Unit of Competency: Apply Quality Standards Before planning and designing takes place, you should evaluate the

Module 1: Applying of Quality Standards material options and system requirements.

Learning Outcome #1: Assess Condition of Received Equipment

The characteristic of the materials to be used for specific project
The student must relate material properties to product and process must be:
quality. These are the FACTORS THAT MUST BE TAKEN INTO
CONSIDERATION WHEN CHOOSING THE RIGHT MATERIAL FOR  of good quality
THEIR COMPONENTS AND ASSEMBLIES:
- This is the most important factor when choosing materials
1. Selection of material to buy. Products with good quality are long-lasting and
safe to use because you know that it follows certain
Material selection is one of the most common tasks for design standards before being commercialized.
engineering. The ability to assess the material’s impact on the performance of a
In technical usage, quality can have two meanings:
product is crucial for reliable performance. Sometimes, buyers are also
considering the label or name of the company which are producing great quality 1. the characteristics of a product or service that bear on its
of materials and are known in the market. Examples are the name HP for printer ability to satisfy stated or implied needs.
and Intel for some computer hardware.
2. a product or service free of deficiencies.
2. Testing of material
The testing of material properties is widely understood to be the key to
obtaining data for a project, performing failure analysis, or understanding  reliable
material interactions. Material testing also provides information on the quality - It means that you can be sure that it will perform its
of incoming and outgoing products. Inspection test equipment and techniques function well, will operate safely and will give the best it
are demonstrated for a wide range of materials and assemblies during the class. could give.
This provides the participants with both knowledge of the common failure
modes.
 suitable for the application/purposes
3. Cost of material - Choose the materials which are very necessary to make the
project possible. Making a list of products/materials to
The cost of material is also considered when buying or selecting
buy is a good trait of a wise consumer. Products which
materials for a specific project. The amount may vary but never taken for
are not to be used must be crossed out.
granted the quality and the reliability of the material. Will you buy material
which is less expensive but worst quality? Will you buy material which you
 low cost
cannot afford? People look for places which can meet their standards and right
- It doesn’t mean that you will choose for the less
cost for materials to buy.
expensive one and exclude the quality. Low cost means
 you can afford to buy the materials without hurting your All materials received must be listed and be reported to monitor how
pocket and assure of better quality. many materials are already on hand, purchased or damaged.
Effective management checks are an important means of providing
Fault Identification and Reporting assurance of the integrity and security of the benefit processes. They are also
useful in identifying training needs; indicating possible weaknesses in procedure
and ensuring the section meets its accuracy target set for Best Value
These are the things to be considered when: Performance Indicators purposes.
A. Receiving Materials:
1. Match the packing slip to the items received and ensures that the materials are Example of Log Report (to be completed by the Quality checker)
destined on tour department.
2. That you are receiving the materials indicated on the purchase order with
regard to quantity and discount. Date Quality
O.R. # Quantity Item Name Signature
Received Checker
3. That the materials are in acceptable condition.
4. That terms regarding installation and/or set-up of equipment are met.
B. Receiving Reports
Whenever goods are received:
1. The person receiving the goods must document, using the administrative
software, that all goods were received for each requisition before any
payment can be made to the vendor.
Example of Assessment of Materials Received (to be completed by the
2. Any exceptions must be noted so that partial payments can be processed or Quality checker)
defective goods can be returned.
Quality Checker: Date:
C. Return of Merchandise O.R. #
Total no. in
Total no.
When merchandise is received which is incomplete or defective, the Quantity Item Name Good Comments
of Errors
supervisor will return the materials to the supplier or to the store where it was Condition
bought and make arrangements with the vendor for replacement.

