QUALITY CONTROL

Definition of quality
The ability of a product or services to meet customer
need is called quality
Implication of Quality
Poor quality can lead to following
Company reputation
Product liability
Global implication
Quality in goods
Performance
Features
Durability
Reliability
Conformance
Serviceability
Aesthetics
Perceived Quality
Quality in Services
Tangibles
Reliability
Responsiveness
Competence
Courtesy
Security
Access; Communication &Understanding the
Customer
 What Is Quality?
The Experts Say...

Conformance to requirements (Philip B. Crosby)

Zero Defects (Philip B. Crosby)
Fitness for use (Joseph M. Juran)
Reduced variation (W. Edwards Deming)
Quality Control Evolution

Evolution

TQM
Quality
Assurance
Quality
Control
Foreman
Operator
1900 1918 1920 1940 1980
Cost of Quality
The cost of doing things wrong is called cost of quality.
It is the price of non-conformance.
Four major categories of COQ are
Prevention Cost (cost associated with reducing potential for
defective parts or services e g quality improvement program,
training)
Appraisal cost (cost related with evaluating products or
services, process )
Internal failure (cost that result from production of
defective parts or services before delivery to customer eg
rework scrap etc)
External cost (cost that occur after delivery of defective
products or services like returned goods , liabilities , lost
good will etc)
Awareness to
ISO 9001:2000
International Quality Standard
ISO 9000 is a set of quality standard developed by
International Organization for Standardization.
SO 9000 is a quality management standard that
presents guidelines intended to increase business
efficiency and customer satisfaction.
The goal of ISO 9000 is to embed a quality
management system within an organization,
increasing productivity, reducing unnecessary costs,
and ensuring quality of processes and products.
 ISO
ISO140
01
ISO 9000
International SA80
00

Organization for OHSAS1

8 00 1
9
1694
Standardization IS O/TS
What is ISO?
International Organization for Standardization
Develops standards do not certify companies
Around 140 countries members
Around 13000 standards produced
Technical Committees are formed to produce
standards
ISO 9000:2000
Family of Standards
 CORE STANDARDS
 ISO 9000:2000 Fundamentals and Vocabulary
 ISO 9001:2000 QMS Requirements
 ISO 9004:2000 Guidelines for Performance Improvement

 SUPPORTING STANDARDS
 ISO 10005:1995 Guidelines for Quality Plans
 ISO 10006:1997 Guidelines for Project Management
 ISO 10007:1995 Guidelines for Configuration Mgt
 ISO 10011-1, -2, -3 on Auditing
 ISO 10012-1 & -2, Quality Assurance for Measuring Eqpt.
 ISO 10013:1995 Guidelines for Quality manuals
ISO 9000:2000 Family of
Standards
ISO/TR 10014:1998 Guidelines for managing
economics of quality
ISO 10015 Guidelines for Training
ISO/TR 10017:1999 Guidelines on Statistical
techniques
1. New Standard
What’s New?
ISO 9002 and 9003 dropped
ISO 9001 modified

2. New Structure
 20 clauses abandoned
 Now 8 sections
 QMS

Quality Management
System
A System of coordinated activities which is meant to “direct”
and “control” an organization with regard to quality.
or
(satisfying your customer by managing your resources, through a
standardized system)
 QUALITY MANAGEMENT PRINCIPLES
What are they?

The basic principles on which the ISO

9000:2000 standards are based

Quality Management
Principles
Principles of new Standard
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PRINCIPLE 1
CUSTOMER-FOCUSED ORGANISATION

Organization depend on their customers and

therefore should understand current and
future customer needs, meet customer
requirements and strive to exceed customer
expectations.
 PRINCIPLE 2
LEADERSHIP
Leaders establish unity of purpose and direction of
the organization. They should create and maintain
the internal environment in which people can
become fully involved in achieving the
organization's objectives.
PRINCIPLE 3
INVOLVEMENT OF PEOPLE
People at all levels are the essence of an
organisation and their full involvement
enables their abilities to be used for the
organisation’s benefit.
PRINCIPLE 4
PROCESS APPROACH

A desired result is achieved

more efficiently when related
resources and activities are
managed as a process.
PRINCIPLE 5
SYSTEM APPROACH TO MANAGEMENT

 Identifying, understanding and

managing a system of
interrelated processes for a
given objective improves the
organization’s effectiveness and
efficiency.
PRINCIPLE 6
CONTINUAL IMPROVEMENT

