Kobetsu Kaizen

FOCUSED IMPROVEMENT Stage 1 - Losses

 Ratio of Maintenance and Improvement by Level

Level Details of tasks

Top Innovation

Department
and section Improvement
managers
Sub-section
managers and
assistant Maintenance
foremen ＆Kaizen
Ordinary
employees
Copyright 2004 JIPM
 Proceed
Kobetsu Kaizen Activities

Factor
Factor Factor
Loss
Factor
Factor Factor

Prevent/Maintenance Activities

JH/Plant Maintenance/IFC /Safety /QM/E&T/Office management etc.

Focused improvement
Restoration & innovation
Which condition?
Future Condition
Focused
Innovation: ex) speed up
Improvement
“Like new” Condition
Autonomous Restoration: ex) no break down
Maintenance
Current Condition
 Kaizen
KAI = CHANGE

ZEN = GOOD (For the better)

KAIZEN ＝A small kaizen

（Big KAIZEN＝ IMPROVEMENT）

 Focused Improvement
& Autonomous Maintenance
PERFORMANCE
~ 3000 CC Fast Car
Focused
1500 CC
Improvement
Normal Car Capability
Improvement
ORIGINAL “LIKE NEW” CONDITION
Autonomous
Maintenance
Restore to “like new”
condition and
Maintain at the
CONDITION DETERIORATION
“like new” condition

YEAR
1 2 3 4 5
 How to Proceed with Focus Improvement
Preparation of TPM introduction Start

Implementing the model equipment Implementation stage Follow-up

Organize a Strive for reducing
Determine a the 16 major losses Improve
project team Grasp and Implement
theme and to zero
confirm the 16 individual production
create a Improve individual
major losses improvement project reliability of efficiency
promotion plan
activities equipment

・ Bottleneck process
・ Equipment with big losses
Improve operational reliability
・ Equipment with big elements for Permanent fix
horizontal development
・ Select a line, process or equipment as a 1) Technical measures
target. 2) Standardization
・ Accord target equipment with that for 7-step implementation 3) Education and training
16 major losses autonomous maintenance.
1. Selecting a theme and
setting targets for Maintenance and
(1) Failures losses Loss of function improvement systems
(5) Minor stoppage and idling losses improvement
Reliability method ・ Autonomous Horizontal
Failure analysis 2. Planning of activities maintenance system
(6) Speed reduction losses deployment
Functional method 3. Analysis, proposing ・ Planned maintenance
(7) Defect and rework losses deterioration PM analysis system
countermeasures and
(2) Setup and adjustment losses Why-why ・ Initial-phase control system
evaluation
(10) Motion losses analysis ・ Quality maintenance
4. Implementation of system
(12) Distribution losses improvement
IE method ・ Efficiency improvement
(3) Cutting blade replacement losses Multi- system for administration
QC method 5. Confirmation of effect
(8) SD losses motion and support departments
VA method 6. Permanent fix
(13) Measuring and adjustment losses ・ Safety, health, and
etc. 7. Horizontal deployment environmental
(14) Yield losses management system
(9) Management losses ・ Education and training
(11) Organization losses Criteria for selecting and prioritizing theme system
(4) Start-up losses ・ Have great needs
(15) Energy losses ・ Produce great effects
(16) Die, jig and tool losses ・ Solvable in about three months Improvement program of each loss
FOCUSED IMPROVEMENT
Stage 2 - Loss Focus
FOCUSED IMPROVEMENT
Stage 3 - Problem Solving
Problem Solving Steps
Rec og nise the p rob lem Define the p rob lem Collec t a nd a na lyse
1 2 3 d a ta

