The Seven Basic Tools of Quality by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
Seven BASIC
Tools
of Quality

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
• To understand the seven basic tools for quality and
process improvement
• To learn how to apply the seven basic tools of quality to
problem solving or daily work

Contents
1. Introduction
2. Stratification
3. Check Sheet
4. Control Chart
5. Pareto Chart
6. Cause & Effect Diagram
7. Histogram
8. Scatter Diagram
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please visit:
http://www.oeconsulting.com.sg

Introduction to the Seven
Basic Tools of Quality
1

Introduction
• One of the many methods to improve quality and
processes was introduced by Kaoru Ishikawa
• It was called the “Seven Tools of Quality” or “Seven QC
Tools”
• The tools are designed to be simple so that an average
person can apply them in any process or industry
• The tools are extensively used in Lean, Six Sigma and
continuous improvement processes using the PDCA
(Plan-Do-Check-Act) cycle

Introduction
• Galileo was able to see
the planet Saturn’s ring
when he had a
telescope in his hands
• Likewise QC circles
became a success in
Japan when the seven
tools were placed in
everyone’s hands

“As much as 95% of
quality related
problems in the
factory can be solved
with seven
fundamental
quantitative tools.”
Dr. Kaoru Ishikawa

The PDCA Approach to Problem Solving
• Also known as the
Deming Cycle
• PDCA is a systematic
approach to problem
solving
• It provides the framework
for a team to carry out
improvement
• It is used together with the
basic quality tools
Plan
DoCheck
Act

The 8 Steps of PDCA Problem Solving
Select the Theme
Plan the Schedule
Grasp the Present Situation
Establish the Target
Analyze the Cause & Identify Corrective Action
Implement Corrective Action
Evaluate the Result
Standardize & Follow-up
PLAN
ACT
CHECK
DO
1
2
3
4
5
6
7
8

The Seven Basic Tools of Quality
1. Stratification
2. Check Sheet
3. Control Chart
4. Pareto Chart
5. Cause & Effect Diagram
6. Histogram
7. Scatter Diagram

Where Are the Tools Used?
Phase Problem Solving Steps Applicable Tools
Plan
1. Select the Theme
Brainstorming / Matrix Diagram / Selection Criteria / Team
Consensus
2. Plan the Schedule Gantt Chart
3. Grasp the Present Situation
Data Collection / Flowcharting / Pie Chart / Check Sheet /
Pareto Diagram / Bar Chart / Histogram
4. Set the Target Pareto Analysis / Conduct Experiments / Check Past Trends
5. Analyze the Cause & Identify
Corrective Action
Brainstorming / Cause & Effect Diagram / 5 Whys / Tree
Diagram / Control Chart / Scatter Diagram / Alternative
Solutions
Do 6. Implement Corrective Action Arrow Diagram / Process Flowchart / Pictures / Diagrams
Check 7. Evaluate the Result
Collect New Data / Check Sheet / Pareto Comparison / Bar
Chart Comparison / Radar Chart / Target Variance
Act 8. Standardize & Follow Up
In the standardization plan, document the new procedures.
Display in notice board or website or conduct briefings.
Show the follow-up actions to be taken.

Check Sheet
3

Check Sheet (a.k.a. Tally Sheet)
• Purpose
 To manually collect data in real time easily and concisely.
 These data are then used as input data for other tools such as
histograms and Pareto charts.
• When to use
 For manual recording of data.
 To ensure that data is recorded accurately and is easy to use
later.
 When recording involves counting, classifying, checking or
locating.
 To check each measurement as it is recorded.

Check Sheet – Example
Defective
Item
Mon
9/3
Tue
10/3
Wed
11/3
Thu
12/3
Fri
13/3
Total
Mold
Cracked
5 3 6 3 4 21
Fibers 2 0 5 1 0 8
Grit 4 2 3 5 0 14
Pinholes 1 5 0 2 1 9
Cracks 0 1 1 0 0 2
Other 1 3 0 0 3 7
Total 13 14 15 11 8 61

Check Sheet
• Procedure
1. Decide what event or problem will be observed. Develop
operational definitions.
2. Decide when data will be collected and for how long.
3. Design the form. Set it up so that data can be recorded simply
by making check marks or X’s or similar symbols and so that
data do not have to be recopied for analysis.
4. Label all spaces on the form.
5. Test the check sheet for a short trial period to be sure it collects
the appropriate data and is easy to use.
6. Each time the targeted event or problem occurs, record data on
the check sheet.

