8d & 7qc Tools

8D

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What is 8D ?  Eight Disciplines (8Ds) Problem Solving is a method developed at Ford Motor Company  used to approach and resolve problems  Focused on product and process improvement  Purpose is to identify, correct, and eliminate recurring problems.  It establishes a permanent corrective action based on statistical analysis of the problem and on the origin of the problem by determining the root causes.

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Need for Corrective action ?  To improve Customer satisfaction.  To improve the effectiveness & efficiency of the process.  To meet organizational requirements.

 Requirement of the System standards – Eg : ISO 9001, ISO 14001, OHSAS 18001, ISO/TS 16949 etc…

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Reasons for problem solving not effective  Problem not defined properly.  Expedited problem solving.  Poor team participation.  No Involvement  No logical thought process.  Impatience.  Potential cause identified as root cause.

 Permanent corrective actions not implemented.

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Key Terminologies Correction

correction action to eliminate a detected nonconformity (3.6.2)

Corrective action corrective action action to eliminate the cause of a detected nonconformity (3.6.2) or other undesirable situation Preventive action preventive action action to eliminate the cause of a potential nonconformity (3.6.2) or other undesirable potential situation

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Key Terminologies Deviation

deviation permit permission to depart from the originally specified requirements (3.1.2) of a product (3.4.2) prior to realization Concession concession permission to use or release a product (3.4.2) that does not conform to specified requirements (3.1.2)

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8D History  the US military adopted the "Mil-Std-1520", also known as "nonconforming corrective measures and deployment of the system “  The late 1960s, NASA 's Jet Propulsion Laboratory (JPL) has developed a 4D method.

 In the early 1970s, Ford Motor Company FMC had adopted this approach, then called "problem -oriented solutions team (Team Oriented Problem Solving TOPS)“ – 8D , 14 D  1981, 8-D method is declared as a global standard for Ford and its called as G8D (Global 8D):

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8D Flow

4 0

1

A preliminary understanding of the problem (in preparation )

Determine the possible causes

Team-building mode

Select the most likely cause

5 Identify and verify Corrective Action

6

2

A clear description of the problem

NO

Implementation of permanent measures

Most possible reason Whether it is simply the reason?

7

Prevent recurrence

YES

3

8

Execution and testing Temporary containment measures

Determine the root cause

8

Congratulating the Team

8D System Problem solving tools matrix Selection and implementation of corrective actions

Problem identification

Emergency stop

Failure Mode and Root Cause Analysis

Primary Tool

Pareto Analysis Quality capability index Check sheet Yes / No (stratified analysis) Measurement Systems Analysis GR & R

Containment process Description Analysis Graph / Trend

5-WHY Analysis Cause and Effect Diagram Causal Matrix Brainstorming Histogram Process flow chart Workflow analysis Benchmarking OK / competitor analysis Fault Tree Analysis(FTA) Scatter plot

Decision matrix Gantt chart Graph / Trend Quality capability index

Control Charts Process Control Plan Error Proofing Read Across Table / Replicate Lessons Database

Intermediate Tools

Suppliers - Input - Process Output - Customer (SIPOC)

Potential Failure Mode and after decisive analysis (PFMEA) Concentration Diagram Experimental design (DOE) Linear regression analysis Quality capability index Multi vari Process flow chart P- map / parametric design

Graph / Trend

Statistical Process Control (SPC) Pre- control charts / Rainbow Figure

Advanced Tools

Quality Function Deployment (QFD) Voice of the customer (VOC) Voice of the Product (VOP)

Experimental design (DOE) - Full Factorial - Partial factor Statistical Tolerance law

Failure Test Simulation Test Taguchi robust design

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Control and standardization

KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation

Recognizing the Problem

Sources for Problem identification  Non-conformance data based on Inspection  Process performance monitoring ( Effectiveness / Efficiency )

 Customer complaints  Product Audit / Process Audit  Internal Audit / External Audit.  Suggestion from employees

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D0 Aware of the Problem Key Activities  Implementation of the Emergency Response Action ( ERA)  Decide whether 8D assessment is appropriate Emergency Response Action ( ERA) ?

 Any measures to protect customers and affected parties Why Should prepare for 8D Process ?

 Comprehensive and highly logical set of implementation methodologies.  Involve a lot of time, manpower and resources.  Improper use would results in waste of time, manpower and resources.  Effect will be good if the preparation work is done effectively.

 If you do not use the method correctly, 8D may not solve a single problem.

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Criteria for applicability of 8D Criteria for applicability of 8D : Symptom defined. Customers have been identified. Performance gap exists. Root cause is not known. Management has committed to fix the problem at root cause level and to prevent recurrence. Complexity of the symptom exceeds the ability of one person to solve the problem. If these six criteria are met, and no other 8D team is already working , it is necessary to begin a 8D .

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WORK GROUP EXCERCISE 





• •

Mary , responsible for new product development vice president of a company , has serious headache at work. She is responsible for the R & D department has recently developed an ingenious multifunction electric trim parts . After a lengthy testing process, new products began to enter mass production. In the first two weeks , a total of more than 2,000 products have been distributed to the assembly plant. However , three days ago , assembly plant notified about 20 inoperable: the new motors have burnt out after running about 15 minutes, they were broken down. Mary realized that she was troubled by the need to protect their customers from this issue, and decided to implement an emergency response actions : rework all trim , with motors to replace older models in this new model of the motor , until the problem is resolved. Prior to rework action, what should be done by the interior trim company? Yesterday Mary told the Project Manager Bill, that this new electric trim part had serious customer complaints. Mary hopes to find the root cause of this problem as soon as possible and solve it , in order to avoid further deterioration, stop financial losses, and let competitors take the opportunity to catch up its market position.

