Exercise Quality Management - WZL · Exercise Quality Management ... Brainwriting is particularly...
Transcript of Exercise Quality Management - WZL · Exercise Quality Management ... Brainwriting is particularly...
1
© WZL/Fraunhofer IPT
Exercise Quality Management
01 Tools of Quality Management
Dipl.-Psych. Helmut Lieb
Dipl.-Psych. Helmut Lieb
Gruppe Perceived Quality & Product Value Management
Abteilung Qualitätsmanagement
Lehrstuhl für Fertigungsmesstechnik und Qualitätsmanagement
Werkzeugmaschinenlabor WZL der RWTH Aachen
Steinbachstraße 19, D-52074 Aachen, http://www.wzl.rwth-aachen.de
Tel.: +49 (241) 80-26993, Fax: +49 (241) 80-22193
2
Seite 2© WZL/Fraunhofer IPT
Content
� Teamwork and quality circle
Brainstorming, Brainwriting and Osborn-Checklist
The „Seven K-Tools“
The „Seven Q-Tools“
The „Seven M-Tools“
The „Seven D-Tools“
The 5 W-Method
Literature:
Pfeifer, T.: Qualitätsmanagement Strategien, Methoden, Techniken; Carl HanserVerlag; München, 2001, ISBN 3446215158
Pfeifer, T.: Quality Management, Strategies, Methods, Techniques; Carl HanserVerlag; München, 2002, ISBN 3446220038
Pfeifer, T.: Praxisbuch Qualitätsmanagement Aufgaben, Lösungswege, Ergebnisse; Carl Hanser Verlag; München, 2001, ISBN 344621508
Masing, W.: Handbuch der Qualitätssicherung; Carl Hanser Verlag; München, 1988, ISBN 3446175709
Theden, P, u.a.: Qualitätstechniken, Werkzeuge zur Problemlösung und ständigen Verbesserung, Pocket Power; Carl Hanser Verlag, München, 1996, ISBN3446186190
DGQ: DGQ-FQS-Band 15-45; Qualitätsmanagement in der Fertigung; Hrsg.: Deutsche Gesellschaft für Qualität e.V., Frankfurt, Beuth Verlag GmbH, Berlin, Wien, Zürich, 2003, ISBN 3-410-32905-6
DIN: Deutsches Institut für Normung, Sinnbilder und ihre Anwendung; DIN 66001; Beuth Verlag GmbH, Berlin; Dez. 1983, Preisgr. 12
ASQ: http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/overview.html
QUA: http://quality.dlsu.edu.ph/tools/index.html
Brandt, A.: http://209.85.135.104/search?q=cache:LI3bpMmhPa8J:www3.psychologie.hu-berlin.de/arbpsy/studenten/qualman_docs/ss2004/08_dl7_a.doc+Qualit%C3%A4tstechniken+Dienstleistungen+Alexandra+Brandt&hl=de&ct=clnk&cd=1&gl=de&lr=lang_de&client=firefox-a; read: 21.06.2007
N.N.: http://www.projektmagazin.de/glossar/gl-0727.html?pmSession=; read:
3
Seite 3© WZL/Fraunhofer IPT
Teamwork and -building
strong
group
coherence
strong
community
spirit
mutual
relationships
collective objectives
Teamwork Teambuilding
4 stages of teambuilding:
Stage of orientation (Forming)
Stage of disenchantment (Storming)
Stage of departure (Norming)
Stage of achievement (Performing)
Quelle:Winkelhofer, G.: Methoden für Management und Projekte, 1997
Teamwork
People working together as a team can often accomplish tasks faster than working seperatly. In certain cases Teamwork is even inevitable. This often makesTeamwork the ultimate goal for many organisations. So called “team buildingevents” are used in attempts to get people to work as a team rather than as individuals.
A further differentiation can be made between Group- and Teamwork. In contrast to Groupwork Teamwork holds common objectives, a strong group coherence, mutual relationship, collective objectives and a strong community spirit within the team. The relation between the members of a group is more lose than by a team.
Group- and Teamwork is an essential part of Quality Management. They are the basis for most methods and tools. A special form of Teamwork is the Quality Circle.
The process of Teambuilding is divided into four chronological steps. The specific characteristics of each phase depend on the team members themselves.
The period of time in which the team members get in touch with each other for the first time is called the Stage of orientation (Forming).
During the Stage of disenchantment the team members recognize that their prospects concerning work progress and result quality fall below their expectations. The initial team harmony becomes unstable (Storming).
In the Stage of departure the main topic is to reflect the collaboration and the current situation within the team. Certain rules – the so called Norms – are set up and seen as binding for upcoming work (Norming).
Positive experiences that were made during the Norming are transferred to the Stage of achievement (Performing).
4
Seite 4© WZL/Fraunhofer IPT
Quality Circle
Staff
Compass
Leader
Coordinator
control group
Staff
Compass
Leader
organisational model postulation
- guarantee flow of information top-down
- guarantee flow of information bottom-up- self information and self training- systematization & coordination of circle work
- advice of the management- organisational preparation of the meetings- suggestion of the circle leader
- voluntarily willingness to cooperate- willingness to improve
- establish a time schedule- aims
- guarantee information to all participants- nomination of the coordinators
A Quality Circle is a team composed of five to twelve standard employees who meet regularly to discuss improvements for their own workplace. The meetings will be guided and moderated by a colleague or team leader. The meetings will be scheduled weekly for one or two hours. During those meetings weak points or problems, often quality assurance items, specified by team members, will be discussed and systematically investigated. Realisation of solutions and suggestions for improvements will be started after acknowledgement and permission from the management. Realisation and controlling is done by the quality circle.
5
Seite 5© WZL/Fraunhofer IPT
Content
Teamwork and quality circle
� Brainstorming, Brainwriting and Osborn-Checklist
The „Seven K-Tools“
The „Seven Q-Tools“
The „Seven M-Tools“
The „Seven D-Tools“
The 5 W-Method
6
Seite 6© WZL/Fraunhofer IPT
Tools of Teamwork
Brainwriting Brainstorming
Creativity
techniques
Osborn-checklist
Creativity techniques - Tools of Teamwork
Brainstorming is a method to generate ideas. Basic rules such as -no idea is a bad idea- are typical. During the first phase (creative phase) new ideas, thoughts and associations will be made by the team members referring to a special question. Any evaluation of the ideas during the process is forbidden. Benefit of brainstorming is the ability of deriving ideas from the ideas of others. In the second phase (evaluation phase) the ideas will be sorted, structured and evaluated.
Brainwriting is particularly useful with a group of people who are somewhat incommunicative and would be uncomfortable offering ideas in an open group session such as Brainstorming. It is also useful when everyone has different problems that they want to solve. It also works well with large groups – because there is no real limit to the group size.
