DOCSLIB.ORG

Quality Improvement Tools Gina M

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Quality Improvement Tools Gina M Quality Improvement Tools Gina M. Berg, PhD, MBA Wesley Leadership Institute Quality Improvement Academy Learning Objectives At the end of this lesson, you should be able to: DESCRIBE • Improvement Model/PDSA • Flowchart (process analysis) • Brainstorming Benefit(s) • 5 Whys (root cause analysis) • Fishbone/Ishikawa diagram (root cause analysis) • Pareto chart (rank order by importance) • Control chart (performance over time) • LEAN • Six Sigma Definitions Quality Care Quality Improvement (IOM, Crossing Quality Chasm, 2001) (Hastings Center, 2003) Systematic, data-guided Safe activities designed to bring Timely about immediate improvements Effective in health care delivery in particular settings Equitable Patient centered Form of experiential learning Efficient Developing QI Project Why? Why? Why? Why? Why? IHI Model 1 What are we trying to accomplish? How will we know 2 that a change is an improvement? What changes can we 3 make that will result www.IHI.org Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The in an improvement? Improvement Guide: A Practical Approach to Enhancing Organizational Performance (2nd edition). San Francisco: Jossey-Bass Publishers; 2009. PDSA Cycle Plan small process change Implement or discard Execute on small scale Test or measure Continuous Quality Improvement Repeated Use of the Cycle Changes That Result in A P Improvement S D A P S D Hunches Theories Ideas Hit the mark Flow Chart Picture of the separate steps of a process in sequential order (http://asq.org/) Document a process Develop understanding Study for improvement Communicate to others Planning a project Complex Sepsis Flow Chart Brainstorming Spontaneous group discussion to produce ideas for problem solving Amass information Stimulate creative thinking Develop new ideas Fishbone Diagram: Purpose Cause and Effect Diagram Identifies causes of problems Sorts ideas into categories Methods Machines (equipment) Manpower (people) Materials Measurement Environment Example: Fishbone Diagram Example: Fishbone Diagram Why? Why? Why? Five Whys? Why? Why? Iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem Five iterations to reach underlying cause Six-Sigma tool Machines Examples: Fishbone Diagrams Pareto Charts: Definition & Purpose Visual depiction of significance and cumulative accountability Data driven Analysis of frequency of causes Prioritization/focuses attention on most significant Communication about cause significance with others http://asq.org Example: Pareto Chart Example: Pareto Chart Pareto Principle (80/20 Rule) 80/20 Rule Law of the vital few Principle of factor sparsity For many events, roughly 80% of the effects come from 20% of the causes (unequal distribution) Most things in life are not distributed evenly Throughput Example Question Example What are we trying to Improve efficiency of office visits accomplish? Improve patient satisfaction 1 How will we know that a Decreased elapsed time from change is an improvement? patient check-in to patient check- 2 out What changes can we make that will result in an 3 improvement? www.IHI.org Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (2nd edition). San Francisco: Jossey-Bass Publishers; 2009. Throughput Flow Chart T0 Scheduled appointment ET7 = T1 to T7 time ET8 = T0 to T7 ET0 T1 T2 T3 T4 First Patient Nurse Patient Contact ET1 “Arrived” ET2 ET3 “Ready” ET4 T5 T6 T7 Provider Provider Done Patient ET5 Start Or Nurse Needed ET6 Discharged Throughput Fishbone Diagram Delay to First Contact Nurse Delay Patient Late UA needed Long Line Room not ready Computer Issue With another patient Other Other Delays in Supplies missing Didn’t check out Throughput Review records Went to lab Outside records missing Went to referral Other Other Delay to Physician Delay to Checkout Throughput Data Collection Check In Delays N= 87 Nurse Delays N= 87 Patient arrived late 13 15% Room not ready 46 53% Long line 17 20% UA needed prior 25 29% Computer issue 26 30% With another patient 13 15% Other 31 36% Other 28 32% Physician Delays N= 87 Check Out Delays N= 87 Med student saw patient first 19 22% Patient didn’t stop at front desk 24 28% Needed to review records 9 10% Patient went to lab 22 25% Outside records missing 12 14% Patient went for referral 17 20% Supplies missing 29 33% Other 4 5% Throughput Pareto Chart Throughput Pareto Chart Throughput Example Question Example