1111111

Chapter 4PF/CE/CNX/SOP

2222222

Used to analyze data graphically to check the overall distribution

Used hand-in-hand with the histogram and the control chart

An efficient data organizer that has the first measurement digits in the first column and the remaining digits in the second column

The goal is to get a picture of the distribution, so a split stem may be necessary

Stemplots

2.2 72.3 6 9 12.4 3 5 4 3 82.5 1 6 7 82.6 3 1 2 72.7 2 52.8 3 8 1 12.9 2 6

Stem

3333333

Create a stemplot for the following set of numbers

Add specification limits and ask yourself, “What is the location, shape and spread?”

What about a split stem?

Stemplot exercise

4.90 4.64 4.51 4.37 4.914.36 4.65 4.35 4.54 4.744.47 4.80 4.53 4.27 4.634.04 4.43 4.26 4.18 4.42

4444444

A graphical table that shows all the different values from a set of data, the pattern of the data and number of times they occur in the data set.

Objective◦ Organize the data◦ Condense the data information if

the information is to vast◦ Obtain a distribution pattern (*use

the G chart – see Table B.7, or )

Tally Chart

2.2 X2.3 X X X2.4 X X X X X2.5 X X X X2.6 X X X X2.7 X X2.8 X X X X X2.9 X X

n

5555555

Create a tally chart for the following set of numbers

Add specification limits and ask yourself, “What is the location, shape and spread?”

Tally Chart Exercise

4.90 4.64 4.51 4.37 4.914.36 4.65 4.35 4.54 4.744.47 4.80 4.53 4.27 4.634.04 4.43 4.26 4.18 4.42

6666666

A table that shows all the different values from a set of data and the number of times they occur in the data set.

Objective◦ Organize the data◦ Condense the data information if

the information is too vast◦ Obtain a distribution pattern (*use

the G chart Table B.2 or )

Frequency Distribution

Measurement Frequency2.2 12.3 32.4 52.5 42.6 42.7 22.8 42.9 2total n= 25

n

7777777

Create a frequency distribution for the following set of numbers

Worksheet *

* Start with a tally chart

Frequency Distribution Exercise

4.90 4.64 4.51 4.37 4.914.36 4.65 4.35 4.54 4.744.47 4.80 4.53 4.27 4.634.04 4.43 4.26 4.18 4.42

Measurement Frequency

total n=

8888888

Pareto Charts

Focus on the “Critical Few” vs. the “Trivial Many”

Where would you focus your attention?

0

10

20

30

40

50

60

70

80

# of

Late

Flig

hts

AirplaneArrived Late

MechanicalDifficulty

Moldy Food LateLuggage

InclimateWeather

Air TrafficControlProblem

FuelingProblem

Reasons

Reasons For Late Flights at "Wingin' it" Airlines

9999999

Pareto Chart (cont.)

Etching #1 Problem$$ wise

Soldering #1 Problem

Frequency wise

Pareto Diagram of IC Board Defects Using Monetary Loss

0

200

400

600

800

1000

1200

Etching Soldering MoldingProblem

Cracking Other

Mon

etar

y Lo

ss ($

)

0%

20%

40%

60%

80%

100%

120%

Pareto Diagram of IC Board Using Frequency of Defects

0

20

40

60

80

100

120

140

Soldering Etching MoldingProblem

Cracking Other

Freq

uenc

y of

Def

ects

0%

20%

40%

60%

80%

100%

120%

10101010101010

Defect Check Sheet

Based on the information above, and using the next page, make a Pareto chart.

Department Assy & Test

Beginning Date Jan 1

Ending Date Jan 31

Description of Problem Late shipments to customer

Reasons

No parts xxxxx

Late parts xxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Nonconforming parts xxxxxxxxxxxxxxxxxxxx

No paperwork xxxxxxxxxx

Incorrect paperwork xxxxxxxxxxxxxxx

11111111111111

Pareto Chart exercise

30 100%

2890%

26

24 80%

2270%

20

18 60%

1650%

14

12 40%

1030%

8

6 20%

410%

2

12121212121212

Teams should be comprised of key individuals directly involved with the process being addressed. Other functional representatives can be brought in as needed. Each individual brings unique expertise and perspective to the team and melds that with the talents of the other team members.

The team process leads to decisions of higher quality than those arrived at by individuals. Moreover, members of a team are much more willing to take ownership in the resultant decisions and to actively pursue their successful implementation.