The Osborn-checklist includes nine standards to work creatively with already known and developed ideas and problem solutions. Standard examples are: Copy (to search for something similar), Scale up (to add something) or Scale down (to leave s.th. out)
7
Seite 7© WZL/Fraunhofer IPT
Content
Teamwork and quality circle
Brainstorming, Brainwriting and Osborn-Checklist
� The „Seven K-Tools“
The „Seven Q-Tools“
The „Seven M-Tools“
The „Seven D-Tools“
The 5 W-Method
8
Seite 8© WZL/Fraunhofer IPT
The „Seven K-Tools“ - Introduction
K
Mind-Mapping Method 635
Morphologic box
Hauptfunktion:
Auto antreibenAlternative 1
Energie
bereitstellen:
Te
ilfu
nk
tio
ne
n
Alternative 2 Alternative 3
...
Kraft
übertragen:
...
Verbrennungs-
motor
...
...
...Kardan-
welle
Turbine
Kette
E-Motor
Drehzahl
wandeln:
Hydraulik-
pumpe
Stufenloses
Getriebe
Schalt-
getriebe
Drehzahl
wandeln:
Hydraulik-
pumpe
Stufenloses
Getriebe
Schalt-
getriebe
Kraftschluss
herstellen:
Fliehkraft-
kupplungSchaltkupplung
Viskose-
kupplung
Controversial term analysis
Controversial term
Progressive Abstraction
Solution
Problem
Critics
Solution
Problem
Critics
Synektik-meeting
Image level
Reality
SolutionProblem
Visual Synektik
Seven K-Tools
Mind-Mapping
A mind map is a generic term used to describe a pictorial representation of a semantic network or cognitive map. The form of the map can involve colour or monochrome images, words and lines and can be arranged intuitively according to the arrangement of concepts in the mind or organized into groups, branches or areas.
Visual Sinectics
The work with pictures activates the right brain hemisphere. After defining the problem, the participants examine certain pictures to find solutions for the problem.
Sinectics-meeting
The problem will be solved by transferring external structures to the problem. The origin of external structures can lie in the personal experience of the participants or in the nature.
Morphologic box
The problem will be divided into smaller problems. Afterwards possible solutions for those smaller problems are searched. By combining them, the overall problem can be solved.
Progressive abstraction
The definition of the problem is checked with the question: „What is really essential?“. This way every possible upcoming solution is checked again to enhance new thoughts.
Controversial term analysis
After the definition of the problem, words are found, which do not refer to the problem. By building a relation between these words and the problem, solutions
9
Seite 9© WZL/Fraunhofer IPT
Content
Teamwork and quality circle
Brainstorming, Brainwriting and Osborn-Checklist
The „Seven K-Tools“
� The „Seven Q-Tools“
The „Seven M-Tools“
The „Seven D-Tools“
The 5 W-Method
10
Seite 10© WZL/Fraunhofer IPT
The „Seven Tools“ - Introduction
Q
Process Diagram
Start
Aktivität 6
Aktivität 1
Aktivität 5
Aktivität 4 Aktivität 3Aktivität 2
Cause-Effect-Diagram
Man Machine Material
Method Manage-ment
Measur-ability
-
Effect
Tally SheetProduct: Date:
Failure Frequence Sum
Sum
0
10
20
30
40
60
Histogram
Failure Types
Fre
quency
AB CDEF Rest0
10
20
30
40
60
0
20
40
60
80
100
Pareto- Analysis
Failure Types
Fre
quency
Pe
rce
nt
Correlation Diagram
no
Control Chart
Zeit
upperboundary
lowerboundaryQ
ualit
y C
hara
cte
ristic
Seven Q-Tools
The Seven Q-Tools are a set of basic quality tools to support processes of problem solving. They are used for the registration and the analysis of failures.
In the phase of failure registration, tools like the tally sheet, the histogram and the control chart are used to get information about types, location and frequency of failures and to visualize them.
In the phase of failure analysis the Pareto Analysis, cause-effect diagram, correlation diagram and process diagram are used. They allow statements about the importance, the cause and the interdependency between failure effects and the order of complex process flows.
11
Seite 11© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Tally Sheet
Product: Date:
Tester:
Failure Frequence Sum
A
B
C
D
E
F
Sum
6
10
5
8
3
7
39
Product: Date:
Tester:
Failure Frequence Sum
A
B
C
D
E
F
Sum
6
10
5
8
3
7
39
Tally Sheet
With the aid of tally sheets frequent reappearing failures can be recognized easily and the character and frequency can be represented in a clear form. In that way a preparation of an explicit failure catalogue is possible.
Besides failure types also classes for measured values can be documented in a clearly arranged way. Later on those classes can be used to visualize the distribution of the measured values in a histogram (see next page).
Procedure:
First the problem, which will be analyzed, has to be determined. Afterwards the possible types of errors are listed one below the other – sorted by specified criteria. It is advisable to leave some lines open for unpredictable failures. Now failures concerning the analyzed object can be listed and tallied in the according line.
12
Seite 12© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Histogram
minmax xxR -=
k
RH =
formula:
10
20
30
50
40
Fre
qu
en
cy
Failure Types (Class)
B C D FEA
nk =
Histogram
With a histogram, collected data can be displayed graphically sorted by classes. Types of classes are failure types or a range of measured values. The classes are displayed as columns, whereas the height of the column corresponds to the classes’ value. Frequency allocations and thereby derived legalities can be visualized easily that way.
Procedure:
A list of determined single dates is the basis for the histogram. The amount of displayed classes is k can be derived from n, it has to be rounded up. The difference R of the highest value xmax and the lowest value xmin of the total number of determined dates n is determined. The class width is calculated by H=R/K.
13
Seite 13© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Exercise to Tally Sheet / Histogram
Product: Fender W124 date: 2004/06/01
Lacquer: X5Z-Y8 colour: silver
number: 20 employee: Le Grand
9:00 a.m. 11:00 a.m. 2:00 p.m. 4:00 p.m.
Mo 1,25 1,42 1,27 1,30
Tu 1,44 1,35 1,31 1,25
We 1,32 1,30 1,45 1,39
Th 1,18 1,19 1,33 1,31
Fr 1,33 1,29 1,43 1,26
In the following list values of sprayed lacquer portion for an assembly are displayed. First create a tally sheet, as it can be used for a histogram. Then draw the histogram based on the tally sheet.
14
Seite 14© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Histogram
Quantity
Class
15
Seite 15© WZL/Fraunhofer IPT
The „Seven Q-Tools“ – Tally Sheet/ Histogram – Model Solution
Product: Fender W124 date: 2004/06/01
Lacquer: X5Z-Y8 colour: silver
number: 20 employee: Le Grand
9:00 a.m. 11:00 a.m. 2:00 p.m. 4:00 p.m.
