rkfl problem solving
DESCRIPTION
Problem Solving techniquesTRANSCRIPT
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
PROBLEM SOLVING PROBLEM SOLVING APPROACHAPPROACH
- Selection of Tools and - Selection of Tools and ApplicationsApplications
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
QUALITY CONTROL AND QUALITY CONTROL AND QUALITY IMPROVEMENTQUALITY IMPROVEMENT
TimeBetter
Per
form
ance
Zone of Quality Improvement
Sporadic Spike
Chronic Waste( An opportunity
for improvement )
Original Zone of Quality Control
New Zone of Quality Control
Worse
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
QUALITY CONTROL AND QUALITY CONTROL AND QUALITY IMPROVEMENTQUALITY IMPROVEMENT
LSL USLCpk > 1.33
Goal Post
Rejections /Rework
Rejections /Rework
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
QUALITY CONTROL AND QUALITY CONTROL AND QUALITY IMPROVEMENTQUALITY IMPROVEMENT
Time
Targ
et
Line
Prediction
? ??
??
? ? ??
? ? ? ?
Size
IF SPECIAL CAUSES OF VARIATION AREPRESENT , THE PROCESS OUTPUT ISNOT STABLE OVER TIME.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
QUALITY CONTROL AND QUALITY CONTROL AND
QUALITY IMPROVEMENTQUALITY IMPROVEMENT
Target L
ine
Time
Prediction
Size
IF ONLY COMMON CAUSES OFVARIATION ARE PRESENT , THEPROCESS OUTPUT FORMS ADISTRIBUTION THAT IS STABLEOVER TIME AND IS PREDICTABLE.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
THE FOUR MAJOR PHASES THE FOUR MAJOR PHASES OF PROBLEM SOLVINGOF PROBLEM SOLVING
QualityCouncil
QualityImprovementProject Team
OperatingDepartments
Primary Responsibility
Holding the Gains
Project definition and Organization
Diagnostic Journey
Remedial Journey
Identified Root Causes
Breakthrough in Cultural patterns
Implemented solutions
Breakthrough in Results
Demonstrated control at
the New level
Breakthrough in AttitudesBreakthrough in Organization
Mission Statement and Team Charter
Breakthrough in Knowledge
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
STEPS OF PROBLEM SOLVINGSTEPS OF PROBLEM SOLVING
Project Definition and Project Definition and organizationorganization
1. List and prioritize problems
2. Define project and team
Diagnostic journeyDiagnostic journey 1. Analyze symptoms
2. Formulate theories of causes
3. Test theories
4. Identify the root causes
Remedial MeasuresRemedial Measures 1. Consider alternative solutions
2. Design solutions and controls
3. Address resistance to change
4. Implement solutions and controls
Holding the GainsHolding the Gains 1. Check performance
2. Monitor control system
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
• Proof of the need
– ‘Chronic losses’ ‘Language of money’
• Project identification
– ‘Project by Project’ ‘Vital Few’ and ‘Trivial Many’
• Projects to improve Product salability
– ‘Marketing Data’ ‘QARD Data’
• Organizing for improvement
– Unification’ Data collection and analysis
– ‘Ideas from Workforce’ ‘Size’ ‘Subject’
– ‘Responsibility and Benefits’
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
• Diagnostic journey– ‘Time’ ‘Diagnostic skills’ Objectivity
1. Analysis of symptom2. Formation of theories3. Testing of theories
• Operator controlled errors– Inadvertent errors– Technique errors
• The Diagnostic tools– Mostly used tools
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
• The Remedial Journey – Optimize overall cost
• Process adequacy• Fool proofing
– Early warnings– Purchasing phase– Resistance to change
• Cultural – Stated / Real reason– Evaluate the impact
• Motivation for Quality– Managers , Workers , Reverse the trend , QC circle
• Holding the Gains – Feed back loop
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
STEPS OFPROBLEM SOLVING
1. List and Prioritize problems
4. Formulate theories of causes
7. Consider alternative solutions
8. Design solutions and controls
9. Address resistance to change
10. Implement solutions &controls