What are we trying to Improve efficiency of office visits accomplish? Improve patient satisfaction 1 How will we know that a Decreased elapsed time from change is an improvement? patient check-in to patient check- 2 out What changes can we make • Back office supports front desk that will result in an • Standardize exam rooms 3 improvement? • Preview records day before www.IHI.org Langley GL, Moen R, Nolan KM, Nolan TW, Norman CL, Provost LP. The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (2nd edition). San Francisco: Jossey-Bass Publishers; 2009. Throughput Example Repeated Use of the Cycle Changes That Result in A P Improvement S D Preview patient records A P Standardize exam rooms S D Back office supports front desk high volume Ideas Control Charts Single quality characteristic measured or computed Analysis indicates process In control: stable (variation only coming from sources common to the process) Out control: Identify sources of variation Predict future performance Control Charts Six Sigma Problem-solving methodology Minimize mistakes (cost) Sigma scale is universal measure Sigma Percent Defective Per Million 1 69% 691,462 2 31% 308,538 3 6.7% 66,807 4 0.62% 6,210 5 0.023% 233 6 0.00034% 3.4 7 0.0000019% 0.19 LEAN Maximize customer value while minimizing waste Seven Forms of Waste Form of Waste Explanation Transport Movement product/materials Waiting Operator idleness Overproduction More than customer requires Defect Anything fails to meet specifications Inventory Financial resources, at-risk Motion Movement that does not add value Extra Processing Process that does not add value Problems are man-made, therefore may be solved by man. John F. Kennedy The outcome depends upon the knowledge and persistence of the people involved. Important Dates Session Day/Date Time Venue Topic 06 Thursday, 3/24 Noon - 1pm Cessna Building QI Toolkit #4: Control Charts 07 Thursday, 4/28 Noon - 1pm Cessna Expand QI Knowledge #1: Error & Risk 08 Thursday, 5/26 Noon - 1pm Cessna Building QI Toolkit #5: TeamSTEPPS 09 Thursday, 6/23 Noon - 1pm Cessna Expand QI Knowledge #2: Just Culture 10 Thursday, 7/28 Noon - 1pm Cessna Expand QI Knowledge #3: High Reliability Org 11 Thursday, 8/25 Noon - 1pm Cessna Expand QI Knowledge #4: Disparities 12 Thursday, 9/22 Noon - 1pm Cessna Quality Forum Present QI Project (IHI Prep) * WLI QIA typically meets 4th Thursday of month; please note12/3 is first Thursday due to holidays THANK YOU EVERYDAY YOU SHOULD ASK YOURSELF HOW CAN I IMPROVE? Wesley Leadership Institute Quality Improvement Academy .
Load more

Recommended publications
  • Statistical Process Control Tools: a Practical Guide for Jordanian Industrial Organizations
    Volume 4, Number 6, December 2010 ISSN 1995-6665 JJMIE Pages 693 - 700 Jordan Journal of Mechanical and Industrial Engineering www.jjmie.hu.edu.jo Statistical Process Control Tools: A Practical guide for Jordanian Industrial Organizations Rami Hikmat Fouad*, Adnan Mukattash Department of Industrial Engineering, Hashemite University, Jordan. Abstract The general aim of this paper is to identify the key ingredients for successful quality management in any industrial organization. Moreover, to illustrate how is it important to realize the intergradations between Statistical Process Control (SPC) is seven tools (Pareto Diagram, Cause and Effect Diagram, Check Sheets, Process Flow Diagram, Scatter Diagram, Histogram and Control Charts), and how to effectively implement and to earn the full strength of these tools. A case study has been carried out to monitor real life data in a Jordanian manufacturing company that specialized in producing steel. Flow process chart was constructed, Check Sheets were designed, Pareto Diagram, scatter diagrams, Histograms was used. The vital few problems were identified; it was found that the steel tensile strength is the vital few problem and account for 72% of the total results of the problems. The principal aim of the project is to train quality team on how to held an effective Brainstorming session and exploit these data in cause and effect diagram construction. The major causes of nonconformities and root causes of the quality problems were specified, and possible remedies were proposed. © 2010 Jordan Journal of Mechanical and Industrial Engineering. All rights reserved Keywords: Statistical Process Control, Check sheets, Process Flow Diagram, Pareto Diagram, Histogram, Scatter Diagram, Control Charts, Brainstorming, and Cause and Effect Diagram.