Mo 1,25 1,42 1,27 1,30
Tu 1,44 1,35 1,31 1,25
We 1,32 1,30 1,45 1,39
Th 1,18 1,19 1,33 1,31
Fr 1,33 1,29 1,43 1,26
27,0
18,145,1
minmax
=
=
=
R
R
xxR
-
-
5
47,4
20
=
=
=
=
k
k
k
nk
⇒054,0
5
27,0
=
=
=
H
H
k
RH
Quantity
E
D
C
B
A
Range
E
D
C
B
A
Class
2
8
2
4
4
–
–
–
–
1,18 –
–
–
–
–
1,18 –
<1,342
1,342 <1,396
1,396
<1,288
1,288
1,234
<1,234
1,45
16
Seite 16© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Tally Sheet/ Histogram – Model Solution
Quantity
054,05
27,0
547,420
27,0
45,1
18,1
20
max
min
==
===
=
=
=
=
H
k
R
x
x
n
2
4
6
8
A B C D E4
2
8
4
2
Quantity
E
D
C
B
A
Class
1,397 – 1,45
1,343 – 1,396
1,289 – 1,342
1,235 – 1,288
1,18 – 1,234
Range
4
2
8
4
2
Quantity
E
D
C
B
A
Class
1,397 – 1,45
1,343 – 1,396
1,289 – 1,342
1,235 – 1,288
1,18 – 1,234
Range
17
Seite 17© WZL/Fraunhofer IPT
The „Seven Q-Tools“ – Histogram - Interpretation
� bell shaped
� two peaks
� rectangle distribution
� two or more runaways
After creating a histogram the trend can be interpreted. For this several types of allocation can be used (see diagram) so that problems within the process can be identified. If a mixed allocation occurs two single processes might overlay each other. The reason for this can be e.g. a shift change or the use of a new tool according to abrasion after a certain period of time. If abnormalities are discovered in a histogram a time analysis has to be done to point out the reasons for data layering. Further problems can be:
1. Bell shaped:
- Symmetric, data appears to be distributed normally
- Analysis of the time course necessary ���� is a systematic deflection recognizable?
2. Two peaks / rectangle distribution:
- Trend process or measuring with different operating conditions
- Analysis of the time course necessary ���� search for factors concerning data layering
3. Two or more runaways:
- Special cause or measuring fault
- Indentify cause ���� if measuring fault: exclude result
18
Seite 18© WZL/Fraunhofer IPT
The „Seven Q-Tools“ – Histogram - Interpretation
� one-sided steep
� large frequency of one top value
� large frequency of a certain value
4. One-sided steep:
- Attribute is not normally distributed
- Search for a suitable distribution and use of data transformation
- No usage of methods that demand a normal distribution
5. Large frequency of one top value
- Measuring device cannot collect the whole range or data was not collected regularly above a certain border
- Optimize measuring system, overcome “timidity” concerning “bad data“recording
6. Large frequency of a certain value
- Damaged measuring device, hard to read or inspector tends to certain values
- Optimize measuring system
19
Seite 19© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Pareto-Analysis
10
20
30
50
40
Fre
qu
en
cy
Failure Types (Class)
BC D FE
20
40
60
100
80
Pe
rce
nt
A
Pareto-Analysis
The Pareto-Analysis is used to display failures weighted by their frequency. The principle of the Pareto-Analysis shows that the most eminent effects of a problems can be reduced to a small number of causes. The Pareto-Analysis is displayed by columns, which assort the importance of a call for action for problem-solving.
Procedure:
After listing possible production failures and their frequencies, the number of occurring failures and their percentaged frequencies are listed in a chart. Then the possible failures are stated in a diagram, sorted by their frequencies – beginning with the most often occurring failure. Optionally a sum-curve, that accumulates –beginning on the left side – the percentage frequencies of occurring failures can be added for clarification.
20
Seite 20© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Exercise to Pareto-Analysis
Failure
Above upper tolerance A
Below under tolerance B
Missing screw C
Edges not completly
trimmed D
Lacquer failure on the
surface E
Mo
3
1
6
4
3
PercentTue
2
2
6
6
2
We
2
2
7
4
4
Thu
2
1
5
3
1
Fr
4
2
8
5
4
Sum
Exercise to Pareto-Analysis
Above a list of failures from a housing cover bracket is shown, that has been created within a week. Please create a Pareto diagram that refers to this chart.
21
Seite 21© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Pareto-Diagram
Quantity
failure type
(class)
10
20
30
50
40
20
40
60
100
80
22
Seite 22© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Pareto-Analysis – Exemplary Solution
Failure
Above upper tolerance A
Below under tolerance B
Missing screw C
Edges not completly
trimmed D
Lacquer failure on the
surface E
Mo
3
1
6
4
3
PercentTue
2
2
6
6
2
We
2
2
7
4
4
Thu
2
1
5
3
1
Fr
4
2
8
5
4
Sum
13,0
8,0
32,0
22,0
14,0
14,6
9,0
36,0
24,7
15,7
The chart shown above and the faults that occurred in a production during one week are given. Only the frequency of failures is taken into consideration, but not the costs resulting from them.
Procedure:
A Pareto-Analysis can be done by hand. Failures and their sums are plotted into a prepared diagram (see next page). It starts with the highest value. The single percent share of each failure of the total failure sum is calculated. The accumulated shares are also calculated and plotted into the diagram by using a sum-curve.
23
Seite 23© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Pareto-Analysis – Model Solution
Quantity
Failure Types (Class)
Percent,
added up
10
20
30
50
40
20
40
60
100
80
36,0 %
60,7 %
76,4 %
91,0 %
32
100,0 %
22 14 13 8
Failure
Above upper tolerance A
Below under tolerance B
Missing screw C
Edges not completly
trimmed D
Lacquer failure on the
surface E
Mo
3
1
6
4
3
PercentTue
2
2
6
6
2
We
2
2
7
4
4
Thu
2
1
5
3
1
Fr
4
2
8
5
4
Sum
13,0
8,0
32,0
22,0
14,0
14,6
9,0
36,0
24,7
15,7
24
Seite 24© WZL/Fraunhofer IPT
The „Seven Q-Tools“: Pareto-Analyse - Minitab®
Count 32 22 14 13 8Percent 36,0 24,7 15,7 14,6 9,0Cum % 36,0 60,7 76,4 91,0 100,0
Count
Percent
Fehler
Untermaß
Übermaß
Lackierung
Entgratun
g Kanten
fehlende Schrauben
90
80
70
60
50
40
30
20
10
0
100
80
60
40
20
0
Pareto Chart of Fehler
Another possibility to create a Pareto-Analysis is to use certain software tools. The figure above shows the procedure with the help of Minitab®.
The Analysis indicates that missing screws form the largest failure class. Accordingly those faults should be eliminated first.
Annotation:
A Pareto-Analysis has to be evaluated carefully. It only provides an approach of rating faults. In this example the most frequent faults are observed without looking at the costs. If faults and costs are multiplied with each other a new Pareto-chart is generated and again it has to be evaluated carefully.
25
Seite 25© WZL/Fraunhofer IPT
The „Seven Q-Tools“: What if Pareto-Principal does not work?
Frequency per 1000
working hours for each dep.June - September
Loss of working time due to
problems for each dep.June - September
Amount of problemsfor each problem-type
June - September
Amount of computerbased
problems for each departementJune - September
0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6
If the analysis creates some sort of flat chart, which means that one bar does not exceed above the other one significantly, an appropriate sequence of types of failures can‘t be created. So another possibility of categorizing the collected data has to be found. Therefore the category with the highest difference in fault frequency is taken.
