7QC Tools

7 QC TOOLS

Q7T/PPT- 1
7QC Tools Types

Types of 7QC tools

Check Sheet

Cause & Effect diagram

Pareto Diagram

7 QC Tools Graph &Control charts

Histogram

Stratification

Scatter Diagram
Q7T/PPT- 2
7QC Tools Check sheet

Check sheet

Q7T/PPT- 3
7QC Tools Check sheet

What is a check sheet?

Why is a check sheet necessary?

Q7T/PPT- 4
7QC Tools Check sheet

Check sheet

Check sheets are forms used for

• standardizing
• checking results of work
• verifying and collecting data

Q7T/PPT- 5
7QC Tools Check sheet

Types of Check Sheet

Discrete value such as no. Of
Indiscrete value such as height,
recording errors, no. of Item sold
weight, length, time & temp., Etc.
& Rejections etc.

Measured Counted
Data Data

Point Scale Primary

Data Check
Data
Sheet

1 Point, 2 Point … Ordered YES / NO or

etc. Data  / X - Type

1st, 2nd Order …

Very Good, Good, No Good
… - Type

Q7T/PPT- 6
7QC Tools Check sheet

Check points for check sheets preparation

Below items can be added , as necessary

1. The purpose of the checks

2. The items being checked

3. The methods of the checks

4. The dates and times of the checks

5. The person to perform the checks

6. The results

Q7T/PPT- 7
7QC Tools Check sheet

Example of check sheet

Defect check sheet
Month ,day
4/1 2 3 4
Component
1
2
3
4
5
6
7
8
9

10

No. of
defects
Q7T/PPT- 8
7QC Tools

Now let’s do an exercise!

You have to cut down your

house expenditure by 20% / month
How will you do it ?

Q7T/PPT- 9
7QC Tools Brain storming

BRAIN STORMING !

Q7T/PPT- 10
7QC Tools Brain storming

BRAIN STORMING

Brain storming can be conducted in two ways

1. Structured
• Every person in a group must give an idea as their turn
arises.
• Forces even shy people to participate.
• Creates a certain amount of pressure to contribute.

Q7T/PPT- 11
7QC Tools Brain storming

2. Unstructured
• Group members simply give ideas as they come to mind.
• Creates more relaxed atmosphere
• Risks domination.
Thumb rule : 5 – 15 minutes works well

Q7T/PPT- 12
7QC Tools Brain storming

BRAIN STORMING
Brain storming is a technique to obtain creative ideas from
a group of persons in a shortest possible time on an effect.
Brain storming plays an important role to build a cause and
effect diagram

To identify the problem - to identify the causes

WHY
To find solution - to prevent problem

Q7T/PPT- 13
7QC Tools Brain storming
BRAIN STORMING SESSION
• Let all the members speak freely and give ideas
• Encourage wild ideas
• “Quantity” rather than “Quality” ideas
• Suspend judgment on “Good” or “Bad”
• Ride on another’s ideas
• Never criticize other persons’ opinions
• Never prohibit a person from speaking
• See the problem from different angles/facets
• Write down all the viewpoints
• List the cause/ideas
• Think of the countermeasures to eliminate the causes
• Leader/facilitator need to guide the members in generating ideas
• Whenever necessary non – members can also be involved

Q7T/PPT- 14
7QC Tools Brain storming

WHY BRAIN STORMING?

 TO IDENTIFY THE PROBLEM

 TO IDENTIFY CRITICAL CAUSES

 TO FIND THE SOLUTION
 TO PREVENT THE PROBLEM

Q7T/PPT- 15
7QC Tools Cause & effect diagram

Cause & Effect

diagram

Q7T/PPT- 16
7QC Tools Cause & effect diagram

Why Cause & Effect ?

• To identify and systematically list the different causes

that can be attributed to a problem (or an effect)

• To identify the reasons why a process goes out of

control

• To decide which causes to investigate for process

improvement.

Q7T/PPT- 17
7QC Tools Cause & effect diagram

What is Effect ?
EFFECT = A Result or an outcome
EFFECT is What happens

Q7T/PPT- 18
7QC Tools Cause & effect diagram

What is cause ?
CAUSE = Reason or Factor contributing to the EFFECT
CAUSE is WHY it happens

Q7T/PPT- 19
7QC Tools Cause & effect diagram

The analysis of
“why?” for “what?”
is cause and effect
diagram

Q7T/PPT- 20
7QC Tools Cause & effect diagram

In 1953, Kaoru Ishikawa, Professor of the

University of Tokyo, used the Cause & effect
diagram for the first time.
A cause & effect diagram is also called a fish
bone diagram since it looks like the skeleton
of a fish.

Q7T/PPT- 21
7QC Tools Cause & effect diagram

The EFFECT or PROBLEM is stated on the right side of

the diagram and the major INFLUENCES or CAUSES are
listed to the left.

