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Introduction

SQC Techniques for Problem Solving

Today, SQC system is considered to be the most essential requirement for industry, whether it is manufacturing or service.

Dr W A Shewhart, Dr W E Deming, Dr J M Juran, Dr Taguchi and Dr K Ishikawa insist upon the effective use of this system to achieve excellence in quality.

Knowledge and practice of SQC system is therefore equally important for Quality Circle functions and Quality Improvement Team activities.

Use of SQC methods


These techniques started as a sporadic use in Japan. After the second world war due to intensive propagation by JUSE, they became a regular use in industries. Dr K. Ishikawa divides statistical methods into three categories.

1.

Elementary Statistical Methods (7-tools)


Check-sheet (for data collection) Stratification Graph and Control Chart Pareto Chart Cause and Effect Diagram Histogram Scatter Diagram

2.

Intermediate Statistical Methods


They are as follows: A. Theory of sample surveys. B. Statistical sampling inspection.. C. Various methods of making statistical estimates and tests. D. Methods of utilising sensory tests. E. Methods of design of experiments. These methods are taught to engineers and quality control personnel effectively in Japan.

3. Advanced Statistical Methods.


This constitutes a big list but the most important ones are A. Advanced methods of design of experiments. B. Multivariate analysis. C. Various methods of operation research.

Advanced methods are used by technicians and engineers for optimisation of processes and securing reduction in costs.

The use of all these three methods with computers wherever necessary, is reported to have played an important role in the quality development in Japanese industry.

Statistical methods and technological advance The use of statistical methods including the most sophisticated methods have become deeply rooted in Japan.

However, one must not forget the utility of simple seven tools. Unless a person masters these seven tools he cannot use the more sophisticated ones.

Elementary Statistical Methods

Dr K. Ishikawa considers them as seven indispensable tools to be used by everyone i.e. Company Managing Directors, Company Directors, Middle Management, Foreman and line workers.

Elementary Statistical Methods

It can be used anywhere. According to him 95% of all the problems in a company can be solved by these tools. In Japan these tools are used effectively by top management to line workers.

Along with these tools, facilitators and workers must also be trained in the following basic concepts for efficient functioning of Quality Circles. a. The concept of quality. b. Principles and implementation concerning management and improvement. ' c. Statistical way of thinking.

As Dr K Ishikawa says It was due to the use of this that the quality level has risen, reliability has risen, and cost has fallen. The key has been the dogged use of process analysis and quality analysis without fanfare for a long period of time.

This has brought about improvement in technology. Some contend that engineering technology enhances technology and management technology maintains it. I do not subscribe to that claim. I cannot see any difference between engineering technology and management technology. The so-called control technique is part of proper technique.

One must utilize all the technology at his disposal to strive towards advancing quality and efficiency. After the Second World War, Japan imported many new technologies from the West. Nowadays, Japan can export her technologies to the West as well. This is in large measure a result of the introduction of statistical quality control and the use of statistical analysis, process analysis and quality analysis.

The late Prof. P.C. Mahalanobis, founder Director of Indian Statistical Institute, foresaw long ago the role of statistics in national development when he said "Statistics is the key technology of this century". Keeping in mind what is stated by Prof. Mahalanobis and Dr. K Ishikawa, we strongly advocate knowledge and effective use of basic elementary statistical methods.

After careful analysis, we have separated graphs and control charts as two separate tools and added to that two more tools viz. Flow diagram and Brainstorming. We call them Problem Solving Techniques.

PROB. SOLV. TECH. Flow Diagram Brainstorming Data Collection Graphs Stratification Pareto Diagram C & E Diagram Scatter Diagram Histogram Control Charts

It is absolutely necessary that everyone from the Chairman, Managing Director to grass root level employees should learn and effectively make use of the ten problem solving tools. We are listing here the tools along with their use.

Overview of the 10 Tools

Flow Diagram : To enable understanding of the process/flow and locate a problem.

Overview of the 10 Tools

Brainstorming : For generation of ideas in problem listing, listing of causes in problem analysis and for finding solutions.

Overview of the 10 Tools


SOLDER BATH TEMPERATURE
CHECKED BY Bajrang: DATE :14.8.98

TAKE READING OF TEMPERATURE NEAREST TO DEGREE.

TIME

TEMP (deg cen ) TIME . .

TEMP ( deg cen ) . .