26
Seite 26© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Cause-Effect-Diagram
Man Machine Material
MethodManage-
ment
Measur-ability
Effect
contem-poraries
Cause-Effect Diagram
The Cause-Effect diagram – also known as Ishikawa-diagram –fractionises a problem into its possible causes. Doing this a cause can be fractionised in main and auxiliary causes. Finally all causes merge together and result in an effect.
Procedure:
First of all categories for the possible causes have to be defined. Usually these causes can be allocated to the “ 7M” (not necessarily). These
causes are being applied above arrows, which show to the problem via a main arrow. Afterwards causes are collected e.g. by brainstorming and assigned to the categories. Each cause is applied to one new arrow. For solving the problem it is important to choose an adequate branching factor.
27
Seite 27© WZL/Fraunhofer IPT
The „Seven Q-Tools“ – Cause-Effect-Diagram
The„Seven Q-Tools“ - Exercise to the Cause-Effect Diagram
A laser printer provides a poor printing quality. Possible reasons could be:
- wrong printer settings at the printer
- low toner status
- defect heating element
- dirty transport rolls
- poor paper quality
- machine is overloaded
- wrong toner type
- printer options are wrong at the pc
- fixer is too old
Create the Ishikawa diagram and sort these reasons by the categories man, material, method and machine.
28
Seite 28© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Cause-Effect-Diagram – Model Solution
Bad print results
Man Material
Method Machine
Wrong settings at
printer
Wrong print options at the pc
Machine is overloaded
Low toner status
Dirty rolls
Defect heating element
Poor paper quality
Wrong toner type
Fixer is too old
29
Seite 29© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Correlation Diagramtypical question: „Which connection exists between attribute X and Y?“
y
x
y
x
y
x
r = 0,7 > 0 r = 0 r = -0,7 < 0
positive correlation negative correlationno correlation
Pearson‘s correlation coefficient:
valuation: -1 ≤ r ≤ 1
−⋅
−
−
=
⋅
⋅
=
∑∑∑∑
∑∑∑
∑∑
∑
====
===
==
=
2n
1i
i
n
1i
2i
2n
1i
i
n
1i
2i
n
1ii
n
1ii
n
1iii
n
1i
2i
n
1i
2i
i
n
1i
i
y)(ynx)(xn
yx)y(xn
r
)y-(y)x-(x
)y-(y)x-(x
r
concrete meaning:
axes ratio of eclipse:
r = ±(1-a/b); a/b � [0, 1] for b>a
a b
Correlation Diagram
The correlation diagram is used to display data pairs. In a diagram they are displayed as dots. A statistical correlation can be made from the pattern of these dots.
Procedure:
After having determined at least 30 data pairs (better 50 – 100) they are registered in a X-Y-coordinate system. The X-axis refers to attribute 1, the Y-axis refers to attribute 2. If data pairs appear repeatedly, they are assigned with numbers of circles according to their frequencies. Then a straight line has to be drawn through the dot accumulation. If a dot is positioned near to the straight line we talk about a strong correlation, otherwise of a weak correlation. If the drawn dots appear as scatter plot there is no correlation at all. If the value of attribute 2 grows as while increasing attribute 1 we talk about a positive correlation, otherwise about a negative correlation.
To calculate the connection between the correlation the Pearson’s correlation coefficient can be used. An approximate value can be calculated by drawing a eclipse over the plot and then calculate the axes ratio (r).
30
Seite 30© WZL/Fraunhofer IPT
y
x
y
x
The „Seven Q-Tools“ – Correlation Diagram - Examples
Example positive Correlation (r>0):
� The more food, the fatter the cow
r = 0,7 > 0
positive correlation
r = -0,7 < 0
negative correlation
Example negative Correlation (r<0):
� increasing sales of umbrellas,
decreasing sales of sun cream
The value of the correlation coefficient is between -1 and 1:
-1 ≤ xr ≤ 1
The value of r can be:
IrI = 1: Complete explanation, so a complete correlation is given.
31
Seite 31© WZL/Fraunhofer IPT
y
x
The „Seven Q-Tools“ – Correlation Diagram - Anmerkungen
But: Be careful with „fake-correlationen“
r = 0 no correlation
In contrast to the proportionality, the
correlation is only a stochasticconnection.
The results have to be evaluated carefully!
Example no Correlation (r=0)
r=0: No existing correlation, the two characteristics have no linear interdependency.
Beware of „fake-correlation“:
There can be a mathematic correlation between the decline of the number of the storks in the Burgenland and the decline of newborns.
Of course, logically speaking, these incidents are not linked.
In contrast to proportionality the correlation is just a random combination. It is only possible to predict an approximate increase or decline:
A 200% increase of the cattle feed amount may cause a weight gain of about 10% or 20%.
With a constant acceleration a duplication of the hammer weight always causes a doubling of the force. Here a proportional context is given.
32
Seite 32© WZL/Fraunhofer IPT
The „Seven Q-Tools“ – Correlation Diagram - Exercise
BIPQuelle: Statistisches Bundesamt Schweiz, http://www.bfs.admin.ch/bfs/portal/de/index.html
Jahr BIP Dieselpreis
1993 358,3260 1,24
1994 367,7291 1,22
1995 372,2503 1,19
1996 373,9927 1,24
1997 380,5932 1,29
1998 390,1909 1,21
1999 397,8936 1,24
2000 415,5288 1,44
2001 422,4853 1,40
2002 431,0637 1,33
2003 433,3658 1,36
Mittelwert 394,8563 1,2873
Streuung 26,8993 0,0830
360 400 440
1,28
1,20
1,24
1,32
1,36
340 380 420
Die
selp
reis
1,40
1,44
1,48
A table with collected data from Switzerland, covering the years from 1993-2003, is given:
- Diesel price in SFr.
- GDP in billion SFr.
The interdependency of these characteristics shall be determined with the help of a correlation diagram.
Procedure:
1. Calculate the mean value
2. Calculate covariances
3. Calculate variance
4. Calculate standard deviation
5. Calculate correlation r
6. Verification of the statistical statement
Interpretation:
An increase of the GDP correlates with an increase of diesel price.
A larger sample would probably lead to a more definite result.
33
Seite 33© WZL/Fraunhofer IPT
Die „Seven Q-Tools“ – Correlation Diagramm - Exemplary Solution
Streuungsdiagramm
1,16
1,20
1,24
1,28
1,32
1,36
1,40
1,44
1,48
340,00 360,00 380,00 400,00 420,00 440,00
BIP und
Dieselpreise in Fr.
Linear (BIP und
Dieselpreise in Fr.)
R=0,7854
The points are near the straight line and show a positive correlation.
The correlation diagram shows that a GDP increase is associated with an increase of the diesel price.
The diagram is especially useful for displaying possible non-linear correlations.
