Quality Team Improvement Boards

Quality Minds, Inc. 2/26/09

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Quality Team Improvement Boards

• Sometimes called story boards• Used to summarize the activities of quality improvement

teams• There is no set format. It is left to the creativity of the

team.• Keep it simple-I suggest the following:

– Trend Chart– Pareto Chart – Process Flow Diagram – 5W2H Problem Definition – Fishbone Diagram – Nominal Technique– Corrective Action (PDCA)– Paynter Chart

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Team Story BoardExteme Values

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M T W Th F Sa S M T

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Emulsion-Glue Oil/Dirt Hot Melt-Glue Sewing Thread Gilding Defects

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Trend

Pareto

Process Flow

5W2H

Fishbone Diagram

Nominal Technique

Action PlanWho

What

When

Where

Why

How Detected

How Many

T1 T2 T3 T4 T5 T

Do

Check

Act

M T W Th

8 5 6 C 0Defect

Paynter ChartPlan

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Trend Chart• Presents data in a time

sequence mode• Always start with a picture of

the response variable over time. How has it behaved over time? Are there any patterns to the behavior?

• Steps for Creating a Trend Chart

– Draw an x and y axis– The time variable will be on the x axis

and the response variable will be on the y axis

– Plot the response variable in the time sequence of the data

– Interpret the chart161412108642

50.00%

45.00%

40.00%

35.00%

30.00%

25.00%

20.00%

Game

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FG Shooting %Mean

Variable

Trend Analysis of Shooting Percentage for an Eighth Grade Basketball Team

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Pareto Diagrams

• 80/20 rule: Approximately 80% of problems are caused by approximately 20% of defect categories

• A pareto diagram helps you focus on the vital few defect categories

• The tool helps you best utilize your resources. You will be working on the right things.

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How To Create a Pareto Diagram

• Step 1: Write the categories in descending order along with the amount for each category

• Step 2: Add up the amount to get a total amount

• Step 3: For each category, calculate the percent of the total amount. (This will be the height of each bar)

• Step 4: Write a cumulative total beside each category. (This will be used to plot the straight line on the Pareto Diagram)

• Step 5: For each category, calculate the cumulative percentage

• Step 6: Create the pareto diagram. The height of each bar is the percentage from step three. Draw in the cumulative line using the percentage from step five

Defect Category

Total Defectives

Percent of Total

Cumulative Total

Cumulative Percent

Emulsion-glue

67 23.9 67 23.9

Oil/Dirt 59 21.1 126 45

Hot melt-glue

30 10.7 156 55.7

Sewing Thread

29 10.4 185 66.1

Gilding defects

28 10.0 213 76.1

End Sheet 25 8.9 238 85

Case Damage

17 6.1 255 91.1

Square Variation

17 6.1 272 97.1

Head Bands

6 2.1 278 99.3

Upside down books

2 0.7 280 100.0

Total 280

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Example of Pareto Diagram

Number of Defectives 30 25 11 10 7 5 4Percent 32.6 27.2 12.0 10.9 7.6 5.4 4.3Cum % 32.6 59.8 71.7 82.6 90.2 95.7 100.0

Paint Defects

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Pareto Chart of Paint Defects

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How to Create a Process Flow Diagram

• Determine the start and stop points to your flow of process steps . The stop point is typically near the customer.

• Walk through the flow, writing down the process steps as they exist now (Rule of thumb: Pretend your are the part). Make sure you use a noun and verb to describe the process step.

– You can be very general or very specific. • General: “Machine Part” • Specific: “Turn part, grind outside diameter,

and deburr part” • Once you have roughly mapped out the process, make it

more formal by adding symbols.

• If possible, number the process steps. This helps link the process flow diagram to the other key documents (especially the PFMEA and Control Plan)

• Once finished, sign and date the flow diagram with a revision level.