Continual improvement
should be a permanent
objective of the organization.
 PRINCIPLE 7
FACTUAL APPROACH TO DECISION
MAKING
Effective decisions are based on the analysis of
data and information.
PRINCIPLE 8
MUTUAL BENEFICIAL SUPPLIER RELATIONSHIPS
An organization and its
suppliers are interdependent,
and a mutually beneficial
relationship enhances the
ability of both to create value.
 The Structure
0 Introduction
1 Scope
2 Normative reference
3 Terms and definitions
4 Quality management system
requirements
5 Management responsibility
6 Resource management
7 Product realization
8 Measurement, analysis and improvement
System Requirements /
Structure of the Standard
4 Quality 5 Management 6 Resource 7 Product 8
Management Responsibility Management Realization Measurement
System Analysis &
improvement

Management
General Provision of Planning(7.1)
Commitment(5.1 General (8.1)
requirements (4.1) resources(6.1)
)
Customer
Documentation Customer focus related
Requirements(4.2) (5.2) Human Monitoring &
processes(7.2)
resources(6.2) measurement(8.2)
Quality Design &
policy(5.3) development(7.3)
Infrastructures(6.3 Control of NCP(8.3)
)
Planning(5.4)
Purchasing(7.4)
Work
Analysis of data(8.4)
environment(6.4)
Responsibility,
Production &
authority &
service
communication(
provision(7.5) Improvements(8.5)
5.5)

Management Control of monitoring &

measuring devices(7.6)
Reviews (5.6)
 Total Quality
Management (TQM)
Total Quality Management (TQM)
Management of an entire organization so that it
excels in all aspects of product and service that are
important to customer.
 Total Quality Management
Elements
 Leadership
 Employee Involvement
 Product/Process Excellence
 Customer Focus

5-8
Major Contributors to the development
of TQM
Dr Edwards Deming
Dr Joseph Juran
Philip Crosby
Armand Feigenbaum
Prof. Kaori Ishikawa
Genichi Taguchi
Musaaki Imai
TQM implementation tips
Create consistency of purpose
Lead to promote change
Build quality into the product . Stop depending on inspection to catch problem.
Build long term relationship based on performance
Continuously improve product quality & services
Start training
Emphasize leadership
Drive out fear
Break-down barrier between departments
Stop haranguing (lengthy speech )workers
Support, help & improve
Remove barrier to pride in work.
Institute a vigorous program of education and self-improvement
Put everybody in the company to work on the transformation.
Key Tools of Quality
Continuous improvement
Six sigma
Employee empowerment
Benchmarking
Just in Time
Taguchi concept
Seven QC Tools
1- Continuous Improvement -PDCA
2- six sigma
It is a program to save time, cost & improve quality.
3-Employee empowerment

It is enlarging employee jobs so that the added

responsibility & authority is moved to lowest level
possible in the organization.
Quality circle is a group of employee meeting regularly
with a facilitator to solve work related problems in
their work area.
4-Benchmarking
It is “selecting a demonstrated standard of
performance that represents the very best
performance for a process or activity. ”
Following is the method used to do bench marking
Determine what to benchmark
Form a benchmark team
Identify benchmarking partner
Collect and analyze benchmarking information
Take actions to match or exceed the benchmark.
5- Just in Time

JIT systems are deigned to produce or deliver goods

just as they are needed.
This will be covered in other lecture .
6-Taguchi concept

Most quality problems are the results of poor product

and process design. Taguchi concepts covers this
aspect.
7-Seven QC Tools


 Pareto
ParetoDiagram
Diagram To
Toidentify
identifythe
thecurrent
currentstatus
statusand
and issues
issues

 Cause
Causeand
and Effect
EffectDiagram
Diagram To
Toidentify
identifythe
thecause
causeand
andeffect
effectrelationship
relationship

 Histogram
Histogram To
Tosee
seethe
thedistribution
distributionof
of data
data

 Scatter
ScatterDiagram
Diagram To
Toidentify
identifythe
therelationship
relationshipbetween
betweentwo
two
things
things

 Check
Check Sheet
Sheet To
Torecord
recorddata
datacollection
collection

 Control
Control Chart
Chart To
Tofind
findanomalies
anomaliesand
and identify
identifythe
thecurrent
currentstatus
status