34
Seite 34© WZL/Fraunhofer IPT
Types of Control Charts> Variable Attributes
variable
attributes
small control sample
size with median,
normally 3 or 5 pieces
great control sample
size,
normally more than 10
pieces
small control sample
size,
normally 3 or 5 pieces
Median/
range
mean value/
standard-deviation
mean value/
range
~X/R-card X/s-card X/R-card
Control Chart
The control chart is a graphical tool to clarify possible existing variations of quality characteristics. The quality characteristics are listed in a variable mode (e.g. length) or as attributive characteristics (good/bad) – depending upon the type of control chart – against the time. To detect non-coincidental occurrences there is a certain number of test criteria. Three of them are described exemplarily.
35
Seite 35© WZL/Fraunhofer IPT
Types of Control Charts: Attributive Attributs
attributive
attributs
failures per unit incorrect parts
constant sample
size, in general
> 5
c-card ~
variable sample
size
u-card ~
constant sample
size, in general
≥ 50
np-card ~
variable sample
size, in general
≥ 50
p-card
���� no consideration in the exercise
Attributive attributes
Qualitative attributes are considered if it is to expensive to consider variable attributes. The controlled samples will therefore be divided in „incorrect“ and „correct“.
36
Seite 36© WZL/Fraunhofer IPT
Quality Control Charts
mean value
X
range
R
median
X
range
R
mean value
X
range (variance)
S
median / original value
X, X1
III
I
IIIII
II
III
II
II
original value
X
floating range
R1
cumulative sums
Cusum
37
Seite 37© WZL/Fraunhofer IPT
The „Seven Q-Tools“ – Control Chart
Standard Tests
exceeding of
boundary value
more than 7 values at one side of the centre
line (run)
more than 7 values with the
samegradient´s sign (trend)
Additional Tests
1s
2s
3s
4 of 5 values
more than 1s onone side of
centre
1s
2s
3s
2 of 3 values on
the same side morethan 2s of the
centre
Procedure:
The upper and lower tolerance limit and action control limit are plotted against the Y-axis. The action control limit value is calculated by a formula depending on the control chart type. Then the measured quality characteristics are listed against the time and connected by lines. If some values exceed the action control limit there are systematic failures in the production line. Measures have to be taken to eliminate them.
38
Seite 38© WZL/Fraunhofer IPT
The „Seven Q-Tools“ - Process-Diagram
Process 1
Process 4
Process 2
Process 5
Start
End
Pro-
cess 3
Input A
Input B
Input C
Input D
Method A
Method B
Method C
Method D
Output A
Output B
Output C
Input D
...
...
...
...
Process Diagram
Process diagrams originally come from the information processing and serve the clear, graphical description of tasks. Their function is to display complex actions in a simple and logical way. Thus a complicated description can be spared.
The DIN 66001 gives information about notations of data flow plans etc.
Procedure:
To draw a process, information given by the preceding to the subsequent processes is necessary. In columns left and right to the process drawing the responsible employees, the necessary instruments and used methods, the exhibits and process results as well as information about the work implementations are associated. Depending on the range of the needed information it can be referred to a work instruction.
39
Seite 39© WZL/Fraunhofer IPT
Content
Teamwork and quality circle
Brainstorming, Brainwriting and Osborn-Checklist
The „Seven K-Tools“
The „Seven Q-Tools“
� The „Seven M-Tools“
The „Seven D-Tools“
The 5 W-Method
40
Seite 40© WZL/Fraunhofer IPT
The „Seven M-Tools“ - Introduction
M
Affinity DiagramUnbefriedigende
Situation
SchlechteArbeitsmoral
Unzufrie -
denheit hoher
Krankenstand
mangelnde
DisziplinUnp ünkt -
lichkeit
SchlechteArbeits-
ergebnisse
Schlechte
Termintreue hohe
Kosten
Nacharbeit
Viel
Ausschuss
UnzufriedeneKunden
ReklamationenKaum
Wiederverk äufe
Entt ä uschte
Erwartungen
Unbefriedigende
Situation
SchlechteArbeitsmoral
Unzufrie -
denheit hoher
Krankenstand
mangelnde
DisziplinUnp ünkt -
lichkeit
SchlechteArbeits -
ergebnisse
Schlechte
Termintreue hohe
Kosten
Nacharbeit
Viel
Ausschuss
UnzufriedeneKunden
ReklamationenKaum
Wiederverk äufe
Entt ä uschte
Erwartungen
Portfolio Diagram
AB
Preis
Leistung
D
C
eigenes Unternehmen
Wettbewerber
AABB
Preis
Leistung
DD
CC
eigenes Unternehmen
Wettbewerber
Matrix Diagram
Daten
Daten
Daten
Urs
achen
Date
n
Date
n
Date
n
Date
n
Date
nDaten
Daten
Daten
Daten
Daten
Pro
ble
me
Korr
ektu
rmaß
nahm
en
X
X
XX
Wechselbeziehungenstark
mäßigschwachX
Daten
Daten
Daten
Urs
achen
Date
n
Date
n
Date
n
Date
n
Date
nDaten
Daten
Daten
Daten
Daten
Pro
ble
me
Korr
ektu
rmaß
nahm
en
X
X
XX
Wechselbeziehungenstark
mäßigschwachX
Wechselbeziehungenstark
mäßigschwachX
Tree Diagram
Angst um den
Arbeitsplatz
Mangelnde
Fachkompetenz
Bequemlichkeit
Mangelnde
Sozialkompetenz
Imageverlust
Wollens-
barrieren
Kö nnens-
barrieren
Mö gliche Widerstä nde
gegen die Einfü hrung
von GruppenarbeitAngst um den
Arbeitsplatz
Mangelnde
Fachkompetenz
Bequemlichkeit
Mangelnde
Sozialkompetenz
Imageverlust
Angst um den
Arbeitsplatz
Mangelnde
Fachkompetenz
Angst um den
Arbeitsplatz
Mangelnde
Fachkompetenz
Bequemlichkeit
Mangelnde
Sozialkompetenz
Imageverlust
Bequemlichkeit
Mangelnde
Sozialkompetenz
Imageverlust
Wollens-
barrieren
Kö nnens-
barrieren
Wollens-
barrieren
Kö nnens-
barrieren
Mögliche Widerstände
gegen die Einführung
von Gruppenarbeit
Network Diagram
Projekt-start
Projekt-start
Projekt-ende
Ereignis
Ereignis
Ereignis Ereignis
Ereignis
Ereignis
Ereignis
Ereignis
Ereignis
Process Decision ProgramChart
Ziel
MittelMittel Mittel
Störung StörungStörung
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
ZielZiel
MittelMittelMittelMittel MittelMittel
StörungStörung StörungStörungStörungStörung
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Gegen-
maßnahme
Problem
1. Ursache
3. Ursache
2. Ursache
2. Ursache
1. Ursache
1. Ursache 1. Ursache
2. Ursache
3. Ursache3. Ursache
1. Ursache
2. Ursache
2. Ursache
3. Ursache
ProblemProblem
1. Ursache1. Ursache
3. Ursache3. Ursache
2. Ursache2. Ursache
2. Ursache2. Ursache
1. Ursache1. Ursache
1. Ursache 1. Ursache1. Ursache1. Ursache 1. Ursache1. Ursache
2. Ursache2. Ursache
3. Ursache3. Ursache 3. Ursache3. Ursache3. Ursache3. Ursache
1. Ursache1. Ursache
2. Ursache2. Ursache
2. Ursache2. Ursache
3. Ursache3. Ursache
Relations Diagram
Seven M-Tools
The Seven Management Tools, also called the Seven New Management and Planning Tools are a branch of methods to illustrate a problem solving processthrough the breakdown of information.
