15
Maintaining


Overall

Value Stream Mapping

Drawing Current State Maps
1. Draw customer & supplier icons
2. Draw customer and supplier information flows
3. Draw delivery icons with frequency of deliveries
4. Draw & label operation boxes
5. Draw icons for raw, W.I.P. & F.G. inventories
6. Draw scheduling information flows
7. Draw material flows between operations
8. Draw data boxes for each operation
9. Calculate inventory days for each storage location
10. Draw timeline
11. Label and date the map – current state map for….

Current State Mapping Icons
I I
Inventory Inventory
Shipment Storage Point Pushed Ahead
Operation Outside
Customer or
Supplier
Operator
Supplier Delivery
Electronic Information Flow
Customer Delivery
Data Box
Scheduling Information Flow

VA & NVA Timelines
 Draw value-added time down on the timeline, draw
non value-added time up
Total N.V.A. Time

Inventory Days Inventory Days
Cycle Time Cycle Time Cycle Time Total V.A. Time

PRODUCTION 90/60/30 Day
90/60/30 Day
Forecast CONTROL Forecasts Distributors
Weekly & Installers
Michigan Order
Weekly MRP
Steel Co. PO fax
8400 pcs/mo
2500 Sheets
Weekly Schedule
Skid = 40 pieces
Weekly Ship
Schedule
Weekly
Weekly
SHEAR PUNCH FORM S. WELD PAINT/BOX SHIPPING
I I I I I I Staging
1 1 1 1 10
Sheets 3000 1000 800 2200 4800
4000
C/T=25 sec. C/T=60 sec. C/T=35 sec. C/T = 20 C/T=40 sec.
C/O= 90 sec. C/O= 0 C/O=40 min. C/O=0 C/O=0
U/T = 95% U/T = 95% U/T = 90% U/T = 99% U/T = 95%
QR = 99% QR = 98% QR = 95% QR = 98% QR = 97%
FS = 600 SQ FS = 800 SQ FS = 600 SQ FS = 300 SQ FS = 4000 SQ
Lead Time =
9.5 days 7 days 2.4 days 1.9 days 5.2 days 11.4 days 37.4 DAYS
25 seconds 60 seconds 35 seconds 20 seconds 40 seconds Production Time
60 Copyright 2006 Omnex. All rights reserved = 180 sec
Process Scorecard Measures
Rolled Throughput Yield (RTY) = FTQ (Yield) of all Operations Multiplied
Process Leadtime Days = Value-Added Time + Non Value-Added Time
Process Efficiency % = (VAT / Process Leadtime) x 100%
Inventory Days = Number Pieces divided by Daily Sales (for Raw, WIP &
FG).
Floor Space = Total Square Footage of Production + Inventory Stores
Labor Productivity Ratio = Average Daily Sales / # Operators
Availability = Average of Uptime % for all Operations in the Process
Process Performance is a lagging indicator – improvements will show on this

scorecard after Lean Projects have been successfuly deployed!

Future State Maps
• Future State Maps describe the value stream as it
could be – the ideal state!
• The Future State Map is the Blueprint you will use to
plan improvement projects.

Future State Icons
Supermarket Kanban Kanban

Path Post
Production
Kanban Withdrawal max 50 pcs
First-In
form a FIFO First-Out
Withdrawal Supermarket Flow
Kanban
Signal
Kanban Kaizen
OXOX Leveling Project
Required
Kanban
Arriving in
Batches

PRODUCTION 90/60/30 Day
90/60/30 Day
Forecast CONTROL Forecasts Distributors
Daily & Installers
Michigan Order
Daily MRP
Steel Co. PO fax
500 Sheets TT = 60 sec. 8400 pcs/mo
Skid = 40 pieces
Daily Ship
Schedule
Daily 40
Daily
40 40
Body Cell PAINT/BOX SHIPPING
   Staging
1 10
2 Days 1 Day C/T=40 sec.
2 Days
C/T = 59 sec.
C/O = 90 sec. C/O=0
Uptime = 99% U/T = 95%
FTQ = 99% FTQ = 97%
Present State Map FS = 875 FS = 4000 SQ
DSM Cabinet Body Cell
November
64 7, 2003 Copyright 2006 Omnex. All rights reserved
Process Scorecard for: ____________________
DSM Cabinet Body Mfg.
Measure Baseline State Present State Improvement

