Module 3: Tools, techniques, and approaches in FSMS

3.1. Productivity tools (5S, Kaizen)

3.2. Systematic approach to problem-solving
3.3. PDCA (Plan-Do-Check-Act) cycle for improvement
3.4. Quality control (QC) tools
3.5. Management and planning (MP) tools
3.6. Establishing action plan

Appendix D: Examples of each type of the check-sheets

__________________________________________________________________________

3.1. Productivity tools (5S, Kaizen)

5S is the name of the methods of workplace organization that uses a list of five Japanese
words: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke.

Workplace organization means requiring the workplace to be organized, free of clutter and
unnecessary things, arranged so that things can be found, and sparking clean. This augurs
well for a hygienic environment for a food-processing enterprise. 5S can make the workplace
cleaner, more hygienic and safer and the job simpler and more satisfying.

Meaning of 5S

Japanese English Meaning Example

Seiri Sort Organization Separate necessary items from
unnecessary ones and discard the later
Seiton Set in order Orderliness / Arrange necessary items in good order
Neatness so that they can be quickly retrieved
for use
Seiso Shine Cleanliness Individual cleaning responsibility –
clean & inspect the workplace so that
there is no dirt on the floor or
machines
Seiketsu Standardize Standardized Visibility of storage – maintain a high
Clean-up / level of workplace organization by
Hygiene keeping everything clean and orderly
at all times
Shitsuke Sustain Discipline Carry out 5S daily – practice 5S
continuously that it becomes habitual
and ingrained in the culture of the
enterprise

The 5S approach or method is simple and universal. It works in companies all over the
world, in all type of type of enterprises.

5S activities provide essential support for successful implementation of PRPs and other
important improvement in the enterprise, such as shorter process / equipment changeover,
just-in-time inventory systems, and total productive maintenance.

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 The 5S which refer to the five Japanese words forms the basic activities of this method.
These activities are like 5 pillars of an effective workplace. It is the basic Japanese approach
that can be used to cause improvement to the environment of the workplace.

The success of 5S depends on the commitment and discipline of everyone, including the
management, in the enterprise to carry out the activities.

Photo A: Demonstration of commitment by owner of an SME in 5S activities

(Explanation: The owner of Mary Group Co in Phnom Penh, Cambodia dressed in same
attire similar to the workers, explaining about 5S, before a “big cleaning” was carried out.)

5S activities have been acknowledged as one of the “Lean” tools that will contribute to the
reduction / elimination of waste. Over the years, there are enterprises that expanded the
concept of the original 5S to add in more S. For example: a 6th S of Safety, a 7th S for
Security, a 8th S for Satisfaction.

It should be noted that many food processing enterprises are implementing “5S++”, which
include 2 more S specific for their sector.

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 Kaizen (改善) is simply the Kanji (Japanese) word for improvement. Kaizen is derived
from Chinese, and its characters appear without change in Chinese (gǎi shàn), Korean (ge
sun). It is composed of two parts, 'change' and 'better'.

It is the basic concept of improvement and can be implemented to achieve small and
incremental improvements in the enterprise.

Kaizen can be undertaken in three main ways in the workplace (Japanese: ''gemba'),
namely:

• Individual kaizen - not simply 'suggestions' (for other people to implement) but
actually making the improvement, which may be applied to any aspect of the working
area.

• Quality Control Circles (QCC) - where groups of employees in the same workplace
or same function meet regularly to apply the systematic approach of PDCA and using
the tools and techniques to solve a particular problem or to achieve a target set on an
improvement project. Often, organizations which implement this activity call it
“Small Group Activities (SGA)”

• Workshop activity - akin to QCCs but short, sharp and concentrated over a couple of
days. Often, enterprises which implement this activity call it “Kaizen Blitz” or
“Kaizen event”

Kaizen became even more popular after 1986 when Masaaki Imai introduced it to the
Western world and made it famous through his book, Kaizen: The Key to Japan's Competitive
Success. Translated in fourteen languages, Kaizen became a fad the world over. Imai’s book
can be considered as a comprehensive handbook of 16 Kaizen management practices that can
be put to work.

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3.2. Systematic approach to problem-solving

Problem is a matter or situation regarded something that had “gone wrong” and needing to
be dealt with and overcome. This means that there are variations (changes) resulting in the
matter or situation performing less than desirable or away from the expected.