Primary or frequent application of tool Secondry , infrequent , or circumstantial None or very rare
3. Analyse symptoms
5. Test Theories
2. Define project and team
6. Identify root causes
11. Check Performance
12. Monitor control systems
QUALITY IMPROVEMENT TOOLS
APPLICATION FOR QUALITY IMPROVEMENT TOOLSAPPLICATION FOR QUALITY IMPROVEMENT TOOLS
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
CUSTOMER COMPLAINT ANALYSISCUSTOMER COMPLAINT ANALYSIS
Customer :Customer : AUTOMOTIVE AXELS LIMITEDAUTOMOTIVE AXELS LIMITED
Complaint No.:Complaint No.: 006 / 2006-2007006 / 2006-2007 Date of receipt : 02.07.2007Date of receipt : 02.07.2007
Complaint Ref.:Complaint Ref.: E_Mail dated 02.07.2007E_Mail dated 02.07.2007 Type : M&M AVLType : M&M AVL
Product :Product : CROWN WHEELCROWN WHEEL
Nature of Complaint :Nature of Complaint : DEFECTIVE MATERIALDEFECTIVE MATERIAL
D1. Team / Area Team members who know the product and process related problemsTeam should from multi disciplinary area and appropriate sizeTeam should have a leader
D2. Problem description Problem definition should be clear and permitting its comprehensionShould show the quality and magnitude.Should describe where and how occurred the problemShould describe the frequency of occurance
D3. Containment action To protect the customer immediatelyVerify so that there it should not create new problemProducts under containment action are identifiedApplied to similar products
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
CUSTOMER COMPLAINT ANALYSISCUSTOMER COMPLAINT ANALYSIS
D4. Occur root cause Were used techniques as Brainstorming, Why-why method to identify the root cause, escape root cause, verification of fool proof arrangement by making the failure on and off.
D5. Occur permanent Practicality of corrective action, cost time and resource analysisAnalysis of possible risks in each analysisCompromising with the chosened actionEffectiveness of corrective action
D6. Implementation of corrective action
Changes documented, pertinent documentation review (FMEA, Tooling drg, Conrol plan, check list, work instruction, visual aids etc..)Effectiveness verifiedRemoval of containment action
D7. Preventive action Analysis of corrective action to similar productsPreventive action plan to create improvement implementationDefine responsibility and time to action implementation
D8. Team recognition Motivation of team members engaged with continuous improvement
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
PROBLEM STATEMENTPROBLEM STATEMENT
• Should– Relate to the organization performance– Be visible , specific , measurable– Be manageable in size and complexity
• Should Never– Indicate the root cause – Imply solution– Affix blame
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
GUIDELINES FOR CONSTRUCTING GUIDELINES FOR CONSTRUCTING A FLOW DIAGRAMA FLOW DIAGRAM
• Step1: Discuss how you intend to use the flow diagram.
• Step2: Decide on the desired outcome of the session.
• Step3: Define the boundaries of the process.
• Step4: Document each steps in sequence , starting with the
first or last step.
• Step5: when you encounter a decision or branch point ,
choose one branch and continue flow diagramming.
• Step6: if you encounter a segment of the process that is
familiar to every one in the room , make a note and
continue flow diagramming.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
GUIDELINES FOR CONSTRUCTING GUIDELINES FOR CONSTRUCTING A FLOW DIAGRAMA FLOW DIAGRAM
• Step7: repeat steps 4 ,5 and 6 until you reach the last step
in the process.
• Step8: Go back and flow diagram the other branches from
the decision symbol.
• Step9: Review the completed diagram to see if you have
missed any decision points or special cases that might
cause some work to follow a different process.
• Step10: Discuss how the team will fill in the unfamiliar steps
of the process and verify the accuracy of the flow diagram.