Im p lem ent a nd m onitor Selec t a solution Find the root c a use

6 the solution 5 4
How the Losses Inherent in Production Systems
(the 16 Big Losses) Are Structured
←Working hours(People) (Equipment) →Time Losses Impeding
Utilisation
Working Hours Working Time ⑧ Shutdown Loss
Planned
downtime
The 5 Big Losses impeding Loading Hours Loading Time The 7 Big Losses impeding
labour effectiveness equipment effectiveness
⑨ Management Downtime ① Breakdown
Net Working Hours Operating Time losses
loss Loss
⑩ Motion loss Effective Hours Net Operating Time ② Setup and
Adjustment Loss
⑪ Line organisation Value-adding
Value-adding Hours Operating Time ③ Cutting Tool
loss (Productive Hours) (Productive Hours) Replacement Loss
⑫ Logistics loss ④ Startup Loss
⑬ Measurement <Energy> <Materials>
Weight of Other Downtime
and adjustment Input Energy Raw
loss Materials Consumables Losses
Performance ⑤ Minor Stops
Weight of losses and Idling Loss
Effective Effective
Acceptable
Energy Cost
Products ⑥ Speed Loss
Quality defect ⑦ Quality Defect
⑭Energy loss ⑮Yield loss ⑯Consumables loss losses and Rework Loss
The 3 Big Losses impeding resource consumption effectiveness
Relationship between 7 Big Losses of
Overall Equipment Efficiency and Availability
Equipment 7 Big Losses Calculation of Availability Rate for OEE

(1) Breakdown Loading time – Downtime

Availability = x 100
Loading time Loading time
(2) Setup and
adjustment Example: (460 min – 60 min)
Availability = 460 mins x 100 = 87%
(3) Cutting tool
Downtime

replacement
losses

Operating time
(4) Startup
Performance

(5) Minor stops

Net
losses

and idling
operating
time (6) Reduced
speed
defect losses

Value- (7) Defectives

Quality

adding and rework

operating
time Example: 0.87  0.50 x 0.98  100 = 42.6%
 Relationship between 7 Big Losses of
Overall Equipment Efficiency and Performance Rate
Equipment 7 Big Losses

(1) Breakdown
Loading time
(2) Setup and
adjustment

(3) Cutting tool Calculation of Performance Rate for OEE

Downtime

replacement
losses

Operating time Standard cycle time x Qua y of products processed

Performance = Operating time x 100
(4) Startup
Example: (0.5 min/unit x 400 units)
Performance

(5) Minor stops Performance = 400 minutes x 100 = 50%

Net
losses

and idling
operating
time (6) Reduced
speed
defect losses

Value- (7) Defectives

Quality

adding and rework

operating
time
 Relationship between 7 Big Losses of
Overall Equipment Efficiency and Quality Product Rate
Equipment 7 Big Losses

(1) Breakdown
Loading time
(2) Setup and
adjustment

(3) Cutting tool

Downtime

replacement
losses

Operating time
(4) Startup
Calculation of Quality Rate for OEE
Performance

(5) Minor stops

Net
losses

and idling
operating
time (6) Reduced Quantity of products processed – Quantity of defectives
Quality = x 100
speed Quantity of products processed
Example:
defect losses

Value- (7) Defectives (400 units – 8 units)

Quality = x 100 = 98%
Quality

adding and rework 400 units

operating
time
Relationship between 7 Big Losses on
Equipment and Overall Equipment Efficiency
Equipment 7 Big Losses Calculation of Overall Equipment Efficiency

Loading time – Downtime

(1) Breakdown Availability = x 100
Loading time
Loading time Example: (460 min – 60 min)
(2) Setup and
adjustment Availability = 460 min x 100 = 87%

(3) Cutting tool

Downtime

replacement
losses

Operating time Standard cycle time x Qua y of products processed

Performance = Operating time x 100
(4) Startup
Example: (0.5 min/unit x 400 units)
Performance

(5) Minor stops Performance = 400 minutes x 100 = 50%

Net
losses

and idling
operating
time (6) Reduced Quantity of products processed – Quantity of defectives
Quality = x 100
speed Quantity of products processed
Example: (400 units – 8 units)
defect losses

Value- (7) Defectives Quality = x 100 = 98%

Quality

adding and rework 400 units

operating
time
OEE = Availability  Performance  Quality

Example: 0.87  0.50 x 0.98  100 = 42.6%

FOCUSED IMPROVEMENT
Stage 4 - Continuous Improvement
Identifying Losses
Define and measure losses
Show trends in “Loss Tree” OEE %
85%