Main problem

Q7T/PPT- 22
7QC Tools Cause & effect diagram

There are two kinds of cause & effect diagrams:

2
1. Cause & effect diagrams for identifying causes.
2. Cause & effect diagrams for systematically listing causes

Q7T/PPT- 23
7QC Tools Cause & effect diagram

Cause & effect diagram for identifying the causes

Q7T/PPT- 24
7QC Tools Cause & effect diagram

•More emphasis should be given to this type of cause &

effect diagram.
•This is because this type of diagram is a great tool to list
ALL the causes.
•No effort should be made while preparing this diagram to
classify the causes. (For example under the headings of
man, machine, material etc).

Q7T/PPT- 25
7QC Tools Cause & effect diagram

•The classification of the causes should be taken up during

the preparation of the second cause & effect diagram which
is specifically meant for classification of the causes.

•Special effort should be made to identify as many causes as

possible
•The ideal method to identify as many causes as possible
would be by brainstorming with the team members.

Q7T/PPT- 26
7QC Tools Cause & effect diagram

Remember

All the ideas/causes suggested by

members during the brainstorming
session should be noted however
insignificant they may initially appear.
Brainstorming is a session specially
meant for free flow of ideas.

Q7T/PPT- 27
7QC Tools Cause & effect diagram

1
Effect

Causes
Q7T/PPT- 28
7QC Tools Cause & effect diagram

Example

Poor operator skill

Improper
clamping on
jig or fixture
Wrong inspection method Wrong spindle speed
Operator
fatigue
1
Wrong Wrong
Insufficient inspection
training feed

Dimensional
instrument

Variation
No inbound
inspection of
Machine Too much raw material Raw material
vibration tightening of job dimension too
close to final
dimension

Wrong setting of job on locator Improper material storage Improper/warped shape of raw material

Q7T/PPT- 29
7QC Tools Cause & effect diagram

Cause & effect diagram for systematically listing causes

The following steps can be followed to make a successful
Cause & effect diagram for systematically listing causes
Step 1
List all the causes that have been suggested by team
members as a part of brain storming.

Q7T/PPT- 30
7QC Tools Cause & effect diagram

Step 2
Sort out the relations among the causes & connect the sub
causes to the main causes. The main causes should then
be connected to the effect.

Step 3
Assign an importance to each factor, & mark the particularly
important factors which seem to have a significant effect.
Step 4
Draw the diagram & continually look for improvement.

Q7T/PPT- 31
7QC Tools Cause & effect diagram

2
Effect

Causes

Q7T/PPT- 32
7QC Tools Cause & effect diagram

Fatigue

HEALTH

Illness
MAN

Concentration
MACHINE

Instrument
Imbalance

STABILITY
2
Training SPIRIT Vibration
INSPECTION Clamping

SKILL Attentiveness
JIGS & FIXTURES

Experience
Method
Location Dimensional
Inspection Degree of tightening

QUALITY SETTING
Variation
Storage FORM Placement on locator
Shape Feed

WORKING

Dimension Spindle speed

MATERIAL METHOD

Q7T/PPT- 33
7QC Tools

A combination of Pareto diagram & cause and effect

diagram is an ideal way to arrive at the main problem & its
causes.
Take the biggest problem from the pareto diagram & put it
on the right side in the cause & effect diagram.
Derive the causes for the same.

Q7T/PPT- 34
7QC Tools Cause & effect diagram

ASK WHY? 5 TIMES Thorough investigation

4th Why
of causes
5th Why

C
1st Why
Policies
Procedure
D 2nd Why

3rd Why Why

defects?

People Plant

Q7T/PPT- 35
7QC Tools Cause Verification

4M Cause Specification Investigation Analysis

Functionwise
Man No focused training Generic
training

No method to measure Skill matrix for

No skill matrix
operator's skills each workmen

Practical training
Method No OJT No OJT
at genba

Workmen not trained in Need based Common

specific jobs training module given
Content should be
Module content is
Material specific need Theory based
academic oriented
based

Q7T/PPT- 36
7QC Tools Pareto

Pareto diagram

Q7T/PPT- 37
7QC Tools Pareto

Do you remember this? (14th March 2001 - Eden gardens )

Q7T/PPT- 38
7QC Tools Pareto

Do you remember this? (14th March 2001 - Eden gardens )

Q7T/PPT- 39
7QC Tools Pareto

Now let’s look at the second innings score board:

India
SS Das hit wicket b Gillespie 39
S Ramesh c ME Waugh b Warne 30
VVS Laxman c Ponting b McGrath 281
SR Tendulkarc Gilchrist b Gillespie 10
SC Ganguly c Gilchrist b McGrath 48
R Dravid run out 180
N R Mongia b McGrath 4
Zaheer Khan not out 23
Harbhajan Singh not out 8
Total 657
Q7T/PPT- 40
7QC Tools Pareto

When we observe which batsmen got the maximum runs

we can see that Laxman & Dravid got 461 out of the 657
runs. That is about 70% of the runs.
22% of the 9 batsmen who batted got 70% of the runs!