0800 0900 1000 1100 1200

60 62 59 58 59

1300 1400 1500 1600 1700

61 58 63 63 59

Data collection : To understand the magnitude


of the problem and understand the problem. It is the foundation for statistical analysis.

Overview of the 10 Tools


BUDGET PROPOSAL

Graphs : Presentation of large amount of data in a


cohesive manner in the pictorial form to enable better understanding of the data and the problem and also to comprehend the trend at a glance.

Overview of the 10 Tools

Stratification : To segregate data according to contributing sources (suppliers, machines, operators etc.).

Overview of the 10 Tools


1800 1600 1400 HOURS 1200 1000 800 600 400 200 0 Nature of job
0 Cumulative hours spent by warehouse workers on different jobs 100 80 60 40 20

Receival Dispatching Inspecting

Tending warehouse Status reports Inventory taking Dead stock disposal

Pareto Chart : For identification/selection of major problem or area for improvement or control, to differentiate between vital and trivial problems.

Overview of the 10 Tools

Cause & Effect Diagram : To map out all


probable causes and relate the logical linking of causes to the problem to help narrow down to the cause or causes.

Overview of the 10 Tools


DEFECT LEVEL

LEVEL OF RESIN

Scatter Diagram : For examining relationship


between two variables, nature and strength of relationship between process factors and product quality. In a way it is also a cause and effect approach between two variables.

Overview of the 10 Tools


30

FREQUENCY

25 20 15 10 5 0

142 144 146 148 150 152 154 156 158

WEIGHT OF SOAP (GMS)

Histogram : For study of process variation and assess process capability. This is an off-line quality control method.

Overview of the 10 Tools


UPPER CONTROL LIMIT CENTRAL LINE LOWER CONTROL LIMIT

Control Charts :For maintaining running


control on a process. It is a tool for on-line quality control.

Procedures to be followed by Quality Circles in making use of these techniques.


Quality Circles meet regularly and periodically. The meeting is normally once a week for one hour.

The following steps outline the procedure along with reasons.

STEP 1 IDENTIFICATION OF WORK RELATED PROBLEM


METHOD

a) b)

Generate a list of problems using BRAINSTORMING Prioritize Problems using A B C analysis.

C Category Problem Management sanction may be needed in implementing the solution.

B Category Problem
Involvement of other departments is a necessity A Category Problem Minimum involvement of other departments in solving them

When Quality Circle movement is started in any organisation there will be a lot of interest and expectation for quick results from all. But this is basically a learning process.

After problems in an area are identified with the help of brainstorming, categorise them as mentioned above and concentrate on A category problems.

Since they call for actions from only the department or area concerned, analysis may be simple and will not call for use of many techniques. May be a simple data collection and discussion will be sufficient. Nevertheless, solving of such problems should also receive due recognition.

As the Quality Circle is new to the process and the infrastructure available in the organisation to train people at the initial stage is also limited, simple problems do not create any difficulty. They can be solved in two or three sittings.

This process will help Quality Circle members to gain confidence and will also keep their interest alive. The above learning process i.e. learning problem solving techniques can be gradual.

Once they exhaust the A category problems and when they move to B category, they will be more confident.

Now that we have completed all A category problems B category wont be difficult to us.

B category will be having more difficult problems and hence, may call for more analysis and a little more time.

Yes but we need training for some more techniques

Because of their past achievements, other departments also will be willing to help them. Here they can learn some more techniques. Both 'A' and 'B' category problems may not call for use of Milestone Chart.

By the time Quality Circles come to C category they would have been seasoned QC members and learning all the Problem Solving Techniques would not be difficult. Moreover, their track record will help in getting the management support quickly.

PROBLEMS ? WE HAVE NO PROBLEM IN SOLVING THEM

By hurrying up and selecting major problems in the initial stages, they may get bogged down and eventually QCs will lose interest and end up as nonperformers.

STEP 2
SELECTION OF PROBLEM Let us assume that they have finished with all smaller problems and have taken up a major problem.
METHOD

a) PARETO ANALYSIS or RATING based on past data or system. b) Register the selected problem with the coordinating agency.

After selection of a problem, Quality Circle at this stage should use a Milestone Chart or a Gantt Chart for planning and to work within a time bound frame. These Charts will help in comparing the actual time taken compared to the planned time schedule.