Raw Inventory Days 9. 5 Days 2 Days 79%
WIP Inventory Days 16. 5 Days 1 Day 94%
F.G. Inventory Days 11. 4 Days 2 Days 82%
Process Leadtime 37. 4 Days 5 Days 87%
Process Efficiency . 02% . 07% 250%
Rolled Throughput Yield 88% 94% + 6%
Floor Space 2300 SQ Ft. * 875 SQ Ft. * -1425 Sq Ft.
E.P.E.I. 2. 4 Days 2.5 hours 85%
Labor Productivity 105 / OP. * 420 / OP. * 400%
* Mfg. Only.

12

13 - 15
Maintaining


Overall

Summary & Review
• Types of Quality Tools
– Traditional Quality Tools
– Commonly Used Additional Tools
– Some Other Quality Tools
• Types, or categories of Tools
– HOW TO THINK
• When & Where to Apply

Thank you
Q & A!

Quality Tools: When and Where To Apply Them?

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Quality Tools: When and Where To Apply Them?

Загружено:

Авторское право:

Доступные форматы

Quality Tools

When and Where to Apply

© Omnex All rights reserved

2 Copyright 2006 Omnex. All rights reserved

Internet email: info@omnex.com

3 Copyright 2006 Omnex. All rights reserved

4 Copyright 2006 Omnex. All rights reserved

1980’s – ISO 9000, Six Sigma, (Tools part of business)

1970’s – QFD & Team Problem Solving (More Tools)

1960’s – FMEA’s in Aerospace, COQ loses favor

1950’s – Quality Tools defined (Juran, Feiganbaum, Taguchi, etc.)

Late 1940’s – Could not produce quick enough (Japan Struggled)

1930 – Acceptance Sample

1924 – Statistical Quality Control - Dr.Walter Shewhart

1920 – Quality was a inspection function

7 Copyright 2006 Omnex. All rights reserved

9 Copyright 2006 Omnex. All rights reserved

– Quality Control, Assurance, and Engineering

10 Copyright 2006 Omnex. All rights reserved

11 Copyright 2006 Omnex. All rights reserved

12 Copyright 2006 Omnex. All rights reserved

13 Copyright 2006 Omnex. All rights reserved

Source; ASQ.org / Omnex

15 Copyright 2006 Omnex. All rights reserved

C. Where to apply the tool in the quality improvement

16 Copyright 2006 Omnex. All rights reserved

A. Where to apply the tool in the quality improvement

• Define – improvement opportunities and their value to the

17 Copyright 2006 Omnex. All rights reserved

B. Where in your organization?

18 Copyright 2006 Omnex. All rights reserved

19 Copyright 2006 Omnex. All rights reserved

© Omnex All rights reserved

Too little detail will not expose the problem.

21 Copyright 2006 Omnex. All rights reserved

• Benefits of Using this Map

23 Copyright 2006 Omnex. All rights reserved

24 Copyright 2006 Omnex. All rights reserved

N Level of Skill N Level of Skill

y Data Collection System y ID Key Process Variables y Reduced Variation

y Tool Proficiency y Tool Proficiency Y Business Results

25 Copyright 2006 Omnex. All rights reserved

26 Copyright 2006 Omnex. All rights reserved

Page No. Application of Tool Answers (Possibilities)

How to Think (Purpose)? Creative

Category of Tool. When to apply the

Where to apply the tool? A. / B. Where

Additional Comments (i.e Collect

27 Copyright 2006 Omnex. All rights reserved

© Omnex All rights reserved

Defects Freqs Week Pareto Chart for Defects

Deformation 42 4 Count 431 293 132 120

29 Copyright 2006 Omnex. All rights reserved

30 Copyright 2006 Omnex. All rights reserved

Page No. Application of Tool Answers (Possibilities)

How to Think (Purpose)? Creative

Category of Tool. When to apply the

Where to apply the tool? A. / B. Where

Additional Comments (i.e Collect

31 Copyright 2006 Omnex. All rights reserved

© Omnex All rights reserved

DBP Time Day

94 96 98 100 102 104 106 108