 Graph
Graph// Flow
FlowCharts
Charts To
Tofind
findanomalies
anomaliesand
and identify
identifythe
thecurrent
current
status
status
 Six Sigma
ABDULLAH ATHAR
Introduction
Six Sigma is a set of tools and strategies for
process improvement originally developed by
Motorola in 1985.
Six Sigma became well known after Jack Welch
made it a central focus of his business strategy at
General Electric in 1995,and today it is used in
different sectors of industry.
Six Sigma seeks to improve the quality of process
outputs by identifying and removing the causes of
defects (errors) and minimizing variability in
manufacturing and business processes.
It uses a set of quality management methods,
including statistical methods, and creates a special
infrastructure of people within the organization
("Champions", "Black Belts", "Green Belts", "Orange
Belts", etc.) who are experts in these very complex
methods.
Each Six Sigma project carried out within an
organization follows a defined sequence of steps
and has quantified financial targets (cost reduction
and/or profit increase).
The maturity of a manufacturing process can be
described by a sigma rating indicating its yield or the
percentage of defect-free products it creates.
A six sigma process is one in which 99.99966% of
the products manufactured are statistically expected
to be free of defects (3.4 defects per million),
although, as discussed below, this defect level
corresponds to only a 4.5 sigma level.
 Motorola set a goal of "six sigma" for all of its
manufacturing operations, and this goal became a
byword for the management and engineering
practices used to achieve it.
 DPMO
Sigma DPMO Percent defect % Yield

1 691,462 69% 31%

2 308,538 31% 69%

3 66,807 6.7% 93.3%

4 6,210 0.62% 99.38%

5 233 0.023% 99.977%

6 3.4 0.00034% 99.99966%

7 0.019 0.0000019% 99.9999981%

Features
The term "Six Sigma" comes from a field of statistics
known as process capability studies. Originally, it
referred to the ability of manufacturing processes to
produce a very high proportion of output within
specification.
Processes that operate with "six sigma quality" over the
short term are assumed to produce long-term defect
levels below 3.4 defects per million opportunities
(DPMO).
Six Sigma's implicit goal is to improve all processes to
that level of quality or better.
Methods

Six Sigma projects follow two project methodologies

inspired by Deming's Plan-Do-Check-Act Cycle.
These methodologies, composed of five phases
each, bear the acronyms DMAIC and DMADV.
DMAIC is used for projects aimed at improving an
existing business process.
DMADV is used for projects aimed at creating new
product or process designs.
DMAIC

Define the problem, the voice of the customer, and

the project goals, specifically.
Measure key aspects of the current process and
collect relevant data.
Analyze the data to investigate and verify cause-
and-effect relationships. Determine what the
relationships are, and attempt to ensure that all
factors have been considered. Seek out root cause
of the defect under investigation.
DMAIC
Improve or optimize the current process based upon
data analysis using techniques such as
design of experiments, poka yoke or mistake proofing,
and standard work to create a new, future state
process. Set up pilot runs to establish
process capability.
Control the future state process to ensure that any
deviations from target are corrected before they result
in defects. Implement control systems such as
statistical process control, production boards, visual
workplaces, and continuously monitor the process.
DMADV
Define design goals that are consistent with
customer demands and the enterprise strategy.
Measure and identify CTQs (characteristics that are
Critical To Quality), product capabilities, production
process capability, and risks.
Analyze to develop and design alternatives, create a
Verify the design, set up pilot runs, implement the
production process and hand it over to the process
owner(s).
Quality management tools
•5 Whys
•Analysis of variance
•ANOVA Gauge R&R
•Axiomatic design
•Business Process Mapping
•Cause & effects diagram ( fishbone or Ishikawa diagram)
•Check sheet
•Chi-squared test of independence and fits
•Control chart
•Correlation
•Cost-benefit analysis
•CTQ tree
•Design of experiments
•Failure mode and effects analysis (FMEA)
•General linear model
Histograms
 Quality management tools

•Pareto analysis
•Pareto chart
•Pick chart
•Process capability
•Quality Function Deployment (QFD)
•Quantitative marketing research Rolled throughput yield
•Root cause analysis
•Run charts
•Scatter diagram
•SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
•Stratification
•Taguchi methods
•Taguchi Loss Function
TRIZ
Application
IBM
GE
MOTOROLA
Seven Tools of Quality
QC tools
QC
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tools(7
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Whetherin inidentifying
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of
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and
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encouragedto to
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data and
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practiceusing
using
them.
them.
Benefits of using QC tools

1. The situation can be grasped correctly, rather than

based on experience or intuition
2. Objective judgment can be made
3. The overall picture can be grasped
4. Problem points and shortcomings become clear so
that action can be taken
5. Problems can be shared
Problem solving and QC tools
Select a theme
- Define focus areas - Look at the control situation - Look at trends and habits -Process capability
100 150
100 133.0 30
140
80
80 132.0 130 25
60
60 131.0 120
20
40 40
130.0 110
20 20 129.0 100 15