Let’s now observe the Australian 2nd innings score card

Q7T/PPT- 41
7QC Tools Pareto

Australia
M Hayden lbw b Tendulkar 67
M Slater c Ganguly b Harbhajan 43
J Langer c Ramesh b Harbhajan 28
M Waugh lbw b Raju 0
S Waugh c Sub B Harbhajan 24
R Ponting c Das b Harbhajan 0
A Gilchrist lbw b Tendulkar 0
J Gillespie c Das b Harbhajan 6
S Warne lbw b Tendulkar 0
M Kasprowicz not out 13
G McGrath lbw b Harbhajan 12
Total 212
Q7T/PPT- 42
7QC Tools Pareto

Who got the wickets?

O M R W
Zaheer Khan 8 4 30 0
V Prasad 3 1 7 0
Harbhajan Singh 30.3 8 73 6
V Raju 15 3 58 1
S Tendulkar 11 3 31 3
S Ganguly 1 0 2 0

Q7T/PPT- 43
7QC Tools Pareto

When we observe which bowlers got the maximum wickets

we can see that Harbhajan & Tendulkar got 9 out of the 11
wickets. That is about 80% of the wickets.

30% of the 6 bowlers who bowled got 80% of the wickets!

This illustrates the Pareto principle

Q7T/PPT- 44
7QC Tools Pareto

Pareto

• Vilfredo Pareto was an Italian engineer in the 19th Century

who studied the number of people in various income classes &
declared
‘’20% of the people own 80% of the country’s wealth;
80% of the people own 20% of the country’s wealth”

Q7T/PPT- 45
7QC Tools Pareto

Pareto Principle
Pareto principle holds good to the present day in various
applications
‘ A few causes lead to many defects;
many causes lead to few defects.’

The few causes that lead to many defects are the vital few.

The many causes that lead to few defects are the trivial many.

Q7T/PPT- 46
7QC Tools Pareto

“Get to the biggest problems first”

‘Solve the vital few’

Q7T/PPT- 47
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91

Creating a Pareto Diagram

175 88
84
79
150 75
73

65.5
125
55.5

In nos

In %
100 50

75 66
33

50 45 25

25 20
15 12 10 8 6 5 4 4 2 2 1
0 0

Stores

Others

production
Quality
Personnel
Materials

Finance

Service
Marketing

Manufacturing
Development
Maintenance

Engineering

Information
Production

Research &
Systems

Factory

Planning
Plant
Dept

Steps 1. Collect data

2. Arrange data in the descending order

3. Calculate the relative % for individual data

4. Calculate the cumulative % for individual data

5. Draw a graph with scales on both axis

6. Draw bar chart based on data

7. Using cumulative % data, draw cumulative curve

8. Identify the VITAL FEW (thumb rule > 70%)

Q7T/PPT- 48
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91

Data collection through check sheet

175 88
84
79
150 75
73

65.5
125
55.5

In nos

In %
100 50

STEP 1 75

50
66
33
45 25

Period : Week No. 45 To 50 25

0
20
15 12 10 8 6 5 4 4 2 2 1
0

Stores

Others

production
Quality
Personnel
Materials

Finance

Service
Marketing

Manufacturing
Development
Maintenance

Engineering

Information
Production

Research &
Systems

Factory

Planning
Plant
Dept

No. Of External Phone Calls

Sl.No Department No. Of cells regd.
1 Production Engineering 10
2 Quality 2
3 Service 12
4 Marketing 45
5 Plant Maintenance 20
6 Factory production 2
7 Manufacturing Planning 1
8 Stores 5
9 Personnel 8
10 Materials 66
11 Finance 15
12 Research & Development 4
13 Information & Systems 6
14 Others 4
Q7T/PPT- 49
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
150 75
73

Arrange data in the descending order

65.5
125
55.5

In nos

In %
100 50

STEP 2 75

50
66
33
45

20
25

25 15 12 10 8 6 5 4 4 2 2

No. Of External Phone Calls

1
0 0

Stores

Others

production
Quality
Personnel
Materials

Finance

Service
Marketing

Manufacturing
Development
Maintenance

Engineering

Information
Production

Research &
Systems

Factory

Planning
Plant
Dept

Sl.No Department No. Of cells reqd.