• Step 11: when you are sure that the flow diagram is
accurate and complete , analyze the chart.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
ANALYSE A FLOW DIAGRAMANALYSE A FLOW DIAGRAM
2. Examine each Rework Loop• Would we need to perform these activities if we had no failures ?• How long is this rework loop , ( Steps , time lost , resources consumed etc.) ?• Does this rework loop prevent the problem from reoccurring ?
1. Examine each decision symbol• Is this a checking activity ?• Is this a complete check, or do some types of errors go undetected ?• Is this a redundant check ?
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
ANALYSE A FLOW DIAGRAMANALYSE A FLOW DIAGRAM
3. Examine each activity symbol• Is this a redundant activity ?• What is the value of this activity relative to it’s cost ?• How have we prevented errors in this activity ?
4. Examine each document or data base symbol • Is this necessary ?• How is this kept up to date ?• Is there a single source for this information ?• How can we use this information to monitor and improve the process ?
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
DIE MANAGEMENT PROCESSDIE MANAGEMENT PROCESS
DIE ISSUED FOR PRODUCTION
SAMPLE APPROVAL
DIE CORRECTION
BLANKSPRODUCED
REJECTION DETAILS
DIE INSPECTED ON RECEIPT
DIE ANALYSIS
METHODING CHECK
CONDUCT DOE TO UNDERSTAND
INTERECTIONSANOVA
PROBLEM IDENTIFICATION
2 stages-Dimensional& Metallurgical
MACHINE CONDITIONING
PROCESS CHECK
MODIFY CONTROL PLAN
DIE RECON-DITIONING
MODIFYTRY OUT
PROVE OUTINFORM
T.O.
YES
NO
MACHINE PROBLEM
DIE PROBLEM
REJECTIONS < 5%
OK
NOT OK
OK
NOT OK
OK
NOT OK
REJECTIONS > 5%
OK
NOT OK
STORED WITH GREEN
TAG
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO BRAINSTORMHOW TO BRAINSTORM
1. Phrasing the statement• Focused on the issue.• Broad enough for creativity.• Without leading emphases.
2. Preparing for Brainstorming • When possible , communicate the statement to participants
ahead of time.• The ideal number of participants is between 6 to 8.• Provide appropriate surfaces for listing all contributions.
3. Introducing the session• Describe and review the four conceptual brainstorming rules-
1. No criticism or evaluation of any kind.2. Be unconventional in your thinking.3. Aim for quantity of ideas in a short time.4. “Hitch-hike” on other’s ideas.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO BRAINSTORMHOW TO BRAINSTORM
• Review practical rules-1. Make contributions in turn.2. Only one idea per turn.3. You may pass.4. Do not provide explanations of the ideas.
4. Warming up• Conduct a warm-up session with a neutral subject ( 5 to 10
minutes)• Describe killer phrases and ask for examples.
5. Brainstorming • Explain the issue, and write it where it will be visible to all.• Have another person write all contributions where they can be
seen by all.• Stop before fatigue sets in( 30 to 45 minutes )
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO BRAINSTORMHOW TO BRAINSTORM
6. Process ideas• Clarify each contribution.• Combine and group similar ideas.• Agree on evaluation criteria.• For a list of projects , collect data on severity of problems.• For a list of theories, proceed to the cause and effect diagram.• For proposed remedies , evaluate ideas , keeping in the mind:
• Cost and payback• Time needed• Probability of success, both technological and organizational
• For a list of obstacles,develop strategies for the serious ones.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
CAUSE EFFECT DIAGRAM FOR CAUSE EFFECT DIAGRAM FOR PISTON BLOWHOLES / SHRINKAGES PISTON BLOWHOLES / SHRINKAGES
Pressure variation
Degassing
Melting method
Gating
Component Configuration
BLOWHOLES,SHRINKAGES
COMPONENT DESIGN DIE DESIGN
MATERIALHUMAN
Operator Fatigue
Impurity
Acceptable Quality Levels
Lack of records
Inadequate feedback
Batch Quantity
Not Follwing Process Sheet
Machining Stock
Cooling Rate
Venting design
Directional Solidification
PROCESS
Temperature / Gauge
Molten metal temperature
No prior process Sheet
Die Temperature
Humidity
Machine capacity
Plunger speed
Mould Coat
Furnace Temperature
SYSTEM
Composition
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
CAUSE EFFECT DIAGRAM FOR CAUSE EFFECT DIAGRAM FOR DIE DEPENDENT REJECTIONS DIE DEPENDENT REJECTIONS
Dies not heat treated as per norm
operational parameters are neglected
Dies not rehardened after major rework