According to Dr. Joseph Juran (1904-2008), depending on the amount of variations, there
are two types of problems, namely:

• Sporadic problem, and

• Chronic problem.

(Note: Dr. Juran was one of the Quality Guru who received the Japan’s Deming Prize. He
was also known as “Father of Modern Quality Management. He authored the famous
“Quality Control Handbook” in 1951)

The first step in the systematic approach to problem-solving is to understand the problem
and define the problem. Decide whether it is a sporadic or chronic problem. Often this is
called “problem definition” and a statement of the problem will be written.

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 Sporadic problems are those that are of sudden adverse change in the status quo, with big
and unnatural (spike in) variation from the norm. For such problems, the causes are easier to
detect (assignable) because some special cause (s) had come in. Dramatic actions need to be
taken immediately to control the situation, reduce the variation, and restore the situation back
to the norm / status quo. It is like “fire-fighting”, like suddenly there is a fire, and the fire
need to be put off. The approach to solving sporadic problems must be quick and fast, and
deal with control actions like corrections and corrective actions.

Chronic problems are those that are of long standing situation having small variation from
the norm. The variations may even be deemed as natural. For such problems, the causes are
not easily detectable. Some unassignable or chance causes had come in. It is more difficult to
solve such problems. In order to change the status quo, actions need to be taken to
“breakthrough” the existing level to bring the level better than existing performance. Solving
chronic problem can be considered as improvement. The approach to solving chronic
problem must be well-planned and systematic, of which the approach will follow the PDCA
cycle.

In general, after understanding and defining the problem, they are seven sequential steps
in solving the problem systematically.

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3.3. PDCA (Plan-Do-Check-Act) cycle for improvement

It is the basic model for systematic approach to problem-solving and improvement. The
4 universal broad steps of Plan-Do-Check-Act can be applied to any situations together with
appropriate tools and techniques.

The PDCA cycle was first developed by Dr. Walter Shewhart (1891-1967), but it was Dr.
Edward Deming (1990 – 1993) who made it so well-known that most people called it
Deming Cycle. In earlier days, the Japanese call it the “Kanri (Control) Cycle”. Some call it
the “Improvement Cycle”

There are other people who prefer to use other words to describe the four main steps
(quarters) of the cycle, like SDCA (Study-Do-Check-Act) and PDSA (Plan-Do-Check-Act).

In FSMS, the PDCA can be applied to solving problems or non-conformities relating the
products, procedures and practices detected in the enterprises. On a more proactive basis, the
PDCA can be used for improvement project; taking into consideration that improvement
means a level far superior to any previous level.

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 Tools and techniques need to be used in conjunction with the steps in the cycle. The most
common and basic set of tools and techniques are the “7 QC Tools”. On a more advanced
basis, the “7 Management & Planning (MP) Tools” may be used too.

(Note: it is beyond the scope of this basic course to cover both QC Tools and MP Tools in
detail. However, an overview and key points of the Tools are provided below)

3.4. Quality control (QC) tools

The QC tools consist of 7 tools. There are also known as “7 QC tools”. Because of their
usage, there are also called “7 problem solving tools” or “7 improvement tools”. They can be
used either individually or in relation with one another to understand or solve an issue. They
assist in the factual approach in decision making.
The QC Tools

In using the QC tools, one needs to understand and appreciate data or information, which
are to be collected and used in them.

In a simplistic way, data can be divided into:

- Non-numerical data (literal / verbal information) (e.g. orange colour, it is a
fact that the orange fruit is orange in colour)
- Numerical data (e.g. numeral of 1, 2, 3, and so on)

For numerical data, they can be categorized into:

- Variable data - measurable on a scalar basis (e.g. 7 grams, 100 degree C)
- Attribute data – countable (e.g. 3 rejected units of bottles; 2 defects in the
packaging material)

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 Planning is required before any data collection can be taken. The planning activity
includes making decision on the following:

Items to be considered

• Objective for data collection

• Type of raw data required
• Equipment required for measurement
What • Instructions are required
• Type of training required
• Type of data reporting required
• Type of analysis tools to use
• The allocated budget
Where • Is the source of data
• To collect the data. Type of check-sheets?
How • To analyze the data
• To start data collection
When • Duration to keep the data
• Frequency for data collection
• Is the user
Who • Is responsible for data collection

With the data collected, then one or more tools may be used.

The QC tools, according to the Japanese, and their respective usage are as follows:

• Check-sheets (Data collection) – to facilitate collection of data for ease of making

decisions and / or taking actions.