1 Materials 66
2 Marketing 45
3 Plant Maintenance 20
4 Finance 15
5 Service 12
6 Production Engineering 10
7 Personnel 8
8 Information Systems 6
9 Stores 5
10 Research & Development 4
11 Others 4
12 Quality 2
13 Factory production 2
14 Manufacturing Planning 1
200

Q7T/PPT- 50
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
150 75
73

Calculate the relative % for individual

65.5
125
55.5

In nos

In %
100 50

STEP 3 75

50
66
33
45

20
25

25 15 12 10 8 6 5 4 4 2 2

No. Of External Phone Calls

1
0 0

Stores

Others

production
Quality
Personnel
Materials

Finance

Service
Marketing

Manufacturing
Development
Maintenance

Engineering

Information
Production

Research &
Systems

Factory

Planning
Plant
Dept

Sl.No Department Nos. Relative %

1 Materials 66 33.0
2 Marketing 45 22.5
3 Plant Maintenance 20 10.0
4 Finance 15 7.5
5 Service 12 6.0
6 Production Engineering 10 5.0
7 Personnel 8 4.0
8 Information Systems 6 3.0
9 Stores 5 2.5
10 Research & Development 4 2.0
11 Others 4 2.0
12 Quality 2 1.0
13 Factory production 2 1.0
14 Manufacturing Planning 1 0.5
200

Q7T/PPT- 51
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
150 75
73

Calculate the cumulative % for individual

65.5
125
55.5

In nos

In %
100 50

STEP 4 75

50
66
33
45

20
25

25 15 12 10 8 6 5 4 4 2 2

Data No. Of External Phone Calls

1
0 0

Stores

Others

production
Quality
Personnel
Materials

Finance

Service
Marketing

Manufacturing
Development
Maintenance

Engineering

Information
Production

Research &
Systems

Factory

Planning
Plant
Dept

Sl.No Department Nos. Relative % Cumulative %

1 Materials 66 33.0 33.0
2 Marketing 45 22.5 55.5
3 Plant Maintenance 20 10.0 65.5
4 Finance 15 7.5 73.0
5 Service 12 6.0 79.0
6 Production Engineering 10 5.0 84.0
7 Personnel 8 4.0 88.0
8 Information Systems 6 3.0 91.0
9 Stores 5 2.5 93.5
10 Research & Development 4 2.0 95.5
11 Others 4 2.0 97.5
12 Quality 2 1.0 98.5
13 Factory production 2 1.0 99.5
14 Manufacturing Planning 1 0.5 100.0
200 100

Q7T/PPT- 52
7QC Tools Pareto

Sl.No Department Nos. Relative % Cumulative %

1 Materials 66 33.0 33.0

VITAL FEW
2 Marketing 45 22.5 55.5
3 Plant Maintenance 20 10.0 65.5
4 Finance 15 7.5 73.0
5 Service 12 6.0 79.0
6 Production Engineering 10 5.0 84.0
7 Personnel 8 4.0 88.0
8
9
Information Systems
Stores TRIVIAL
6
5
3.0
2.5
91.0
93.5
10 Research & Development 4 2.0 95.5
11
12
Others
Quality
MANY
4
2
2.0
1.0
97.5
98.5
13 Factory production 2 1.0 99.5
14 Manufacturing Planning 1 0.5 100.0
200 100

Q7T/PPT- 53
7QC Tools Pareto

Sl.No Department Nos. Relative % Cumulative %

1 Materials 66 33.0 33.0
2 Marketing 45 22.5 55.5
3 Plant Maintenance 20 10.0 65.5
4 Finance 15 7.5 73.0
5 Others 60 27 100
200 100

Q7T/PPT- 54
7QC Tools Pareto

180

150

120
In nos

90
66
60 54
45

30 20
15

Finance
Marketing

Plant Maintenance

others
Materials

Dept
Q7T/PPT- 55
7QC Tools Pareto

100 100

180

150 73 75

65.5

Cumulative %
120
55.5
In nos

50
90
66
33 54
60
45 25

30 20
15

0 0

Finance
Marketing

Plant Maintenance

others
Materials

Dept
Q7T/PPT- 56
7QC Tools Pareto

100 100
Vital
180 Few

150 70 % 73
75

65.5

Cumulative %
120
55.5
In nos

50
90

66
33
60 54
45 25

30 20
15

0 0
Marketing

Finance
Maintenance

others
Materials

Plant

Dept

Q7T/PPT- 57
7QC Tools Pareto

Why pareto ?

• To Clearly prioritise the magnitude of the problem.

• To identify the vital few and trivial many problems.

• To find 80/20 rule which states that 80% of the

problems are created by 20% of the causes.

Q7T/PPT- 58
7QC Tools Pareto

Pareto diagram is used to find out …

200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84
79
150 75
73

65.5
125
55.5

In nos

In %
100 50

75 66
33

50 45 25

25 20
15 12 10 8 6 5 4 4 2 2 1
0 0

Stores

Others

production
Quality
Personnel
Materials

Finance

Service
Marketing

Manufacturing
Development
Maintenance

Engineering

Information
Production

Research &
Systems

Factory

Planning
Plant
Dept

1. The most important problem

2. The rate of each problem to the whole

3. The degree of improvement action

4. The comparison of improvement level

5. Before & after remedial action taken

Q7T/PPT- 59
7QC Tools Pareto

Same problem, but different approach…

You have to cut down your

house expenditure by 20% / month
How will you do it ?