Whether the situation meets the criteria above to start 8D,

 YES

 NO Whether your answer is "Yes " or " No", please explain 13

WORK GROUP EXCERCISE S company manufactured parts A for the customer C. According to the customer's engineering specifications, on the part A must have silver plating , otherwise the customer's product cannot complete the required function. One day , they received assembly plant message with the following problems ：  Because there is no silver plating, lead to product defects , reject the entire batch. To encourage good relationships between supplier and customer , the customer 's engineers should counseling supplier within 24 hours to respond quickly to any problems. S 's response actions:  supplier shall send representatives to the customer for the quality review, to help to determine the problem root causes。  Before sending the representatives , the supplier and the customer together with the immediate inspection, full sorting of parts。  If the representatives could not attend to the customer site, they shall request to ship back the problematic parts immediately in order to solve the problem 。  Any delay of response to the problem, it will adversely affect customer 。  The longer the wait, the more difficult resolution becomes./  A positive attitude and offer of assistance helps the process go quickly and smoothly. Once the supplier is responsible for the problem , the supplier shall verify that the problem is indeed the question of supply-side parts . Starting from D0 , to assess the needs of the 8D process. Before the factory to ask questions , the first question should be determined and verified at the factory requirements , the supplier can help verify problems ：  Providing substandard parts.  Provide unqualified possible analysis, such as the size of the result.  The problem quantitatively , such as ** test ** failed.  a positive way by not blame each other is very important to communicate with the customer plant. Issue:

1. 2.

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According to the above cases , the actions taken to protect customers need ERA , and ERA 's write ； 8D situation meets the above criteria to start , regardless of your answer is "Yes " or " No", please explain.

D1 Team Building Why Team problem Solving ? Team can solve complicated problems. – The problem, and its associated information, is complicated. – Beyond one member capability. Both special cause and common cause problems.

– Designed to best work best with special cause problems. – Can also be used with common cause problems and improvement actions.

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D1 Team Building Key Activities

 Team leader & Team is established. The number of people to be limited to 4 – 8 members. Select the right people have the skills, knowledge, resources, permissions etc. 

Team should be customer focused.



Person responsible for implementation should be part of team.



Change group members if there are such needs.

Interaction between members should be free and possible. Start time and end time is mandatory and should be strictly adhered to. Team Composition

Champion Leader Facilitator Members 16

Roles of every function in Problem solving  Leader – Conducts all meeting – Interface between Top management and Team for any resource requirements – Should be knowledgeable in the applicable processes – Should be from the concerned area – Ensures that during meetings focus on the problem is maintained.

– Responsible for finalization of agenda for every meeting – Ensures that single person do not dominate the meeting

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Roles of every function in Problem solving  Facilitator – May not be a Technical expert

– Should be an expert in Logical thinking and problem solving process – Should think logically, should be unbiased and balanced – Guide the team by asking appropriate questions  Members – Can be anybody who is directly interacting with the process daily – Operators, Process engineers, Supervisors, Inspectors – Operator should be a team member

– Should contribute during analysis based on their experiences with the processes – Should actively participate – Do data collection and compilation – Implement actions finalized during the meetings 18

Roles of every function in Problem solving  Champion – Top management person – Should keep track of the number of teams working on different problems and the current status of each problem. – Ensures that the team progresses towards solving the problem – Provides appropriate resources

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WORK GROUP EXERCISE 

“S” company has set up a project group and the team members are as follows ：      

Ford Hill - Quality Division director ( The team leader ) Joe Lee - Electroplating Division director Young Stars - Electroplating Division, Leo Iron - Equipment Division, Bob Hope- QC Division, Hugh Grant - QA Division

The S company selected 8D team members are suitable or not ?  YES  NO Tick your answer "Yes " or " No", and also please explain (Hereinafter filled by the supplier ) Discipline 1: Team Members 8D team member Team Leader 8D Team Members 8D Department

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D2 Problem Description Key Activities Quantify the detailed description of internal / External complaints related to the issue. Problem statement defined clearly. Tools Used Pareto Analysis - To prioritize the problem 5W, 2H Is Is not analysis How to describe the problem

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

Problem Statement



Problem Description

3.1 Pareto Analysis  Used to prioritize the problem that needs to be solved  Prioritization to be done first based on Value / quantity

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Problem Statement 5W 2H Who is affected？ Who has first discovered the problem ? Who informed the issue ?

Who ?

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What ?

What type of problem belongs to ? What the problem? what's happening?

Why ?

Why do you identify a problem ? Process problems is stable ?

Where ?

Where is the Problems found ? Where is the Problems occur ?

When

For the first time when problems occur ? Problems continued to now how long?

?

How Much/Many ?

The number of products in question is how much ? The costs involved, the number of personnel and Time ?

How ?

How the trends ( continued, intermittent, cycling ) Previously had a similar problem? If yes, please attach the previous note.

3.2 5W,2H  Who ? Identify the customers complaining.  What ? Identify the problem adequately and accurately.  When ? Timing – When did the problem start ?  Where ? Location – Where is it occurring ?  Why ? Identify known explanations.  How ? In what mode or situation did the problem occur ?  How many ? Magnitude – Quantify the problem.