    [Show full text]
  • Tyson Foods Presentation Template
    2019 Meat Industry Food Safety Conference Chicago, IL September 4, 2019 A Practitioner’s Reflections on SQC & SPC A Practitioner’s Reflections - On The Use Of SPC/SQC Techniques; or, How much education does a microbiologist, straight out of college, have on the application of SPC/SQC in a manufacturing environment? A Practitioner’s Reflections - On The Use Of SPC/SQC Techniques; or more specifically, why: - Is USDA tagging up my hotdogs? - Are customers complaining? - Is there is so much rework? - Am I addressing the same problem over and over? Statistical Quality Control (SQC) Statistical quality control (SQC) is defined as the application of the 14 statistical and analytical tools (7-QC and 7-SUPP) to monitor process outputs (dependent variables). Statistical Process Control (SPC) Statistical process control (SPC) is the application of the same 14 tools to control process inputs (independent variables). Although both terms are often used interchangeably, statistical quality control includes acceptance sampling where statistical process control does not. ASQ.ORG (2019) 4 SPC SQC Inputs Outputs Raw materials Finished product (lot) Process steps Manufacturer Customer / Consumer Establishment USDA/FSIS, FDA Raw Materials Step 1 Finished Product Step 2 Step # 5 Frederick W. Taylor Promoted “scientific management” principles to significantly increase economic productivity in the factory, by closely observing a production process and then simplifying the process into specific, individualized tasks. Utilizing time and sequential motion studies,
    [Show full text]
  • Cause and Effect Diagrams
    Online Student Guide Cause and Effect Diagrams OpusWorks 2019, All Rights Reserved 1 Table of Contents LEARNING OBJECTIVES ....................................................................................................................................4 INTRODUCTION ..................................................................................................................................................4 WHAT IS A “ROOT CAUSE”? ......................................................................................................................................................... 4 WHAT IS A “ROOT CAUSE ANALYSIS”?...................................................................................................................................... 4 ADDRESSING THE ROOT CAUSE .................................................................................................................................................. 5 ROOT CAUSE ANALYSIS: THREE BASIC STEPS ........................................................................................................................ 5 CAUSE AND EFFECT TOOLS .......................................................................................................................................................... 6 FIVE WHYS ...........................................................................................................................................................6 THE FIVE WHYS ............................................................................................................................................................................
    [Show full text]
  • Process Optimization Methods
    Process optimization methods 1 This project has been funded with support from the European Commission. This presentation reflects the views only of the auth or, and the Commission cannot be held responsible for any use which may be made of the information contained therein. LLP Leonardo da Vinci Transfer of Innovation Programme / Grant agreement number: DE/13/LLP-LdV/TOI/147636 Contents Contents .................................................................................................................................................. 2 Figures ..................................................................................................................................................... 2 Introduction ............................................................................................................................................. 4 Definition of Process optimization .......................................................................................................... 4 Process optimization methods- Approaches ........................................................................................... 5 BPR – Business process reengineering ................................................................................................ 5 Lean Management............................................................................................................................... 5 Kaizen (CIP) .........................................................................................................................................
    [Show full text]
  • Root Cause Analysis of Defects in Automobile Fuel Pumps: a Case Study
    International Journal of Management, IT & Engineering Vol. 7 Issue 4, April 2017, ISSN: 2249-0558 Impact Factor: 7.119 Journal Homepage: http://www.ijmra.us, Email: [email protected] Double-Blind Peer Reviewed Refereed Open Access International Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, U.S.A., Open J-Gage as well as in Cabell‟s Directories of Publishing Opportunities, U.S.A ROOT CAUSE ANALYSIS OF DEFECTS IN AUTOMOBILE FUEL PUMPS: A CASE STUDY Saurav Adhikari* Nilesh Sachdeva* Dr. D.R. Prajapati** ABSTRACT Quality can be directly measured from the degree to which customer requirements are satisfied. Some problems were reported by the customers of the automobile company under study in the fuel pumps; which is used in an automobile to transfer the fuel from fuel tank to fuel injection system after filtration.This paper presents the implementation of Quality Control tools– Check Sheet, Fishbone Diagram(or Ishikawa Diagram), ParetoChartand 5-Why analysis tools for identification and elimination of the root cause/s responsible for malfunctioning of the fuel pump in customers‟ cars. From the Check sheet and Pareto analysis, two major defects were identified which accounted for more than 80% of the problems being reported. The root causes of these two defects affecting the product quality of the company were then further analyzed using the 5- Why analysis. Keywords: Quality Control Tools, Ishikawa Diagram, Pareto Chart, 5-Why Analysis * Undergraduate Student, Department of Mechanical Engineering, PEC University of Technology, (formerly Punjab Engineering College), Chandigarh ** Associate Professor& Corresponding Author, Department of Mechanical Engineering, PEC University of Technology (formerly Punjab Engineering College), Chandigarh 90 International journal of Management, IT and Engineering http://www.ijmra.us, Email: [email protected] ISSN: 2249-0558Impact Factor: 7.119 1.