Paret
o

Q7T/PPT- 60
7QC Tools Pareto

Make a check list of all the expenses

in your home & the amount you
spend on these expenses

Q7T/PPT- 61
7QC Tools Pareto

Sl.No Expense Amount

1 House Rent 3000
2 Electricity Bill 500
3 Water Bill 280
4 Cable TV Bill 210
5 News paper bill 120
6 Milkman 300
7 Maid servant 150
8 Groceries 2000
9 Entertainment & Lifestyle 1500
10 Travel 200
11 Educational 1500
12 Hospital 200
13 Insurance Premium 500
14 Loan repayment 0
15 Clothes 200
16 Petrol 1300
17 Others 300
Q7T/PPT- 62
7QC Tools Pareto

Arrange these expenses & amounts

in an order, with the highest
expense being the first & lowest
expense being the last

Q7T/PPT- 63
7QC Tools Pareto

Sl.No Expense Amount

1 House rent 3000
2 Groceries 2000
3 Entertainment 1500
4 Educational 1500
5 Petrol 1300
6 Electricity bill 500
7 Insurance premium 500
8 Milkman 300
9 Others 300
10 Water bill 280
11 Cable TV 210
12 Travel 200
13 Clothes 200
14 Hospital 200
15 Maid servant 150
16 News paper 120
17 Loan repayment 0
12260
Q7T/PPT- 64
7QC Tools Pareto

Calculate the percentage contribution of each of these

expenses.

Percentage can be calculated by the formula

Individual expense
X 100
Total expense

Q7T/PPT- 65
7QC Tools Pareto

Sl.No Department Nos. Relative %

1 House rent 3000 24.47
2 Groceries 2000 16.32
3 Entertainment 1500 12.23
4 Educational 1500 12.23
5 Petrol 1300 10.6
6 Electricity bill 500 4.08
7 Insurance premium 500 4.08
8 Milkman 300 2.45
9 Others 300 2.45
10 Water bill 280 2.28
11 Cable TV 210 1.72
12 Travel 200 1.63
13 Clothes 200 1.63
14 Hospital 200 1.63
15 Maid servant 150 1.22
16 Newspaper 120 0.98
17 Loan repayment 0 0
12260 100
Q7T/PPT- 66
7QC Tools Pareto

Sl.No Department Nos. Relative % Cumulative %

1 House rent 3000 24.47 24.47
2 Groceries 2000 16.32 40.79
3 Entertainment 1500 12.23 53.02
4 Educational 1500 12.23 65.25
5 Petrol 1300 10.6 75.85
6 Electricity bill 500 4.08 79.93
7 Insurance premium 500 4.08 84.01
8 Milkman 300 2.45 86.46
9 Others 300 2.45 88.91
10 Water bill 280 2.28 91.19
11 Cable TV 210 1.72 92.91
12 Travel 200 1.63 94.54
13 Clothes 200 1.63 96.17
14 Hospital 200 1.63 97.8
15 Maid servant 150 1.22 99.02
16 Newspaper 120 0.98 100
17 Loan repayment 0 0 100.0
12260 100 100
Q7T/PPT- 67
7QC Tools

Sl.No Department Nos. Relative % Cumulative %

1 House rent 3000 24.47 24.47
2 Groceries 2000 16.32 40.79
3 Entertainment 1500 12.23 53.02
4 Educational 1500 12.23 65.25
5 Petrol 1300 10.6 75.85
6 Electricity bill 500 4.08 79.93
7 Insurance premium 500 4.08 84.01
8 Milkman 300 2.45 86.46
9 Others 300 2.45 88.91
10 Water bill 280 2.28 91.19
11 Cable TV 210 1.72 92.91
12 Travel 200 1.63 94.54
13 Clothes 200 1.63 96.17
14 Hospital 200 1.63 97.8
15 Maid servant 150 1.22 99.02
16 Newspaper 120 0.98 100
17 Loan repayment 0 0 100.0
12260 100 100
Q7T/PPT- 68
7QC Tools

12000 100
90
10000 80

Cumulative %
70
8000
Amount

60
6000 50
40
4000 30
20
2000
10
0 0
t

s
t

l
s

tro
en

na
en
r ie

er
R

Pe
io
m

th
ce

at
in

O
e

ro
us

uc
rta
G
Ho

Ed
te
En

Expenses

Q7T/PPT- 69
7QC Tools Histogram

Histogram

Q7T/PPT- 70
7QC Tools Histogram

• In quality control, we try to discover facts by collecting data &

then take necessary action based on those facts.
• The data is not collected as an end in itself, but as a means
of finding out the facts behind the data.

