Wi jequireents re Me, the busines i will only benefit from quality cles if employee participation ix voluntary, and if sMployees are allowed some input into ion of problems to be addressed, Vinally, the ¢ the business owner must allow rine Jor the quality circles to begin achie Ving, desired results, In some ens take more than a year for expectations to be met, itcan But successful quality circles off 4 wide variety of benefits for the busin For example, they serve to ineyease mand iwemenv's awareness of employees ideas as well as employee awareness of the need for innovation within the company, Ouality circles also serve to facilitate communi tion and increase commitment among, both Jabour and management, Many companies find that quality circles enhance teamwork and reduce employee resistance to change. Finally, quality circles an achieve the following advantages ina business + a, Overall competitiveness b, Reduetion in cost ¢ Jmprovement in quality 4, Motivation for innovation. tion given to a fixed set of he § 1" ality is a desi ¢ Seven Basic Tools of Quality is a designal , fied as being most help! n troubleshooting issues graphical techniques identi wy ‘They are called basi related to quality. ‘They are and because they can be used to solve the ie because they are suitable for people + in statistic: with Little formal training in staus reluted issues. The seven tools are: vast majority of quality Scanned with CamScanner1 112 1. Flow Chart 2, Check Sheet 3. Histogram 4, Control Chart 5, Scatter Diagram 6. Pareto Chart 7, Cause and Effect Diagram or Fishbone Diagram . Flow Chart A flow chart is a visual representation of a process. It is not statistical, but is used to piece together the actual Process as it is carried out, which quite often varies from how the process owner imagines it is. Seeing it visually makes identifying both inefficiencies and potential improvements easier. A series of shapes are used to depict every step of the Process; mental decisions are captured as well as physical actions and acti ies. Arrows depict the movement through the process. Flow charts vary in complexity, but when used properly can prove useful for identifying non-value-adding or redundant steps, the key parts of a process, as well as the interfaces between other processes. Lamp plugged in? {>| Plug in lamp Bulb burned out?, Repalrlamp Scanned with CamScannerB 113 2 check Sheet Like flow charts, check sheets are non-statistical and relatively simple. They are ysed to capture data in a manual, reliable, formalised way so that decisions can be made based on facts. As the data is collected, it becomes a graphical representation of itself. Areas for improvement can then be identified, either directly from the check sheet, or by feeding the data into one of the other seven basic tools. Simply, a table is designed to capture the incidences of the variable(s) to be measured. Tick marks are then manually put in the relevant boxes. As the ticks build up, they give a graphical representation of the frequency of incidences. Below is a typical example. pales Fiidsy | satuiday | TOTAL, sunday | Menday | _Turciey _| Woenesioy | _Thureds Seethypied eansOziaictin 3 il Foire fash HEIL | ttt. Pant Wealkte ti Pont rupted Werperhy Cane L —+ arate, tonal SNe Scanned with CamScanner4, Histogram Histograms are 4 for OF Day chap, ‘They ie ved to measure the Srequeney distribution of data Mat jy COMMON wronged foyether, Mort commonly they are used to display Srequeney of eon venes jy Jong Stes Of data, Poy exmmple, if survey O00 people to know about their feedback of a wate with a leather strap’ “WE WAY HEI One Hound feedback with various defects, JL will be very srenuous and UATiCUML toy estoyorigy dhe Srequency of various defects tn n tabular form, Nike below ; Defect Mo, Description Mrequeney L Size its tinal) 12 2. Should jiave Melallie chain 1B 4, Vial ie not pood 212 4, Day & Date feature jy Iniswing, 329 5. Should be Celi(hattery) operated 247 6. asing, it nol youd 105 a Should have radiun needle 12 %. More featur: 5 Histogram provides an effective viewal means of depicting the above data, It represents the data in a graphical way whieh is far easier to understand and read than a table of data, & any 8 7 a a Datel mmm lglg Scanned with CamScanner116, 4, Control Chart There are several types of Control Chart, They are reasonably complex statistical tools that measure how a proc ess changes over time, By plotting this wer control limits, whether the process is consistent and under control, or if i data against pre-defined upper and lo it can be determined 1 is unpredictable and therefore out of control, The type of chart to use depends upon the type of data to be measured; i.e, whether it is attributable or vari fable data. Control charts are useful in identifying trends in data over long periods of time, thus identifying variation, Data is collected and plotted over time with the Lower Control Limit (UCL) and Average i.e, Meat statistical analysis) as in the diagram below. Upper Control Limit (UCL), in (from past perfortnance or No. of carpet (n) [1]2]3]4] 5] 6] 718 No. of defects ()[2 [5/5611] stal7 UCL=10 g ak ob ' mk Number of defects ———+ i i \ i \ yOOY LCL=0 oa 2 3 4 5 678 9 10 ‘Number of carpets Scanned with CamScannerM6 seatter Dingram Fe atter Dingrann is used to jeg two variables. I does not prove 4) ply effective in contieminy 4 is higl Iisa graphical more than Slatisticg jables as the axe, two dirvet correlation, I the points correlation. Ifboth variables increase ag the other ine; 45 degrees trom the point where the be positively correlated, then they are s If the one 20 to a" W00- 200 Sie loo sao bia Too toe Gra Tito Sakeo (Rs) ——» POSITIVE CORRELATION ° lo Rel Ne. of Stulents——> uwavos ° ° ° ° 4 + ° ab ° ° ' a (0 50 60 70 a 10-30 “ —_— E Mans Ob! o1ON No CORRELA Ne _corge LATIN ntiLY Whether 8. Uthe points form ‘ases j, there is a relationship between One Variable directly affects the other, but that a relation: hip exists between the two, Al tool. Points are plotted on a &raph with the narrow “cloud”, then there is a are wide spread, then there is no or Jittle - the cloud extends at roughly X and y axes cross ~ then they are said to Variable decreases as the other increases, id to be Negatively correlated, e Hs 3s $4 a a ee No.of Leabouns — > NEGATIVE CORRELATION REGATIVE CORRELATION "Scanned with CamScanner4 Pareto Chart Based upon the Pareto Principle that states tha t 80% of a i roblem i i to 20% of its causes, or inputs, pt m is attributable Pareto Chart Otani: . jon i ganises and dij information in order to show the relati lisplays highlights what is known as the “vital few”, iti effort focused upon them. Pareto chart of Casting deject 100 ” 98 oe | & . 24 = | 6B aS z 5 8 . z é z Be \ & a s & shrink porosity misrsane Cota Shut Moule shit Mould inclusion Scanned with CamScanner Cumulalive Percentagecause and Effect Diagram or Fishbone Diagra am fist used by Ishikawa in the 1940s, the Y are employed gnptomms of a problem as a Means of finding the» ed to * 0 ; ‘Onsider all the likely causes of « wl lem, not just the obvious ones, by Combining He tnigs vith graphical analysis. It ig algo useful identify the OL Cause, The Y pate of the method forces the User to ¢ Te Sacre brainstorming techniques iM unraveling the convoluted i combination, drive the problem. The basic Cause and Effect Diagram places the ‘Defect? at one end, The causes feeding into it are then identified, via brainstorming, relationships that may, by working backwards in a ‘Fishbone’ shape diagram. For more complex process problems, the spines can be allocated a category and then the causes/inputs of each identified. There are several standard sets of categorisations that can be+used, but the most common is Material, Machine, Measurement, Methods, Men and Environment - easily remembered as the ‘SM’s and an ‘E’ —as shown in figure below: Factors contributing to defect X%°% Mew’ is Measurements Mater iyo \ sot pint er calibration Defect XXX Se at@tO™ Scanned with CamScanner