D. Make an Inventory Report of the Materials

  any training or qualification needed to undertake the task
 the personal protective equipment to be worn
 action to be undertaken to address safety issues that may arise while
undertaking the task

Unit of Competency: Apply Quality Standards

Module 1: Applying of Quality Standards Following certain procedures is very important to perform a given
operation. The table below shows different elements and their corresponding
Learning Outcome #2: Assess Own Work performance criteria to be able to identify occupational health and safety
hazards, and assess risk, as well as follow instructions and procedure in the
Workplace Procedure workplace with minimal supervision. The students will also be capable of
participating and contributing to OHS management issues.
Workplace Procedure is a set of written instructions that identifies the
ELEMENT PERFORMANCE CRITERIA
health and safety issues that may arise from the jobs and tasks that make up a
system of work.
1. Identify hazards 1.1 Identify hazards in the work area and during the
A safe working procedure should be written when: and assess performance of workplace duties.
risk. 1.2 Assess level of risk
 designing a new job or task
 changing a job or task 2. Follow 2.1 Report hazards in the work area to designated
procedures personnel according to workplace procedures
 introducing new equipment and 2.2 Follow workplace procedures and work instructions
strategies for for assessing and controlling risks with minimal
 reviewing a procedure when problems have been identified, example risk control. supervision.
from an accident or incident investigation
2.3 Whenever necessary, within the scope of
The safe working procedure should identify: responsibilities and competencies, follow
workplace procedures for dealing with hazards and
 the teacher for the task or job and the students who will undertake the incidents, fire and/or other emergencies.
task 3. Contribute to 3.1 Describe employee rights regarding consultation on
OHS in the OHS matters
 the tasks that are to be undertaken that pose risks workplace. 3.2 Raise task and/or job specific OHS issues with
appropriate people in accordance with workplace
 the equipment to be used in these tasks
procedures and relevant OHS legislative
 the control measures that have been formulated for these tasks requirements
3.3 Contribute to participative arrangement for OHS
 ELEMENT PERFORMANCE CRITERIA ELEMENT PERFORMANCE CRITERIA

management in the workplace within include:  Communication and consultation processes

organisational procedures and the scope of  Follow up on reports and feedback.
responsibilities and competencies
 Effectiveness of risk controls in place
3.4 Provide feedback to supervisor on hazards in work
area in line with organisational OHS policies and  Training needs
procedures Examples of  Recommendations on changes to work processes,
3.5 Provide support in implementing procedures to contributions may equipment or practices
control risks in accordance with organizational include:  Listening to the ideas and opinions of others in the
procedures team
Work instruction  Verbal  Sharing opinions, views, knowledge and skills
may be:  Written  Identifying and reporting risks and hazards
 In English  Using equipment according to guidelines and
 In a community language operating manuals
 Provided visually eg. video, OHS signs, symbols
and other pictorial, presentation, etc.
Controlling risks in Application of the hierarchy of control, namely:
the work  Eliminate the risk
area may TYPES AND WORK-RELATED ERRORS
include:  Reduce/minimise the risk through
 Engineering controls A. Quantity of work (untimely completion, limited production)
 Administrative controls 1. Poor prioritizing, timing, scheduling
 Personal protective equipment 2. Lost time
Reports identifying  Face to face  Tardiness, absenteeism, leaving without permission
workplace  Phone messages
hazards may  Excessive visiting, phone use, break time, use of the Internet
be verbal or  Notes
 Memos
 Misuse of sick leave
written and
may include:  Specially designed report forms 3. Slow response to work requests, untimely completion of assignments
Examples of OHS  Hazards identified 4. Preventable accidents
issues which may  Problems encountered in managing risks associated B. Quality of work (failure to meet quality standards)
need to be raised with hazards
by workers with 1. Inaccuracies, errors
designated  Clarification on understanding of OHS policies and
personnel may procedures 2. Failure to meet expectations for product quality, cost or service
 3. Customer/client dissatisfaction Quality Standards
4. Spoilage and/or waste of materials
Standards are sets of rules that outline specification of dimensions,
5. Inappropriate or poor work methods design of operation, materials and performance, or describe quality of materials,
products or systems. These standards should cover the performance expectations
of the product for particular applications. The intent of standards is to provide at
Work Behavior Which Result in Performance Problems least minimum quality, safety or performance specifications so as to ensure
relatively uniform products and performance, and to remove ambiguity as to the
A. Inappropriate behavior (often referred to as "poor attitude") suitability of certain commercial products for particular applications. Following
 Negativism, lack of cooperation, hostility standards may reduce the risk of error in working.
 Failure or refusal to follow instructions
 Unwillingness to take responsibility ("passing the buck") quality can have two meanings:
 Insubordination
 Power games 1. the characteristics of a product or service that bear on its ability to
satisfy stated or implied needs.
B. Resistance to change
 Unwillingness, refusal or inability to update skills 2. a product or service free of deficiencies.