Activity

(Process Step)Decision Point Start/Stop

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5W, 2H Method for Defining a Problem

• Analogy to newspaper articles• Who: Area affected, part number, completely identify the

defective• What: What is the symptom of the problem? Use

illustrations• When: Date of occurrence and other time specific details• Where: Location of occurrence: in house and where, at

the customer, in the market place• Why: The content of the complaint, why is this a

problem?• How Detected: How was the problem detected?• How Many?: The defective rate

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Cause and Effect Diagrams (Fishbone)

• A problem solving tool: best used for continuous improvement projects

• Filling out the Fishbone Diagram – Write the problem statement in the

head – Brainstorm for ideas in a group of

five to six people– Place the ideas on a fishbone

diagram using the 4Ms as categories (Man, Material, Method, and Machine) or create categories that best fit the ideas

– Vote on the critical ideas and decide on the vital few

– Develop an action plan for the vital few ideas

StatementProblem

Methods

Material

Machines

Man

I dea 2

Idea 2

Idea 1

Idea 9

Idea 8

Idea 7

Idea 12

Idea 11

Idea 10

Idea 6

Idea 5

Idea 4

Cause-and-Effect Diagram

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Nominal Group Technique• Principles

– Works best if the number of ideas is relatively small (less than thirty)

• How to Use the Nominal Technique:1. Assign a letter or number to each idea

generated in the brainstorming session2. Each team member writes the letters,

numbers, or ideas on sheets of paper3. Each team member prioritizes the ideas by

placing a priority number next to the letter. For example, if there are eight ideas, identify the most important idea with an eight and the least important with a one.

4. Compute the totals for each idea and assign priority. The idea with the highest point total gets the highest priority.

Ideas TM1 TM2 TM3 TM4 TM5 Total Priority

A 6 5 7 5 6 29 1

B 3 2 4 1 3 13 6

C 1 1 2 2 2 8 7

D 4 4 5 6 4 23 4

E 7 7 6 7 1 28 2

F 2 3 1 3 5 14 5

G 5 6 3 4 7 25 3

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The PDCA Cycle of Improvement

Do

Check

Act

You have planned, done, and checked. Now you must decide what to do with the results of your check. The options typically include: Adopt the changeAbandon it and go back to the drawing boardRun it through the cycle again using a different area, running a larger scale trial, or making the trial more complex. Start over at the planning phase

Plan

To improve processes, first find out what areas need improvement. Based on what you learn, plan a change or test. Avoid the “shot gun” approach. Have a plan. Decide what you want to do and how you will do it. You don’t know if it will work but put your best foot forward. Think ahead to the check phase and decide now how you will measure results.

Once you have a plan, carry out the change or test on a small scale to minimize disruption to normal activity. Example: Don’t run a trial (with a process change) for an entire week. If it fails, the costs could be high. Try it on a smaller scale (ex. one half shift) first. It is important to do something. The best plans are worthless if they are not carried out.

In the Plan phase, you should have decided how to measure the results of the Do phase. After completing the Do phase, check to see if the changes or tests are working (What did you learn? What went right? What went wrong? What does the data mean?)

Continuous Improvement of Work Processes

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PDCA as it Applies to Taking Corrective Action • Plan:

– What action will be taken, who will manage it, when will it be done?

• Do:

– Carry out of the corrective action per the due date

• Check:

– Verify that the corrective action worked. Make sure the root cause was eliminated

• Act

– If the root cause was not eliminated, start over

– If it was eliminated, proceed with step six (preventive action)

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Verifying the Action Works

• There must be a process for monitoring the effectiveness of corrective action.– Simply put, the defect

must not be seen after the action is taken.

• Paynter chart is a great tool for verifying corrective action (C)

Defect Day

1 2 3 4 5 6 7 8 9

Emulsion-glue 7 6

C

3 0 0 0 0 0 0

Oil/Dirt

3 4 5 7 10

C

13 0 0 0

Hot Melt glue

Sewing Thread

Gilding Defects