In contrast to the „Seven Q-Tools“ their aim is to sort a huge amount of (most likely verbal) information.
These Tools can be used in the planning and research phase.
The Seven M-Tools support the problem recognition, the finding and evaluation of solutions as well as their realisation.
41
Seite 41© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Affinity Diagram
Brainstorming
disaffection
high number of illnesslack of discipline
not on schedule
unpunctuality
high costs
rework
many scrabrework little resales
disappointed expectations
structuredillustration inthe Affinity
Diagram
mangelndeDisziplin
Unpünkt-lichkeit
ReklamationenKaumWiederverkäufe
EnttäuschteErwartungen
rework
not on schedule
highcosts
manyscrap
bad
working-results
un-punctuality
high numberof illnesses
dis-affection
lack ofdiscipline
bad employee
morale
unsatisfiedsituation
littleresales disappointed
expectations
complaints
unsatisfiedcustomers
Affinity Diagram
The Affinity Diagram organizes a large number of ideas under certain topics and titles. It is possible to find unknown and unrealised ideas and interdependencies within a topic and to identify and work out new approaches to solve a problem.
When to Use:
- When you are confronted with many facts or ideas in an apparent chaos
- When issues seem too large and complex to grasp
- When group consensus is necessary
Procedure:
The theme is being described in an understandable sentence.
Randomly spread notes on a large work surface so all notes are visible to everyone. Look for ideas that seem to be related in some way. Place them side by side. Repeat this until all notes are grouped. It’s okay to have “loners” that don’t seem to fit in a group. Combine groups into “super groups” if appropriate.
42
Seite 42© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Affinity Diagram
What represents
a successful
bicycle courier?
The „Seven M-Tools“ – Exercise to Affinity Diagram
A bicycle courier is very successful.
Reasons are amongst others:
- carefulness with sending
- simple payment
- appropriate price
- small queue time
- transport insured
- fast order acceptance
- telephonic availability
- fair billing
- adequate amount of drivers
- small transport time
- long trading hours
- no loss of sending
Arrange the reasons and name the categories.
43
Seite 43© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Affinity Diagram – Model Solution
What represents
a successful
bicycle courier?
small
transport time
fast
order
acceptance
small
queue
time
no loss
of sending
carefulness
with sending
Trans-
port
insured
simple
payment
fair
billing
appropriate
price
adequateamount of
drivers
longtrading
hours
telephonic
availability
high
availability
absolute
reliability
fast
transport
pricing
44
Seite 44© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Relations Diagram
Problem
3. cause 2. cause
2. cause1. cause 1. cause
1. cause 1. cause
2. cause1. cause 2. cause
2. cause 3. cause
3. cause 3. cause
Relations Diagram
The Relations Diagram shows cause-and-effect relationships. Just as importantly, the process of creating a relations diagram helps a group analyze the natural links between different aspects of a complex situation.
Procedure:
Write a statement defining the issue that the relations diagram will explore. Write it on a card or sticky note and place it at the top of the work surface.
Brainstorm ideas about the issue and write them on cards or notes.
For each idea, ask, “Does this idea cause or influence any other idea?”Draw arrows from each idea to the ones it causes or influences. Repeat the question for every idea.
Analyze the diagram:
Count the arrows in and out for each idea. Write the counts at the bottom of each box. The ones with the most arrows are the key ideas.
Note which ideas have primarily outgoing (from) arrows. These are basic causes.
Note which ideas have primarily incoming (to) arrows. These are final effects that also may be critical to address.
Draw bold lines around the key ideas.
45
Seite 45© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Relations Diagram - Example
informationmaterial
support by
upper mana-gement further
education
take awayemployees
fear
Definegoals
Building an
launch
teamincrease
knowledge of employees
Successful
useof M7
individualaspect
Hin / Weg
main effect
main cause
46
Seite 46© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Relations Diagram – Exemplary Solution
informationmaterial
0/3
support by
upper mana-gement
0/5furthereducation
3/3
take awayemployees
fear3/1
Definegoals
2/1
Building an
launch
team1/3
increase
knowledge of employees
2/1
Successful
useof M7
6/0
individualaspect
Hin / Weg
main effect
main cause
47
Seite 47© WZL/Fraunhofer IPT
The „Seven M-Tools“ - Portfolio
AB
Price
Efficiency
D
C
own company
competitor
Portfolio
In a Portfolio many objects are being contrasted. The objects are evaluated in two dimensions. Through this illustration possible developments and objectives can be derived.
Procedure:
Firstly all objectives which should be compared have to be defined.
After this choice two criteria have to be defined which evaluate the objectives. For those the units as well as the way of calculation have to be specified.
There is the possibility to draw a third criterion into the Portfolio with the help of differing the symbol size in the portfolio.
48
Seite 48© WZL/Fraunhofer IPT
The „Seven M-Tools“ - Portfolio - Example
engine-
performance
Price
1
2
A
ED
C
B
F
G
A-G: competitors
1: status of own company2: aspired status of own company
The size of the circle shows the sales volume of each company
49
Seite 49© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Matrix Diagram
1. Dim.
2.
Dim
.
2.
Dim
.1.
Dim
.
3. Dim.
1. Dim
. 2. D
im.
3. D
im.
1.
Dim
.3
. D
im.
4. Dim.
1.
Dim
.
2. Dim.
3.
Dim
.
L-Matrix T-Matrix Y-Matrix X-Matrix
strong
middle
weakcooperation
information
implementation
responsibility
+++
-
--
very positive
positive
neutral
negative
very negative
Matrix Diagram
The Matrix Diagram shows the relationship between two, three or four groups of information. It also can give information about the relationship, such as its strength, the roles played by various individuals or measurements.
Procedure:
At first it has to be defined which dimensions of a theme should be compared. Up to 4 dimensions can be chosen.
Each dimension is described through individual attributes. These can be gathered with the help of Brainstorming or Tree Diagrams.
Each cell shows a possible relationship between two attributes. For each it has to be checked, if a relation exists.
50
Seite 50© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Matrix Diagram in T-Form - Example
…
aims
functional area
development
production
production planning
quality control
distribution
…
DOE Q7 M7
fulfilment of
customer requirements
analysis of possible failures
in the forefront
controlled procedure to
abolish failures
improvement of
documentation
quality-
techniquesQFD FMEA SPC
QFD:
FMEA:SPC:
Quality Function Deployment
failure mode and effects analysis Statistical Process Control
DOE:
Q7:M7:
Design of Experiments
seven quality tools
seven management tools
cooperation
information
implementation
responsibility
weak
middle
weak
51
Seite 51© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Tree Diagram
cause 2.1
cause 1.2
cause 1.3
cause 1
cause 2
incidence/
problem
cause 1.1
cause 2.2
Tree Diagram
The Tree Diagram starts with one item that branches into two or more, each of which branches into two or more, and so on. Afterwards it looks like a tree, with trunk and multiple branches.