60%

Availability % Performance % Quality %

75% 90%
90%
85%
65% 70%

Set-up / Start-up Failure/ Minor Stop. Speed Loss Rework Scrap

Changeover Shut-down Breakdowns Loss rate rate

min min min % % prod prod

Adjustm time Warming up Machine A, B,C... Machine A,B. Set speed Machine A Color not good
Type A,B, C.. vs Standard speed
Set-up time Cool down Type A, B,C.. Machine B Contaminated
MTBS MTBF Bottleneck analysis Machine C Out of spec
MTTR Slowest machine ?
MTTS Machine D Damaged
Set-up rate Failure rate Machine E
 EFFECTS
BM TARGET
1998 2001
Equipment Failure Machine
Machine Set up & Adjustment Loss Availability 6%
Availability Rate of
Other Down Time Loss
16% Startup Loss Performance 8%
Rate of
Minor Stoppages Quality
Rate of Speed Loss 0.86%
Performance
20%

2% Defect & Rework Loss

OEE 85%

OEE 62%
 OEE TREE
OEE MODEL MACHINE TARGET
30%
100 IMPROVEMENT
90
8
G
80
89 O
O

%
70
5
60 6 D
50 9
40
98BM MQ99 JQ99 SQ99 DQ99 MQ00 DQ00 Jan-01 Feb- Mar- Apr-01
01 01

MONTH

AVAILABILITY
PAERFORMANCE RATE RATE OF QUALITY PRODUCT
98 97
96 G 120 92 101
100 100
100
94 O 99
96 O 80
G
98 99 G
92 60 90 97 O
D O 96
90 91 40 95 O
O 94
D
88 20
0
80 D 93
92

AVAILABILITY TARGET
PERFORMANCE TARGET R.O.Q.P TARGET

EQUIPMENT FAILURE SET UP ADJUSTMENT LOSS OTHER DOWN TIME LOSS SPEED LOSS MINOR STOPPAGES FILLED SCRAP KG/DAY
30 450
2500 2500 140
25
400 25
350 2000 2000 120
20 20
300 100
1500 1500 15
TIME

250
NOS

15
80
10
GOOD 200
1000 1000 60 10
150
GOOD 40 GOOD
5 100
50 GOOD
500 500 GOOD 20 GOOD 5
0
BM 99 MQ00 JQ00 SQ00 DQ00 Jan-01 Feb-01 Mar-01 Apr-01 0 0 0 0 0
NOS TARGET
BM 99 MQ00 DQ00 Jan-01 Feb-01 'March-01 'Apr-01 Target BM 99 MQ00 DQ00Jan-01Feb-01
Mar-01A pr-01 BM JQ99 DQ99 DQ00 Jan-01Feb-01Mar-01Apr-01 BM 99 MQ00 DQ00 Jan-01Feb-01Mar-01Apr-01 BM 99 MQ00 DQ00 Jan-01Feb-01Mar-01Apr-01
HRS/ C/OTARGET HRS/ C/O
TARGET HRS/MONTH
TARGET HRS/MONTH
TARGET KG /DAYTARGET

PARTING CUTTER SETTING LOSS NOTCH SETTING LOSS

JAW PIN FAILURE - ZERO

4.5
4
ZERO 1200
1000 ZERO
70
60 ZERO
3.5 50
800
3
2.5 FAILURE 600 FAILURE 40
FAILURE
NOS

2
30
1.5
400
1 20
0.5 200 10
0
1998 1999 MQ00 JQ00 SQ00 DQ00 Jan-01 Feb-01 Mar-01 Apr-01 0 0
TARGET ACTUAL BM 99 MQ00 DQ00 Jan-01Feb-01Mar-01Apr-01 BM 99 MQ00 DQ00 Jan-01Feb-01Mar-01Apr-01
Actual TARGET MIN/MONTH
TARGET
FOCUSED IMPROVEMENT
Stage 5 – Zero Loss
 Prioritize: Pareto chart
80%of trouble caused by 20% of problems
JIF Filling line, No. stops per day per machine on average in 1997
9 100

8 90

80
7

70
6 No. stops per day Cummulative %
No. stops per day

60

Cumulative %
5
50
4
40
3
30

2
20

1 10

0 0
Caser Weight Unscrambler Capper Inserter Others Filler Aligner Case sealer
checker
How to improve ?
Plan, Do, Check, Act
- 5W1H
- 7 QC tools
Prevent re-occurrence (Pareto, Fishbone, etc)
Standardize -Why why analysis
Horizontal replication -Industrial Engineering
Further improvement Act Plan -PM analysis
-FMEA
Check Do

Check results Check Implement planned

Before<->After Countermeasures
Situation improved ?
How to describe the problem ?
5W and 1H
5W and 1H is the simple technique of describing a problem to a person or
group. If you use the 5W's and 1H you will not miss out any important
information.