0 0 128.0 90
10
配線 ミ ス

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購入部品不良

そ の他

127.0 80
70 5
126.0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 60
0
1月 2月 3月 4月 5月 6月
9.78 9.83 9.88 9.93 9.98 10.03 10.08 10.13 10.18 10.23

Pareto diagram Control chart Line chart Histogram

Get hold of a vision Get hold of the current situation Analyze the factors
- 3 factors of targets - Activity Cause/result relationship, Take data
plan 　
●：1号機 ▲：2号機
7 月14日 7月15日 7月16日 7月17日 7月18日 7月19日 1号機 2号機 合計
130 スケジュール表 ●▲● ● ●● ●● ●●▲ ●● ●●●
縫製 14 2 16
項目 担当者 ４月 ５月 ６月 ７月 ８月 ９月 １０月 １１月 １２月 １月 ２月 ３月
120 テーマ選定 福島 仕上がり
●●▲ ● ▲ ●● ● ●● ●●●
11 2 13

●●▲ ●● ●●● ●● ● ●▲● ●● ●●● ●●● ●●

汚れ 27
110 あるべき姿の把握 秋田 ●● ●
25 2

●●● ▲● ▲●● ●▲ ●● ●● ●▲● ●●

現状の把握 青森 キズ 19 6 25
●▲● ●▲●
100 ▲●● ●● ●● ▲● ●● ▲●●
その他 11 3 14
原因の解析 福岡
90 解決策の選定 山口
合計 26 11 11 11 13 23 80 15 95

80

70
効果の把握

フォローアップ
静岡

三重 cause and effect diagram Check sheet

目 レビュー 愛知
60
標 ： 計画 ： 実績
View at things in layers
Brain writing Affinity chart Line chart Gantt chart Confirm interrelations

Follow-up and review Confirm the effect Look at changes over time
- What, how much and until what time? 130 133.0
120 132.0
●：1号機 ▲：2号機
7月14日 7月15日 7月16日 7月17日 7月18日 7月19日 1号機 2号機 合計 133.0 110 131.0
縫製
● ▲ ● ● ●●

●●▲● ▲
●●

●●
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●
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14 2 16 132.0
131.0
100
Solutions 130.0
仕上がり 11 2 13
130.0 129.0
● ● ▲ ● ● ●● ● ●●● ● ▲● ● ● ● ● ● ●● ● ● ●
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Measures is

汚れ 25 2 27
●● ● 129.0 128.0
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proposal
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● ● ● ▲ ● ▲● ● ●▲ ●● ●● ●▲ ● ● ● 128.0
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●▲● ●▲ ●
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127.0 70
▲●● ●● ●● ▲● ●● ▲● ●
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126.0
126.0
合計 26 11 11 11 13 23 80 15 95 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 60 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Line chart Control chart (for

Check sheet Control chart
analysis)
Seven QC Tools
 Stratification
Stratification Basic
Basicprocessing
processingperformed
performedwhen
whencollecting
collecting
data
data


 Pareto
ParetoDiagram
Diagram To
Toidentify
identifythe
thecurrent
currentstatus
statusand
and issues
issues

 Cause
Causeand
and Effect
EffectDiagram
Diagram To
Toidentify
identifythe
thecause
causeand
andeffect
effectrelationship
relationship

 Histogram
Histogram To
Tosee
seethe
thedistribution
distributionof
of data
data

 Scatter
ScatterDiagram
Diagram To
Toidentify
identifythe
therelationship
relationshipbetween
betweentwo
two
things
things

 Check
Check Sheet
Sheet To
Torecord
recorddata
datacollection
collection

 Control
Control Chart
Chart To
Tofind
findanomalies
anomaliesand
and identify
identifythe
thecurrent
currentstatus
status

 Graph
Graph// Flow
FlowCharts
Charts To
Tofind
findanomalies
anomaliesand
and identify
identifythe
thecurrent
current
status
status
 New Seven QC Tools


 Affinity
Affinity Chart
Chart Grasp
Graspcurrent
currentsituation
situationand
and
problems
problems

 Linkage
Linkage Chart
Chart Sort
Sortout
outrelationships
relationshipsin
inthe
the
situation
situation

 System
System chart
chart Systematic
Systematicsorting
sortingof
of the
thesituation
situation

 Matrix
Matrix diagram
diagram Grasp
Graspaarelationship
relationshipbetween
betweentwo
twomatters
matters

 PDPC
PDPC methods
methods Risk
Risk management
managementbased
basedon
onforecasting
forecasting

