Tools for Process Improvement
P i r z a d a
.
What does it mean?
Process Improvement
Methodologies
Deming Cycle
Walter Shewhart
Deming Cycle
Short-term continuous improvement
Long-term organizational learning
Deming Cycle
Plan
Define the process
Describe the process
Describe the players
Define customer expectations
Determine historical data
Describe perceived problems
Identify the causes
Develop potential changes
Select most promising solution
Deming Cycle
Do
Conduct an experiment to test the impact of suggested
solution
Identify measures to understand the results
Study
Examine the results
Determine improvement
Identify further experimentation
Deming Cycle
Act
Select best solution
Develop implementation plan
Standardize solution (New SOPs)
Establish a process to monitor performance
Other Tools
Creative Problem Solving
Understanding the “mess”
Finding facts How one
Identifying specific problems approaches
Generating Ideas problem solving
Developing solutions is not as critical
Implementation as doing it in a
systematic
fashion.
7-Quality Control (QC) Tools
1. Flow charts
2. Check sheets
3. Histograms
4. Pareto diagrams
5. Cause-and-effect diagrams
6. Scatter diagrams
7. Run & Control charts
Tools for Process Improvement
Basic Tools
Tool DMAIC Application CPS Application
Flowcharts Define, Control Mess-finding
Check sheets Measure, Analyze Fact-finding
Histograms Measure, Analyze Problem-finding
Cause-and-effect diagrams Analyze Idea-finding
Pareto diagrams Analyze Problem-finding
Scatter diagrams Analyze., Improve Solution-finding
Control charts Control Implementation
1. Flowcharts
A flowchart or process map identifies
the sequence of activities or the
flow of material and information in
a process. Flowcharts help the
people involved in the process
understand it much better and more
objectively by providing a picture
of the steps needed to accomplish a
task.
1. Flowcharts
Identifies:
1. Critical-to-quality issues
2. Selecting measurements
3. Root causes
4. Non-value added steps
5. How one fit into a process
6. Suppliers/ customers
7. Places of measurements or
8. Step addition or deletion (non-value added step)
1. Flowcharts
Check:
1. Logic of sequence
2. Value addition
3. Bottlenecks if any
4. Resources required
5. CTQ issues
6. Measurements needed
7. Any interaction with the customers
(steps needed)
2. Check Sheets
Check sheets are special type of data collection forms in which
the results may be interpreted on the form directly without
additional processing. Further processing is generally necessary to
draw useful information
2. Check Sheets: Defect Map
A defect location check sheet (or a defect map or a measles
chart) The physical location of a trait is indicated on a picture, or
illustration of a part or item being evaluated.
Instead of just keeping track of the number of defects, the defect
location check sheet can sometimes reveal an area of the
product that tends to see most of the defects. Once this is known,
the team can go back to the process to see what it is about the
upper right-hand corner of the product that is causing the defects.
2. Check Sheets
The items to be performed
for a task are listed so that
as each is accomplished it
can be marked as having
been completed.
2. Check Sheets
3. Histograms
Graphical frequency distribution
Provides clues about the characteristics of the parent population
from which a sample is taken. Patterns that would be difficult to
see in an ordinary table of numbers become apparent.
[Condition of data collection should ne mentioned]
3. Histograms
When
•The data are numerical.
•To observe the data’s distribution, (e.g. normally distributed).
•Analyzing if the process can meet the customer’s requirements.
•Analyzing supplier’s process looks like.
•Checking the change in over a time period.
•Comparing the outputs of two or more processes.
•To communicate the distribution of data quickly/ easily.
3. Histograms
Used when:
• Data are numerical.
• See the shape of the data’s
distribution,
• Comparing the outputs of
two or more processes.
• Communicate the
distribution of data quickly/
easily.
3. Histograms
4. Pareto Diagrams
Vilfredo Pareto (Economist)
A fairly consistent minority
i.e. ~ 20% of people, control
the large majority, i.e. ~
80% of a society's wealth.
This distribution has been
observed in other areas and
termed the Pareto effect.
4. Pareto Diagrams
Pareto Effect
Pareto charts are used to display the few
vital factors that are causing most of the
problems reveal themselves. 80% of problems
usually stem
Concentrating improvement efforts on
these few issues will have a greater from 20% of the
impact and be more cost-effective than causes.
undirected efforts.