 Resistance to policy, procedure, work method changes

Specific quality standards for:
 Lack of flexibility in response to problems
C. Inappropriate interpersonal relations 1. Hardware
 Inappropriate communication style: over-aggressive, passive
The durability of the work depends on the quality of its component parts
 Impatient, inconsiderate, argumentative and the assembly skills of those who install it. If the best-quality products or
 Destructive humor, sarcasm, horseplay, fighting hardware are used but are installed incorrectly, the system will be a failure.
The application of suitable hardware and products must be supported by
 Inappropriate conflict with others, customers, co-workers, supervisors adequate levels of training of person who use them so that they can identify and
D. Inappropriate physical behavior use only appropriate products.
In judging a product or hardware, the person must consider factors such
 Smoking, eating, drinking in inappropriate places as the following:
 Sleeping on the job  Is the product or hardware under consideration suitable for the
 Alcohol or drug use application or purpose?
 Will it be harmful to the health of the community in its normal
 Problems with personal hygiene use?
 Threatening, hostile, or intimidating behavior  Is there a risk of this hardware being released into the environment
(e.g. the water) in the first instance or after the working life of the
product or hardware has expired?
2. Production Process 3. Soft elements, such as personnel integrity, confidence, organizational
In production process, checking of quality assurance must be highly culture, motivation, team spirit and quality relationships.
considered. Quality assurance covers all activities from design, development, The quality of the outputs is at risk if any of these three aspects are
production, installation, servicing and documentation. This introduced the rules: deficient in any way.
"fit for purpose" and "do it right the first time". It includes the regulation of the
quality of raw materials, assemblies, products and components; services related
to production; and management, production, and inspection processes.
D. TOTAL QUALITY CONTROL
A. FAILURE TESTING
Total Quality Control is the most necessary inspection control of all in
A valuable process to perform on a whole consumer product is failure cases where, despite statistical quality control techniques or quality
testing, the operation of a product until it fails, often under stresses such as improvements implemented, sales decrease.
increasing vibration, temperature and humidity. This exposes many
As the most important factor had been ignored, a few refinements had to be
unanticipated weaknesses in a product, and the data is used to drive engineering
introduced:
and manufacturing process improvements.
1. Marketing had to carry out their work properly and define the
customer’s specifications.
B. STATISTICAL CONTROL
2. Specifications had to be defined to conform to these requirements.
3. Conformance to specifications i.e. drawings, standards and other
Many organizations use statistical process control to bring the
relevant documents, were introduced during manufacturing, planning
organization to Six Sigma levels of quality, in other words, so that the likelihood
and control.
of an unexpected failure is confined to six standard deviations on the normal
distribution. Traditional statistical process controls in manufacturing operations 4. Management had to confirm all operators are equal to the work imposed
usually proceed by randomly sampling and testing a fraction of the output. on them and holidays, celebrations and disputes did not affect any of the
Variances of critical tolerances are continuously tracked, and manufacturing quality levels.
processes are corrected before bad parts can be produced. 5. Inspections and tests were carried out, and all components and materials,
bought in or otherwise, conformed to the specifications, and the
measuring equipment was accurate, this is the responsibility of the
C. COMPANY QUALITY QA/QC department.
6. Any complaints received from the customers were satisfactorily dealt
The company-wide quality approach places an emphasis on three aspects: with in a timely manner.
1. Elements such as controls, job management, adequate processes, 7. Feedback from the user/customer is used to review designs.
performance and integrity criteria and identification of records 8. Consistent data recording and assessment and documentation integrity.
2. Competence such as knowledge, skills, experience and qualifications 9. Product and/or process change management and notification.
 8 Process control Ensure and plan the control of production which
To conclude, the above forms are the basis from which the philosophy of directly effects quality by documented work
Quality Assurance has evolved, and the achievement of quality or the “fitness- instructions, monitoring and control of processes
for-purpose” is “Quality Awareness” throughout the company. 9 Inspection and Inspect and test incoming products, intermediate
testing and final product; establish product conformance
to specified requirements and identify non-
conforming products; maintain inspection and test