• What does it do ? (Drawing)

• Why is it necessary ? Why done that way ? (Process)
• Where does the problem occur ? (Specific locations)
• When does the problem occur ? (Frequency, conditions)
• Who is involved and what do they do? (Skills, method)
• How big is the problem ? (Loss in products, time, money)
Fishbone Analysis
Fishbone analysis is used for Brain Storming a problem with a group looking
at all possible reasons for the problem. The information is gathered on a
Fishbone chart.

Note: Also known as CEDAC

Why Why Analysis
Questioning every part of a problem in detail and looking for the route cause of the
problem. This process can be used in conjunction with the FISHBONE analysis to
question every point raised in much greater detail until root cause has been found.
Why 1 Why2 Why 3 Why4
Activity Board
Team Name & Member Availability Ratio Pareto
KAIZEN Sheets OPL
Line A
Graph
Team Logo

OEE Performance
Line B
Responsibility Result
Area/Machine Graph Graph

Map/Drawing Quality ------- Graph

Section Policy Graph Horizontal Deployment

1. ----------------
2. ---------------- -------
3. ----------------
--------------------
List
Team Policy
Issues: Action Plan Improvement Next Step
------------------
-7 QC tools
Policy:
-Why why analysis
Target List
List -Industrial Engineering
-PM analysis
List -FMEA
Activities Board
Activities Board
Kaizen Sheets “QC Story”
 Ex 1. Petone, New Zealand
To Reduce Minor Breakdown (Minutes) Target of Bander Machine on No.
2 Soap Line
By Line Process 0% Reduction of Minutes Per 1000
Stoppages at Minutes
Q1 1998 to Q1 1999 Cases by Jan 1999
5000

Bander Machine 4000

Minutes Per 1000
Cases

John Best
25

 on Soaps Line No. 2 3000 20

2000 15

10
1000

 Jason Young 0
Bander O/Wrap Stamper Plodder Wrapper Short of Short of
5

0
Prod Pack Mar- Apr-99 May- Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 Jan-00
99 99
Location
Time

 Phil Herangi

Eddie Kosega Why - Why Analysis

Stamper

Mixer Mill Plodder Minutes
600
ITEM PHENOMENON Where? Why 1 Why 2 Why 3 Why 4 ACTION
500
400

 Judy Fitzerald 300

200
WrapperO Soap Jumping
utfeed
Conveyor
In the middle
of Outfeed
Conveyor
Conveyor
belt too
tight
Operators
adjusting Belt
to
There are
no visual
settings
Apply
setting
guidance for
100 approximate
settings
start up

0 At the end of Slide has a Soap is No Install

Outfeed slight driven by support support
Conveyor & decline Outfeed guide rail guide rail to

el
ll
r

r
e
the beginning Conveyor prevent soap
Packing

yo

yo
fa
id

he
Case

er
of Slide onto slide jumping

Sl

ve
ve

W
Bander Wrapper

at
on

on
where soap is

er
W
Station

C
driven by

C
Sealer

nd
ed

ed
Gravity

Ba
fe

fe
Difference

ut

In
in tablet

O
shapes

Actual accummulative

a
a
a
Action Plan
W rapper Outfeed Conveyor
Minutes Per 1000 Cases
25

20

a
Action Im provem ent W ho Com pleted by Result
Apply settings Adjust H andw heel & use Phil Aug 1999 Changeover times
correct ruler to measure reduced 15
different w idths for each
Soap Tablet
Train O perators how Fitter training O perators Phil June 1999 O perators able to
to apply settings to & installed O ne Point adjust w ithout the
W rapper O utfeed Lessons assistant of Fitters 10