4. Pareto Diagrams
4. Pareto Diagrams
Making a ‘Pareto Diagrams’
1. Arrange data in a decreasing frequency order.
2. Find percentage contribution.
3. Calculate running accumulate percentage.
4. Draw bar chart (frequency (step 1) vs. factors).
5. Draw accumulate percentage (step 3) vs. factors.
5. Cause-and-Effect Diagram
Ishikawa diagrams (also called fishbone diagrams, herringbone
diagrams, cause-and-effect diagrams, or Fishikawa) are causal
diagrams that show the causes of a specific event.
Common uses of the Ishikawa diagram are product design and
quality defect prevention to identify potential factors causing an
overall effect. Causes are usually grouped into major categories to
identify and classify these sources of variation.
5. Fishbone Diagram Procedure
• Draw a fishbone skelton with problem in the head.
• Brainstorm the major categories of causes of the problem.
(Can use generic headings):
● Methods ● Machines (equipment)
● Men (HR) ● Materials
● Measurement ● Mother Nature (Environment)
• Mark categories of causes as branches from the main arrow.
• Brainstorm all the possible causes of the problem.
• Write sub–causes branching off the causes
5. Fishbone Diagram Example 1
5. Fishbone Diagram Example 2
5. Fishbone Diagram Example 3
6. Scatter Diagrams
Also called: scatter plot, X–Y graph
The scatter diagram graphs pairs of numerical data, with one
variable on each axis, to look for a relationship between them.
If the variables are correlated, the points will fall along a line or
curve. The better the correlation, the tighter the points will hug
the line.
Example: Effect on an element of hardness of an alloy.
6. Scatter Diagrams: Correlations
Positive correlation No correlation Negative correlation
Type of Correlations: Quiz
A __________
B ___________
C ___________
D ___________
E ___________
6. Scatter Diagrams: Examples
7. Run Charts and Control Charts
Run chart is a line graph in which data are plotted overtime, and
are used to track things as production volume, costs and customer
satisfaction indexes.
7. Run Charts and Control Charts
A control chart is simply a run chart to which two horizontal
line control limits are added: the upper control limit and the
lower control limit. The limits are chosen statistically. When
data points fall within theses limits, process is in control.
Control limits make it easier to interpret patterns in a run chart
and draw conclusions about the state of the control.
Other
Tools
Kaizen Blitz
Kaizen Blitz
Poka-Yoke
Mistake Proofing
Forgetfulness
Inadvertent Misunderstanding
Mistakes
Poor Identification
Lack of Experience
Processing errors
Setup errors Absentmindedness
Wrong parts Delays in judgment
Adjustment errors Equipment malfunction
Poka-Yoke: Mistake Proofing
Poka-yoke (pronounced PO-ka yo-KAY), is the use of any
automatic device or method that either makes it impossible for
an error to occur or makes the error immediately obvious once it
has occurred.
Poka-Yoke: Examples
• Interlocks
• Limit switches
• Alignment marks
• Go/no-go devices
• Cars beep if key is left in the ignition
Poka-Yoke: Examples
The U.S. Consumer Product Safety
Commission has recorded 105 deaths
that were caused by wheelchairs
rolling away from the person.
The response? A mistake-proofing
device that locks the wheelchair
when no one is sitting in it. An
unlocking lever on the handle allows
the wheelchair to be moved when
empty.
Process Simulation
An approach to building a logical model of a real process, and
experimenting with the model to obtain insight about the behavior
of the process or to evaluate the impact of changes in assumptions
or potential improvements to it.
Skills for Team Leaders
Conflict management
Team management
Leadership skills
Decision making
Communication
Negotiation
Cross-cultural training
Skills for Team Members
The 100-mile rule for meetings
Use agendas or projects is a mental tool for
Have a facilitator deciding whether to interrupt a
person for a problem.
Take minutes
Draft the next agenda In a nutshell, if the issue is big
Evaluate the meeting enough that you would call the
person back to handle it if the
Adhere to the “100 mile” rule meeting was a hundred miles
away, it is OK to interrupt. If
not, wait for a break or handle
the problem on your own