3. Final Product records
10 Inspection, Selection and control of equipment to ensure
Quality System Elements required by ISO 9000 in the measuring and test reliability and accuracy in measuring data
making of the final product. equipment
Quality System Elements 11 Inspection and test For the whole process the products shall be
Quality System Contents status identified and clearly marked concerning test
Requirements status, including indication of conformance or
1 Management Define and document commitment, policy and non-conformance
responsibility objectives, responsibility and authority, 12 Control of non- Identification, documentation, evaluation,
verification resources and personnel. Appoint a conforming isolation (if possible) and disposition of non-
management representative and conduct regular products conforming products
reviews of the system 13 Corrective actions Prevention of reoccurrence of failures (non-
2 Quality system Establish and maintain a documented quality conformance)
system ensuring that products conform to 14 Handling, storage Protection of the quality of the product during
specified requirements packaging and handling, storage, packaging and delivery
3 Contract Review Ensure that customer's contractual requirements delivery
are evaluated and met 15 Quality records Records, including those which demonstrate that
4 Product Plan, control and verify product development to the specified requirements have been met, shall
development ensure that specified requirements are met be controlled and maintained
5 Document control System for control and identification of all 16 Internal Quality Regular, planned internal audits shall be carried
documents regarding quality, e.g. procedures, Audits out, documented and recorded to verify the
instructions, and specifications effectiveness of the quality system
6 Purchasing Ensure that purchased products conform to 17 Training Training requirements at all levels shall be
specified requirements identified and the training planned, conducted and
7 Product System to identify and control traceability of recorded
identification and product at all stages from raw materials through 18 Cleaning and
traceability production to the final product as delivered to the Disinfection
customer 19 Personal hygiene The practice of keeping yourself and the things
 around you clean and in order to prevent diseases.
1. Know your product – know what products/service you are offering back to
front. In other words, be an information expert.
2. Body language/communication – two most important aspects of positive body
language are smiling and eye contact. Make sure to look your customer in the
eye. It shows that we are listening to them and hearing what they are saying.
3. Anticipate Guest needs – nothing surprises your customer more than an
4. Customer Service employee going the extra mile to help them. Always look for ways to go above
and beyond the expectations of your customer.
According to Turban et al, 2002, “Customer service is a series of
activities designed to enhance the level of customer’s satisfaction – that is, the
feeling that a product or service has met the customer’s expectation”. Its Learning Outcome #3: Validate One’s Work for Quality
importance varies by product, industry and customer. The perception of success Improvement
of such interactions will be dependent on employees who can adjust themselves
to the personality of the guest.
Quality Improvement
Customer service may be provided by person (e.g., sales and service
representative) or by automated means. Example of Automated means is
internet sites. An advantage with automated means is an increased ability to Quality Improvement is the purposeful change of a process to improve
provide service 24-hours a day, which can, atleast, be a complement to customer the reliability of achieving an outcome.
service by persons. Another example of automated customer service is by touch
tone phone, which usually involves a main menu and use of keypad options Quality Control is the ongoing effort to maintain the integrity of a
(i.e.”Press 1 for English, Press 2 for Taglish”, etc.) Automated means can be process to maintain the reliability of achieving an outcome.
based entirely on self service, but may also be based on service by more or less
of artificial intelligence. Examples of customer service by artificial means are Quality Assurance is the planned or systematic actions necessary to
automated online assistants that can be seen as avatars on websites. It can avail provide enough confidence that a product or service will satisfy the
for enterprises to reduce their operating and training cost. given requirements for quality.

Customer Support is a range of customer services to assist customers

in making cost effective and correct use of a product. It includes assistance in The quality of a product or service refers to the perception of the degree to
planning, installation, training, trouble shooting, maintenance, upgrading and which the product or service meets the customer's expectations. Quality has no
disposal of a product. specific meaning unless related to a specific function and/or object. Quality is a
perceptual, conditional and somewhat subjective attribute.