It is used to break down broad categories into finer and finer levels of detail. Developing the tree diagram helps to move the thinking step by step from generalities to specifics.
Procedure:
Develop a statement of the goal, project, plan, problem or whatever is being studied. Write it at the top (for a vertical tree) or far left (for a horizontal tree) of your work surface.
Ask a question that will lead you to the next level of detail.
Brainstorm all possible answers.
Show links between the tiers with arrows.
52
Seite 52© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Tree Diagram - Example
for of loosing the
workplace
lack of professional
competence
comfort
lack of social
competence
lost of imagePossible oppositions
against introduction of
group work
motivation
barrier
skill
barrier
53
Seite 53© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Network Diagram
Project-
start
Project-
end
incidence
incidence
incidence incidence
incidence
incidence
incidence
incidence
ES
earlieststart
EF
earliestfinish
LF latest
finish
LSlatest
start
lengthCalculation:
ES = EF-length
LS = LF-length
Network Diagram
The Network Diagram shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions. The network diagram lets you calculate the “critical path” of the project. This is the flow of critical steps where delays will affect the timing of the entire project and where addition of resources can speed up the project.
Procedure:
List all the necessary tasks in the project or process.
In the first step all tasks which can happen at the beginning of the project, without finishing another task, are identified. These are placed one below the other next to the project start.
In the following step all tasks are detected which can start when the previous and already pinned tasks are finished.
This step is repeated until all tasks are placed.
In the next step two tasks are linked, when one task can only start when the other one has ended.
54
Seite 54© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Exercise to Network Diagram
Develop a Networking Plan with the help of the information given in the table!
Which activities are on the critical path?
activity description length predecessor sucessor
turn a shaft turning 5 - S-harden
Milling a gear-wheel milling 7 - Z-Härten
found the housing founding 3 - grinding
harden the shaft S-harden 10 turning sub assembly
harden the gear wheel C-harden 11 milling sub assembly
grinding the housing grinding 5 founding final assembly
install shaft and
gear-wheel sub assembly 8S-harden,
C-hardenfinal assembly
Final housing
assemblyFinal assembly 5
grinding,
sub assembly -
cycle timeproductional
combination
Calculate the earliest times each task can start and finish, based on how long preceding tasks last. These are called earliest start (ES) and earliest finish (EF). Start with the first task, where ES = 0, and work forward.
For each task:
Earliest start (ES) = the largest EF of the tasks leading into this one
Earliest finish (EF) = ES + task time for this task
Calculate the latest times each task can start and finish without upsetting the project schedule, based on how long later tasks will last. These are called latest start (LS) and latest finish (LF). Start from the last task, where the latest finish is the project deadline, and work backwards.
Latest finish (LF) = the smallest LS of all tasks immediately following this one
Latest start (LS) = LF – task time for this task
With the help of the critical path analysis shortages can be avoided.
55
Seite 55© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Network Diagram
Start
Ende
56
Seite 56© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Network Diagram – Model Solution
0 5 5 15 18 26
0 7 7 18
0 3 3 8 26 31
3 8 8 18 18 26
0 7 7 18
18 21 21 26 26 315
final assembly
8
11
5
7
3
5
sub assembly
C-harden
grinding
milling
founding
turning S-harden
10
Start
Ende
Criticalpath
57
Seite 57© WZL/Fraunhofer IPT
The „Seven M-Tools“ – PDPC - Process Decision Program Chart
objective
resourcesresources resources
disturbance disturbancedisturbance
counter
measure
counter
measure
counter
measure
counter
measure
counter
measure
Process Decision Program Chart
The Process Decision Program chart systematically identifies what might go wrong in a plan under development. Counter measures are developed to prevent or offset those problems. By using PDPC, you can either revise the plan to avoid the problems or be ready with the best response when a problem occurs.
Procedure:
Obtain or develop a tree diagram of the proposed plan. This should be a high-level diagram showing the objective, a second level of resources and a third level of broadly defined tasks to accomplish the resources.
For each task on the third level, brainstorm what could go wrong.
Review all the potential problems and eliminate any that are improbable or whose consequences would be insignificant. Show the problems as a fourth level linked to the tasks.
For each potential problem, brainstorm possible counter measures. These might be actions or changes to the plan that would prevent the problem, or actions that would remedy it once it occurred. Show the countermeasures as a fifth level, outlined in clouds or jagged lines.
Decide how practical each counter measure is. Use criteria such as cost, time required, ease of implementation and effectiveness.
58
Seite 58© WZL/Fraunhofer IPT
The „Seven M-Tools“ – Problem Decision Diagram - Example
shipment process
automatic
combinationdouble
countseparate storage
of defect products
control of
barcodes
clear mark
ofdefect products
wrongproduct chosen
defect productschosen
wrong amountof products
shipmentrequest is
processed
shipmentrequest
received
Compilegoods for
shipping
59
Seite 59© WZL/Fraunhofer IPT
Content
Teamwork and quality circle
Brainstorming, Brainwriting and Osborn-Checklist
The „Seven K-Tools“
The „Seven Q-Tools“
The „Seven M-Tools“
� The „Seven D-Tools“
The 5 W-Method
60
Seite 60© WZL/Fraunhofer IPT
The „Seven D-Tools“ - Introduction
DSequentialApproach
Ziel
MittelMittel Mittel
Störung StörungStörung
Gegen-maßnahme
Gegen-maßnahme
Gegen-maßnahme
Gegen-maßnahme
Gegen-maßnahme
ZielZiel
MittelMittelMittelMittel MittelMittel
StörungStörung StörungStörungStörungStörung
Gegen-maßnahme
Gegen-maßnahme
Gegen-maßnahmeGegen-
maßnahmeGegen-
maßnahmeGegen-
maßnahme
Gegen-maßnahme
Gegen-maßnahme
Gegen-maßnahme
Gegen-maßnahme
ServQual Service FMEA
Service Blueprinting
Oberste Stufe
Aktivität 6
Aktivität 1
Aktivität 5
Aktivität 4 Aktivität 3Aktivität 2
Complaint Blueprint
Frequency-relevance-analysis
Preis
Leistung
D
Frequenz
Relevanz
D
AA
Vignette technique
Daten
Daten
Daten
Urs
achen
Date
n
Date
n
Date
n
Date
n
Date
n
Daten
Daten
Daten
Daten
Daten
Pro
ble
me
Korr
ektu
rmaß
nahm
en
X
X
XX
Wechselbeziehungenstarkmäßig
schwachX
Daten
Daten
Daten
Urs
achen
Date
n
Date
n
Date
n
Date
n
Date
n
Daten
Daten
Daten
Daten
Daten
Pro
ble
me
Korr
ektu
rmaß
nahm
en
X
X
XX
Wechselbeziehungenstarkmäßig
schwachX
Wechselbeziehungenstarkmäßig
schwachX
Seven D-Tools
Services feature themselves by a number of specific characteristics. They are immaterial (not sizable), integrative (the customer is always connected to a service), indivisible (production and consumption happen simultaneously) and fading (not superposable). To create more efficient and customer-oriented services a list of quality techniques is provided. They are summarized by the so-called „Seven D-Tools“.