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CASE STUDY Case Studies A new aircraft delivered in 1990 by airlines . Shortly after the aircraft operation, part of the crew of the arms, hands and face, rashes , and other parts did not appear, and only appear when crossing the water surface. This rash will disappear within 24 hours , when the flight attendants have the same symptoms few rash in the same freight. But when these flight attendants by other aircraft of the same route , they did not have rash. Many doctors come to see these crews, all doctors have puzzled, need to do IS/ ISO NOT Analysis. Yes

No

Difference

what

Rash

Other disease

External contacts

When

With new aircraft

With old aircraft

Different materials

Where

Flying over water

Flying over land

Different flight procedures

Face , hands, arms

Other section

Contacts with the face, hands, arms

Only some of the crew

All crew

Different operating responsibilities

Extend Level

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CASE STUDY After the S company received customer complaints, immediately launched an investigation to verify the following issues ： After the samples were tested , the conclusion is consistent with the customer , based on the following ： 1. Validation samples： All samples were subjected to verification by team members . There are 7 reels of samples, of which four reels are without plating, and three reels are with plating.  So initially identified defective products is due to plating when the parts have gone through chemical baths without plating. 2. The 8D group examined the plating working record, Verify that the product corresponding to this batch job recorded of 6th December. Following problems has been found : On 2.00 PM 6th December, silver coated contacts found as plating line circuit was disconnected. After the circuit problem is solved , the production line has to continue production. Before the circuit contacts breakdown had been found, the plating bath had not been charged , so parts are not electroplated. 3. Check daily production： Around at 2:00 PM on 6th December, S company had produced a total of seven reels (61128 numbers), but there is no record of abnormal plating products. Issue ： 1) According to " Working Group 2 ," Description of the problem by using 5W2H ？ 2) According to " Working Group 3" situation described , the use of " IS/ IS NOT form" Description of the problem ？ 3) Based on the above analysis , fill Problem Description Table

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CASE STUDY

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D3 Interim Containment Action Key Activities  Implement the temporary containment measures, to reduce the impact of issue with internal and external customers.  Developed temporary containment measures must be verified. Points to be ensured 

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General temporary containment measures(ICA) are possible to 

100% inspection in order to find the defect ( throughout the supply chain )



Stopping the production.



Gemba Walk

Implement and verify containment actions  To protect the customer - Problem should not be allowed to go to the customer (internal and external)  Act fast  Actions should be taken at all the places where the suspect product is lying (E.g.: Subcontractor, Raw material stock, In-process inventory, Finished goods stock, Warehouse, In-transit, Customer stock, Dealers stock, Vehicles in field, where else ?)  Actions taken here should be removed after effectiveness of corrective action is ensured.  Removal of actions to be done in a phased manner.

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Implement and verify containment actions  % Effectiveness of each action should be worked out based on consensus.  Actions may extend to other similar products / processes  Further steps should not stop after the interim action is taken and found that the problem is not reported.  Cost of Quality will increase if actions are not removed after corrective action.

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WORK GROUP EXCERCISE From information provided below , the completion of corrective actions in KONE 8D ； S 's interim corrective actions are as follows ：  After starting 8D, for all inventory H00651A50 products were examined, the results are as follows Batch No.

Stock Number

Check quantity

Status

No. of defects

MT001206

19308

19308

OK

0

MT001208

14274

14274

OK

0

Total

33582

33582

OK

0

a. Quick Actions b. Stock Check Result Location Supplier’s site Sub-Supplier’s site Customer’s site DC Customer Ext Store In transition parts Other c. Next GOOD Shipment Schedule 1. Delivery Qty 2. Delivery Date 3. COT Impact? COT

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Finished Parts Q'ty

Result (NG Q'ty/OK Q'ty)

WIP Q'ty

Result (NG Q'ty/OK Result (NG Q'ty/OK Raw Material Q'ty Q'ty) Q'ty)

Remark

D4：Identify and verify the root cause and problem escape point Key Activities Analysis of each test based on the root causes of the problem , to isolate and validate the root causes. Impacts from the root cause of the process, and what can be detected / control.

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Tools Used  Tools Used – Differences Changes analysis – Brainstorming – Cause and Effect diagram – Why-Why analysis – Design of Experiments

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Differences Changes analysis  Analysis to be done for each of the pair defined in the Is-Is-not analysis  To be done only if there is a pair

 “Differences” are applicable to the following: – What – Where – Who – How big  Do not ask the question “Why”  “Differences” is not applicable to “When”. Only “Changes” is applicable

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Differences Changes analysis  Following parameters to be questioned while analyzing the differences – Process parameters

– Product characteristics – Machines – Operators – Tooling – Method of manufacturing/assembly – Measurement method – Specifications/Tolerance

– Control method – Procedures, W.I’s and Policies – Application and customer – Design

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Differences Changes analysis  Where ? – Is - Plant -1

Is-not - Plant-2

– Difference parameter - Method of manufacturing – Plant -1 - Annealed shells are always cold closed – Plant -2 - Annealed shells are always heated to 200 deg before closing

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Differences Changes analysis  Where ? – Is - Plant -1

Is-not - Plant-2

– Change in Plant-1 - Nothing – Change in Plant-2 - xxx ACTIVITY introduced FROM 2015

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Differences Changes analysis  For every Is and Is-not, identify the changes done from One year before the first occurrence till today

 “Changes” are to be identified for all the criteria of Is and

Is-not

 When writing the changes for the “When” questions, it should be written by comparing Is and Is-not.