The three commonly used check-sheets include:

- Checklist
- Recording check sheet
- Location check sheet

See Appendix D for the examples of each type of the check-sheets

• Pareto chart – to identify the “vital few” items against the “useful many” so as to
take action on those items which are identified as the vital few

It was Vilfredo Pareto, an Italian economist (1848–1923) who studied the distribution
of wealth of the world and found a significant inequality of this distribution. However,
Dr. Joseph Juran later applied this principle into areas of quantitative measurement,
and made the chart popular.

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• Cause and effect diagram – also known as the “fishbone diagram” as it resembles
the look of a fish with the bones, or “Ishikawa diagram” as it was developed by Prof.
Kaoru Ishikawa (1915–1989), to determine the causes of a problem (effect).

• Histogram – to group numerical data in a bar / column chart so as to understand the

distribution and variation of the data.

Statistics of the central tendency (mode, median, mean) and spread of the distribution
of the data (range, standard deviation) can be calculated using established formula to
further assist in interpreting the histogram.

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• Graph & Control charts – are line graphs with continuous plots of data on them,
plus “control limits”. By looking at past plots of data, prediction on the future
performance of process will be done so that preventive actions can be taken in
advance.

The simplest graphs (sometimes called charts) which are commonly used are:
- Line graph
- Bar / column chart
- Pie / circular chart

Control charts can be divided into two categories, namely variable control charts, and
attribute control charts.

The commonly used variable control charts (i.e. charts using variable data) include:
- x-bar (average) and R (range) chart
- x-bar (average) and s (standard deviation) chart

The commonly used attribute control charts (i.e. charts using attribute data) include:
- p (percent defective) chart
- np (number of defective) chart
- c (number of defect) chart

• Scatter diagram – to understand the correlation of two sets of variable parameter so

as to understand their relationships and take actions on any one of them accordingly.

Interpretation of the diagram is by looking at pattern and distribution of the plots of

data. There can be positive, negative, or no relationship observed. Correlation can be
studied further by performing the “Test of correlation using Median” and using
established formula to calculate the correlation coefficient .

• Stratification – to separate out groups of data (e.g. by shift, by machine, by product

line, etc.) which may be mixed together so as to have a clearer picture of the situation.

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 Stratification is not listed as a tool for the American version of the 7 QC tools.
However, flow charting is used.

Although there are many texts and literatures on the QC Tools, it should be noted that one
original and authentic book was published by the Asian Productivity Organization. It was
written by the late Prof. Kaoru Ishikawa (1918-1989), which was also known as the “Father
of QC Circle” and developed the “Ishikawa Diagram – Cause and Effect Diagram).

3.5. Management and planning (MP) tools

The MP tools consist of 7 tools. They are also known as “7 advanced tools” when in
comparison with the 7 QC tools. They can be used either individually or in relation with one
another to understand or manage or plan a project.

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 In 1976, the Union of Japanese Scientists and Engineers (JUSE) saw the need for tools to
promote innovation, communicate information and successfully plan major projects; and
developed the seven new QC tools. Not all the tools were new, but their collection and
promotion were.

(Note: JUSE is not a union per se but a professional organization. It established the Japan
Deming Prize in 1951, and had since then administer the Prize. It isalso known as the QC
Circle Headquarters in Japan, and the TQM Centre of Japan …..
http://www.juse.or.jp/english/)

Brief description of each of the 7 MP tools in an order that moves from abstract analysis
to detailed planning, are given below.

• Affinity diagram – also known as the KJ (Jiro Kawakita) method is a brainstorming

tool that organizes a large number of disorganized ideas into groupings based on their
natural relationships.

• Relations diagram – also known as the interrelationship diagram (diagraph); shows

cause-and-effect relationships and helps to analyze the natural links between different
aspects of a complex situation.

• Tree diagram - breaks down broad categories into finer and finer levels of detail,
helping to move thinking step by step from generalities to specifics. It is useful to map
out levels of details of tasks that are required to accomplish a goal.

• Matrix diagram - shows the relationship between two, three or four groups of
information and can give information about the relationship, such as its strength, the
roles played by various individuals, or measurements.

There are differently-shaped matrices. The table below show when to use them
basing on the number of groups of information (A, B, C and D represents the
different groups.