MILESTONE CHART Quality Circle Activity Planning


PROJECT STUDY PLANNING IS AN EFFECTIVE METHOD BY WHICH QUALITY CIRCLE MEMBERS ATTAIN THE SKILL TO PLAN THEIR ACTIVITIES AND EFFECTIVE TIME MANAGMENT Quality Circle Name Project Project No. Meeting Day
No. Activity Week

Department Reason for selection Date of beginning Time

Manager

Facilitator

Members Name

Date of completion

No. of projects completed


1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Target Actual

1. 2. 3. 4. 5.

Defining the problem Analyzing the problem Identifying the causes Finding out the root cause Data analysis

6. Developing solution 7. Foreseeing possible resistance 8. 9. Trial implementation and checking performance Regular Implementation

10. Follow-up/Review

The benefit of using such a system is multi-fold. a. Quality Circle members are able to have a clarity about the steps involved in problem solving. b. They will be able to plan ahead themselves and foresee possible obstacles in the process. c. By studying the difference between estimated and actual time, they will improve their estimation or planning capability.

STEP 3
DEFINE THE PROBLEM

METHOD
By using a FLOW DIAGRAM. Use of flow diagram helps in having clarity of the problem by all members. There may be some members who are not aware of the entire process.

STEP 3 This will help them to understand and also would be a great help in promoting the case study to others. A flow diagram helps one to have a armchair journey into a process cycle and to locate the problem area.
Other technique which can be used in defining the problem Brainstorming

STEP 4 ANALYSE THE PROBLEM METHOD DATA COLLECTION on the problem on all possible aspects. Analysis is very essential. There may be certain dimensions of the problem which are not understood by all. A discussion will help in pooling up ideas.

STEP 5 IDENTIFICATION OF CAUSES METHOD BRAINSTORMING first and making a CAUSE and EFFECT DIAGRAM, logically linking the causes to the main contributory factors. Identification of causes is not only what we think as cause for that situation but also all possible causes. What is expected is a total analysis and presentation in the form of Cause and Effect diagram. It needs to be studied and discussed in detail.

STEP 6 FINDING OUT THE ROOT CAUSES METHOD Identifying the main causes in CAUSE and EFFECT DIAGRAM by DATA COLLECTION and discussion. Root cause has to be established with the help of data. In case, for any reason, it is not possible to collect data it may be established based on experience. But experience has also to be quantified.

STEP 7 DATA ANALYSIS METHOD Using techniques like LINE GRAPH, BAR GRAPH, PIE GRAPH, AREA GRAPH, HISTOGRAM, STRATIFICATION, SCATTER DIAGRAM etc. would help

easy comprehension and make comparison possible.

STEP 7 Before proceeding with remedial measures, data has to be analysed and discussed for possible solutions to be arrived at. Once again discussing and selecting the best solution among the listed ones has to be done. Brain Storming will be an useful tool at the stage of analysis.

STEP 8 DEVELOPING SOLUTION METHOD BRAINSTORMING

STEP 9 FORESEEING POSSIBLE RESISTENCE METHOD BRAINSTORMING

Identifying the probable constraints and finding ways to overcome them.

STEP 9

Make a presentation to all involved with the solution i.e. Dept. Head, Facilitator, other officials, and nonmembers involved with the implementation. Discuss and evaluate a system for implementation.

STEP 9

We should carefully analyse the acceptance line and try to foresee possible resistance. Changes are not easy to implement unless and until it is acceptable to the people involved.

STEP 10 TRIAL IMPLEMENTATION AND CHECK PERFORMANCE METHOD Data collection after implementation compared with the data collected before solving the problem. Collect fresh data using control chart and watch process trends. Analyse the result, discuss and incorporate the changes needed.

STEP 11 REGULAR IMPLEMENTATION Once validity is checked and improvement observed with data, regular implementation can be effected. Incorporate the suggestions in the working system or work instruction sheets (Process cards.)

STEP 12 FOLLOW UP / REVIEW METHOD

Implement evaluation procedure, use Control Chart, have six monthly report for evaluation. Make modifications if necessary.

Now let us look into the steps needed to be taken before Problem Solving.

Deming Wheel
Before learning about problem solving technique we should first concentrate upon how to prevent problems. Problems can be controlled or minimised by effective use of P-D-C-A cycle or Demings Wheel.

Dr Deming suggested a four step formula for effective functioning of any section/organisation with proper quality control system.