No standardisation
DIE DEPENDENT REJECTIONS
DIE DESIGN DIE MANUFACTURING
DIE CONDITION
DIMENSIONAL STABILITY
Assembly variation- machine and outside
overutilisation
Tolerance clash
Nonestablishment of correlation between the Runner / Ingate & Rejection levels
New dies take longer time for stabilisation
Improper machine selection
Norms do not match
Minimum wall thickness
Air vents and other norms not implemented
Cooling arrangement not proper
Die conversion
LACK OF INFORMATION DATA BASE
Improper Die inspection
Feedback from production to desigh not adequate
Doubt over die material soundness
Poor Die handling
Rework on core tools
DimensionalCheck before and after sampling not done
Special piston design features
Riser design in MG 11 not standard
Filter area not standardised
Lug types having more problems
Merging radius filletingnot OK
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT CAUSE HOW TO CONSTRUCT CAUSE AND EFFECT DIAGRAMAND EFFECT DIAGRAM
1. Define clearly the effect or symptom for which the causes
must be identified.
2. Place the effect or symptom being explained at the right ,
enclosed in a box.Draw the central spine as a thick line
pointing to it.
3. Use brainstorming or a rational step by step approach to
identify the possible causes.
4. Each of the major areas of causes ( not less than 2 and
normally not more that 6) should be placed in a bone and
connected with the central spine by a line at an angle of
about 70 °.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT CAUSE HOW TO CONSTRUCT CAUSE AND EFFECT DIAGRAMAND EFFECT DIAGRAM
5. Add causes for each main area.
6. Add subsidiary causes for each cause already
entered.
7. Continue adding possible causes until each branch
reaches a root cause.
8. Check the logical validity of of each cause chain.
9. Check for completeness.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
GENERATING INFORMATIONGENERATING INFORMATION
Questions
Information Needs
DataCommunication
Analysis
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
CHECKSHEET FOR TV CHECKSHEET FOR TV COMPONENT FAILURESCOMPONENT FAILURES
TV set model 1017
Integrated Circuits
Capacitors IIII
Resistors IIII
Transformers IIIIIIII
Commands
CRT II
IIIIIIII IIII IIII IIII IIII
Components Replaced by LabEnter a mark for each component replaced. Mark like
the following: I II III IIII IIII
TV set model 1013
Integrated Circuits
Capacitors
Resistors IIIIIIII
Transformers IIIIIIII
Commands
CRT II
Time period: 22.01.02 – 27.02.02Repair Technician : BOB
IIIIIIII IIII IIII IIII IIII
IIII
IIII
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
LOCATION PLOT OF CHIPPED ENAMEL RANGELOCATION PLOT OF CHIPPED ENAMEL RANGE
Top
(Back)
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
A CHECKSHEETA CHECKSHEET
200
210
220
230
240
250
800 900 1000 1100 1200 1300 1400 1500 1600 1700
Time of the day
Tem
pera
ture
( °
C)
Notes Reading taken at 1112 hrs Line stopped between 1310 and 1330 hrs
Solder Bath Temperature
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
GROUPED BAR GRAPHGROUPED BAR GRAPH
Roller Leaks : 1984-1986Large Tractor Assembly
0
200
400
600
800
1000
1984 1985 1986Year
Num
ber o
f Lea
ks
D8L D9L D10Model
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
STACKED BAR GRAPHSTACKED BAR GRAPH
PEOPLE IN QUALITY ORGANISATION BY FUNCTION
0
200
400
600
800
1000
1967 1968 1969 1970 1971 1972 1973 1974 1975 1976 1977 1978Year
Num
ber o
f Peo
ple
Quality Inspection Field Tracking Prevention
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
PIE CHARTS FOR COMPARING PROPORTIONSPIE CHARTS FOR COMPARING PROPORTIONS
With Customer
Traveling
Administrative
Training
With Customer
Traveling
Administrative
Training
Eastern Region Western Region
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
INCONSISTENT VERTICAL SCALESINCONSISTENT VERTICAL SCALES
0
0.2
0.4
0.6
0.8
1
1.2
1.4
Jan Feb Mar Apr May Jun
Month
Hou
rs
Operating Hours System not availableCenter A
Operating Hours System not availableCenter B
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
Jan Feb Mar Apr May Jun
Month
Hou
rs
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
STRATIFICATIONSTRATIFICATION
Stratification : Data grouped against different potential causes to determine the significant problem. This tool is very useful when the combined Histogram or a Pareto Chart does not identify one or two significant problem.