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 L-shaped 2 groups A B (or A A)

T-shaped 3 groups B A C but not B C

Y-shaped 3 groups A B C A

C-shaped 3 groups All three simultaneously (3-D)

X-shaped 4 groups A B C D A but not A C or B D

R (Roof) - 1 group A A when also A B in L or T

shaped

• Matrix data analysis – a complex mathematical technique for analyzing matrices,

often replaced in this list by the similar “prioritization matrix”. One of the most
rigorous, careful and time-consuming of decision-making tools, a prioritization matrix
is an L-shaped matrix that uses pair-wise comparisons of a list of options to a set of
criteria in order to choose the best option(s).

• Process decision programme chart (PDPC) - systematically identifies what might

go wrong in a plan under development.

• Arrow diagram – also known as “activity network diagram”; shows the required
order of tasks in a project or process, the best schedule for the entire project, and
potential scheduling and resource problems and their solutions.

3.6. Establishing action plan

An action plan is a list or detailed diagram of steps (tasks to be carried) with timing and
resources needed to reach one or more goals / objectives / desired results.

Firstly, the overall objectives to be achieved when the action plan is fully implemented
must be clear and specific. The expected results / outputs need to be defined.

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 The activities needed to be carried out to achieve the objectives will next be decided.
Individual steps / tasks will be arranged in sequence, with consideration of the starting time
and completion time for performing each step. Important resources like materials, financial
support, etc. to accomplish each step will be noted. The responsible party or individual for
carrying out each step and their roles will be specified.

All these planned items should be documented / written. The written plan also shows the
organization’s accountability. The simplest will be just making a listing or a table for all the
planned items. Milestones or Gantt chart can be prepared too. For more complicated action
plan with may turn out to be like a project plan, established templates that are even available
in software programmes may be used. The activity network diagram mentioned in the 7 MP
Tools can be used an action or project plan.

The main advantages of an action plan are to allow responsible parties / individuals to
monitor their progress, hence handle to project efficiently. This will create a bond within a
team, as each member is aware of their individual role

BIBLIOGRAPHY

[1] Masaaki Imai; Kaizen: The Key to Japan's Competitive Success; 1st edition; 1986;
McGraw-Hill Education

[2] Kaoru Ishikawa; Guide to Quality Control; 2nd edition; 1986; Asian Productivity
Organization

[3] Joseph Juran; Quality Control Handbook; 1st edition; 1951; McGraw-Hill

[4] Nancy R. Tague; The Quality Toolbox; 2nd edition; 2005; American Society for Quality

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Appendix D:
Examples of each type of check-sheet
___________________________________________________________________________

1. Checklist

Checklist – Vehicle Service

Date : 30 July, 2016 Vehicle No.: Technician No:

AB321 TP 02
a) Ignition system Yes/No Service time Comments
Ignition Timing Y 5 mins
Distributor breaker points Y 3 mins
Spark plugs N

b) Electrical systems
Battery electrolyte level Y 3 mins Water level topped up
Specific gravity Y 3 mins

c) Engines
Engine valve clearance N
Drive belts Y 5 mins Adjust tension of the belt
Engine oil volume Y 3 mins
Oil filter change N
Cooling system Y 5 mins
Coolant change Y 10 mins

d) Fuel system
Idle speed Y 2 mins Setting at 850 RPM
Carburetor mixture N
Fuel hoses Y 3 mins

e) Chassis and Body

Brake line hoses N
Disc brake N
Steering wheel free play N
Transmission Oil Y 5 mins Topped up hydraulic
fluid
Front and back wheel bearings N
Suspension Ball joints N
Wheel alignment Y 20 mins
Signature : KS Yong

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 Appendix D:
Examples of each type of check-sheet
___________________________________________________________________________

2. Recording Check Sheet

Defect Types Recording check sheet for August Total

on Packaging date of the month
Line
1 2 3 4 5 6 7 8 9 10 11 12

Scratches on l lll l 5
labels
Torn labels l ll 1 l 5

Wrong labels l lll lllll llll 13

No labels I l 2

Bad sealing l l lll L 6

Holes on labels l l l 3

Total 3 3 2 2 4 6 7 1 1 4 1 0 34

Comments

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 Appendix D:
Examples of each type of check-sheet
___________________________________________________________________________

3. Location check sheet

Item: Container Moulding Date checked: 30 July, 2016

Moulding Cavity No: 3 Checked by: KS Yong

Runner
gate

Blow
holes

Remarks:

Indicates where blow holes are detected

A total of 5 blowholes are found at the far end of the moulding

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