This was accredited to him by the Japanese as Deming Wheel, but Dr Deming himself however said that, it was Dr Shewharts idea and that the diagram should be called as the Shewhart cycle.

The PDCA cycle is as follows:

ACT

PLAN

CHECK

DO

Dr K Ishikawa made these four steps into six steps as follows:


DECIDE ON THE OBJECTIVE AND TARGETS TAKE ACTION DECIDE METHODS OF ACHIEVING THE OBJECTIVE CARRY OUT EDUCATION AND TRAINING

ACT

PLAN

CHECK THE RESULT

CHECK

DO THE WORK

DO

When these six steps have been followed, a seventh step is needed to ensure whether the corrective action has been worked out or not. Let us see these six steps in detail.

PLAN (1)

1. Decide on objectives and targets

PLAN (1) Control is impossible if we do not have clearly defined objectives and targets which are stable.

PLAN (1)
a) Objectives are decided as a result of policy and they must be broken down into sub-policies, clearly spelling out what are the responsibilities and authority in each level.

PLAN (1)

Our policies are rationale and clear cut for all levels.

b) Policies must have a proper rationale.

PLAN (1)

Dont issue policies in fragmental. Dont you know ours is an ISO 9000 company?

c)

Policies must be decided from an overall point of view and not to be issued in fragments.

PLAN (1)

While setting policies give our priorities to customers complaint.

d) While setting policies we must decide on our priorities.

PLAN (1)
e) Objectives or targets should be stated clearly and specifically and, if possible, with concrete deadlines (time frame) and in measurable terms.

Do we have concrete deadlines for our objectives?

PLAN (1)
f) Policies must be divided into two steps viz., i) Methodology : Ways and means policy of achieving objectives. (How) ii) Objective : Specific objectives. policy (What)

PLAN (2)

2. Decide on the means of achieving objectives: standardization technology and administrative techniques.

PLAN (2)
Once the objectives are decided the next step is deciding on the means of achieving these objectives. The technical and administrative staff should formulate a programme structure and continuously educate the staff. In process control we first do design analysis, formulate standards and revise those standards as we improve upon them.

PLAN (2)
You are acting upon symptoms. Find out the root cause and deal with that.

a) Standards, particularly technical and operating should deal with causes.

PLAN (2)

b) How to control the key factors for control of process must be decided. To identify these key factors, we must have a proper technical knowledge concerning the process.

PLAN (2)
c) Standardisation is carried out in order to delegate authorities. While authority should be delegated, not all the responsibilities could be delegated. It should be made clear as to what is to be done in exceptional or abnormal situations i.e.
Who should do what (responsibility) How far they can go (authority) From whom they should receive instructions (Specialists or Superiors).

PLAN (2)
He just read the standards prepared by me Why is he banging against the wall?

d)

Standards should be formulated to state the objectives clearly.

PLAN (2)

e)

All the people who are involved should have a say in the standardisation.

PLAN (2)
f) "To err is human". Hence, instead of criticising one for the errors, we should look into prevention of such errors. It is not 'who did it' but 'why it occurred'.
I am not interested in knowing who did the mistake. Find out why it happened and introduce Poka Yoke

PLAN (2)

This standard is not revised for last eleven years! I am sure it is not in use.

g) A standard that has not been revised is a standard that is not being used could be an obvious conclusion.

PLAN (2)

I have asked for standards. Dont give me bits of papers.

h) Standards must be properly documented.

PLAN (2)
RULES FOR THIS OFFICE

1. You have power to decide on all issues. 2. But you should take my permission first. 3. Boss is never wrong. 4. If Boss is wrong please refer to rule no. 3.

i) All standards must be mutually consistent.

DO (1)

3. Carry out Education and Training

DO (1)
When one teaches his people, it is not only transmitting knowledge and values but also reinforcing them within the teacher and enhancing ones commitment to the values.

All those in charge of people are responsible for training them also.

DO (1)

A, B and C classification of problems is for Quality Circle Members to learn in a structured way.

Training and education within a company consists of the following three actions. i) Training in a structured way.

DO (1)

ii) On the job training of subordinates by superiors.

DO (1)
iii) Letting people learn for themselves boldly by giving them full authority for their work i.e., empowerment.

Sanjay you dont bother about mistakes. I am there to support you. You make mistakes only when you do work. There is no other way to learn.

DO (2) 4.

Do the work - Execute as per


the plan of action.