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Differences Changes analysis  Not necessarily every difference or change becomes a cause  Look at the differences and Changes and write the possible causes  Write the causes clearly

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Cause and Effect Diagram (ISHIKAWA- FISH BONE ANALTSIS)  Materials needed: flipchart or whiteboard, marking pens.  Agree on a problem statement (effect). Write it at the center right of the flipchart or whiteboard. Draw a box around it and draw a horizontal arrow running to it.  Brainstorm the major categories of causes of the problem. If this is difficult use generic headings:  Methods  Machines (equipment)  People (manpower)  Materials  Measurement  Environment  Write the categories of causes as branches from the main arrow.

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CAUSE AND EFFECT DIAGRAM Brainstorm all the possible causes of the problem. Ask: “Why does this happen?” As each idea is given, the facilitator writes it as a branch from the appropriate category. Causes can be written in several places if they relate to several categories. Again ask “why does this happen?” about each cause. Write sub–causes branching off the causes. Continue to ask “Why?” and generate deeper levels of causes. Layers of branches indicate causal relationships. When the group runs out of ideas, focus attention to places on the chart where ideas are few. The first step: Possible causes - any causes are often verified by cause and effect diagram ( fishbone diagram ) Step two: The most likely reason - according to a theoretical data is available, it may be best explained in detail description of the problem. Third Step : Root cause been verified, and can able to explain the cause of problem.

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4- Fish Bone Diagram 4.1

What is the fishbone diagram ？ To Identify the cause of a result with many reasons(effects), in a systematic way to express the relationship between cause and effect, and try to use a method of graphically express the relationship between these causes and results.

4.2

Fishbone diagram :

4.3

Constructing a Fishbone Cause and Effect Diagram:

.

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KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation

FISH BONE DIAGRAM Step 1: • Write down the effect to be investigated and draw the 'backbone' arrow to it. In the example shown below the effect is 'Incorrect deliveries'. Step 2: • Identify all the broad areas of enquiry in which the causes of the effect being investigated may lie. For incorrect deliveries the diagram may then become: • For manufacturing processes, the broad areas of enquiry which are most often used are Materials (raw materials), Equipment (machines and tools), Workers (methods of work), and Inspection (measuring method). Step 3: • This step requires the greatest amount of work and imagination because it requires you and your team) to write in all the detailed possible causes in each of the broad areas of enquiry. Each cause identified should be fully explored for further more specific causes which, in turn, contribute to them

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KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation

Why Why Analysis / 5 WHY ANALYSIS With repeated "why" technology refined objects and defects ( five whys method - 5 WHY method) 

Ask " Why does the defect that object " to find the initial problem.



Continue to ask "why" until the answer been in the affirmative status.





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If the cause is unknown and need to find the root cause , the last object is the problem statement and defects. Repeatedly asked, " Why does that defect occurred in the process” ask repeatedly (Why Tips).

Why-Why analysis  Should be done for the problem defined after Why-Why analysis  Each “Why” may have more than one answers.  Each answer to be proceeded with further “Why’s”  Results in a Tree structure of Why’s and answers  Proceed till we get a root cause

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Find and Verify root causes  Root causes – the presence of which makes the problem to appear and the absence of which makes the problem to disappear.  Three categories of causes – Occur – Escape – System

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Find and Verify root causes  One problem may have more than one cause  “% Contribution” of each cause to be written  Problems may occur only if 2 or more causes occur  Prohibited root causes – Doing for the first time – Operator error  Identification of causes should continue till we arrive at the root causes

 Simulate all “occur” root causes to create the problem

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Occur root cause  Occur root cause – The cause which makes the problem to occur. – Causes for the specific problem defined using the Why-Why analysis. e.g Bore O/size – Limitation of in-process gauging leading to marposs disturbance – Improper dressing frequency specified

– Driver face r/out not checked during every setup – Shells not getting annealed properly – Discontinuity in inductors (Lack of current flow at joints) – Absence of qualified process parameters – Dirty wire – High RP oil content

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Escape root cause  Escape root cause – Cause which has allowed the problem to go undetected to the customer. Customer is as defined in “Who” in 5W2H analysis. – To be identified for the problem defined before Why-Why analysis. – Identify the cause for why the problem has gone to every “Who”. – E.g

– Bore O/size – Ineffective 100% inspection at Bore grinding and pairing - Telco – Ineffective 100% inspection at Bore grinding - Paring Operator – Shell crack – No check of hardness after annealing - Closing operator – Escape cause not applicable - Yatin H/F operator – Dirty wire

– Not knowing how to check for dirt in wire

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System root cause  System root cause – System cause is one which allows the escape and occur causes to occur.

– To be identified for every escape and occur cause by using Why-Why analysis for each of them. – E.g – Bore O/size – Limitation of in-process gauging leading to marposs disturbance (Harmonics) – Improper selection of in-process gauge – Improper dressing frequency specified – Process not qualified to specify dressing frequency – Driver face run-out not checked during every setup – Operator discipline not ensured

– Ineffective 100% inspection at Bore grinding and Pairing – Fatigue during inspection resulting in some missed components 50

System root cause – Shell not getting annealed properly – Discontinuity in inductors (Lack of current flow at joints) – Did not understand the process properly and never knew that this could be the cause – Absence of qualified process parameters – Process not qualified – No check of hardness after annealing – FMEA not done properly to identify the causes and controls required

– Dirty wire – High RP Oil content – Process not qualified

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Question: The end of the above reasons for verification , and determine whether the root cause , fill the form below. End Factors Certifier

Verify the contents

Authentication method

Validation criteria

Verify Location

Verification Time

Verification process conclusion

End Factors Certifier

Verify the contents

Authentication method

Validation criteria

Verify Location

Verification Time

Verification process conclusion

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KONE Quality Passport Organization (QPO) Level II Training - M4, version B