    [Show full text]
  • THE 7Th EXPLORATORY WORKHOP "DEFENSE RESOURCES MANAGEMENT - TRENDS and OPORTUNITIES"
    REGIONAL DEPARTMENT OF DEFENSE RESOURCES MANAGEMENT STUDIES THE 7th EXPLORATORY WORKHOP "DEFENSE RESOURCES MANAGEMENT - TRENDS AND OPORTUNITIES" ISSN: 2286 - 2781 ISSN- L: 2286 - 2781 COORDINATOR: Junior lecturer Brînduşa POPA National Defense University “Carol I” Publishing House Bucharest 2012 THE 7th EXPLORATORY WORKHOP "DEFENSE RESOURCES MANAGEMENT - TRENDS AND OPORTUNITIES" WORKSHOP COMMITTEE: Col. Senior Lecturer Cezar VASILESCU, PhD. Col. Military Professor Daniel SORA, PhD. University Lecturer Maria CONSTANTINESCU, PhD. Junior Lecturer Aura CODREANU, PhD. Junior Lecturer Brînduşa POPA, PhD candidate SESSION CHAIRMEN Col. Senior Lecturer Cezar VASILESCU, PhD. Col. Military Professor Daniel SORA, PhD. University Lecturer Maria CONSTANTINESCU, PhD. Junior Lecturer Aura CODREANU, PhD. Junior Lecturer Brînduşa POPA, PhD candidate 2 THE 7th EXPLORATORY WORKHOP "DEFENSE RESOURCES MANAGEMENT - TRENDS AND OPORTUNITIES" 08 November 2012 Proceedings of the workshop unfolded during the Defense Resources Management Course for Senior Officials Conducted by the Regional Department of Defense Resources Management Studies 01 October - 23 November 2012 Braşov ROMÂNIA 3 This page is intentionally left blank 4 CONTENTS SECURITY RISK MANAGEMENT NON-GOVERNMENTAL ORGANIZATION APPROACH CPT CDR Călin AVRAM……………………………………………………..………………..7 COMMUNICATION IN MILITARY ORGANIZATIONS CPT CDR Marius BĂNICĂ……………………………………………………………………20 CONSIDERATION ABOUT GROUP DECISION MAKING PROCESS CPT. CDR Marian BOBE…………………………………………………………………...…...39 CONSIDERATION ABOUT POLITICAL
    [Show full text]
  • Chapter 5: Quality Tools for Six Sigma 2
    Six Sigma Quality: Concepts & Cases‐ Volume I STATISTICAL TOOLS IN SIX SIGMA DMAIC PROCESS WITH MINITAB® APPLICATIONS Chapter 5 Quality Tools for Six Sigma Basic Quality Tools and Seven New Tools ©Amar Sahay, Ph.D. 1 Chapter 5: Quality Tools for Six Sigma 2 Chapter Highlights This chapter deals with the quality tools widely used in Six Sigma and quality improvement programs. The chapter includes the seven basic tools of quality, the seven new tools of quality, and another set of useful tools in Lean Six Sigma that we refer to –“beyond the basic and new tools of quality.” The objective of this chapter is to enable you to master these tools of quality and use these tools in detecting and solving quality problems in Six Sigma projects. You will find these tools to be extremely useful in different phases of Six Sigma. They are easy to learn and very useful in drawing meaningful conclusions from data. In this chapter, you will learn the concepts, various applications, and computer instructions for these quality tools of Six Sigma. This chapter will enable you to: 1. Learn the seven graphical tools ‐ considered the basic tools of quality. These are: (i) Process Maps (ii) Check sheets (iii) Histograms (iv) Scatter Diagrams (v) Run Charts/Control Charts (vi) Cause‐and‐Effect (Ishikawa)/Fishbone Diagrams (vii) Pareto Charts/Pareto Analysis 2. Construct the above charts using MINITAB 3. Apply these quality tools in Six Sigma projects 4. Learn the seven new tools of quality and their applications: (i) Affinity Diagram (ii) Interrelationship Digraph (iii) Tree Diagram (iv) Prioritizing Matrices (v) Matrix Diagram (vi) Process Decision Program Chart (vii) Activity Network Diagram 5.
