1. UNIT- III TQM TOOLS & TECHNIQUES - 1
CCET MECHANICAL ENGINEERING
UNIT- III TQM TOOLS & TECHNIQUES - 1
Prepared by
B.BALASUBRAMANIAN
ASSISTANT PROFESSOR
CCET
B.BALASUBRAMANIAN

2. SEVEN TRADITIONAL TOOLS OF QUALITY (Q-7 TOOLS)
Check sheets
Histograms
Cause and effect diagrams
Pareto diagrams
Stratification analysis
Scatter diagrams
Control charts

3. Tool 1: CHECK SHEET A check sheet also known as tally sheet
Used for systematic data gathering and registering
To get a clear view of the facts
To track how often something occurs
It is tailored for each situation/application
Used to indicate the frequency of certain occurrences

4. CHECK SHEET

5. Tool 2: HISTOGRAM A histogram is a bar chart/ diagram/graph
It shows a distribution of variable quantities or characteristics
Graphical distribution of the numerical data
Data are displaced as a series of rectangles of equal width and varying heights
Shows where most frequently occurring values are located and the data distributed
Tool for determining the maximum process results
Quick review of features of a complete set of data

6. HISTOGRAM

7. Tool 3: CAUSE AND EFFECT DIAGRAM
It is also called as fish bone diagram or Ishikawa diagram
It is a graphical chart to list and analyze the potential cause of a given problem and its effect
It consists of a central stem leading to the effect with multiple branches coming off the stem listing the various groups of possible causes of the problems
Used in research, manufacturing, marketing, office operations, services etc.

8. CAUSE AND EFFECT DIAGRAM

9. Tool 4: PARETO DIAGRAM
It is a diagnostic tool commonly used for separating the vital few causes that account for a dominant share of quality loss
Pareto principle states that a few of the defects account for most of the effects
Also called as 80/20 rule and as ABC analysis which means only 20 % of problems (defects) account for 80% of the effect
Is a method of classifying items, events or activities according to their relative importance
Priorities problems based on its relative importance
Risk assessment technique from activity level to system level

10. PARETO DIAGRAM

11. Tool 5: STRATIFICATION ANALYSIS
Analysis of data by grouping it in different ways
Segregating a group of measurements, observations or any data into several sub-groups on the basics of certain characteristics
These stratified data are used for identifying the influencing factors
Simple and very effective QC tool for improving the quality

12. STRATIFICATION ANALYSIS
CCET MECHANICAL ENGINEERING
STRATIFICATION ANALYSIS
B.BALASUBRAMANIAN

13. Tool 6: SCATTER DIAGRAM
Graphical device to depict the relationship between two variables
Horizontal axis – cause
Vertical axis – effect
Diagram displays the paired data as a cloud of points
Density and direction of the cloud indicate how the two variables influence each other
Displays what happens to one variable when another variable is changed
Used to understand why particular variations occurs and how they can be controlled

14. SCATTER DIAGRAM

15. Tool 7: CONTROL CHART
Most widely used tool in statistical process control (SPC)
Graph that displays data taken over time and the variations of this data
It illustrates the dynamic performance (performance over time) of the process
Based on a series of random samples taken at regular intervals
It contains three horizontal lines that remains constant over time:
A center
A lower control limit (LCL)
An upper control limit (UCL)
If a point lies inside UCL and LCL then the process is in control
If the point lies outside UCL and LCL then the process is out of control

16. CONTROL CHART

17. TYPES OF CONTROL CHARTS
Control charts for variables - for measurable data such as time, length, temperature, weight, pressure, etc.
Control charts for characteristics - for quantifying data such as number of defects, typing errors in a report, etc.

18. NEW SEVEN MANAGEMENT TOOLS
Affinity (KJ) diagram
Relationship diagram
Tree diagram
Matrix diagram
Decision tree (PDPC)
Arrow diagram (PERT)
Matrix data analysis

19. Tool 1: AFFINITY DIAGRAM
A tool to collect a large amount of verbal expressions and organize them in groups according to natural relationship between individual items
Also known as KJ diagram
Special type of brainstorming tool
Provide a visual representation of large amount of ideas
Used to extract large amount of useful information from few or scattered data or from unrelated ideas
Used to understand and organize problems that are not clear

20. AFFINITY DIAGRAM

21. Tool 2: RELATIONSHIP DIAGRAM
Tool for finding causes to a problem
Same as cause and effect diagram
Not only clarifies the relationship between cause and effect but also between various causes
Graphical representation of all factors in a complicated problem, system or situation
Used to identify key problem from a list of important problems, identify the root cause of existing problems and identify key factors needed to make a decision