Data

FACTS

Q7T/PPT- 71
7QC Tools Histogram

What is histogram ?

Histogram shows a bar chart of accumulated data and

provides the easiest way to evaluate the distribution of
data .

The sizes of the vertical bars reflects the number of data

that fall into these spaces.

Q7T/PPT- 72
7QC Tools Histogram

How to make a histogram?

Let us make a histogram using an example.
Example:
To investigate the distribution of the
diameters of steel shafts produced in
the grinding process, the diameters
of 90 shafts are measured as
shown in the table.

Q7T/PPT- 73
7QC Tools Histogram

Diameter after grinding

Sample
Results of Measurement
Number
1 - 10 2.51 2.517 2.522 2.522 2.51 2.511 2.519 2.532 2.543 2.525
11 - 20 2.527 2.536 2.506 2.541 2.512 2.515 2.521 2.536 2.529 2.524
21 - 30 2.529 2.523 2.523 2.523 2.519 2.528 2.543 2.538 2.518 2.534
31 - 40 2.52 2.514 2.512 2.534 2.526 2.53 2.532 2.526 2.523 2.52
41 - 50 2.535 2.523 2.526 2.525 2.532 2.522 2.502 2.53 2.522 2.514
51 - 60 2.533 2.51 2.542 2.524 2.53 2.521 2.522 2.535 2.54 2.528
61 - 70 2.525 2.515 2.52 2.519 2.526 2.527 2.522 2.542 2.54 2.528
71 - 80 2.531 2.545 2.524 2.522 2.52 2.519 2.519 2.529 2.522 2.513
81 - 90 2.518 2.527 2.511 2.519 2.531 2.527 2.529 2.528 2.519 2.521

Q7T/PPT- 74
7QC Tools Histogram

Step 1
Calculate the range (R)
Obtain the largest & smallest of observed values & calculate R.
R = (the largest observed value) – (the smallest observed value)

Q7T/PPT- 75
7QC Tools Histogram

Step 1
Calculate the range (R)
Obtain the largest & smallest of observed values & calculate R.
R = (the largest observed value) – (the smallest observed value)

–
R = 2.545 – 2.502 = 0.043

Q7T/PPT- 76
7QC Tools Histogram

Step 2
Determine the class interval & interval breadth.
The class interval is calculated by the formula
Class interval = √ n where n is total number of observations
Here, n = 90
Therefore, √ n = 9.48.
Rounding to nearest integer,
Class Interval = 9.
R 0.043
Interval breadth = =
√n 9

= 0.005
Q7T/PPT- 77
7QC Tools Histogram

Step 3
Prepare a frequency table form
Prepare a form as shown below on which class, mid – point,
frequency marks, frequency etc can be recorded

Class Midpoint Frequency marks Frequency

(tally)

Total
Q7T/PPT- 78
7QC Tools Histogram

Step 4
Determine the class boundaries
Include so that they include the smallest & the largest of
values.
1. Determine the lower boundary of the first class & add
the interval breadth.
Therefore, 2.5005 + interval breadth
2.5005 + 0.005 = 2.5005

Q7T/PPT- 79
7QC Tools Histogram

Therefore first class boundary

2.005 – 2.5055
The second class boundary
2.5055 –2.5105
Since the class interval is 9, the last class boundary will be
the 9th. Note that this has to contain the largest recorded
value. Therefore,
9th class boundary
2.5405 – 2.5455

Q7T/PPT- 80
7QC Tools Histogram

Step 5
Calculate the mid – point of the class

Sum of the upper & lower boundaries of

each class
Mid – point of each class =
2

Q7T/PPT- 81
7QC Tools Histogram

Step 6
Obtain the frequencies
Read the observed values one by one & record the frequencies
Falling in each class using tally marks, in groups of five as
follows:
Frequency Frequency notation
1 /
2 //
3 ///
4 ////
5 ////

Q7T/PPT- 82
7QC Tools Histogram

Class Midpoint Frequency marks Frequency

(tally)
1 2.5005 – 2.5055 2.503 / 1
2 2.5055 – 2.5105 2.508 //// 4
3 2.5105 – 2.5155 2.513 //// //// 9
4 2.5155 – 2.5205 2.518 //// //// //// 14
5 2.5205 – 2.5255 2.523 //// //// //// //// // 22
6 2.5255 – 2.5305 2.528 //// //// //// //// 19
7 2.5305 – 2.5355 2.533 //// //// 10
8 2.5355 – 2.5405 2.538 //// 5
9 2.5405 – 2.5455 2.543 //// / 6
Total 90
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How to draw a histogram

Step 1
Mark the horizontal axis with a scale. The scale need not be on the base of
the class interval. A unit of measurement of data can be used. In the
current example we can take 0.01mm of diameter = 10mm on the
histogram scale. Leave a space equal to the class interval on the
horizontal axis on each side of the scale.