 Arrow
Arrow diagram
diagram Plan
Planprogress
progress

 Matrix
Matrix data
data analysis
analysis Correlation
Correlationanalysis
analysis
Check Sheet
AAcheck
checksheet
sheet isis “a
“asheet
sheetdesigned
designed in inadvance
advance
to
toallow
alloweasy
easycollection
collectionand andaggregation
aggregationof of
data.”
data.” ByBy just
justentering
entering check
check marks
markson onaacheck
check
sheet,
sheet, data
datacancan be
becollected
collected to
toextract
extract
necessary
necessary information,
information, or oraathorough
thorough
inspection
inspectioncan can be
beperformed
performed in inananefficient
efficient
manner,
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eliminating aapossibility
possibilityofof skipping
skipping
any
anyofof the
therequired
required inspection
inspection items.
items.
AAcheck
checksheet
sheet isisalso
alsoeffective
effective in
inperforming
performing
stratification
stratification (categorization).
(categorization).
Example Usage of Check Sheet

A check sheet used to identify defects

Date
Defect
6/10 6/11 6/12 6/13 6/14 Total

Vertical 34
Scratch

Scratch 11

Dent 37
Pareto Diagram
AAPareto
Paretodiagram
diagramisisaacombination
combinationof ofbar
barand
andline
linegraphs
graphsof
of
accumulated
accumulateddata,
data,where
wheredata
dataassociated
associatedwith
withaaproblem
problem(e.g.,
(e.g.,
aadefect
defectfound,
found,mechanical
mechanicalfailure,
failure,ororaa
complaint
complaintfrom
fromaacustomer)
customer)arearedivided
divided
（件）
１６０
（％）
１００

into smaller groups by cause or

into smaller groups by cause or by by ｎ＝１６０

１２０
phenomenon
phenomenonand andsorted,
sorted,for
forexample,
example,
by
bythe
thenumber
numberof ofoccurrences
occurrencesor orthe
the
８０ ５０

amount
amountofofmoney
moneyinvolved.
involved. (The
(Thename
name
４０

“Pareto”
“Pareto”came
camefrom
fromananItalian
Italian ０ ０

mathematician who created the diagram.)

mathematician who created the diagram.)
Ａ Ｂ Ｃ Ｄ Ｅ
When is it used and what results will be obtained?

Which is the most serious problem among many problems? It is mainly

used to prioritize action.

Usage Results
Results
••Allows
Allows clarification
clarification of
of
••Used to identify a problem.
•Used to identify the cause of a important
important tasks.
tasks.
••Allows
Allows identification
identification ofof aa
problem.
••Used
Used to
to review
review the
the effects
effects of
of an
an starting
starting point
point (which
(which task
task
action to be taken. to
to start
start with).
with).
•Used to prioritize actions. ••Allows
Allows projection
projection of
of the
the
effects
effects ofof aa measure
measure to
to be
be
[Used
[Used during
during phases
phases toto monitor
monitor taken.
taken.
the
the situation,
situation, analyze
analyze causes,
causes, and
and
review effectiveness of an action.]]
Example usage of Pareto Diagram
(1) Assessment using Pareto (2) Confirmation of Effect
diagram (prioritization) (Comparison)
•To identify a course of action Frequently used to
to be emphasized using a check the effect of an
variety of data. improvement.

Details of A
Improv
ed!

B C D I J K L
A
W
Ｘ
X
Ｙ
Y Z
Ｚ X
Ｘ Y ＹW ＷZ Ｚ
Cause and Effect Diagram
AAcause
causeand
andeffect
effectdiagram
diagramisis“a“afish-bone
fish-bonediagram
diagramthat
that
presents
presentsaasystematic
systematicrepresentation
representationof of the
the
relationship
relationshipbetween
betweenthe theeffect
effect(result)
(result)and andaffecting
affecting
factors
factors(causes).
(causes).
Solving
Solvingaaproblem
problemin inaascientific
scientificmanner
mannerrequires
requires
clarification
clarificationof
ofaacause
causeand
andeffect
effectrelationship,
relationship,where
where
the
theeffect
effect(e.g.,
(e.g.,the
theresult
resultof
ofwork)
work)varies
variesaccording
accordingto to
factors
factors(e.g.,
(e.g.,facilities
facilitiesand
andmachines
machinesused,used,method
methodof of
work,
work,workers,
workers,andandmaterials
materialsand
andparts
partsused).
used). ToTo
obtain
obtainaagood
goodwork
workresult,
result,we
wemust
mustidentify
identifythetheeffects
effects
of
ofvarious
variousfactors
factorsand
anddevelop
developmeasures
measuresto toimprove
improvethethe
result
resultaccordingly.
accordingly.
When is it used and what results will be obtained?