22. RELATIONSHIP DIAGRAM

23. Tool 3: TREE DIAGRAM
Systematically breaks down a topic into its components elements and shows the logical and sequential links between these elements
Systematically outlines the complete spectrum of paths and tasks that must be carried out to achieve a goal
Used to develop a systematic, step by step, strategy to achieve an objective

24. TREE DIAGRAM

25. Tool 4: MATRIX DIAGRAM
Systematically organize information that must be compared on a variety of characteristics in order to make a comparison, selection or choice
It depicts the relationship between two sets of factors in the form of a table or a matrix
Also known as quality table and it is the starting point in building a house of quality

26. MATRIX DIAGRAM

27. Tool 5: PROCESS DECISION PROGRAME CHART (PDPC)
Also known as decision tree
Planning tool to outline every conceivable and likely occurrence in any planning
Forces proactive thinking on what can go wrong with one’s plan and what would one do to overcome the effect of such adverse occurrences
Helps to anticipate undesirable occurrences and enables one to prepare with plans to neutralize their effect
Used in new product development, building and equipment and data processing programs
Used in decision making when the task is new, complex and unique

28. DECISION TREE

29. Tool 6: ARROW DIAGRAM
It is a graphical description of the sequential steps that must be completed before a project can be completed
PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method) charts are the best known arrow diagram
Planning tool that determines the critical path of a process or a project
Indispensible for long term projects such as the construction of a plant or the development of new products

30. ARROW DIAGRAM

31. Tool 7: MATRIX DATA ANALYSIS DIAGRAM
Very much similar to a matrix diagram
A difference is that numerical data is used instead of symbols indicating the existence and strength of relationship
Only tool among the New Seven Management Tools which uses numerical data and produces numerical results
Used in studying the parameters of production processes, in analyzing market information, in finding links between numerical and non numerical variables

32. MATRIX DATA ANALYSIS DIAGRAM

33. SIX SIGMA (6σ) Six standard deviation from mean
Improve the capability and reduce the defects in any process
It strive for perfection
It allows only 3.4 defects per million opportunities or % accuracy
Here a defect can be anything like incorrect customer bill
It improves the process performance, decrease variation and maintains consistent quality of the process output.
This leads to defect reduction and improvement in profits, product quality and customer satisfaction
It incorporates the basic principles and techniques used in business, statistics and engineering
Its objective is to achieve zero defects products

34. SIX SIGMA PROCESS Define Measure Analyse Improve Control
Though it is originated from manufacturing field, now it is applied to non-manufacturing processes only such as service, medical and insurance procedures, call centers, etc.

35. BENCHMARKING
“The process of identifying, understanding and adapting practices and processes from organisations anywhere in the world to an organisation to improve its performances”
Systematic method by which organization can measure themselves against the best industry practices
The process of barrowing ideas and adapting them to gain competitive advantage

36. REASONS TO BENCHMARKING (OBJECTIVES)
Aims at goal setting process to facilitate comparison with the best
Aims at motivating and simulating company employees towards the goal of continuous quality improvement
Aims at external orientation of the company
Aims at identifying a technological breakthrough
Aims at searching for industry best practices

37. TYPES OF BENCHMARKING Based on the object to be Benchmarked
Product benchmarking
Performance benchmarking
Process benchmarking
Strategic benchmarking
Based on the organisations against whom one is benchmarking
Internal benchmarking
Industry benchmarking
Competitive benchmarking
Best in class benchmarking
Relationship benchmarking

38. BENCHMARKING PROCESS
Planning - what is to be benchmarked? What shall we compare? How will the data be collected?
Analysis – careful understanding of current process practices as well as those of benchmarking partners
Integration – careful planning to incorporate new practices in the operation
Action
Maturity – best industrial practices are incorporated in all business processes

39. FAILURE MODE AND EFFECT ANALYSIS (FMEA)
It is a preventive measure to systematically display the causes, effect, and possible actions regarding observed failures
It objective is to anticipate failures and prevent them from occurring
FMEA prioritises failures and attempts to eliminate their causes
Never ending process improvement tool

40. TYPES OF FMEA System FMEA Design FMEA Process FMEA Service FMEA
Equipment FMEA
Maintenance FMEA
Concept FMEA
Environment FMEA

41. STAGES OF FMEA (METHODOLOGY)
Specifying possibilities
Quantifying risks
Correcting high risk causes
Re-evaluation of risk

42. FMEA PROCEDURE Identify failure modes (potential failure)
Describe the potential failure effects(Result of failure mode)
Establish a numerical ranking for the severity (S) of the effect
Identify the potential causes/mechanisms of failure
Enter the probability of occurrence (O) factor
Determine the likelihood of detection (D)
Review risk priority number (RPN = S × O × D )
Determine recommended action