© KONE Corporation

Grouping Work 6： 4、Complete KONE 8D "cause analysis " Discipline 4: Root Cause Analysis and Verification

Responsibility

Complete Date

a. Occurrence Root Cause Analysis

b. Detection Root Cause Analysis

KONE Quality Passport Organization (QPO) Level II Training - M4, version B

© KONE Corporation

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Status

D5：Select / verify Permanent Corrective Action （PCA） Key Activities Choosing the best permanent corrective measures to remove the root causes ; Influence the choice of the best permanent corrective measures to control the impact of the underlying causes , and to verify that all decisions in the implementation will be successful and will not cause undesirable. What is a permanent corrective actions ? Permanent corrective measures are the best measures to eliminate the root causes of problems. Select a permanent corrective measures 



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8D process helps the group to make a decision to choose the best permanent corrective measures. Should Selected permanent corrective measures : 

To solve the root causes of the problem at the level;



No additional problems;



Verify capable of functioning.

D5：Select / verify Permanent Corrective Action （PCA） Decision-making process 





Actually determine the technical priorities for a variety of programs (Consider the effectiveness , economy , timeliness, you can use the scale from 1 to 10 representatives)

The group agreed that, all team members should be have through discussions and learning, rather than compromise in order to determine the choice of compromise. Group members support a favorable decision for the entire team

Permanent corrective action (PCA) shall make use of Mistake Proofing !

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D5：Select / verify Permanent Corrective Action （PCA） Possible, choose a simple problem solving

Be sure to take advantage of the experience of others ......

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And avoid complex , indirect or inference method

...... And manage to find experts to guide your analysis

D6：Implementation of permanent corrective action and verification Key Activities  Implementation of permanent corrective actions to eliminate the root cause.  Ensure that the results confirmed that after the implementation of permanent corrective measures to achieve the desired result. Implementation of permanent corrective action has two stages 1. Detection 2. Prevention After the successful implementation of permanent corrective measures Confirm thru  Internal validation  client authentication Confirm that  Problem has been completely eliminated yet ？  How to prove ？ 57

D6：Implementation of permanent corrective action and verification How to verify the effectiveness of corrective action ? Tools used  Trend charts

 Paynter chart

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D6：Implementation of permanent corrective action and verification 

59

Before the confirmation they need to ensure the temporary containment measures adopted in D3 stage has been removed , Because ：  Permanent corrective action removes the root cause temporary containment measures are no longer needed.  Continue to implement temporary containment measures would be a waste of valuable resources.  Temporary containment measures only conceal the problem , but the problem persists until closed fully.

D6：Implementation of permanent corrective action and verification Outline Implementation of permanent corrective actions to eliminate the root cause. Ensure that the results confirmed that after the implementation of permanent corrective actions to achieve the desired result.  Implementation of permanent corrective action has two stages 1. Detection 2. Prevention Early planning work methodically plan a great help to solve the problem!  

For example: Mr. Cook decided to build heating equipment. He wanted to start as soon as possible , but he knows there is much work to be done . Based on previous experience , the Mr. Cook developed a plan in order to prevent problems and ensure that the project completed smoothly. When he wants to make the processing of new equipment, it will not affect production, but the project will not have any delays , problems and additional costs incurred . So keep pushing the use of critical Heating pipe Brass arrangement path diagram, and strictly enforced.

1

Equipment Selection 1

procurement 2

2

Drawing sheets 3

5

Choose material 3

1

4

0.5

Making the heating block 4 SUPPORT design 0.5

Acceptance

6

1

8

7

Support base processing 1

Installation of heating 3 equipment

11

Circulating water installation 0.5

10 Installation trial 12 2

Debugging 9 temperature 0.5

15 days

KONE Quality Passport Organization (QPO) Level II Training M4, version B © KONE Corporation

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D6： Implementation of permanent corrective action and verification Confirmed permanent corrective actions 







61

After the successful implementation of permanent corrective actions Confirm  Internal validation  In the client authentication Confirm  Problem has been completely eliminated yet ？  How to prove ？ Before the confirmation, they need to ensure the temporary containment actions/ actions adopted in D3 stage has been removed, since：  Permanent corrective action removes the root cause temporary containment actions are no longer needed.  Continue to implement temporary containment actions would be a waste of valuable resources.  Temporary containment actions only conceal the problem , but the problem persists until closed fully.

KONE Quality Passport Organization (QPO) Level II Training - M4, version B © KONE Corporation

Discipline 6: Permanent Corrective Action Validation

Resp

Complete Date

Status

a. Internal validation

b. Customer validation

KONE Quality Passport Organization (QPO) Level II Training - M4, version B

© KONE Corporation

62

D7 Prevent Recurrence Key Activities: Systemic actions to provides the necessary modifications (including policies, procedures , work instructions, etc.) to prevent recurrence Opportunities. Prevent recurrence Prevention of recurrence is any measure of the current problem, similar problems or system problems to prevent recurrence. Determine the root cause of the problem

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

The question is where and how to enter the system?



What allowed the problem to happen?



Why not the problem is detected?

D7 Prevent Recurrence When using the "Duplicate why" technique in D7 ： 

Expand the problem statement from D2 level.



Ask " Why problem occurs”.



Determine the causes and problems continue to ask "why"

Once the root cause for every "why" is answered, the answer will be directed to allow the system's initial problems, procedures, instructions, methods and other defects.