 

Form Team

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Brainstorming

1. Clearly state the problem and make sure that all team members understand it.2. Allow each team member to present his or her ideas.3. Record each suggestion exactly as it was stated. Make no preliminary judgments on ideas.4. Decide which ideas should be acted upon first, which ones can wait, and which ones aren't applicable.5. Decide how each idea will be acted upon. Determine who is responsible and when those actions will be done by.6. Document all results for use in future meetings, or as evidence that the problem is fixed.7. Create a file somewhere in the department to document what problems have been fixed, and what problems still need to be worked on.8. If a project is generated from the Brainstorm session, before leaving the meeting make sure that everyone understands who is Responsible, who is Accountable, who are the key Contacts, and whom we should keep Informed throughout the project.

1. Clearly state the problem and make sure that all team members understand it.2. Allow each team member to present his or her ideas.3. Record each suggestion exactly as it was stated. Make no preliminary judgments on ideas.4. Decide which ideas should be acted upon first, which ones can wait, and which ones aren't applicable.5. Decide how each idea will be acted upon. Determine who is responsible and when those actions will be done by.6. Document all results for use in future meetings, or as evidence that the problem is fixed.7. Create a file somewhere in the department to document what problems have been fixed, and what problems still need to be worked on.8. If a project is generated from the Brainstorm session, before leaving the meeting make sure that everyone understands who is Responsible, who is Accountable, who are the key Contacts, and whom we should keep Informed throughout the project.

14141414141414

A diagramming tool that is used to trace the process from start to finish

Symbols represent actions Used to identify waste and

make the process clear to the team

Process Flow Chart

15151515151515

Why create a process flow

Any Process Has At Least Three Versions

What You THINK It Is

What It ACTUALLY Is

What it SHOULD Be

16161616161616

Process mapping symbols

BLUEActivity(Operation)

GREENTransportation(Product Movement)

IYELLOW Inspection (Decision)

TANStorage(File)S

BLACKTo next product step

PINK Delay

17171717171717

Process mapping

18181818181818

1. Determine the boundaries of the process

2. Determine the major steps in the process

3. Sequence the major steps4. Fill in the minor steps5. Draw the flowchart with the

appropriate symbols6. Test the chart for

completeness7. Finalize the chart

Process Mapping “How to”

19191919191919

Class Exercise

Create a Process Flow diagram for studying for a test.

20202020202020

Cause & Effect Diagram

Also known as a Fishbone or Ishikawa diagram

Measurement Method Machine

Manpower Materials Mothernature

Measure .433-.435

(C) Location of where

measurement is taken (Jim A)

(X) Tools used to measure

(X) # of points to measure

(X) Different methods for

measurment (Jim

(X) Placement of tube in machine for sizing (Tony /

Haus)

(X) Cutoff

(C) Plug gages

(X) Collet only has three sides

(X) Training measuring

tools (Brent)

(N) Material hardness

(N) Wall thickness

(N) Different certs/size

(C) Raw tube is oversize

The 6M’s

(N) Fluid temp

21212121212121

Cause & Effect Diagram

MOTHER NATURE

MACHINEMEASUREMENT

METHOD

RESPONSE

MATERIAL

MANPOWER

Causes( Sources of Variation or Variables )

Effect( Response or Output Variable )

Partition the Variables:C=N=X=

22222222222222

Cause & Effect C/N/X’s

C = those variables which must be held constant and require standard operating procedures to insure consistency. Consider the following examples: the method used to enter information on a billing form, the method used to load material in a milling or drilling process, the autoclave temperature setting.

N = those variables which are noise or uncontrolled variables and cannot be cheaply or easily held constant. Examples are room temperature or humidity.

X = those variables considered to be key process (or experimental) variables to be tested in order to determine what effect each has on the outputs and what their optimal settings should be to achieve customer-desired performance.

23232323232323

Class Exercise

Create a Cause and Effect diagram for not receiving an “A” on an exam

Did not receivean “A” on

exam

24242424242424

A graph of measurement pairs that shows whether there is correlation between the measurements

When correlation exist, changes in one measurement shows an effect in another

If you draw a best fit line and figure out an equation for that line, you would have a ‘model’ that represents the data.

Scatter plots

Scatter Chart (Weight vs mpg)

y = -0.0152x + 63.507

R2 = 0.9191

05

101520253035

1900 2400 2900 3400 3900

Weight

mp

g

25252525252525

Looking at correlation from a scatter plot:

‘Correlation’ is a fancy word for how well the model predicts the response from the factors.

26262626262626

Is there really an effect?

27272727272727

Scatter Diagram example:

Hei

ght

Shoe Size

Shoe Size

Height

28282828282828

Least Squares Method

n

xxS

n

yxxyS

xmyB

S

Sm

Bmxy

x

xy

x

xy

22 )(

))((

ˆ

2

2

29292929292929

2R

1

)(

1

)(

))((

1

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2

2

2

n

yys

n

xxs

ss

n

yyxx

r

rr

y

x

yx