Basic Tools of Process Analysis

Eight Basic Measurement Tools for

PDCA Improvement

– Process charts (Flow diagrams)

– Check sheet
– Cause and effect diagram
– Pareto charts
– Run (Trend) charts
– Histograms
– Scatter diagram
– Statistical process control chart

– Get a copy of The MEMORY JOGGER from photocopier

 Kaizen Blitz Approach

A continuous group effort to rapidly

compress time - eliminating or greatly
reducing waste to increase customer
satisfaction.
Usually three or five days activity.
Improvements are implemented and
standardized.
Most Widely Used Tools for TQM

• Quality Function Deployment

– House of Quality
• 5 WHY’s
• Pareto charts
• Checklists
• Process flowcharts
• Cause-and-effect diagrams
• Statistical process control
• Affinity Diagrams
• Interrelationship Digraph
• Tree Diagram
Eight Tools Continued
Run Charts

M
e
a
s
u
r
e

Time
 Pareto Analysis of Glass
Defects
70
60
Frequency (number)

54
50
40
30
20
10 12
5 4
0 2
Scratches Porosity Nicks Contamination Misc
72% 16% 5% 4% 3%
Causes, by percent of total defects
 Process Chart

• Shows sequence of events in process

• Depicts activity relationships
• Has many uses
– Identify data collection points
– Find problem sources
– Identify places for improvement
– Identify where travel distances can be
reduced
 Process Chart Example

SUBJECT: Request tool purchase

Dist (ft) Time (min) Symbol Description

 D  Write order

 D On desk

75    D To buyer

 D  Examine

 = Operation;  = Transport;  = Inspect;

D = Delay;  = Storage
 Cause and Effect Diagram

• Used to find problem sources/solutions

• Other names
– Fish-bone diagram, Ishikawa diagram
• Steps
– Identifyproblem (effect) to correct
– Draw main causes for problem as ‘bones’
– Ask ‘What could have caused problems in
these areas?’ Repeat for each sub-area.
Cause and Effect Diagram
Example

Problem

Too
Toomany
many
defects
defects
Cause and Effect Diagram
Example
Method Manpower

Main Cause

Too
Toomany
many
defects
defects

Material Machinery

Main Cause
 Cause and Effect Diagram
Example

Method Manpower

Drill
Over
Time
Too
Toomany
many
defects
defects
Wood
Steel Lathe

Material Machinery
Sub-Cause
 Cause and Effect Diagram
Example
Method Manpower

Tired
Drill
Over
Slow Time
Too
Toomany
many
defects
defects
Old
Wood
Steel Lathe

Material Machinery
 Statistical Process Control
(SPC)
• Uses statistics & control charts to tell
when to adjust process
• Developed by Shewhart in 1920’s
• Involves
– Creating standards (upper & lower limits)
– Measuring sample output (e.g. mean weight)
– Taking corrective action (if necessary)

• Done while product is being produced

 Statistical Process Control
Steps
Produce Good
Start
Provide Service
No
Assign.
Take Sample
Causes?
Yes
Inspect Sample
Correct Process

Create
Find Out Why
Control Chart
Control Chart Example
X
80
60 UCL
40
20 LCL
0
0 3 5 7 9 11
Time
Patterns to Look for in
Control Charts
 Quality Circles
 Group of 6-12 employees from same work area
 Meet regularly to solve work-related problems
 4 hours/month
 Facilitator trains
& helps with
meetings
 5S – A starting point for
Kaizen
• Sort – Separate out all that is unnecessary and
eliminate it.
• Straighten – Put essential things in order so that they
can be easily accessed.
• Scrub – Clean everything – tools and workplaces –
removing stains, spots, debris, and eradicating sources
of dust.
• Systemize – Make cleaning and checking routine.
• Standardize – Standardize the previous four steps to
make the process one that never ends and can be
improved upon.
 International Quality
Standards
• Industrial Standard Z8101-1981 (Japan)
– Specification for TQM
• ISO 9000 series (Europe/EC)
– Common quality standards for products sold in
Europe (even if made in Pakistan.)
• ISO 14000 series (Europe/EC)
– Standards for recycling, labeling etc.
• ASQC Q90 series; MILSTD (U.S.)
• Malcom Baldridge National Quality Award
(U.S.)
 Affinity Diagram
• A planning tool which gathers large amounts of
language data (ideas, opinions, issues, etc.), organizes
it into sub-groupings based on the natural relationship
between each item, and defines groups of items.

BENEFITS
• Encourages true participation.
• Ideas are not lost.
• Creative, rather than logical.
• Groups items that are naturally related.
 Affinity Diagram –
Constructions Steps
Assemble the right team Sort the Cards into Related Groupings
- Four to eight people - Quick response, gut reaction
- Varied perspectives
- Team consensus
- Creative, open-minded members
Phrase Issues to be Considered Create Header Cards
- Broad, neutral statements - Concise but complete
- Clearly stated, well understood - No one word headers
- No one word cards - Make sense standing alone
Generate and Record Ideas
- Capture essential link in all ideas
- Record on a post-it note, write clearly
beneath it as well as what cards are
- Go around the table, if no idea say
“pass” saying about that link
- Keep on collecting ideas until - Place at top of each grouping
everybody has said “pass” - Turn sub-themes into sub-headings
- No discussion, no comments
Draw the Finished Affinity Diagram
Randomly Layout Completed Cards
- On wall, table, etc. - Draw lines connecting headers, sub-
headers, and all cards beneath them
- Bring together related groupings
- Review by team
 Affinity Diagram

32 Sheds per
Hour,
eliminate
missing/duplic
ate parts

Equipment Poor Layout and Production Lack of Storage and Changeover Work Ethics
Malfunction Packout and Handling Standards and Handling Protocol
Methods Errors Training

No phones Not enough Poor carton 366R & S look Difference in Handling of Shift Rushing to
conveyor lanes design too similar methods, shift to pallets and changeover make-up for
shift gaylords lacking lost time

E mergency Line too long Excess 366G & I look Training of 366F, 366G&I Emptying lines Lack of team
stop being hit labels too similar displaced storage work
operators problems

No tools, wire Poor Sequence of Mising 366G Not using Waiting on Internal Operator
cutters, Housekeeping packing and Is in a Kanban cards parts in changeover rotation
packer stamp parts gaylord packout from shed to
ink shed
Robot No signage for Need Need to trim Understanding Hi-bay Non-standard Horse-play
prpblems part locations styrofoam and clean of quality productivity is material
blocks? parts standards low handling
procedures
between shifts
Bander Wasted steps Imbalance in Scrap parts Lack of Wait to have Communication Supervisor
sowntime workload from machine standards FG taken away of product line absent
procedures in changeovers
handling and
quality issues
Poor Lighting Not drilling Outdated Different sized Line Trying to rush
366G and I checklist pallets & changeover others
gaylords time
 Root Cause Analysis

Poor Layout Production &

and Packout Handling Errors
Methods

Equipm ent Lack of

Malfunction Standards and
Training

Storage and
Handling

Work Ethics Changeover

Protocol
 Solutions Tree
Move roller
lines
Make lane
assignments
Validate new Run and Time
layout Study
New Layout Train packout
crew
Identify lanes
w ith part #s
and scan
cards
Properly
palletize at
machine

Poor Layout New Packaging Make visual

and Packout configuration instructions
Methods
Make new
checklists