A cause and effect diagram is mainly used to study the cause of a certain
matter. As mentioned above, the use of a cause and effect diagram allows
clarification of a causal relation for efficient problem-solving. It is also
effective in assessing measures developed and can be applied to other
fields according to your needs.

Usage Results
Results
••Used
Used when
when clarifying
clarifying aa cause
cause and
and ••Can
Can obtain
obtain aa clearclear overall
overall
effect relationship.
effect relationship. picture
picture of of causal
causal relation.
relation. (A
(A
••[Used
[Used during
during aa phase
phase to
to change
change in in the
the cause
cause triggers
triggers aa
analyzecauses.]
analyzecauses.] variation
variationin inthe
theresult.)
result.)
••Used
Used toto develop
develop ••Can
Can clarify
clarify thethe cause
cause and
and
••countermeasures. effect
effectrelationship.
relationship.
countermeasures.
••[Used ••Can
Can listlist upup all
all causes
causes toto
[Used during
during aa phase
phase to
to plan
plan
countermeasures.]
countermeasures.] identify
identifyimportant
importantcauses.
causes.
••Can
Can determine
determine the the direction
directionof
of
action
action (countermeasure).
(countermeasure).
 Cause and Effect Diagram
Name of big bone factor
mini bone small bone

characteristics
big bone

medium

(result)
bone back bone

factors (causes)
Histogram
Articles produced with the
same conditions may vary in specification range
terms of quality
characteristics.

Y axis (no. of occurrences)

A histogram is used to judge
whether such variations are
normal or abnormal. First,
the range of data variations
are divided into several
sections with a given interval,
and the number of data in
each section is counted to
produce a frequency table. range of variation
X axis
Graphical representation of (measured values)
this table is a histogram.
Histogram--Example No. 1

Data sheet of lengths of cut steel wire [Specification: 255±5cm] (n=100)

№ 1 2 3 4 5 6 7 8 9 10
1 255 259 257 254 253 254 253 257 258 252
2 253 256 255 255 256 255 257 255 256 258
3 257 255 256 251 255 253 255 256 254 256
4 257 255 257 254 254 260 258 253 260 255
5 255 252 255 253 253 258 253 259 255 257
6 253 257 258 256 253 254 255 254 257 253
7 255 254 253 255 257 252 254 256 255 255
8 254 254 254 254 255 255 257 255 253 254
9 258 256 253 256 255 254 255 256 256 256
10 256 254 255 257 254 254 259 253 258 254
Ｓ 253 252 253 251 253 252 253 253 253 252
Ｌ 258 259 258 257 257 260 259 259 260 258
(Unit;cm)
 Histogram--Example No.2

(Frequency Distribution Table Cutting Length of Steel Wire)

(Standard: 255±5cm)
Central Valee of
№ Section Each Section Frequency Marking No. of Occurrences

1 250.5-251.5 251 1
2 251.5-252.5 252 3
3 252.5-253.5 253 15
4 253.5-254.5 254 19
5 254.5-255.5 255 24
6 255.5-256.5 256 14
7 256.5-257.5 257 12
8 257.5-258.5 258 7
9 258.5-259.5 259 3
10 259.5-260.5 260 2
Total 100
Histogram--Example No.3

Standard Standard
Lower Limit Upper Limit
Products
Standard Value

25 X
Standard Central
N=100 =255.19
20

15

10

0
250 252 254 256 258 260
[Histogram of Cutting Length of Steel Wire]
 When is it used and what results will be
obtained?
A histogram is mainly used to analyze a process by
examining the location of the mean value in the graph or
degree of variations, to find a problem point that needs to
be improved. Its other applications are listed in the table
below. Usage Results
Results
[Used
[Used during
during phases
phases toto monitor
monitor the
the Can
Can identify
identify the
the location
location of of the
the
situation,
situation, analyze
analyze causes,
causes, and
and review
review mean
mean (central)
(central) value
value oror degree
degree ofof
effectiveness
effectiveness of
of an
an action.]
action.] variations.
variations.
Used
Used toto assess
assess the
the actual
actual conditions.
conditions. Can
Can find
findout
outthe
thescope
scopeofof aadefect
defectbyby
inserting
insertingstandard
standardvalues.
values.
Used to analyze a process to identify
Used to analyze a process to identify a a
problem
problem point
point that
that needs
needs to
to be
be improved
improved Can Can identify
identify thethe condition
condition of of
by
by finding
finding the
the location
location of
of the
the mean
mean value
value distribution
distribution(e.g.,
(e.g.,whether
whetherthere
thereisisan
an
or
or degree
degree of
of variations
variations in
in the
the graph.
graph. isolated,
isolated,extreme
extremevalue).
value).
Used
Used toto examine
examine that
that the
the target
target quality
quality is
is
maintained
maintained throughout
throughout the
the process.
process.
 Scatter Diagram
A scatter diagram is used to regression line
“examine the relationship
between the two, paired,
interrelated data types, ” such
as “height and weight of a .
person.” . . . .
. . . . . .
A scatter diagram provides a . . . . . . .