Q7T/PPT- 84
7QC Tools Histogram

Step 2
Mark the left – hand vertical axis with a frequency scale.

Step 3
Draw the bar chart as per the data in the frequency table.

Step 4
Draw a line on the histogram to represent the mean, & also draw a
line representing the specification limit, if any.

Q7T/PPT- 85
7QC Tools Histogram

25

X = 2.5247
20

15

10

0
2.50 2.51 2.52 2.53 2.54 2.55

Q7T/PPT- 86
7QC Tools Histogram

Overview of Histogram
• The characteristics of the frequency distribution are
shown more clearly when results are plotted in form of
block diagram
• The horizontal axis is divided into segments
corresponding to ranges of the group
• On each segment a rectangle is constructed whose
height is proportional to the frequency in the group
• Higher bar represents more data values
• Lower bar represents less data values

Q7T/PPT- 87
7QC Tools Histogram

Application
 To analyze processes and discover items to be improved
 To research process capability
 To verify effects of an improvement
 To tell relative frequency of occurrence.
 To easily see the distribution of the data.
 To see if there is variation in the data.
 To make future predictions based on the data.

Q7T/PPT- 88
7QC Tools Histogram

Types of distribution
• The shape of the distribution gives a more elusive concept
than mean or standard deviation
• From the distribution we can deduce the peak value of
frequency and symmetry of the data range

(i) Normal distribution

Normal distribution is commonly used
type.Here the values are symmetric
about the center

Q7T/PPT- 89
7QC Tools Histogram - Interpretation

(ii) Positively skewed

Values are more concentrated in one
side nearer to origin of x line.
Here most of the values lies in the
lower part of the values of histogram

(iii) Negatively skewed

Values are more concentrated in one
side far from the origin
Values lies in the higher part of the
values of histogram

Q7T/PPT- 90
7QC Tools Stratification

Stratification

Q7T/PPT- 91
7QC Tools Stratification

Q7T/PPT- 92
7QC Tools Stratification

Stratification

Stratification is the act of fine tuning the data in order to

make sure of the significance of the assured factors, to the
grass root level.

Q7T/PPT- 93
7QC Tools Stratification

Problem : More No. of Accidents

Let us stratify the the data regarding the accidents

Q7T/PPT- 94
7QC Tools Stratification

STATISTICS

REPORTABLE ACCIDENTS : 08
NON-REPORTABLE ACCIDENTS : 33
NEAR MISS INCIDENTS : 21
LOST TIME INJURIES : 41
MANDAYS LOST : 187

Rep.acct. – Operator not reporting back to duty

for more than 48hrs
Non-reportable acct. – Operator disablement extending
beyond the day of shift but less
than 48 hrs
Lost time injury – Reportable + Non-reportable
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ANALYSIS –REPORTABLE ACCIDENT

Total no of reportable accident : 8

Q7T/PPT- 96
7QC Tools Stratification
ACCORDING TO CATEGORY

Contract
Labour (1)
13%
Temp.workman
(3)
38%

Regular
Employee (4)
49%

Total no.of Reportable accidents : 8

Q7T/PPT- 97
7QC Tools Stratification

ACCORDING TO PHENOMENON

Adjusting/Cleaning/Loading/Unloading
6
while M/C running

Wrong handling of material handling

2
equipment

Hit against object 0

Hit by objects/Fallen objects 0

others 0

Fall from Height 0

Fall from Two wheeler 0

Contact with chemical 0

wrong assembly 0

0 1 2 3 4 5 6 7
No of Accidents

Total no.of Reportable accidents : 8

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7QC Tools Stratification

ACCORDING TO BODY PARTS INJURED

Leg (2)
25%

Hand (1) Finger (5)

13% 62%

Total no.of Reportable accidents : 8

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ACCORDING TO PLANT

Others (1) Plant-1 (0)

13% 0%
Sp. Wh (1) Plant-2 (3)
13% 37%

R & D (1)
13%
Plant-3 (2)
24%

Total no.of Reportable accidents : 8

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ACCORDING TO SHIFT

4
4
No.of accidents

2 2
2

0 0
0
I II III GEN OT
Total no.of Reportable accidents : 8

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7QC Tools Stratification

ACCORDING TO FAULT

3 3
3
No.of accidents

2
2

0
OPERATORS FAULT SUPERVISORY FAULT SYSTEM AND
ENVIRONMENT FAULT

Total no.of Reportable accidents : 8

Q7T/PPT- 102
7QC Tools Stratification

The data has been stratified

1. According to employee category
2. According to phenomenon
3. According to body parts injured
4. According to plant
5. According to shift
6. According to fault

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7QC Tools Stratification

• Stratification over a sufficient number of units

often gives rise to patterns.
• Location of these patterns often contains much
information about the causes of defects

