Quality

Improvement
Chapter 4- Statistical
Process Control
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 Outline
 Pareto Diagram
 Cause-Effect Diagram
 Check Sheets
 Process Flow Diagram
 Scatter Diagram
 Histogram
 Control Charts

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Learning Objectives
When you have completed this chapter you
should be able to:
 Construct a Pareto diagram.
 Explain how to construct a cause and
effect diagram.
 Explain how to construct a check sheet.
 Construct a process flow chart.

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Statistical Process Control
A methodology for monitoring a
process to identify special causes of
variation and signal the need to take
corrective action when appropriate

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 The Pareto Principle
Vilfredo Pareto was an economist who is
credited with establishing what is now widely
known as the Pareto Principle or 80/20 rule.
When he discovered the principle, it
established that 80% of the land in Italy was
owned by 20% of the population. Later, he
discovered that the pareto principle was valid
in other parts of his life, such as gardening:
80% of his garden peas were produced by
20% of the peapods.
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 The Pareto Principle
Some Sample 80/20 Rule Applications
 80% of process defects arise from 20%
of the process issues.
 20% of your sales force produces 80% of
your company revenues.
 80% of delays in schedule arise from
20% of the possible causes of the delays.
 80% of customer complaints arise from
20% of your products or services.
(The above examples are rough
estimates.)
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© 2013, 2008 by Pearson Higher Education, Inc
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 The Pareto Diagram
 Graph that ranks data classifications in
descending order from left to right
 Pareto diagrams are used to identify the
most important problems
 Advantage: Provide a visual impact of
those vital few characteristics that need
attention
 Resources are then directed to take the
necessary corrective action
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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 The Pareto Diagram
 Helps a team focus on causes that have
the greatest impact
 Displays the relative importance of
problems in a simple visual format
 Helps prevent “shifting the problem”
where the solution removes some
causes but worsens others

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Constructing a Pareto
Diagram
Steps:
1. Determine the method of classifying
the data: by problem, cause, type of
nonconformity, etc
2. Decide if dollars (best), weighted
frequency, or frequency is to be used
to rank the characteristics
3. Collect data for an appropriate time
interval
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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Constructing a Pareto
Diagram
Steps cont’d:
4. Summarize the data and rank order
categories from largest to smallest
5. Compute the cumulative percentage if
it is to be used
6. Construct the diagram and find the
vital few

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 11
Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Cause-and-Effect Diagram
 It was developed by Dr. Kaoru Ishikawa in
1943
 Picture composed of lines and symbols
designed to represent a meaningful
relationship between an effect and its
causes
 Effect (characteristics that need
improvement) on the right and causes on
the left

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Cause-and-Effect Diagram
People Materials Work Methods

Primary
Cause
C E
a f
u f
s
Quality
Secondary Cause Characteristic e
e c
s t

Environment Equipment Measurement

Figure 4.3 Cause-and-Effect Diagram

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Cause-and-Effect Diagram
 Enables a team to focus on the content of a
problem, not on the history of the problem
or differing personal interests of team
members
 Creates a snapshot of collective knowledge
and consensus of a team; builds support for
solutions
 Focuses the team on causes, not symptoms
 Used to investigate either a “bad” effect and
to take action to correct the causes or a 14
Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
“good” effect and to learn
Dale H. Besterfield
those causes
Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Cause-and-Effect Diagram
Steps in the construction of a
Cause-and-Effect Diagram:
1. Identify the effect or quality problem
2. Determine the major causes
3. Determine all the minor causes. Request
a brainstorming session
4. Once the diagram is complete, evaluate
it to determine the most likely causes
5. Develop solutions
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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Cause-and-Effect Diagram
Advantages:
1. Analyzing actual conditions for the
purpose of product or service quality
improvement
2. Elimination of conditions causing
nonconforming product or service and
customer complaints
3. Standardization of existing and proposed
operations
4. Education and training in ©decision-
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2013, 2008 by Pearson Higher Education, Inc
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 Cause-and-Effect Diagram
Types of Diagrams:
1. The dispersion-analysis type.
 Each major branch is filled in
completely before starting work on
any of the other branches. The
objective is to analyze the causes of
dispersion or variability

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 Cause-and-Effect Diagram

Types of Diagrams:
2. The process-analysis type.
 In order to construct it, it is
necessary to write each step of the
production process. The advantage of
this type of diagram is the ease of
construction and its simplicity, since
it follows the production sequence

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 19
Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Check Sheets
 The main purpose is to ensure that the
data are collected carefully and
accurately by operating personel for
process control and problem solving
 The form of the check sheet is
individualized for each situation and is
designed by the project team
 Check sheets are designed to show
location
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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Check Sheets
 Creates easy-to-understand data
 Builds, with each observation, a clearer
picture of the facts
 Forces agreement on the definition of
each condition or event of interest
 Patterns in the data become obvious
quickly
 Creativity plays a major role in the design
of a check sheet
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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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Check Sheets

Figure 3-5 Check Sheet for paint non-conformities

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Figure 3-6 Check Sheet for swimming pool

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 Check Sheets

Plastic Mold

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Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Process Flow Diagram
 It is a schematic diagram that shows the
flow of the product or service as it
moves through the various processing
stations or operations
 Makes it easy to visualize the entire
system, identify potential trouble spots,
and locate activities
 Compares and contrasts actual versus
ideal flow of a process
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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Process Flow Diagram

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Process Flow Diagram
 Serves as a training tool
 Uses standardized symbols
 Shows unexpected complexity, problem
areas, redundancy, unnecessary loops,
and where simplification may be
possible

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Process Flow Diagram
 Allows a team to reach agreement on
process steps and identify activities that
may impact performance
 Improvements to the process can be
accomplished by eliminating steps,
combining steps, or making frequently
occurring steps more efficient

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved
 Scatter Diagram
The simplest way to determine if a
cause and-effect relationship exists
between two variables. Details are in
Chapter 5.

29
Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Histogram
Graphically shows the process capability
and, if desired, the relationship to the
specifications and the nominal

Figure 3-11 Histogram for Hole Location

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Histogram
 Displays large amounts of data that are
difficult to interpret in tabular form
 Shows centering, variation, and shape
 Illustrates the underlying distribution of
the data
 Provides useful information for predicting
future performance
 Helps to answer the question “Is the
process capable of meeting
requirements?
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© 2013, 2008 by Pearson Higher Education, Inc
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 Control Charts
 Focuses attention on detecting and
monitoring process variation over time
 Distinguishes special from common
causes of variation
 Serves as a tool for on-going control
 Provides a common language for
discussion process performance
 Details in Chapters 6,7, & 9

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
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 Control Chart

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Quality Improvement, 9e © 2013, 2008 by Pearson Higher Education, Inc
Dale H. Besterfield Upper Saddle River, New Jersey 07458 • All Rights Reserved