Abrasion
means to find whether or not . .. . . .
these two data types are . . . . .
interrelated. It is also used to . . . .
determine how closely they . . .
are related to identify a
problem point that should be
controlled or improved. Number of Rotations
Various Forms of Scatter Diagram
The table below shows some examples of scatter diagram’s usage. If, for example, there
is a relationship where “an increase in the number of rotations (x) causes an increase in
abrasion (y),” there exists “positive correlation.” If, on the other hand, the existence of a
relationship where “an increase in the number of rotations (x) causes a decline in abrasion
(y)” indicates that there is “negative correlation.”

・ ・ ・ ・
・・ ・ ・・・
・ ・・・・・ ・・ ・ ・・
・・・ ・・ ・ ・ ・・・ ・・
・ ・・ ・・・ ・ ・・ ・・・
・ ・ ・・ ・ ・ ・・ ・・
・ ・・・ ・・ ・・・
・・ ・ ・ ・ ・
・ ・
Where there is a positive Where there is a negative
correlation correlation
・ ・ ・・
・ ・
・ ・ ・ ・ ・ ・・ ・
・ ・ ・ ・・ ・ ・ ・ ・・
・ ・・ ・ ・ ・ ・ ・ ・ ・・ ・
・ ・ ・ ・ ・ ・ ・ ・ ・ ・ ・
・ ・ ・ ・ ・ ・ ・・ ・ ・
・ ・ ・ ・ ・ ・ ・・
・ ・ ・ ・ ・ ・
・ ・
Where there is no Where there is a non-linear
correlation correlation
When is it used and what results will be obtained?

Used to a assess relationship between 2 data matters

Usage Results
Results
[Used
[Used during
during phases
phases toto monitor
monitor the
the situation,
situation, analyze
analyze Can
Canidentify
identifycause
causeand
and
causes and review effectiveness of an action.]
causes and review effectiveness of an action.] effect
effectrelation.
relation.
Used
Used to
to identify
identify aa relationship
relationship between
between two
two matters.
matters.
(Can
(Can understand
understand the
the
Used to identify a relationship between two matters
Used to identify a relationship between two matters andand
establish relationship
relationshipbetween
betweentwo
two
establish countermeasures
countermeasures based
based on
on their
their cause
cause and
and effect
effect
relation.
relation.
results.)
results.)
Example
Example Usage
Usage
1.Relationship
1.Relationship between
between thermal
thermal treatment
treatment temperature
temperature of
of
aa steel
steel material
material and
and its
its tensile
tensile strengths.
strengths.
2.Relationship
2.Relationship between
between visit
visit made
made byby aa salesman
salesman and
and
volume of sales.
volume of sales.
3.Relationship
3.Relationship between
between thethe number
number ofof persons
persons visiting
visiting aa
department
department store
store and
and volume
volume ofof sales
sales
Control Chart
AAcontrol
controlchart
chartisisusedusedtotoexamine
examineaa
process
processto tosee
seeififititisisstable
stableor
orto
tomaintain
maintain
the
thestability
stabilityofofaaprocess.
process.ThisThismethod
methodisis
often
oftenused
usedtotoanalyze
analyzeaaprocess.
process. ToTododoso,
so,aa
chart
chartisiscreated
createdfromfromdata datacollected
collectedforforaa
certain
certainperiod
periodof oftime,
time,and anddots
dotsplotted
plottedonon
the
thechart
chartare
areexamined
examinedto tosee
seehow
howthey
theyare
are
distributed
distributedor orififthey
theyare arewithin
withinthe
the
●
established
establishedcontrol
controllimit.limit. After
Aftersome
some
Ｘ ● ● ●
● ●

●
●
actions
actionsarearetaken
takento tocontrol
controland
and
● ●
standardize
standardizevarious
variousfactors,
factors,this
thismethod
methodisis
also
alsoused
usedtotoexamine
examineififaaprocess
processhashas
Ｒ
●
●

●
●
● ●
● ● ● stabilized
stabilizedby bythese
theseactions,
actions,and
andififso,
so,to
to
●
keep
keepthetheprocess
processstabilized.
stabilized.
X - R Control Chart
When is it used and what results will be obtained?