61
Seite 61© WZL/Fraunhofer IPT
The „Seven D-Tools“ – Vignette technique
Daten
Daten
Daten
Causes
Date
n
Date
n
Date
n
Date
n
Date
n
Daten
Daten
Daten
Daten
Daten
Pro
ble
ms
Corr
ective
actions
X
X
XX
Wechselbeziehungen
strong
X
Wechselbeziehungen
X
Wechselbeziehungen
X
medium
weak
Vignette-Technique
Scenarios (Vignettes) of new services are created systematically and introduced to a certain customer group. With them the actual customer requirements can be determined and checked.
Procedure:
After setting up an idea and a target group, several criteria are determined and evaluated by the help of a preliminary interview. Afterwards the single parameter values are displayed in a Morphological Box, from which different Vignettes can be combined. The Vignettes are presented pair wise to the target group for rating them. The favoured one receives two, the other Vignette zero points. In case of a draw each Vignette receives one point. After several interviews some trends can be anticipated.
62
Seite 62© WZL/Fraunhofer IPT
Die „Seven D-Tools“ – Service Blueprinting
Oberste Stufe
Aktivität 6
Aktivität 1
Aktivität 5
Aktivität 4 Aktivität 3Aktivität 2
Service Blueprinting
Being some kind of workflow diagram the blueprint is used for visualizing the sequence of a certain service.
Procedure:
With the help of a Brainstorming certain activities referring to the customer are focused. After that the sequence of those activities is plotted.
63
Seite 63© WZL/Fraunhofer IPT
The „Seven D-Tools“ – Sequential Approach
dicturbance
aim
device device device
disturbance dicturbance
measuremeasure
measure
measure
measure
Sequential Approach
The Sequential Approach focuses the spots of contact, that were created during the Blueprinting, from a qualitative point of view. This works in a sequential way which means along the process of the service delivery.
Procedure:
The customer has got the opportunity to express positive or negative experiences concerning the single contact spots. The information is classified along a single path and compared to further customer information. During an evaluation the single statements are displayed below the sequence of services to visualize problems.
64
Seite 64© WZL/Fraunhofer IPT
The „Seven D-Tools“ – ServQual
benchmark
Dimension
1 2 3 4 5
average
partdimensions
total
reliability
deadline
possibility to express requirements
interest to satisfy requirements
cooperation
explanation of the admission procedure
employees were not to busy
souvereignity
cordiality
safe transactions
empathy
individual attention
material environment
ZPA attracts attention
employees were properly dressed
judgement
5 5 4
4 5 11
7 10 9
14 9 4
8 8 8
6 16 5
5 10 7
5 10 7
2,55
13 6 2 6 3 2,3
5 9 8
1 13 11
7 1 2,66
3 2 2,7
13 3 3,13
9 1 2,93
4 0 2,7
3 0 2,93
6 0 2,4
3 0 2,13
7 1 2,63
7 1 2,55
2,63
2,26
2,28
3,03
ServQual
ServQual is put together by the words „service“ and „quality“. With the help of a questionnaire the
strengths and failings of a company are collected.
Procedure:
The 22 questions have to be modified for each single company. The customer has to rate those
questions by following a given pattern.
65
Seite 65© WZL/Fraunhofer IPT
The „Seven D-Tools“ – Service FMEA
Company
Process
description
of process
Name
Date
possible
failuresconsequence cause measure effect
evaluation
of risk
ap
pe
ara
nce
imp
orta
nce
risk
evaluation
of riska
ppe
an
an
ce
imp
orta
nce
risk
Service FMEA
The Service FMEA includes an Analysis of potential failures, a risk evaluation, measures, suggested solutions as well as an evaluation.
66
Seite 66© WZL/Fraunhofer IPT
The „Seven D-Tools“ – Frequency-Relevance-Analysis
Relevance
Frequency
Frequency-Relevance-Analysis
The Frequency-Relevance-Analysis displays the frequency and the relevance of problems that were determined e.g. during ServQual.
Procedure:
The detected problems are rated by the customer with the help of a questionnaire. Afterwards the results are illustrated in a portfolio. The further a problem occurs to the upper left, the more immediately it has to be solved.
67
Seite 67© WZL/Fraunhofer IPT
The „Seven D-Tools“ – Complaint Blueprintcustomercomplaint
registration
- identification of the parts- type of reclamation
- date of manufacture
treatment of incorrect units
1. final check
- mechanical, visuelle control- electrical control
- temperature testsThe examination allegations depend on the product.
continous function control
etc.
Return of the ok-parts to the
customer2. detailled analyis-
- x-ray control
- dissection control
mechanical damage/
improper use.
customerresponsability
3. Ermittlung der Fehlerursache4. measuresplanning and enforcement
modelling of statisticy/
detection of reclamation
costs control of
success
statement to the
customer. denial or
acceptation
transfer to searching groups
beschädigtErgebnis i.O.
Ergebnis n.i.O.
Complaint Blueprint
The complaint management offers the opportunity to learn and grow from criticism.
68
Seite 68© WZL/Fraunhofer IPT
Content
Teamwork and quality circle
Brainstorming, Brainwriting and Osborn-Checklist
The „Seven K-Tools“
The „Seven Q-Tools“
The „Seven M-Tools“
� The „Seven D-Tools“
� The 5 W-Method
69
Seite 69© WZL/Fraunhofer IPT
The 5W-Method: How can it be used?
Designof new processes
Optimationof existing processes
5W-Method
The 5W-Method
Applications are at any situation, where it‘s necessary to understand the failure's origin e.g. during the design of new processes and to optimise existing processes.
Purpose:
- CIP (continuous improvement process) in production and administration
- Planning of new processes
- Problems and issues of any kind
70
Seite 70© WZL/Fraunhofer IPT
5W-Method- Example – montage of a frame
First W:Why had there been difficulties during the assembly of the shelf- unit ?
Answer:The wheelhouse was at the wrong position!
Second W:Why was the wheelhouse at the wrong position ?
Answer:Because the distance in the assembly appliance had been adjusted incorrectly!
Third W:Why was the distance in the appliance faulty adjusted ?
Answer:Because the sub-assembly used the wrong appliance!
Fourth W:Why did the sub-assembly use the wrong appliance?
Answer:The sub-assembly can hardly distinguish similar looking appliances!
Fifth W:Why are similar devices not well-defined in the sub-assembly?
Answer :There have been no numbers given by the fixture construction.
Identifying the causal problem – clearing faults !
Situation:During the equipment of a truck, a shelf-unit could not be mounted. The foreman now uses the 5W-Method during a CIP-meeting:
Problem:No possibility to identify fixtures
Solution:Fixture construction assigns fixture numbers to be placed with the work instructions
71
Seite 71© WZL/Fraunhofer IPT
Anmerkungen zum Format
Thanks for your attention!
Small cause – big effect!