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D7 Prevent Recurrence Identify actions for each of the System root causes Typical actions may include updation of – Process flow and Control plan – Procedures – Policies – Work instructions – Management principles

Automatically extends to other areas

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Discipline 7: Prevent Recurrence a. Document Revision Type

Update? (Yes or No)

Document Nbr

Document Version

Responsible

Date

b. Training Required

Resp

Complete Date

Status

c. To similar product or process

Resp

Complete Date

Status

Work instruction Inspection instruction Flow chart CTQ PFMEA QCP Procedure Other Relevant

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D8 Congratulate the team  Complete the report  List down tangible and intangible benefits – Typical tangible benefits – Money saved – Productivity improvement – Typical intangible benefits – Increase in customer satisfaction

– Employee morale  Make presentation to Top management  Make presentation to customer if required  Circulate the problem solving report to other plants

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CASE STUDY

 REVIEW THE 8D CASE STUDY.  AS A TEAM FIND GAPS / AREAS NEED IMPROVEMENT FROM DO TO D8 STEP.  REDO 8D WI  PREPARATION : EACH TEAM 30 MINUTES FOR PREPARATION. 

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10 MINUTES FOR PRESENTATION

7 QC Tools

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7 QC Tools 1. Checklist - collect and collate the information; 2. Flow Chart – pictorial showing all of the steps of a process; 3. Pareto chart - determine the dominant factor; 4. Fishbone diagram - also known as cause and effect diagram, looking for cause of the results; 5. Scatter diagram - shows the relationship between variables; 6. Histogram - shows the distribution process;

7. Control Chart - Monitors process fluctuations.

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Check Sheet

 A structured, prepared form for collecting and analyzing data; a generic tool that can be adapted for a wide variety of purposes.  Used for Collecting data and prioritizing the area that needs to be improved or corrected  When to Use ?

 When data can be observed and collected repeatedly by the same person or at the same location.  When collecting data on the frequency or patterns of events, problems, defects, defect location, defect causes, etc.  When collecting data from a production process.

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Check Sheet  Classification of Check list Checklist Classification Checklist for Data recording Itemized Check sheet Recording checklist

check sheets are useful to collect data on the frequency or patterns of events, problems, defects: • Production process distribution checks • Defective items checks

• Defect locations checks. Check with the questionnaire Use to confirm the job implementation machinery preparedness situation , or to prevent the occurrence of adverse incidents , when to ensure safety. –Such as : mechanical maintenance point checklist , climbing equipment point checklist , unsafe premises point checklist. 72

Check Sheet

 Check Sheet Procedure :  Decide what event or problem will be observed. Develop operational definitions ( Rejection, Machine downtime, Delivery compliance ) .  Decide when data will be collected and for how long.  Design the form. Set it up so that data can be recorded simply by making check marks or Xs or similar symbols and so that data do not have to be recopied for analysis.  Label all spaces on the form.  Each time the targeted event or problem occurs, record data on the check sheet

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1-Checklist 1- Checklist - Example 1 ( defect distribution table ) Frame





Ammonium seat l:







Rear hub

- 

Ort

Handle



Chain



Winner Bicycle Company Defect collection table Fehler

       

Wheel fork

Pedals

Area points Carry purse



1

Front hub

  Handkerchief   Monthly   Small notebook   Check with the checklist Such table recording Fashion tie   good” or “good” Hair     Leather shoes   coordination

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

Errors

7 3 9 5 5 4 12 14 Date：

Detection point Clothing before work Mon Tue Wed

2

Thr

12.4.06 Fri

Prüfer(in)

    only when there is “no    

KONE Quality Passport Organization (QPO) Level II Training M4, version B © KONE Corporation

Lisa Schmitz Sat

Remarks

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Working Group 10： According to data provided by the measurement , recording the complete checklist Unit : mm D50 Engine shaft diameter measurement table Day Shift

Time 06.30 07.00 07.30 08.00 08.30 09.00 09.30 10.00 10.30 11.00 11.30 12.00 12.30 13.00 13.30 14.00 Date.

(mm)

50,02 49,99 50,01 49,99 50,03 50,01 50,04 50,03 50,00 50,04 50,05 50,07 50,05 50,08 50,04 50,06

9.7. Prüfer: Helmut

Measurements

Temp C 16 17 18 18 19 20 20 22 22 23 23 23 25 25 26 27

Time 14.30 15.00 15.30 16.00 16.30 17.00 17.30 18.00 18.30 19.00 19.30 20.00 20.30 21.00 21.30 22.00

Intermediate Temp C

(mm)

50,06 50,05 50,05 50,05 50,06 50,05 50,06 50,02 50,04 50,05 50,05 50,00 50,02 50,04 50,01 49,99

Date 9.7. Prüfer: Otto

Record

29 30 30 30 29 29 28 26 25 24 24 23 21 21 20 20

Time 22.30 23.00 23.30 24.00 00.30 01.00 01.30 02.00 02.30 03.00 03.30 04.00 04.30 05.00 05.30 06.00

Night shift (mm) Temp C 50,00 50,00 50,02 49,98 50,00 50,01 50,03 50,00 50,01 50,01 49,99 49,99 50,01 50,00 50,01 50,02

Date. 9./10.7. Prüfer: Hans

19 18 18 18 18 17 17 16 16 16 15 15 15 15 16 15

Frequency

49,98

Tolerance

49,99 50,00 50,01 50,02 50,03 50,04 50,05 Total (n): 50,06

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50,07 50,08

KONE Quality Passport Organization (QPO) Level II Training - M4, version B

© KONE Corporation

Flow Chart What is a Flow Chart ? A flow chart or flow diagram is a pictorial representation showing all of the steps in a process / procedure by using simple symbols and arrows.