    [Show full text]
  • Quality Improvement of Capacitors Through Fishbone and Pareto Techniques
    International Journal of Recent Technology and Engineering (IJRTE) ISSN: 2277-3878, Volume-8 Issue-2, July 2019 Quality Improvement of Capacitors through Fishbone and Pareto Techniques Ravi Shankar Raman, Yadavalli Basavaraj Abstract: In the present scenario there are various methods 1) Increase customer’s satisfaction level. are available to improve and control the product quality of any 2) Reduce the product variations. organization but it is necessary to continue monitoring and 3) Improvement in manufacturing process. measuring the process so that product quality can be maintain. Through this paper try to examined the various defects during 4) Increase in productivity. capacitor manufacturing process by using fishbone and Pareto 5) Reduce the rework activity. analysis. To analyze the various defects, three months data has 6) Increase in financial performance. been collected from October 2018 to December 2018 and 7) Increase in market share. analyze all the defects through fishbone and Pareto chart. The 8) Improve in internal or external communications activity. outcomes of the research show that the maximum problem was 9) On time delivery of product. arises from the capacitor’s winding and welding process and have to mainly focus on those area so that defects can be In the production, we can use the Pareto technique for controlled up to maximum extend. To minimize all the defects, analysis the performance of product or Process. This analysis prepare fishbone diagram which shows all the root causes of can strengthen with the help of fishbone analysis, first identify defects and afterward analyze through pareto chart. Now follow the root cause through cause and effect diagram then cause some suggestive action to reduces the defects and improve the can further studies through Pareto chart.
    [Show full text]
  • Pareto Chart
    Pareto Chart Usage Pareto analysis is a way of organizing data to show what major factor(s) are significantly contributing to the effect being analyzed (i.e., how much each cause contributes to the problem at hand). Such analysis can help you: • choose a starting point for problem solving • identify the Root Cause of a problem • monitor success in a process improvement program A Pareto Chart is a type of histogram in which the height of each bar represents the relative contribution of that element to the overall problem. Consistent with the "80-20" rule ("80% of the results are produced by 20% of the causes"), Pareto Charts usually reveal that a majority of the problematic results of a process can be traced to only a few specific causes. Having identified the Root Causes with a Pareto Chart, you can then make changes to the process, confident that you are working with the "vital few" sources of problems rather than the "trivial many". Instructions To construct a Pareto Chart, follow these instructions: 1. Use data collected in a Checksheet. 2. Select the categories of information to be included, and establish a standard unit of measurement. 3. Rank the data in descending order. 4. Construct a vertical bar chart with the categories listed left to right in descending order: • The horizontal (X) axis represents the categories or defect types. • The left vertical (Y) axis represents the statistic of interest (e.g., cumulative total of occurrences, number of defects). • The right vertical (Y) axis represents a cumulative percent of occurrences. 5. Analyze the pattern displayed: • If the pattern is relatively flat (i.e., different categories contribute equally to the result), reconsider your categories (e.g., restratify the data) and make a new Chart.