a
Conveyor & Support
Guide Rails

Prevent soap Jumping Erected H orizontal Guide Jason June 1999 Soap jumping at this
at exit end of O utfeed Rail area has been
5
Conveyor by iinstalling eliminated
a Support Guide Rail 1. A H orizontal
Adjusting Rail w as
installed onto 0

a
Bracket to guide
tablet through to
Bander & prevent
Mar-99 Q2-99 Q3-99 Q4-99 Jan-00
Tablet from jumping
Time

a
Reduce Minor Stoppages
at exit end of
Conveyor

2. A H eight Adjustor Actual Target

w as installed to
H orizontal Rail for

of Wrapper Machine
difference in Tablet
height
Pareto Diagram (%)

d e 100
Pareto Curve c
b 80
Number of incidents

30 60
a

20 40
→

10 20

0 0
Cause A Cause B Cause C Cause D Other
 A Radar Chart
: 3 months before general equipment
Fastenings inspection training
5 : 3 months after general equipment
4 inspection training
3
Electrical Lubrication
2
control
1 Level Assessment
systems
1 Totally incapable of carrying out repairs

2 Very limited ability to carry out repairs

3 Can carry out repairs with some guidance

Drives and Hydraulics 4 Can carry out repairs unaided

transmissions and
pneumatics 5 Can teach others how to carry out repairs
 Sporadic Loss and Chronic Loss

Loss •Restoralion-type
rate countermeasures are needed
Sporadic loss to reduce the loss rate to its
earlier level.
•Innovative countermeasures
are needed to reduce the loss
rate to its limit
Chronic loss Limit

Time
Background of Chronic Loss

Countermeasures •No satisfactory consequence

A taken •No sign of improvement
Almost giving up

Aware Unable to take •Only tentative measure

B necessary action •No drastic countermeasure

No •Loss not recognized

Chronic loss C countermeasure •Loss is underestimated
taken •No quantitative evaluation

Unaware
• Generation of chronic losses overlooked

Such chronic losses as minor stoppage,

speed, rework and start-up are most likely
to be ignored
Chronic Loss Causes

Cause Cause

Cause Cause
Cause Cause
Cause

Cause

(Single cause) (Several causes) (Combination of several causes)

Understand
the cause
It is difficult to focus on and understand causes
Chronic Loss Solution Approach

×
Just address
the cause
Causes
are
unknown Theoretically To be solved
○ trace root of
cause
Even if not solved,
•The approach to eliminate doubtful factor might take time, clue to the solution
but it can be said from experience that the method will be is found.
effective.
•Hypothetical verification method does not take time and is
useful, but it does not work well when there are many
factors to be considered and the probability is small
Elimination of Chronic Loss
(1) Analyze the
phenomena
(2) Review the possible PM analysis
factor by Factor system

Troubleshoot the defects

•Study “what the equipment must be.”
(3) Point out all the defect
factors •Think much on the slight defects
Prevent the defects
•Restoration and Improvement
Rules for Zero Breakdown
Bring hidden equipment defects to light and nip them in the bud!
Breakdowns are only the tip of the
iceberg

Breakdowns
Hidden equipment defects

·Dust, dirt, contamination by product or materials

·Wear, looseness, slackness, leaks
·Rust, deformation, scratches, cracks
·Excess heat, excess vibration, abnormal noise
and other abnormalities
 Five Measures to Achieve Zero Failures
１．Fulfill the basic requirements.
Individual improvement
(Kobetsu Kaizen)

２．Observe the usage conditions. Autonomous maintenance

(Jishu-Hozen)

３．Restore deterioration. Planned maintenance

４．Improve weak points in design. Education and training

Initial phase control of

５． Improve technical skills. equipment

Copyright 2004 JIPM

The 7 Basic Quality Tools
 Why use tools?
• Measure

• Improve
 What are they?
The seven basic tools according to Ishikawa are:
• Check sheets
• Flow charts
• Graphs & Histograms
• Pareto diagram
• Cause and effect diagram
• Scatter diagram
• Control chart
 1.Check sheets
• What is a check sheet?

