1. Chapter 4
PF/CE/CNX/SOP

2. Stemplots
Used to analyze data graphically to check the overall distribution
Used hand-in-hand with the histogram and the control chart
An efficient data organizer that has the first measurement digits in the first column and the remaining digits in the second column
The goal is to get a picture of the distribution, so a split stem may be necessary
Stem

3. Stemplot exercise Create a stemplot for the following set of numbers
Add specification limits and ask yourself, “What is the location, shape and spread?”
What about a split stem?

4. Tally Chart
A graphical table that shows all the different values from a set of data, the pattern of the data and number of times they occur in the data set.
Objective
Organize the data
Condense the data information if the information is to vast
Obtain a distribution pattern (*use the G chart – see Table B.7, or )

5. Tally Chart Exercise
Create a tally chart for the following set of numbers
Add specification limits and ask yourself, “What is the location, shape and spread?”

6. Frequency Distribution
A table that shows all the different values from a set of data and the number of times they occur in the data set.
Objective
Organize the data
Condense the data information if the information is too vast
Obtain a distribution pattern (*use the G chart Table B.2 or )
Measurement
Frequency
2.2 1
2.3 3
2.4 5
2.5 4
2.6 4
2.7 2
2.8 4
2.9 2
total n= 25

7. Frequency Distribution Exercise
Create a frequency distribution for the following set of numbers
Worksheet *
* Start with a tally chart
Measurement
Frequency
total n=

8. Where would you focus your
Pareto Charts
Focus on the “Critical Few” vs. the “Trivial Many”
Where would you focus your
attention?

9. Soldering #1 Problem Frequency wise
Pareto Chart (cont.)
Etching #1 Problem
$$ wise
Soldering #1 Problem Frequency wise

10. Defect Check Sheet Based on the information above, and using
the next page, make a Pareto chart.

11. Pareto Chart exercise

12. Form Team
Teams should be comprised of key individuals directly involved with the process being addressed. Other functional representatives can be brought in as needed. Each individual brings unique expertise and perspective to the team and melds that with the talents of the other team members. The team process leads to decisions of higher quality than those arrived at by individuals. Moreover, members of a team are much more willing to take ownership in the resultant decisions and to actively pursue their successful implementation.

13. Brainstorming
1. Clearly state the problem and make sure that all team members understand it.
2. Allow each team member to present his or her ideas.
3. Record each suggestion exactly as it was stated. Make no preliminary judgments on ideas.
4. Decide which ideas should be acted upon first, which ones can wait, and which ones aren't applicable.
5. Decide how each idea will be acted upon. Determine who is responsible and when those actions will be done by.
6. Document all results for use in future meetings, or as evidence that the problem is fixed.
7. Create a file somewhere in the department to document what problems have been fixed, and what problems still need to be worked on.
8. If a project is generated from the Brainstorm session, before leaving the meeting make sure that everyone understands who is Responsible, who is Accountable, who are the key Contacts, and whom we should keep Informed throughout the project.

14. Process Flow Chart
A diagramming tool that is used to trace the process from start to finish
Symbols represent actions
Used to identify waste and make the process clear to the team

15. Why create a process flow
Any Process Has At Least Three Versions
What You THINK It Is
What It ACTUALLY Is
What it SHOULD Be

16. Process mapping symbols
BLUE
Activity
(Operation)
GREEN
Transportation
(Product Movement) I
YELLOW
Inspection
(Decision)
TAN
Storage
(File) S
BLACK
To next
product step
PINK
Delay

17. Process mapping

18. Process Mapping “How to”
Determine the boundaries of the process
Determine the major steps in the process
Sequence the major steps
Fill in the minor steps
Draw the flowchart with the appropriate symbols
Test the chart for completeness
Finalize the chart

19. Class Exercise
Create a Process Flow diagram for studying for a test.

20. Cause & Effect Diagram The 6M’s
Measurement
Method
Machine
(X) Placement of
tube in machine
(X) Tools used
for sizing (Tony /
(X) Collet only has
to measure
Haus)
three sides
(X) Different
methods for
(C) Location of
measurment (Jim
(C) Plug gages
where
measurement is
(X) # of points
taken (Jim A)
to measure
(X) Cutoff
Measure
(C) Raw tube is
oversize
(N) Different
certs/size
(N) Material
(X) Training
hardness
measuring
tools
(N) Wall
(N) Fluid temp
(Brent)
thickness
Manpower
Materials
Mothernature
Also known as a Fishbone or Ishikawa diagram

21. ( Sources of Variation or Variables ) ( Response or Output Variable )
Cause & Effect Diagram
Causes
( Sources of Variation or Variables )
Effect
( Response or Output Variable )
Partition the Variables: C= N= X=

22. STANDARD OPERATING PROCEDURES (SOPs)
Cause & Effect C/N/X’s
C = those variables which must be held constant and require standard operating procedures to insure consistency. Consider the following examples: the method used to enter information on a billing form, the method used to load material in a milling or drilling process, the autoclave temperature setting.
N = those variables which are noise or uncontrolled variables and cannot be cheaply or easily held constant. Examples are room temperature or humidity.
X = those variables considered to be key process (or experimental) variables to be tested in order to determine what effect each has on the outputs and what their optimal settings should be to achieve customer-desired performance.
STANDARD OPERATING PROCEDURES (SOPs)
Which sources of variability do you control? How do you control them and what is your method of documentation?
To successfully accomplish this task you have to consider every source of variability or failure, and develop simple, low cost Standard Operating Procedures (SOPs) for holding most of these variables constant and for fool proofing most of the causes of failures. These SOPs should be clearly stated, and all employees trained and motivated to understand and comply with the SOPs. This is a critical step toward getting any process/activity into control and/or preventing product/service failures. Whether you are trying process improvements, or a process is already proved out, SOPs should be developed and followed. When trying out proposed process improvements develop SOPs, and try out the proposed improvement(s) on a small scale in a controlled environment. Monitor the improved process and document the result with data.

23. Class Exercise
Create a Cause and Effect diagram for not receiving an “A” on an exam

24. Scatter plots
A graph of measurement pairs that shows whether there is correlation between the measurements
When correlation exist, changes in one measurement shows an effect in another
If you draw a best fit line and figure out an equation for that line, you would have a ‘model’ that represents the data.

25. Looking at correlation from a scatter plot:
‘Correlation’ is a fancy word for how well the model predicts the response from the factors.

26. Is there really an effect?

27. Scatter Diagram example:
Shoe Size
Height
Height
Shoe Size

28. Least Squares Method