There does not appear to be a significant difference in contract change amongProduct divisions but appears to be a significant difference between fiscalQuarters.
B A C D
Fiscal Quarters
4 2 3 1
Pareto
Product Division
No
. of
Co
ntr
act
Ch
ang
es
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
STRATIFICATIONSTRATIFICATION
LSL USL
Supplier A+B
LSL USL
Supplier A
LSL USL
Supplier B
Both the Supplier put together shows a skew ness and out of span.But stratified supplier wise , clearly shows defect is entirely contributed by Supplier B.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
THE PAERTO DISTRIBUTION AND THE PAERTO DISTRIBUTION AND THE ‘AWKWARD ZONE’THE ‘AWKWARD ZONE’
Categories1 N0
50
100
Cu
mu
lati
ve p
erc
en
t of
Qu
ality
Costs
Few Dollars are in Useful many categories
The Awkward Zone
Most Dollars are in the “Vital few” Categories
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
PARETO TABLE OF ERRORS PARETO TABLE OF ERRORS ON ORDER FORMS ON ORDER FORMS
Order Form Item
Number of Errors
Percent of total Cumulative percent of Total
G 44 29 29
J 38 25 54
M 31 21 75
Q 16 11 86
B 8 5 91
D 5 3 95
C 3 2 97
A 1 0.67 98
O 1 0.67 98
R 1 0.67 99
N 1 0.67 99
L 1 0.66 100
I 0 0 100
E 0 0 100
H 0 0 100
K 0 0 100
F 0 0 100
P 0 0 100
Total 150 100
1 2 3
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
PARETO DIAGRAM OF ERRORS PARETO DIAGRAM OF ERRORS ON ORDER FORMSON ORDER FORMS
0
20
40
60
80
100
120
140
160
G J M Q B D C A O R N L I E H K F P
Order Form Item
Nu
mb
er
of
Err
ors
Useful Many
Vital Few86
100
50
Cum
ulative Percent of T
otal
1
2
2
3
3
0
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
PARETO DIAGRAM OF DIE PARETO DIAGRAM OF DIE DEPENDENT REJECTIONSDEPENDENT REJECTIONS
Pareto Diagram for causes of Die dependent rejections
77.3%
97.2%
34.6%
56.8%
89.5%
100.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Die design DieManufacturing
Die Condition Lack of data DimensionalInstability
Others
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT A PARETO DIAGRAMHOW TO CONSTRUCT A PARETO DIAGRAM
1. Total the data on effect of each contributor and sum these to determine the grand total.
2. Re-order the contributors from the largest to the smallest.3. Determine the cumulative percent of the total.
• For example , the cumulative percent of the total through the 5th contributor is the sum of the effects of the first 5 in the rank ordering, divided by the grand total and multiplied by 100.
4. Draw and label the left vertical axis.• Label the axes from 0 to the grand total or just beyond.• Provide a caption to describe the measure being used.