CHECK

5. Check the results


Checking the results consists of seeing whether the work is being carried out in line with policies, instructions and objectives. All those in positions of authority must think carefully about where, when, what and how to check.

CHECK

When controlling a work, it should be checked by the following two methods.

CHECK

Walk the talk


a) Check the causes. Take a walk around the work place and see whether everything is being carried out according to policies and standards. Although industrial processes are affected by an infinite number of causes, the following generalities apply:

CHECK
800 700 600 500 400 300 200 100 0
100 80 60 40 20 0

No of complaints

i) Only small number of causes can be pinned down as to not operating to standards and even these cannot be controlled 100% correctly.

CHECK
We can not do hundred percent check with limited time available. Sampling under SQC becomes important Sample

ii) Because we have only a limited time, we can only see a small part of the work.

CHECK

b) Checking through results. This consists of checking whether work and processes are proceeding well by examining the results of the work.

CHECK
i) This concept is to be understood properly. Taking action with respect to the goods or product based on result is an inspection approach. This is an action with respect to the produced product and not to check the system. What we have to do is, based on the result, carry-out an action with respect to the work process, business and operations in control.

CHECK
ii) We must constantly make sure as to what is the most significant characteristic of the result of our work through which we can check the work. In other words, what are the critical points of the result that needs to be checked. That is, establishing quality check points.

CHECK
DEFECT LEVEL

LEVEL OF RESIN

iii) Results are always scattered. The number of factors affecting the results of our work are limitless and we cannot control all of them.

CHECK
When an abnormality occurs we must examine how the distribution has changed. In other words we must make judgements and exercise control on statistical basis, using statistical tools.

Sir, look into the distribution in this Histogram. Definitely there is shift in the process.

CHECK
iv) In order to control a process by checking through the results it is essential to clarify the history of product lots and data i.e. to stratify the data carefully.

CHECK v) Information must be fed back as quickly as possible, accurately at the appropriate time to the appropriate person.

nfo I

tion ma r

6.

ACT

Just checking and leaving things as it is will not do any good. If the work is not going on well or there is some abnormality, something must be done about it. The causes must be found and eliminated from the process to ensure that the work proceeds smoothly.

6.

ACT

By doing this, our main aim is not to remove the symptoms but the causes of the symptoms i.e. the root causes. For this we need operation standards. It is the job of the managers to observe the job standards.

The reason for not following the standards is usually one of the following. i) The worker lacks awareness or is careless.

What training? Who has got time for that? He will learn it from the work.

ii) Insufficient training and education in standards have been given.

Least count of scale is 50 grams. How can we check up + 5 grams In that?

iii) The standards are inadequate or impossible to follow.

While the first one is the responsibility of the operator and supervisors, the other two require action by upper management. It is normally found out that 20 to 25% of the causes can be attributed to workers carelessness. 75 to 80% to managements lack of attention.

Hence, the following precautions have to be taken. a) Try having workers do their job according to the standard and look carefully at what is happening.

Divakar, dont bother. Just follow the standards. I am watching. If you have any problem I am there to help you.

Rajeev, Look at that finish! Our customers are not happy. Our boys need retraining on final finish.

b) Retrain the workers on the areas they need improvement.

Sunita! We could have avoided that accident. Atleast now you should introduce Poka Yoke where ever possible.

c) Institute fool proofing methods wherever possible.

d) Take account of the worker's attitude for the task in hand and change him if he is not suitable.

Prem! That boy Barnetto has made this mistake for the sixth time. Take him out and put him in an area suitable to him

We have a better solution from the workers . Change the standards accordingly

e) Revise the standards if necessary. Many of the standards do not take into account practical difficulties.

f) Modify the objectives and targets. Standards are not the only things that need revision. Sometimes objectives and targets can also be wrong. In that case we should collect sufficient data, reconsider and revise them, if necessary.

7.

Check the results of the action taken.

It is necessary and it is the responsibility of the upper management for checking the effectiveness of any process. Just taking action is not sufficient but we should also check the result.

7.

Check the results of the action taken.

Control Charts are useful for this. Control can be exercised effectively if statistical methods are used skillfully in all stages of the process. That is statistical control.

SQC METHODS

7.

Check the results of the action taken.

When it is exercised with respect to quality it is called statistical quality control. Since our aim is to control quality we should utilise SQC methods as far as possible to achieve the result.

Now let us look into the Problem Solving Techniques one by one

Prepared by G. Vijaykumar

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