• A form or sheet used to record data.

 Function of Check Sheets
1. Production Process distribution checks
2. Defective item checks
3. Defective location checks
4. Defective cause checks
5. Check-up confirmation checks
6. Others
 Example of a Check sheet
Model Batch

1
failures 1 2 3 4 5 6 7 8 9 0

Power up
1 2 1

Boot up
6 4 2 1 2

Sink test
2 1 1 1

Case damage
1 1 2

Keyboard damage

Monitor damaged
1 2

Bundled s/w included

3 1 3

Checked by a l l r a
pj m jj [j m m m pj m pj
 PROCESS MAPPING(Flow charts)
• Process mapping is an essential first step.

• It identifies all of the process activities,

sequence and responsibilities.

• This can either be in a written format, or as a

flowchart.
 Flowcharting
• Flowcharting is a graphical tool for analysing
processes.
• Constructing flowcharts leads to a better
understanding of processes.
• Better understanding of processes is a
essential for improvement
 Flowcharts
Some standard symbols
Start or end

An activity

a decision point in the process.

a point at which the flowchart connects

with another process.

An off page connection

All records are identified

 Exercise
Draw a flowchart for one of the following
processes:

– Making a cup of coffee

– Enrolling students
– Wiring a plug.
3. Graphs & Histograms
Graphs, either presentational or mathematical are
used to allow understanding and analysis of
collected data sets.
 Graphs

•
BAR CHARTS
This is the data set totalled up and shown graphically.
• It immediately identifies the major defects for all to
see.
Defects

16
14
12
Quantity

10
8
6
4
2
0
damage

damaged
Keyboard
Power up

Bundled

included
Boot up

Sink test

damage

Monitor
Case

s/w
Type
 Graphs

• The graph below shows the major cause for

customer complaint, the use of the pie chart and the
colours enforce the message.
Customer complaints 2007
by qty

15 20
5 Product quality
Shipped Late
Shipped early
Shipped wrong goods

60
 Rules for Graphing
• Use Clear titles an indicate when the data was
collected
• Ensure the scales are clear, understandable
and represent the data accurately.
• When possible use symbols for extra data.
• Always keep in mind the reason why the graph
is being used.
 Exercise Graphs
• You are the marketing director of XZY automotive, a new
Scottish company. You have organised a local survey to rate
your car against other small cars.

• 30 people were polled and the results are shown below.

• Xzy, ka, Clio, Clio, ka, fiesta, xzy, ka, 206, xzy, fiesta, fiesta, xzy,
polo, fiesta, 206, 206, polo, 206, fiesta, fiesta, fiesta, polo, xzy,
polo, fiesta, xzy, xzy, ka, xzy.

• You recognise the power that graphs produce. And you have
decided to Graph the results as part of you marketing drive.
Explain your choice of graph.
 What is a Histogram?
• The Histogram is a graphical representation of
data that is a dimensional measurement of
one feature.
 What is a Histogram?

• This is the computer defect data set totalled up and

shown graphically, but is it a histogram?

Defects

Checks/only record failures Total 16

14
Power up 4 12

Quantity
10
Boot up 15 8
Sink test 5 6
4
Case damage 4 2
0
Keyboard damage 0

included
Power up

Keyboard

Bundled
Sink test

damage

s/w
Monitor damaged 3
Bundled s/w included 7
Type
 What is a Histogram?

• The answer to the previous question is NO

• The Histogram is a graphical representation of

data that, is a dimensional measurement
of one feature.
 When is a Histogram Used?
• To look at one particular set of results

• To check for patterns in a process

• To examine large amounts of data

 Histograms
• The following data was collected when measuring the
bow (warp) of a plastic component. The specification is 0
to 8 x10-3 mm.

• At a glance this tells you very little, but it can be plotted

as a histogram because we have quantities data with
target limits.
Bow measurements
2 5 8 8 2
4 6 6 6 4
4 7 6 6 4
8 7 7 5 9
 What is a Histogram?

Exercise

• Sort the following data into appropriate sets,

then plot them.

• The limits are 3 volts ± 0.1

• What can you deduce from this?

