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 Brain storming

BRAIN STORMING !

Q7T/PPT- 9
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- 10
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- 11
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- 12
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- 13
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- 14
7QC Tools Cause & effect diagram

Cause & Effect

diagram

Q7T/PPT- 15
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- 16
7QC Tools Cause & effect diagram

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

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

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

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

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

Q7T/PPT- 19
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- 20
7QC Tools Cause & effect diagram

Cause & effect diagram for identifying the causes

Q7T/PPT- 21
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- 22
7QC Tools Cause & effect diagram

2
Effect

Causes

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

MAN MACHINE
Fatigue
Imbalance

HEALTH
Concentration STABILITY
Instrument
Illness Training SPIRIT Vibration
INSPECTION Clamping

SKILL Attentiveness

Dimensional
JIGS & FIXTURES
Method
Experience Location

Variation
Inspection Degree of tightening

QUALITY SETTING

Storage FORM Placement on locator

Shape Feed

WORKING

Dimension Spindle speed

MATERIAL METHOD

Q7T/PPT- 24
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- 25
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- 26
7QC Tools Pareto

Pareto diagram

Q7T/PPT- 27
7QC Tools Pareto

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

Q7T/PPT- 28
7QC Tools Pareto

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

Q7T/PPT- 29
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 Tendulkar c 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- 30
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- 31
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- 32
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- 33
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- 34
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- 35
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- 36
7QC Tools Pareto

“Get to the biggest problems first”

‘Solve the vital few’

Q7T/PPT- 37
7QC Tools Pareto

Creating a Pareto Diagram

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

Quality

production
Service
Materials

Finance

Personnel
Marketing

Manufacturing
Development
Maintenance

Information
Production
Engineering

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- 38
7QC Tools Pareto
200 98.5 99.5 100 100

Data collection through check sheet

97.5
95.5
93.5
91
175 88
84
79
150 75
73

65.5
125
55.5

In nos
STEP 1

In %
100 50

75 66
33

Period : Week No. 45 To 50

50 45 25

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

Stores

Others

Quality

production
Service
Materials

Finance

Personnel
Marketing

Manufacturing
Development
Maintenance

Information
Production
Engineering

Research &
Systems

Factory

Planning
Plant
No. Of External Phone Calls
Dept

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- 39
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84

Arrange data in the descending order

79
150 75
73

65.5
125
55.5

In nos
STEP 2

In %
100 50

75 66
33

50 45 25

25 20
15 12

No. Of External Phone Calls

10 8 6 5 4 4 2 2 1
0 0

Stores

Others

Quality

production
Service
Materials

Finance

Personnel
Marketing

Manufacturing
Development
Maintenance

Information
Production
Engineering

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- 40
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84

Calculate the relative % for individual

79
150 75
73

65.5
125
55.5

In nos
STEP 3

In %
100 50

75 66
33

50 45 25

25 20
15 12

No. Of External Phone Calls

10 8 6 5 4 4 2 2 1
0 0

Stores

Others

Quality

production
Service
Materials

Finance

Personnel
Marketing

Manufacturing
Development
Maintenance

Information
Production
Engineering

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- 41
7QC Tools Pareto
200 98.5 99.5 100 100
97.5
95.5
93.5
91
175 88
84

Calculate the cumulative % for individual

79
150 75
73

65.5
125
55.5

In nos
STEP 4

In %
100 50

75 66
33

50 45 25

25 20
15 12

Data No. Of External Phone Calls

10 8 6 5 4 4 2 2 1
0 0

Stores

Others

Quality

production
Service
Materials

Finance

Personnel
Marketing

Manufacturing
Development
Maintenance

Information
Production
Engineering

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- 42
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

MANY
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- 43
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- 44
7QC Tools Pareto

180

150

120
In nos

90
66
60 54
45

30 20
15

Finance

others
Marketing
Materials

Plant Maintenance

Dept
Q7T/PPT- 45
7QC Tools Pareto

100 100

180

150 73 75

65.5
120

Cumulative %
55.5
In nos

50
90
66
33 54
60
45 25

30 20
15

0 0

Finance

others
Marketing
Materials

Plant Maintenance

Dept
Q7T/PPT- 46
7QC Tools Pareto

100 100
Vital
180 Few

150 70 % 73
75

65.5
120

Cumulative %
55.5
In nos

50
90

66
33
60 54
45 25

30 20
15

0 0

Finance

others
Marketing
Materials

Maintenance
Plant

Dept

Q7T/PPT- 47
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- 48
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

Quality

production
Service
Materials

Finance

Personnel
Marketing

Manufacturing
Development
Maintenance

Information
Production
Engineering

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- 49
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- 50
7QC Tools Pareto

Make a check list of all the expenses

in your home & the amount you
spend on these expenses

Q7T/PPT- 51
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

Q7T/PPT- 52
17 Others 300
7QC Tools Pareto

Arrange these expenses & amounts

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

Q7T/PPT- 53
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- 54
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- 55
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- 56
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- 57
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- 58
7QC Tools

12000 100
90
10000 80
70

Cumulative %
8000
60
Amount

6000 50
40
4000 30
20
2000
10
0 0

Expenses

Q7T/PPT- 59
7QC Tools Histogram

Histogram

Q7T/PPT- 60
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- 61
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- 62
7QC Tools Stratification

Stratification

Q7T/PPT- 63
7QC Tools Stratification

Q7T/PPT- 64
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- 65
7QC Tools Stratification

Problem : More No. of Accidents

Let us stratify the the data regarding the accidents

Q7T/PPT- 66
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
Q7T/PPT- 67
7QC Tools Stratification

ANALYSIS –REPORTABLE ACCIDENT

Total no of reportable accident : 8

Q7T/PPT- 68
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- 69
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

Q7T/PPT- 70
7QC Tools Stratification

ACCORDING TO BODY PARTS INJURED

Leg (2)
25%

Hand (1) Finger (5)

13% 62%

Total no.of Reportable accidents : 8

Q7T/PPT- 71
7QC Tools Stratification

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

Q7T/PPT- 72
7QC Tools Stratification

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

Q7T/PPT- 73
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- 74
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

Q7T/PPT- 75
7QC Tools Scatter diagram

Scatter diagram

Q7T/PPT- 76
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- 77
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- 78
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- 79
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- 80
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- 81
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- 82 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- 83
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).

0.93
(Oct 1 – Oct 30)

0.92 n=30
Percentage defective

0.91

0.9

0.89
0.88

0.87
0.86

0.85
8 8.5 9 9.5

Q7T/PPT- 84
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- 85
7QC Tools Scatter diagram

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- 86
7QC Tools Scatter diagram

700
600
500
400
Series1
300
200
100
0
0 100 200 300 400

No correlation

Q7T/PPT- 87
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- 88