3 G’ s

GENCHI : ACTUAL PLACE

GENBUTSU: ACTUAL THING
GENJITSU: ACTUALLY
 QC TOOLS
 
 QC Tools are based on statistical methods
and are effective for improving the
production process and reducing its defects.
  The first step in finding the true cause is
careful observation of the phenomenon of
the defect. After such careful observation,
the true cause becomes apparent.
 Analyzing Problems Using Data

 Objective of Collecting Data

 Data is a guide for our actions. From data we
learn pertinent facts which are useful for
problem solving.
 Data is required for controlling and monitoring
the process
 Data is required for analysis of non-
conformance
 QC TOOLS
Whenever a problem occurs:
   Urgently proceed to the workplace where
the fault has occurred.
   Ascertain the fault visually.
   Observe well the conditions leading to
the fault.
Listen attentively to the opinion of the
operator.
 QC TOOLS
QC tools lend objectivity and accuracy to
observation. The principles of statistical way of
thinking are:
   Give greater importance to facts.
   Do not express facts in terms of senses or ideas.
Use figures derived from specific observed results.
   Go to the actual site where problem is occurring,
observe the actual object, and make measurements
on that object actually by yourself.    
 QC TOOLS

Observational results, accompanied as they

are by error and variation, are part of a
hidden whole. Finding that hidden whole is
observation’s ultimate goal.
Accept regular tendency, which appears in a
large number of observational results as a
reliable information.       
 QC TOOLS

Seven QC Tools are useful for analyzing

problems using data. These seven tools are:
Check Sheet Histogram
Scatter Diagram Graphs
Pareto Diagram
Cause and Effect Diagram
Control Charts       
 CHECK SHEETS

SIMPLIFYING DATA COLLECTION

ENSURES THAT NO ITEMS ARE OMITTED
WHEN INSPECTING
STARTING POINT FOR PROBLEM SOLVING
USEFUL FOR PROCESS CONTROL
 CHECK SHEETS

Product: Date:
No. Inspected Lot no.
Inspector’s name
Type of defect Number of Total
Check Sheet
Cracks  7
Scratch
Blowholes
Dimension
Surface finish
 HISTOGRAMS

PLOTTING THE SHAPE OF A

DISTRIBUTION
COMPARING THE DISTRIBUTION WITH
SPECIFICATIONS
USEFUL FOR QUALITY, COST AND
DELIVERY IMPROVEMENT
USEFUL FOR PROCESS CONTROL
 Histograms
 Histogram

USL
LSL

Freque
ncy

Diameter
 SCATTER DIAGRAMS
EXAMPLES:
POSITIVE CORRELATION -
OVERTIME VS ERRORS
HEIGHT VS WEIGHT
NEGATIVE CORRELATION-
EXTERNAL TEMPERATURE VS GAS BILL
QUALITY VS CUSTOMER COMPLAINTS
NO CORRELATION
HEIGHT VS MARKS IN BOARD EXAMS
 Scatter Diagrams
Positive
Correlation
 Scatter Diagram .. ..
.. .. ..
.. . . ..
…
..
%
..
..
defective
…
.
. . .. .. .. .. ..
. .

Temperature

Negative Zero correlation

Correlation
 PARETO CHART
BAR CHART
RANKS PROBLEMS IN DESCENDING ORDER OF
COST OF FREQUENCY
SEPARATES “VITAL FEW” FROM THE “USEFUL
MANY”
SINGLES OUT THE REALLY SERIOUS PROBLEMS
FROM AMONG ALL THE LESSER ONES
HIGHLIGHTS WHERE YOUR PROBLEM SOLVING
ACTIVITY WILL MAKE THE GREATEST IMPACT.
 PARETO CHART

No.
Of Cumulative
Problem Pareto Diagram Percentage
Items

Problem Type
 CAUSE AND EFFECT
DIAGRAMS
DESIGNED TO REPRESENT A MEANINGFUL
RELATIONSHIP BETWEEN AN EFFECT AND ALL ITS
POSSIBLE CAUSES.
PICKING UP AND ARRANGING ALL POSSIBLE CAUSES
WITHOUT ANY OMISSIONS
USED TO INVESTIGATE DEFECT CAUSE AS WELL AS TO
INVESTIGATE AN IN-CONTROL PROCESS
ALSO KNOWN AS FISH BONE OR ISHIKAWA DIAGRAM.
 CAUSE AND EFFECT
DIAGRAMS

Man Machine

Problem
 Main bone or
Effect

Environment Material Method

CONTROL CHARTS AND
GRAPHS
CONTROL CHARTS
CHECKING WHETHER OR NOT A PROCESS IS IN
CONTROL.
FACILITATING PROACTIVE ACTIONS FOR QUALITY
IMPROVEMENT.
GRAPHS
MAKING DATA VISUAL
EASY FOR UNDERSTANDING AT THE WORK PLACE.
 Graphs
 Line Graph
 Bar graph

Defect %
Production

Mon Tue Wed Thu

 Graphs
 Pie Chart
Scratch

Blowholes

Size error

hardness
 Control Chart
 Control chart
UCL

CL

LCL
 Control Chart
 SPC is defined as the application of statistical
methods to the measurement and analysis of
variation in any process.
 Process variations are traceable to two kinds of
causes:
 Chance (or random) causes which are inherent
in the process
 Assignable (or special) causes which cause
excessive variation.
 Control Chart
 A process that is operating without
assignable causes of variation is said to be
“in a state of statistical control”.
 X bar and R chart
 UCL = X ± A2R
 LCL = X ± A2R
 CL = X
 Control Chart
 p chart (control chart for defectives)
 UCL = p ± 3 * SQRT ( p(1-p)/n)
 LCL = p ± 3 * SQRT ( p(1-p)/n)
 CL = p
 Control Chart
 c chart (control chart for defects)
 UCL = c + 3 * SQRT (c)
 LCL = c - 3 * SQRT ( c)
 CL = c
 Process Capability
 Cp = (USL – LSL)/6
 Cpk =
Min (( USL-Mean)/3s, (Mean – LSL)/3s)
 For traditional quality company, Cp ≥ 1.33
 For six sigma quality company, Cp = 2 and
Cpk = 1.5