Pareto Chart
5

Pareto Chart
• Purpose
 To show relative importance of a set of measurements.
 Also called the “80/20” rule.
• When to use
 To identify and prioritize problems to be solved.
 To differentiate the ‘vital few’ from the ‘trivial many’.
 After improving a process, to show relative change in a measured
item.
 Sorting a set of measurements to emphasize their relative sizes.

Pareto Chart Example
Wrong
Toppings
Pizza
Cold
Pizza
Late
Wrong
Crust
Tastes
Bad
Forgot
Breadstic
ks
Driver
Had No
Change
Smashed
in Box
Wrong
Price
Driver
Rude
All other
Quantity 29 25 22 13 10 7 4 3 2 1 2
Cum % 25% 46% 64% 75% 84% 90% 93% 96% 97% 98% 100%
% of Total 25% 21% 19% 11% 8% 6% 3% 3% 2% 1% 2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
-
5
10
15
20
25
30
CumulativePercent
Occurences
Pizza Defects
Pareto Chart
January-02Time Period:

Pareto Chart
• Procedure
1. Set the method and time period for the data collection. Collect
the data and classify them according to problems, causes or
subject matter.
 Where possible, classify the data according to the ease in
taking the necessary action.
 Establish a convenient time period for data collecting, such
as a week or month, for data collection.
2. Arrange the data of the items in the order of the most data, and
enter each item’s data respectively. At the same time, add up
the cumulative figure.
3. On the graph, draw the vertical axis (y) and horizontal axis (x).
Put the scale unit on the vertical axis.

Pareto Chart
• Procedure (con’t)
4. In the order of the most data, from the left, draw in the bar
graphs. Keep all the bars in the same width. (Note: You may
use Excel to generate the bar graphs.)
5. Using the cumulative figure, draw the cumulative curve.
 From the bar graph column’s right corner, extend the line to
the end, joining with a broken line graph.
6. Draw a line from the end of the bar graph to the vertical axis.
Where it intersects the cumulative curve, it is taken as 100%.
Put in the scales for the cumulative percentage.
7. Lastly, write in the title for the Pareto Chart, the period the data
was collected, the total number of data, the authors, etc.

Pareto Chart – Key points to note
• Get as much information as possible from Pareto chart.
Collect various viewpoints and classification.
• Draw a Pareto chart based on cause, not symptoms.
• If possible, use the vertical axis to represent monetary
units.
• Do not have too many or too few items on the horizontal
axis. Recommended items = 6 to 10.
• Shade the items (e.g. oblique lines) that are taken up.
• Write the legend for the Pareto chart clearly.
• Item under “others” should not be too many.

Cause & Effect Diagram
6

“When we fail to grasp
the systemic source of
problems, we are left
to ‘push on’ symptoms
rather than eliminate
underlying causes.”
Peter Senge

(a.k.a. Ishikawa Diagram, Fish-bone Diagram)
• Purpose
 To identify and structure the causes of a given effect.
 It can be used to structure a brainstorming session. It immediately
sorts ideas into useful categories.
• When to use
 When investigating a problem, to identify and select key problem
causes to address.
 When effect of a problem is known, but possible causes are
unclear.
 To find other causal relationships, such as potential risks or
causes of desired effects.

Cause & Effect Diagram (Manufacturing)
EffectCauses
cause
Machines
Measurements Materials
Methods
Mother Nature
Manpower
(Environment)
Problem
Statement

HIGH
SCRAP OF
BARCODE
LABELS
MAN MACHINE
MATERIAL METHOD
Handling
Wrinkled
Torn
Improper
training
Machine
Breakdown
Ineffective
adhesive
Illegible
Smear
Printwheel Dirty
Worn Ribbon
Design of label
Damage
Poor printing
Improper storage
Wrong orientation
Process changes
Improper storage
Size of label
Process changes
Example 1: Cause and effect diagram used in solving the
problem of “High Scrap of Barcode Labels”

• Procedure
1. Develop and agree on a problem statement (effect).
2. Brainstorm a list of possible causes; remove symptoms and
solutions related to the stated effect.
3. Identify major categories of causes (e.g. Man, Machines,
Material, Method, Measurement, Environment).
4. Place each cause in a category (same cause can occur in
several category).
5. Ask “Why does this happen?” for each cause.
6. Design data collection strategy to verify and prioritize main
causes.

Cause & Effect Diagram Considerations
• Differentiate between symptom, cause and solution; only
cause should be used to develop diagram.
• Think in negative terms when brainstorming.
• Best used with team that has expertise to represent
entire problem.

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

END OF PREVIEW
To download this presentation,
please visit:
www.oeconsulting.com.sg

The Seven Basic Tools of Quality by Operational Excellence Consulting

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