c
 

GENCHI : ACTUAL PLACE

GENBUTSU: ACTUAL THING
GENJITSU: ACTUALLY
2 

@ C 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.
›
  
  

@ 



 


@
ata is a guide for our actions. From
data we learn pertinent facts which
are useful for problem solving.
@
ata is required for controlling and
monitoring the process
@
ata is required for analysis of non-
conformance
2 
Vhenever 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.
2 
C tools lend objectivity and accuracy
to observation. The principles of
statistical way of thinking are:
· Give greater importance to facts.
·
o 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.
2 
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.
2 
Seven QC Tools are useful for
analyzing problems using data.
These seven tools are:
Check Sheet Histogram
Scatter
iagram Graphs
Pareto
iagram
Cause and Effect
iagram
Control Charts

  


@SIMPLIFYING
ATA COLLECTION

@ENSURES THAT NO ITEMS ARE
OMITTE
VHEN INSPECTING
@STARTING POINT FOR PROBLEM
SOLVING
@USEFUL FOR PROCESS CONTROL

  

@ 
 


 


 






 





 

 
 
  {{{{{{
 







  



› 

@PLOTTING THE SHAPE OF A

ISTRIBUTION
@COMPARING THE
ISTRIBUTION VITH
SPECIFICATIONS
@USEFUL FOR UALITY, COST AN


ELIVERY IMPROVEMENT
@USEFUL FOR PROCESS CONTROL
Histograms
@ Histogram

!


"
#



 


 › ›
› 
› :
 SITIVE C

ELATI  -
OVERTIME VS ERRORS
HEIGHT VS VEIGHT
EGATIVE C

ELATI -
EXTERNAL TEMPERATURE VS GAS BILL
UALITY VS CUSTOMER COMPLAINTS
 C

ELATI 
HEIGHT VS MARKS IN BOAR
EXAMS
Scatter
iagrams

%



 

@ Scatter
iagram 

 
&


$ 


%

&

 







' %
(



 



 

 ›
›
@BAR CHART
@RANKS PROBLEMS IN
ESCEN
ING OR
ER OF
COST OF FRE UENCY
@SEPARATES ³VITAL FEV FROM THE ³USEFUL
MANY
@SINGLES OUT THE REALLY SERIOUS
PROBLEMS FROM AMONG ALL THE LESSER
ONES
@HIGHLIGHTS VHERE YOUR PROBLEM SOLVING
ACTIVITY VILL MAKE THE GREATEST IMPACT.
 ›
›
@







)  %



 

 '








 › ›  
›
› 
@
ESIGNE
TO REPRESENT A MEANINGFUL
RELATIONSHIP BETVEEN AN EFFECT AN
ALL ITS
POSSIBLE CAUSES.
@PICKING UP AN
ARRANGING ALL POSSIBLE
CAUSES VITHOUT ANY OMISSIONS
@USE
TO INVESTIGATE
EFECT CAUSE AS VELL
AS TO INVESTIGATE AN IN-CONTROL PROCESS
@ALSO KNOVN AS FISH BONE OR ISHIKAVA

IAGRAM.
 › ›  
›
› 
@
 


+  + 






*


*%

 + 
  +



› ›

›


›
CHECKING VHETHER OR NOT A PROCESS IS IN
CONTROL.
FACILITATING PROACTIVE ACTIONS FOR
UALITY IMPROVEMENT.

›

MAKING
ATA VISUAL
EASY FOR UN
ERSTAN
ING AT THE VORK
PLACE.
Graphs
@ Line Graph
@ Bar graph



$




+

,

Graphs
@ Pie Chart
 






-


 

Control Chart
@ Control chart
!




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:
@ 

 




 which
are inherent in the process
@ ›
 




 which
cause excessive variation.
Control Chart
@ A process that is operating without
assignable causes of variation is
said to be ³in a state of statistical
control .
@ X bar and R chart
@ UCL = X ß A2R
@ LCL = X ß A2R
@ CL = X
Control Chart
@ p chart (control chart for
defectives)
@ UCL = p ß 3 * S RT ( p(1-p)/n)
@ LCL = p ß 3 * S RT ( p(1-p)/n)
@ CL = p
Control Chart
@ c chart (control chart for defects)
@ UCL = c + 3 * S RT (c)
@ LCL = c - 3 * S RT ( c)
@ CL = c
Process Capability
@ Cp = (USL ± LSL)/6V
@ 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