    [Show full text]
  • Guidance Notes: Ishikawa Diagrams
    Guidance Notes: Ishikawa Diagrams Introduction Ishikawa diagrams (also called fishbone diagrams or cause-and-effect diagrams ) are diagrams that show the causes of a certain event or problem. A common use of the Ishikawa diagram is in product design, to identify potential factors causing an overall effect and to help identify the root cause of non-conformances. Ishikawa diagrams were proposed by Kaoru Ishikawa in the 1960s, who pioneered quality management processes in the Kawasaki shipyards, and in the process became one of the founding fathers of modern management. It was first used in the 1960s, and is considered one of the seven basic tools of quality management, along with the histogram, Pareto chart, check sheet, control chart, flowchart, and scatter diagram. See Quality Management Glossary. It is known as a fishbone diagram because of its shape, similar to the side view of a fish skeleton. Causes Causes in the diagram are often based on a certain set of causes, such as the 6 M's, described below. Cause-and-effect diagrams can reveal key relationships among various variables, and the possible causes provide additional insight into process behavior. Causes in a typical diagram are normally grouped into categories, the main ones of which are: • The 6 Ms: Men/people, machines, methods, materials, measures, mother nature • 4 Ps – Places, Procedures, People, Politics • 4 Ss – Surroundings, Suppliers, Systems, Skills Causes should be derived from brainstorming sessions. Then causes should be sorted through affinity-grouping to collect similar ideas together. These groups should then be labeled as categories of the fishbone. They will typically be one of the traditional categories mentioned above but may be something unique to our application of this tool.
    [Show full text]
  • Pareto Analysis and Check Sheets
    Performance Excellence in the Wood Products Industry Statistical Process Control Part 3: Pareto Analysis & Check Sheets EM 8771 • January 2002 Scott Leavengood and James E. Reeb art 1 in this series introduced the reader to Statistical Process Control, and Part 2 provided an overview of how and why SPC works. Part 3 begins the step-by-step Pprocess of building the practical skills necessary for hands-on implementation of SPC. This report discusses Pareto analysis, a tool we can use to help decide how and where to begin using SPC. We also discuss check sheets, which are data collection tools that may be used in Pareto analysis. Part 4 discusses flowcharts. Future publications in the series will discuss case histories of wood products firms using SPC, providing real-world evidence of the benefits of SPC and examining pitfalls and successful approaches. Where to begin an SPC program? Most manufacturing processes are sufficiently complex that at first glance it may seem impossible to decide where to begin using SPC techniques. SPC programs that attempt to monitor too many process variables are quickly overwhelmed by the time and labor required to collect, analyze, plot, and interpret the data. In such cases, SPC seems too time consuming and expensive to be of any benefit. The life expectancy of SPC in a company depends heavily on the results of the first few projects undertaken. With this kind of pressure, how do you decide where to begin? Obviously, we cannot measure everything. We must focus initially on the most import- ant quality problems to get the “biggest bang for the buck.” This is especially true in the early stages of an SPC program when personnel are likely to be skeptical of SPC and hesi- tant to make the necessary changes.
    [Show full text]
  • Seven Basic Tools of Quality Control: the Appropriate Techniques for Solving Quality Problems in the Organizations
    UC Santa Barbara UC Santa Barbara Previously Published Works Title Seven Basic Tools of Quality Control: The Appropriate Techniques for Solving Quality Problems in the Organizations Permalink https://escholarship.org/uc/item/2kt3x0th Author Neyestani, Behnam Publication Date 2017-01-03 eScholarship.org Powered by the California Digital Library University of California 1 Seven Basic Tools of Quality Control: The Appropriate Techniques for Solving Quality Problems in the Organizations Behnam Neyestani [email protected] Abstract: Dr. Kaoru Ishikawa was first total quality management guru, who has been associated with the development and advocacy of using the seven quality control (QC) tools in the organizations for problem solving and process improvements. Seven old quality control tools are a set of the QC tools that can be used for improving the performance of the production processes, from the first step of producing a product or service to the last stage of production. So, the general purpose of this paper was to introduce these 7 QC tools. This study found that these tools have the significant roles to monitor, obtain, analyze data for detecting and solving the problems of production processes, in order to facilitate the achievement of performance excellence in the organizations. Keywords: Seven QC Tools; Check Sheet; Histogram; Pareto Analysis; Fishbone Diagram; Scatter Diagram; Flowcharts, and Control Charts. INTRODUCTION There are seven basic quality tools, which can assist an organization for problem solving and process improvements. The first guru who proposed seven basic tools was Dr. Kaoru Ishikawa in 1968, by publishing a book entitled “Gemba no QC Shuho” that was concerned managing quality through techniques and practices for Japanese firms.
    [Show full text]