A Flowchart shows the elements (activities) in a process and the relationships between them. Operations and Decisions can be represented. A flowchart depicts a process where the output may be a physical product, a service, information, or any combination of the three.

When to Use a Flowchart To develop understanding of how a process is done. To study a process for improvement. To communicate to others how a process is done. When better communication is needed between people involved with the same process. To document a process.

When planning a project.

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Flow Chart Flow Chart basic procedure  Define the process to be diagrammed. Write its title at the top of the work surface.  Discuss and decide on the boundaries of your process: Where or when does the process start? Where or when does it end? Discuss and decide on the level of detail to be included in the diagram.  Brainstorm the activities that take place. Write each on a card or sticky note. Sequence is not important at this point, although thinking in sequence may help people remember all the steps.  Arrange the activities in proper sequence.  When all activities are included and everyone agrees that the sequence is correct, draw arrows to show the flow of the process.  Review the flowchart with others involved in the process (workers, supervisors, suppliers, customers) to see if they agree that the process is drawn accurately.

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2- Flow Charts

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78

Group Work 11： Construct a Flow Chart for the change of vehicle tires: Please specify the key steps with the correct hand tools. 1. Block the diagonally opposite wheel. 2. Loosen each wheel lug nut one-half turn counterclockwise but do not remove them until the wheel is raised off the ground. Before placing the jack under the vehicle, NOTE the jack locations: • Front View shown from rear of front tire. Position the jack directly below the protruding bolt. • Rear View shown from forward of rear tire. Position the jack directly below the stud on the rear trailing arm. 3. Position the jack according to the guides and turn the jack handle clockwise until the tire is a maximum of 1 inch (25 mm) off the ground. 4. Remove the lug nuts with the lug nut wrench. 5. Replace the flat tire with the spare tire, making sure the valve stem is facing outward. Reinstall lug nuts until the wheel is snug against the hub. Do not fully tighten the lug nuts until the wheel has been lowered. 6. Lower the wheel by turning the jack handle counterclockwise. 7. Remove the jack and fully tighten the lug nuts in the order shown. Refer to Wheel lug nut torque specifications later in this chapter for the proper lug nut torque specification.

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Pareto Chart

What Is a Pareto Chart? • Bar chart arranged in descending order of height from left to right • Bars on left relatively more important than those on right • Separates the "vital few" from the "trivial many" (Pareto Principle)

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Pareto Chart

Purpose of Pareto Chart  Breaks big problem into smaller pieces.  Identifies most significant factors.  Allows better use of limited resources.  To understand about the frequency of problems or causes in a process.  When there are many problems or causes and you want to focus on the most significant.

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Pareto Chart

Pareto Chart Procedure

 Decide what categories you will use to group items.  Decide what measurement is appropriate.  Decide what period of time the Pareto chart will cover:  Collect the data, recording the category each time. (Or assemble data that already exist.)

 Subtotal the measurements for each category.  Determine the appropriate scale for the measurements you have collected. The maximum value will be the largest subtotal from the previous step.  Mark the scale on the left side of the chart. 82

Pareto Chart

 Place the tallest at the far left, then the next tallest to its right and so on.  If there are many categories with small measurements, they can be grouped as “other.”

 Calculate the percentage for each category: the subtotal for that category divided by the total for all categories.  Draw a right vertical axis and label it with percentages. Be sure the two scales match: For example, the left measurement that corresponds to onehalf should be exactly opposite 50% on the right scale.

 Calculate and draw cumulative sums: Add the subtotals for the first and second categories, and place a dot above the second bar indicating that sum. 83

Pareto Chart

 To that sum add the subtotal for the third category, and place a dot above the third bar for that new sum.  Continue the process for all the bars. Connect the dots, starting at the top of the first bar. The last dot should reach 100 percent on the right scale.

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Pareto Chart Factors generally cumulative percentage will be divided into three categories ： – From 0% to 80% of class A factor , i.e., the major factor ; – 80% to 90% for the Class B factors, namely secondary factors ; – 90% to 100% for the Class C factors, namely general factors。 Because Class A problematic factors accounted for 80% of such factors solves most of the problem is solved.

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Group Work 12 1、 Checklist provides calculated totals Month Day

8 Month 5

6th

7th

8th

9th

Total

day

Project

Convergence bad Geometric distortion No written Adverse balance Written tilt Insufficient brightness

Knock flash No power supply Defective item

Adverse number

1

Convergence

2

Geometric

bad

NPL ratio %

NPL ratio

Effect ratio

Cumulative effect

%

ratio %

2、根据提供检查表，填入不良数，计算不良率、累计数、影响比率、累计影响 比率

distortion 3

Adverse

4

Knock flash

5

No written

6

Written tilt

balance

7

Other Total no. of

1450

checks

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KONE Quality Passport Organization (QPO) Level II Training - M4, version B

© KONE Corporation

Group Work12 3、 According to statistics , the completion of Pareto The following has been completed histogram, the 170 cumulative curve drawn , the cumulative rate. Rej no.

153 136

119 102 85 68

51 34 Defective item17

0

Geometric

Adverse

distortion

balance

Knock flash

KONE Quality Passport Organization (QPO) Level II Training - M4, version B

No boo k

© KONE Corporation

Surface

Written tilt

Other

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Fish Bone Diagram / Cause & Effect Diagram

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Cause & Effect Diagram

PURPOSE and USAGE  To provide a pictorial display of a list in which you identify and organize possible causes of problems, or factors needed to ensure success of some effort.  It is an effective tool that allows people to easily see the relationship between factors to study processes, situations, and for planning.  The fishbone diagram identifies many possible causes for an effect or problem.  It can be used to structure a brainstorming session. It immediately sorts ideas into useful categories When to Use a Fishbone Diagram ?

