Quality Improvement Tools. There are number of tools and methods available for quality improvement activity. Here is 10 examples.

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Vincent Carpenter
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1 Quality Improvement Tools There are number of tools and methods available for quality improvement activity. Here is 10 examples.

2 Quality Tools List of tools commonly used are: 1. Pareto Analysis 2. Brainstorming 3. 5Whys 4. Cause and Effect Diagram 5. FMEA 6. 5S 7. DFM 8. SPC 9. 8D 10. Poka Yoke/ Make Certain Solutions Contents by KH 2

3 Pareto Analysis Summarize data to identify the vital few versus the trivial many A 15 B 10 C 5 D 3 E 2 F 1 G 1 H A Before Pareto Chart B C D OTHER 100% 80% 60% 40% 20% 0% Summarize with OTHER A 20 44% B 15 78% C 5 89% D 2 93% OTHER 3 100% Total 45 NOTES: Improvement work needs to focus on the vital few. The 80/20 rule is a guideline. If it takes more than 3 categories to reach 80%, it may be necessary to try and analyze the situation in a different way. NPF (No Problem Found) data should not be included with defect data. Note: Not all analysis will display Pareto behavior. Contents by KH 3

4 Pareto Analysis Use Before and After Paretos to show improvement A 20 44% B 15 78% C 5 89% D 2 93% OTHER 3 100% Total 45 Before Pareto Chart B 10 43% A 5 65% C 3 78% D 2 87% Other 3 100% Total 23 After Pareto Chart NOTES: A B C D OTHER 100% 80% 60% 40% 20% 0% B A C D The sample size for the before and after Pareto must be the same. For example, if the effect is number of defects, then the sample size is the number of units inspected. The count scale is established by the BEFORE Pareto When creating an AFTER Pareto chart, keeping the same shading for each category will emphasize changes, even when the ranked order of the data changes. The cumulative percent scale is determined by dividing the Before count by the After Count. 100% is always equal to the total count. Other 180% 160% 140% 120% 100% 80% 60% 40% 20% 0% Contents by KH 4

5 Brainstorming A creativity technique of generating ideas to solve a problem Emotional Language (bad) Conveys a feeling or emotion. A useful and necessary use of language, but has less value when trying to improve a situation. Example: The software is difficult to use. Language of Report (good) Clearly states the facts Try to avoid opinion if possible. Avoid solution statements (tends to be an opinion). Example: I have to reboot my computer twice a day, when I run program xyz. Contents by KH 5

6 5 Whys A Tool to Determine Root Cause Problem: The Robot Stopped Working 1. Why did the robot stop? The circuit was overloaded, causing a fuse to blow. 2. Why is the circuit overloaded? Insufficient lubrication on the bearings, so they locked up. 3. Why was there insufficient lubrication on the bearings? The oil pump on the robot is not circulating sufficient oil. 4. Why is the pump not circulating sufficient oil? The pump intake is clogged with metal shavings. 5. Why is the intake clogged with metal shavings? Because there is no filter on the pump. STEPS: Clearly Identify the improvement objective, performance baseline, and gaps. Start with a high level cause. Ask why this particular cause, cause is responsible for the gap. Continue to ask why at each level, until you have a probable root cause. After two or three why s, check to make sure the sequence is logical. Contents by KH 6

7 Cause and Effect Diagram Used to brainstorm, and identify root causes Material Method Price list Customer data access Latest updates Skill Experience Delivery date Head count Product information Knowledge Filing Escalation LAN Telephone support PC Telephone Order entry FAX Slow response to customer s problem inquiry Steps: People Machine Identify and clearly define the effect (or performance gap) to be analyzed. Identify the main causes contributing to the effect. For each main cause, identify other specific factors which are likely causes. The are the sub branches Identify more detailed levels of causes using the 5Whys Technique Consider which root causes are most likely to merit further investigation. Identify by circling in red. Contents by KH 7

8 Example: Reduce design cycle-time Method Machine (tools) Prevent error BKM 5 whys Controlled Availability Steps Locked Verification Procedure Tool down Due date base Design tool User focus Tool kit Access to tools Password Cycle time Bandwidth Workload Headcount Recruiting Out of date Specification Request info. Format Capability Skill set Data Man (designer) Training Material Contents by KH 8

9 FMEA or Failure Mode Effects Analysis potential failures in products & processes Steps: Take a description of the components of a system List consequences of each component failing Evaluate the consequences with respect to: (1) Severity S (2) Likelihood of Occurrence O, and (3) Inability of controls to detect it D Score each consequence on S, O, D - Index for each of these range from 1 to 10 RPN = S * O * D, ranges from 1 to 1000 Use RPN to prioritize potential failures to decide on actions to decrease risk, by improving O and D. Design FMEA (DFMEA) identifies potential failures of a design before they occur. Process FMEA (PFMEA) is a group of activities to recognize and evaluate the potential failure of a product/process, and its effect. Contents by KH 9

10 5S Providing a standard approach to housekeeping within a workplace The Cornerstone of 5S is that untidy, cluttered work areas does not help productive, and causes mistakes and waste. SORT Sort needed & unneeded items. SET Put things in proper place and arrange. SHINE Clean tools, equipments and job site; As clean equipment works much better STANDARDIZE Standardize the first three S s. Establish proper procedure and quality systems as habits ingrained into the culture SUSTAIN Self Discipline. Make 5S a part of the job Contents by KH 10

11 Design for Manufacturability (DFM) Techniques enabling right design for easy production and best quality DFM enables companies to Design products right, the first time, For easiest production, Fastest assembly, Highest reliability, and Shortest time to market. DFM is important : 80% of the product cost is determined by the design DFM guidelines include: Understand manufacturing problems for past products and design them out. Keep fixturing in mind while designing. Use Poka-Yoke for faster and defect free manufacturing Standardization rules and guidelines (Screws, stiffeners etc) Specify quality parts from reliable sources. Contents by KH 11

12 Statistical Process Controls (SPC) Using statistical tools to monitor whether process is in control A process in statistical control displays common cause variation To improve a process displaying common cause variation, the underlying system needs to be changed. A process not in statistical control displays assigned cause variation To improve a process not in statistical control, find and remove assignable cause variation. Every out of control point is a continuous improvement opportunity Contents by KH 12

13 Eight Disciplines (8D) Structured Problem Solving Methodology Discipline 8 Determine Next Steps, Learning, & Close the Loop Discipline 1 Define the problem Discipline 2 Document and Analyze the Situation Discipline 7 Prevent Recurrence Discipline 3 Implement Containment Discipline 6 Implement Permanent Corrective Action Discipline 5 Develop and Verify Corrective Action Discipline 4 Identify and Verify Root Cause Contents by KH 13

14 Poka Yoke, and Make Certain Mistake proofing techniques Adopt a Make Certain approach to solutions. Typically, solutions that are people dependent are not Make Certain solutions. Example: in a production line environment, using limit switches to prevent the product from moving to the next stage, if a test or procedure is not completed and verified. Anticipate how a solution might fail Implement controls to ensure compliance to the new process. Contents by KH 14

FMEA Failure Mode Effects Analysis. ASQ/APICS Joint Meeting May 10, 2017

FMEA Failure Mode Effects Analysis ASQ/APICS Joint Meeting May 10, 2017 FMEA (Failure Mode and Effects Analysis) Failure Mode and Effects Analysis Agenda What is it? Motivation FMEA Methods Examples What