• GOAL  Generation of INFORMATION

through DATA ANALYSIS

Q7T/PPT- 104
7QC Tools Scatter diagram

Scatter diagram

Q7T/PPT- 105
7QC Tools Scatter diagram Scatter diagram

In actual practice, it is often essential to study the relation of

TWO corresponding variables.
For example,
* Relation between the dimension of a machined part on
the cutting speed of a lathe
* Relation between insert life and cutting speed

Q7T/PPT- 106
7QC Tools Scatter diagram

To study the relation of TWO variables we can use a Scatter

diagram.
KEY QUESTION  How does change in one variable affect
the outcome of second variable

Q7T/PPT- 107
7QC Tools Scatter diagram

The two variables we will deal with are:

a) A quality – characteristic & a factor affecting it,
b) Two related quality characteristics, or
c) Two factors relating to a single quality characteristic.

Let’s consider the steps in making a scatter diagram

Q7T/PPT- 108
7QC Tools Scatter diagram

Example
A manufacturer of plastic tanks who made them using the
blow moulding process encountered problems with defective
tanks that had thin tank walls. It was suspected that the
variation in air pressure, which varied from day to day, was the
cause of the defective thin walls. The table shows data on
blowing pressure & percent defective. Let us draw a scatter
diagram using this data according to the steps given
previously.

Q7T/PPT- 109
7QC Tools Scatter diagram

Step 1
Collect paired data (x,y) between which you want to study
the relations & arrange the data in a table. It is desirable
to have at least 30 pairs of data.

Q7T/PPT- 110
7QC Tools Scatter diagram
Data of blowing air pressure & percent defective
of plastic tank
Date Air pressure Percent
(kgf/cm2) Defective
Oct-01 8.6 0.889
2 8.9 0.884
3 8.8 0.874
4 8.8 0.891
5 8.4 0.874
6 8.7 0.886
7 9.2 0.911
8 8.6 0.912
9 9.2 0.895
10 8.7 0.896
11 8.4 0.894
12 8.2 0.864
13 9.2 0.922
14 8.7 0.909
15 9.4 0.905
16 8.7 0.892
17 8.5 0.877
18 9.2 0.885
19 8.5 0.866
20 8.3 0.896
21 8.7 0.896
22 9.3 0.928
23 8.9 0.886
24 8.9 0.908
25 8.3 0.881
26 8.7 0.882
27 8.9 0.904
28 8.7 0.912
29 9.1 0.925
Q7T/PPT- 111 30 8.7 0.872
7QC Tools Scatter diagram

Step 1
As seen in the table, we have 30 pairs of data.
Step 2
In this example, let blowing air pressure be indicated by X
(horizontal axis), & percent defective by Y (vertical axis).
Then,
The maximum value of X: Xmax = 9.4 (kgf/cm2)
The minimum value of X : Xmin = 8.2 (kgf/cm2)
The maximum value of Y: Ymax = 0.928 (%)
The minimum value of Y : Ymin = 0.864 (%)

Q7T/PPT- 112
7QC Tools Scatter diagram

We mark off
the horizontal axis in 0.5(kgf/cm2) intervals, from 8.0 to
9.5 (kgf/cm2) and
the vertical axis in0.01(%) intervals, from 0.85 to 0.93(%)
Step 3
Plot the data.

Q7T/PPT- 113
7QC Tools Scatter diagram

Step 4
Enter the time interval of the sample obtained (oct.1 – oct 30) number of
samples (n = 30), horizontal axis (blowing air pressure [kgf/cm2]), vertical
axis (percent defective [%]), and title of diagram (scatter diagram of
blowing air pressure & percent defective).

(Oct 1 – Oct 30)

0.93

0.92 n=30
0.91

0.9

0.89
0.88

0.87
0.86

0.85
8 8.5 9 9.5

Q7T/PPT- 114
Blowing air pressure
7QC Tools Scatter diagram

How to read scatter diagrams

You can grasp the correlation between pairs of data just by
looking at the shape of a scatter diagram. 5 examples are
given below

35 350
30 300
25 250
20 200
Series1 Series1
15 150
10 100
5 50
0 0
0 5 10 15 20 0 100 200 300 400

Positive correlation Negative correlation

Q7T/PPT- 115
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40 500
400
30
300
20 Series1 Series1
200
10 100

0 0
0 5 10 15 20 0 100 200 300 400

Positive correlation may be present Negative correlation may be present

Q7T/PPT- 116
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700
600
500
400
Series1
300
200
100
0
0 100 200 300 400

No correlation

Q7T/PPT- 117
7QC Tools Scatter diagram

• If a relation is shown between two variables,

does it NECESSARILY mean that the two
variables ARE related?

GOAL  Generation of INFORMATION through DATA

ANALYSIS
Q7T/PPT- 118