 When identifying possible causes for a problem.  Especially when a team’s thinking tends to fall into ruts

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Cause & Effect Diagram

Benefits of Using a Cause-and-Effect Diagram      

Helps determine root causes Encourages group participation Uses an orderly, easy-to-read format Indicates possible causes of variation Increases process knowledge Identifies areas for collecting data

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Cause & Effect Diagram

Basic Layout of Cause-and-Effect Diagrams

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Cause & Effect Diagram

Step 1 - Identify and Define the Effect  • Decide on the effect to examine  • Use Operational Definitions  • Phrase effect as >positive (an objective) or >negative (a problem)

92

Cause & Effect Diagram

Step 2 - Fill in the Effect Box and Draw the Spine

93

Cause & Effect Diagram

Step 3 - Identify Main Categories

94

Cause & Effect Diagram

Step 4 - Identify Causes Influencing the Effect

95

Cause & Effect Diagram

Step 5 - Add Detailed Levels Step 6 - Analyze the Diagram

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Cause & Effect Diagram

Step 6 - Analyze the Diagram  A thick cluster of items in one area may indicate a need for further study.  A main category having only a few specific causes may indicate a need for further identification of causes.  If several major branches have only a few sub branches, you may need to combine them under a single category.  Look for causes that appear repeatedly. These may represent root causes.  Look for what you can measure in each cause so you can quantify the effects of any changes you make.  Most importantly, identify and circle the causes that you can take action on.

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Cause & Effect Diagram

Step 6 - Analyze the Diagram  The level of detail is pretty well balanced.  No causes are repeated.

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Scatter Diagram

99

Scatter Diagram

When to Use a Scatter Diagram

 When you have paired numerical data.  When your dependent variable may have multiple values for each value of your independent variable.  When trying to determine whether the two variables are related  When trying to identify potential root causes of problems.  After brainstorming causes and effects using a fishbone diagram, to determine objectively whether a particular cause and effect are related.  When determining whether two effects that appear to be related both occur with the same cause.  When testing for autocorrelation before constructing a control chart

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Scatter Diagram

 Scatter diagrams are used to study possible relationships between two variables.  Although these diagrams cannot prove that one variable causes the other, they do indicate the existence of a relationship, as well as the strength of that relationship.  A scatter diagram is composed of a horizontal axis containing the measured values of one variable and a vertical axis representing the measurements of the other variable.  The purpose of the scatter diagram is to display what happens to one variables when another variable is changed. The diagram is used to test a theory that the two variables are related. The type of relationship that exists is indicated by the slope of the diagram. 101

5 Scatter Plot  Scatter diagram is used to find and display the type and extent of correlation between the two sets of data , or to confirm an illustration of its expected relationship tools y

y

Totally negative linear correlation r=-1

Completely positive linear correlation r=1 0

a)

x

y

0

b)

y

x Strong negative correlation r 0

Strong positive correlation r > 0 0

102

c)

x

0

d)

x

5 Scatter Plot

y

Weak negative correlation r 0

y

Weak positive correlation r > 0 0

e)

0

x

y

f)

y

Irrelevant r=0 0

103

x

g)

x

Nonlinear correlation 0

x

h)

Scatter Diagram

Plot the data on the diagram. The resulting scatter diagram may look as follows:

104

Scatter Diagram

The shape of the scatter diagram presents valuable information about the graph.  It shows the type of relationship which may be occurring between the two variables.  There are several different patterns (meanings) that scatter diagrams can have. The following slides describe five of the most common scenarios. Positive correlation Possible Positive correlation No correlation Possible Negative correlation Negative correlation

105

Scatter Diagram

 A strong relationship between the two variables is observed when most of the points fall along an imaginary straight line with either a positive or negative slope.  No relationship between the two variables is observed when the points are randomly scattered about the graph.

106

Histogram

107

6- Histogram  The histogram is suitable for a large number of measurement values ​to collate statistical data, analysis and distribution of master data in order to infer the characteristics of the overall distribution of a statistical method.  The main figure is a number of rectangular Cartesian order. The bottom edge of each rectangle is equal to the data interval. Rectangle of high frequency data fall into the respective section. Histogram application – Understanding the distribution of quality – characteristics; – Process capability studies; – Development of specification limits.

108

Histogram

What is a Histogram? A Histogram is a vertical bar chart that depicts the distribution of a set of data. Histogram does not reflect process performance over time. Histogram is like a snapshot, while a Run Chart or Control Chart is more like a movie.

109

Histogram

When Are Histograms Used?  When the data are numerical.  When analyzing whether a process can meet the customer’s requirements.

 When analyzing what the output from a supplier’s process looks like.  When seeing whether a process change has occurred from one time period to another.  When determining whether the outputs of two or more processes are different.  When you wish to communicate the distribution of data quickly and easily to others 110

Histogram

111

Histogram

112

Histogram

113

Histogram

114

Histogram

115

Histogram

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NEW 7QC TOOLS •Affinity Diagram : Grouping of the idea of Brainstorming •Relation Diagram : Diagram of Why-why analysis. It is good to use if cause-and-effect contains circulation structure •Tree Diagram : Collection of plans and methods systematically. •Matrix Diagram : A matrix to express the strongness of relationship between two things. Basic of QFD (Quality Function Deployment) .

•Arrow Diagram : Same to PERT . •Process Decision Program Chart (PDPC) : Same to "Flow chart" . •Matrix Data Analysis : Same to Principal Component Analysis

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