 What is a Histogram?
Exercise

3.00 2.80 2.85 2.80 2.85

3.00 2.80 2.75 2.65 2.90
2.80 2.85 2.90 2.95 2.85
2.85 2.90 2.85 3.00 2.90
2.85 3.05 2.95 3.05 2.95
2.85 2.95 3.00 2.80 2.85
2.90 2.70 2.85 2.85 2.90
2.90 2.90 2.80 2.85 2.85
2.85 3.00 2.85 2.85 2.75
2.80 2.90 3.05 2.85 2.85
4. Pareto Analysis
 Pareto
What is Pareto Analysis?
• Pareto analysis is a method for prioritising
data.

• It consists of a Bar Chart displayed either in

order of frequency or relative cost.
 Pareto
Example:
The information to be represented on a Pareto diagram should already
have been collected in some sort of record.

Houshold repairs over the last 10 years

Cost £ per Total cost
Problem frequency occurance £
Light bulb fails 100 0.6 60
Broken central heating
pump 1 190 190
Broken window 2 50 100
Leaking taps 16 2.5 40
Faulty central heating
boiler 1 3000 3000
Leaking radiators 3 15 45
 Pareto
Pareto Chart
The data are then displayed graphically. Firstly in terms of
frequency.....

House repairs 1998-2008

120
100
Occurance

80 frequency
60
Cum %
40
20
0
bulb fails

window
Leaking

Leakiung

Broken

Broken

heating

heating
central

central
radiators

Faulty
taps
Light

Fault
6. Cause and Effect Diagrams
(Ishikawa)
A method for the identification of the
root cause of a problem.
 cause and effect
What is Brainstorming?
• A way to get creative ideas.

• A way to get everyone’s views.

• A way to generate alternatives.

 cause and effect
Potential Uses (Brainstorming)

• For identifying areas for improvement.

• For finding potential causes of problems.

• For developing possible preventive actions.

 cause and effect
Some Guidelines (Brainstorming)
Do’s Don'ts
• Give wild and unusual • Evaluate or criticise.
ideas. • Stop to soon.
• Aim for quantity. • Allow domination or
• Build on ideas of idea ownership.
others.
• Encourage
participation.
 cause and effect
Ranking
Ranking can be used after brainstorming to assess the teams
Priority position on a list of ideas. The basic procedure is:

•Each person privately selects 3 to 5 items from the list

•Each person ranks their selection in order of priority
•The marks are then totalled for each item
•The item having the highest total is then judged to have the
highest priority
 cause and effect

Man Method

Sub-Cause Sub-Cause
Sub-Cause
Effect
Sub-Cause Sub-Cause
Sub-Cause
Materials Machines
6. Scatter Diagrams

A method for the identification the

relationship (effect) between two
factors (Causes).
 Scatter diagrams
What is it used for?
• Validating "hunches" about a cause-and-effect
relationship between two variables.

• Displaying the direction of the relationship

(positive, negative, etc.)

• Displaying the strength of the relationship

 Scatter diagrams
Constructing scatter diagram
• In order to construct a scatter diagram you need two
variables to be plotted against each other. One on the x
axis the other on the y axis.
• The relationship is then plotted.
Variable b

relationship

Variable a
 Scatter diagrams
Constructing scatter diagram
• This process is continued, showing the effect of changes
in one of the variables against the other variable.

Variable b

Variable a
 Scatter diagrams
Interpreting a scatter diagram
• The diagram below shows a Strong Positive relationship
between the variables (an in crease in a results in a
positive increase in b, which is almost uniform.)
Variable b

Variable a
 Scatter diagrams
Interpreting a scatter diagram
• The diagram below shows a Strong Negative relationship
between the variables (an in crease in a results in a
decrease in b, which is almost uniform.)
Variable b

Variable a
 Scatter diagrams
Interpreting a scatter diagram
• The diagram below shows a Weak Positive relationship
between the variables.

Variable b

Variable a
 Scatter diagrams
Interpreting a scatter diagram
• The diagram below shows a Weak Negative relationship
between the variables.

Variable b

Variable a
 Scatter diagrams
Interpreting a scatter diagram
• The diagram below shows a that there is no relationship
between the variables.