Usage Results
Results
•[UsedUsed
Used to
•[Used during
collect phases
collect
during
to data.
phases
data. to
to monitor
monitor Can
•Can identify
identify aa change
change caused
caused
by•Ensures
Ensures
elapse collection
collection of
of
•the Used
•the situation,
Used when analyze
when performing
situation, analyze
performing causes,
aa thorough
causes,
thorough elapseof
byrequired of time.
time.
data.
inspection
inspection required data.
review effectiveness
effectiveness of of an
an action, Can judge the process ifif itit isis in
•review
Used to identify the actual
action,
condition of
•Can
•
its Allowsjudge
Allows a
a the
thoroughprocess
thorough inspection
inspection in
•perform Standardization
Used to identify
perform
aa situation. and
the actual condition
Standardization and of its normal
normal state state oror there
there are are
situation.
implement aa selected control someof
some allanomalies
of all check
checkitems.
anomalies by
by examining
items. examining
implement
(Used during selected
phases to control
monitor the the dots plotted
plottedon the
thechart.
(Used
measure.] during phases to monitor the •the
• Can dots
understand on chart.
tendencies
Can understand tendencies
measure.]
situation, analyze causes, review
situation, analyze causes, review
effectiveness
effectiveness of
of an
an action,
action, perform
perform
and
Inand
In variations.
the
the example
examplex(-)-R
variations. x(-)-Rcontrol
control
Used
Used to observe
to observe
standardization,
standardization, a change
change caused
anda implement
and implement caused
aa •chart,
Can
•chart, x(-)”
x(-)”represents
Canrecord
record required
represents the
requireddata.
the
data.
by by elapse
selected
elapse
selected of
of time.
control
control measure.)
time.
measure.) central
centralvalue,
value,while
while“R”
“R”
indicates
indicatesthe therange.
range.
*Control Chart for Managerial Purposes: Extends the line indicating the control limit used for analytical
purposes to plot data obtained daily to keep a process in a good state.
 * Control Chart for Analytical Purposes: Examines a process if it is in a controlled state by collecting
data for a certain period of time. If the process is not controlled, a survey is performed to identify its cause
and develop countermeasures.
Major Application
Out of specification:
It is necessary to investigate the cause

N=5 UCL=5.780
5.8 ●

●
● ● CL=5.400
X 5.4
● ● ● ● ●
● ● ● ●
● ● ● ● ●
● ● ●
5.2 ●
LCL=5.020

1.0 ×
×
× × ×
×
R 0.5 ×
×
×
× ×
×
× ×

× × × × ×
× × ×
0
0 5 10 15 20
X-R Control Chart
Graph
AAgraph
graph isis “a
“agraphical
graphical representation
representationof of data,
data, which
which
allows
allowsaaperson
person to tounderstand
understand thethe meaning
meaning of of these
these
data
dataat ataaglance.”
glance.”
Unprocessed
Unprocessed data datasimply
simply represent
representaa list
listof
of numbers,
numbers,
and
and finding
finding certain
certain tendencies
tendenciesor or magnitude
magnitudeof of
situation
situation from
from these
these numbers
numbers is isdifficult,
difficult, sometimes
sometimes
resulting
resulting in inanan interpretational
interpretational error.
error.
AAgraph
graph isisaaeffective
effective means
means toto monitor
monitoror or judge
judge the
the
situation,
situation, allowing
allowing quick
quick and
and precise
preciseunderstanding
understanding of of
the
thecurrent
currentor oractual
actual situation.
situation.
AA graph
graph is is aa visual
visual and
and summarized
summarized representation
representation of of
data
data that
that need
need to to be
be quickly
quickly and
and precisely
precisely conveyed
conveyed toto
others.
others.
When is it used and what results will be obtained?

A graph, although it is listed as one of the QC tools, is commonly

used in our daily life and is the most familiar means of assessing
a situation.

Usage Usage Results

Results
Used
Used to to observe
observe changes
changes AAgraphs
graphsisisthe
themost
most
in
in aa time-sequential
time-sequential frequently
frequentlyused
usedtool
tool
order
order (line
(line graph)
graph) among
among QCQC77tools.
tools.
Used
Used to to compare
compare size
size Can
Canrecognize
recognize changes
changes
(bar
(bar graph)
graph) in
inaatime-sequential
time-sequential
Used
Used to to observe
observe Ratios
Ratios order,
order,ratios,
ratios,and
andsize.
size.
(( pie
pie graph,
graph, column
column
graph)
graph)
Thank You.