5. Draw and label the horizontal axis.• Divide the axis in to as many divisions as there are contributors.• List the contributors from largest to smallest, going from left to
right.• Provide a caption to describe them.• If the contributor names are long , label the axis A,B,C etc. and
provide a separate key.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT A PARETO DIAGRAMHOW TO CONSTRUCT A PARETO DIAGRAM
6. Draw and label the right vertical axis .• Label the axis from 0 to 100%.• Line up 100% with the grand total on the left axis.• Provide the caption: ”Cumulative percent total”
7. Draw bars to represent the magnitude of each contributors effect.
• The height of the Bars corresponds to the magnitude of that contribution as measured on the left axis.
8. Draw a line graph to represent the cumulative – percent of total.
• The plotted points corresponds to the cumulative –percent as measured on the right axis.
• Line up the points above the right hand edge of the bars.• The cumulative percent of the total point for the first ranked
contributor should be even with the height of the first bar. If not , you have made an error.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT A PARETO DIAGRAMHOW TO CONSTRUCT A PARETO DIAGRAM
9. Analyse the diagram.• Look for a break point on the cumulative percent graph.
10. Title the chart ; label the “Vital few” and “Useful many”; and show the cumulative percent contribution for the vital few.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HISTOGRAMHISTOGRAM
LSL USL
Ideal
LSL USL
High Variation
LSL USL
Skewed
LSL USL
Part Data
LSL USL
Measurement Error
LSL USL
Two Variables
Histogram : A Histogram is a Bar chart that shows the central tendency and variability of a data set. Also called as frequency distribution. It helps to understand the total variability of a process. Quickly and easily determines the underlying distribution of the process.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
TYPICAL PATTERNS OF CORRELATIONTYPICAL PATTERNS OF CORRELATION
X
Y
X
Y
Strong -Negative
Strong -Positive
X
Y
X
Y
Weak -Positive
Weak -Negative
X
Y
X
Y
Complex
None
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT A SCATTER DIAGRAMHOW TO CONSTRUCT A SCATTER DIAGRAM
1. Obtain the table of Raw data and determine the high and low values for each variable.
2. Decide which variable will be plotted on the horizontal axis.
• Put the suspected cause on the horizontal axis if showing a cause effect relationship.
3. Draw and label the horizontal and vertical axes.• Make the axis roughly the same length , creating a square
plotting area.• Label the axis in about 6 convenient multiples of 1 ,2 or 5.
Make the lowest label slightly less than the low value , and the highest label slightly greater than the high value for each variable. The data should fill the plotting area.
• Label increasing values from bottom to top on the vertical axis and left to right on the horizontal axis.
• Provide a caption to describe the measurement and it’s units.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
HOW TO CONSTRUCT A SCATTER DIAGRAMHOW TO CONSTRUCT A SCATTER DIAGRAM
4. Plot the paired data.
• Use concentric circles to indicate identical paired data points.• Use filled and unfilled symbols to show the strata.
5. Title the chart and provide other appropriate notations.
6. Identify and classify the pattern of correlation.
7. Check for potential pitfalls in your analysis , consider confounding factors and other possible explanations for the correlation pattern , and decide on the team’s next steps.
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
BOX PLOTBOX PLOT
A Box plot is sometimes called a Box and Whisker plot and used when less than 20 Data is available. It shows the changes in process measurementOver time. It is similar to the Run chart however it gives you the variability of the process. It helps to get a detailed picture of trends and variabilityOver time. It also recognizes change in the process.
Highest Datapoint
Lowest Datapoint
Upper Quartile
Lower Quartile
Mean / Median
25%
25%
25%
25%
Batch I Batch II Batch III
90
95
100
105
110
115
120
112.5
25%
97.5
25%
25%
25%
Hardness of Piston Blanks
Ramkrishna Forgings Ltd., JamshedpurRamkrishna Forgings Ltd., Jamshedpur
THANK YOUTHANK YOU