Variable b

Variable a
7. Control Charts

A method for monitoring a process

for preventing defects.
 Control charts
What are control charts
• Control charting is the most technically sophisticated tool of
the 7 quality tools.

• It was developed in the 1920s by Dr. Walter A. Shewhart of

the Bell Telephone Labs. Dr. Shewhart developed the control
charts as a statistical approach to the study of manufacturing
process variation.

• The purpose was to improve the process effectiveness and

therefore reduce costs.

• These methods are based on continuous monitoring of the

process variation.
 Control charts
Why use control charts
• A Control chart is a device for describing in a precise manner
what is meant by statistical control.

• it helps the process perform consistently and predictably.

• it can minimise the variation in output.
• it can help to achieve lower product costs.
• it can help to increase effective capacity.
• it can help to meet customer expectations
 Control charts
Types of control charts
• You will come across two types of Control
Charts used in SPC (Statistical Process
Control).

1.Attribute SPC

2.Variable SPC
 Control charts
Attribute control charts
• Attribute data is based upon two conditions (pass/fail, go/no-go,
present/absent) which are counted, recorded and analysed.

• Control chart techniques are important for the following reasons:

 Attribute-type situations exist in any process.

 Attribute-type data is already available in many situations –

(existing inspections, repair reasons, reject segregation & sorting) In
these cases, no additional data collection is required, you just have
to convert the data into chart form.

 Where new data must be collected, attribute information is usually

quick and inexpensive to obtain.
 Control charts
Variable control charts
• Control charts for variables are used to control
the variation of processes in cases where the
characteristic under investigation is a
measurable quantity.
 Control charts
Variable control charts
• Xbar&R CHARTS.
• Xbar&R charts are used as a pair;
 Control charts
Example of an Attribute control chart
 Control charts
Example of a variable control chart
Moving Range Variable Control Chart (Sub-group Sampling)
Process Characteristic Oven temperature X Bar 181 R Bar UCL R Frequency

ESPC coating Upper Spec: 185.0 Lower Spec 175.0 Upper Control Limit Lower Control Limit 60 Piece Capability Study

190

188

186
UCL
USL
184
2

182 3
X bar

180
xbar
178

176 LCL
LSL
174

4&5
172 1

170

15.0
UCL
R bar

10.0
5.0
0.0

X1 182.0 182.0 183.0 176.0 183.5 182 182.5 176.0 183.5 183.0 183.0 184.0 183.0 184.0 183.5 176.0 176.0 176.0 182.0 176.0 178.0 176.0 186.0 187.0 182.0
184.0 183.5 183.0 183.0 170.0 176.0
X2 183.0 176.0 183.0 176.0 176.0 176 182.0 183.5 184.5 184.0 183.5 184.0 183.0 186.0 184.5 183.0 183.0 176.0 176.0 176.0 175.0 176.0 185.0 186.0 176.0
183.5 182.5 182.0 183.0 173.5 176.0
X3 176.0 183.0 184.0 183.5 184.0 182.5 182.0 176.5 184.5 172.0 183.5 176 176.0 184.0 182.5 182.5 180.0 180.0 182.0 184.0 184.0 184.0 183.0 183.0 176.0 175.0 174.0 183.0 183.0 186.0 183.5
X4
X5
X bar 180.3 180.3 183.3 178.5 181.2 183.3 182.7 180.5 183.5 171.8 178.5 178.0 180.2 181.2 183.5 183.2 182.2 182.7 182.7 184.7 184.0 181.0 180.7 178.3 178.0 175.7 175.7 178.3 184.7 186.3 180.5
R 7.0 7.0 1.0 7.5 8.0 1.5 1.5 6.5 1.5 3.5 7.5 6.0 6.5 8.0 2.0 1.5 3.5 4.0 1.0 2.0 1.0 8.0 7.0 7.0 6.0 1.0 4.0 7.0 3.0 1.0 7.5
Op R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc R.Mc
Time
Date 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4 5/4

NEW CALCULATED LIMITS

X bar 180.823 R Bar 4.6094 UCL X 185.524 LCL X 176.121 UCL R 30.089 Cp 0.61 Cpk 0.51 Sigma 2.7274