A challenge in working with customer service is to ensure that you have The dimensions of quality refer to the attributes that quality achieves in
focused your attention on the right key areas, measured by the right Key Operations Management:
Performance Indicator (KPI). Several key points are listed as follows: Quality <-> Dependability <-> Speed <-> Flexibility <-> Cost
  Quality supports dependability  that files are the correct resolution (screen-size and bit-depth in the case
 Dependability supports Speed of graphics; duration, sampling frequency and bit-depth in the case of
sound files);
 Speed supports Flexibility
 Flexibility supports Cost.  that the quality of files displaying on the target monitor or heard on
target listening equipment is acceptable.
In the manufacturing industry it is commonly stated that “Quality drives
productivity.” Improved productivity is a source of greater revenues, Note that sampling is seldom a satisfactory checking method. Checking
employment opportunities and technological advances. The best way to think should be exhaustive, unless for reasons of time or economy this is impossible.
about quality is in process control. If the process is under control, inspection is Usually, however, trying to economize on checking and testing is a false
not necessary. However, there is one characteristic of modern quality that is economy and cutting corners here will often come back to haunt the
universal. In the past, when we tried to improve quality, typically defined as development team. At the end of the day, all files will need to be tested and, if at
producing fewer defective parts, we did so at the expense of increased cost, all possible, this should be done sooner rather than at a later trial stage.
increased task time, longer cycle time, etc.
Tools in Quality Improvement Process
1. PDCA cycle
Quality and Task-Completion Checking 2. PROFIT model
3. Flow chart
With development teams of two or three in daily contact and frequently 4. Check sheets
exchanging views and criticisms, detailed, written quality and task-completion 5. Pareto diagram
checking procedures may be felt to be unnecessary. Procedures still need to be 6. Cause and Effect diagram
agreed and the results need to be documented. The need to check quality and 7. Histogram
task completion applies at all stages of the development process but is 8. Scatter diagram
underlined especially during the prototype validation stages. 9. Control chart

The importance of documenting checks applies whatever the size of the

team and whatever the complexity of the software. In the production of assets, PDCA cycle Easy to implement and follow up, the most commonly used and
this may involve checking to confirm the following: well-known quality process.

 that all the asset files listed in the product specification document have
The PDCA cycle promotes continuous improvement and should
been produced;
thus be visualized as a spiral instead of a closed circle.
 that files are correctly named;
 that files are the correct byte size or near the projected file size
P = PLAN
(examining the file-sizes in a directory listing can be helpful in
identifying problem files which are either much too large or much too  Define a problem or opportunity
small);
  Analyze the situation. Study and define the problem; brainstorm for R = Root cause identification and analysis.
causes and corrective actions; and think creatively to determine the best
approach and best possible corrective action. O = Optimal solution based on root cause(s).

 Develop an implementation plan F = Finalize how the corrective action will be implemented.
I = Implement the plan.
T = Track the effectiveness of the implementation and verify that the desired
results are met.
If the desired results are not met, the cycle is repeated. Both the PDCA
D = DO and the PROFIT models can be used for problem solving as well as for
continuous quality improvement. In companies that follow total quality
 Implement corrective action principles, whichever model is chosen should be used consistently in every
department or function in which quality improvement teams are working.
 Document the procedures and observations
Once the basic problem-solving or quality improvement process is
 Use data-gathering tools to collect information understood, the addition of quality tools can make the process proceed more
quickly and systematically. Seven simple tools can be used by any professional
C = CHECK
to ease the quality improvement process: flowcharts, check sheets, Pareto
 Analyze information diagrams, cause and effect diagrams, histograms, scatter diagrams, and control
charts. (Some books describe a graph instead of a flowchart as one of the seven
 Monitor trends tools.)

 Compare obtained results against expected results from the plan The key to successful problem resolution is the ability to identify the
problem, use the appropriate tools based on the nature of the problem, and
A = ACT communicate the solution quickly to others. Inexperienced personnel might do
best by starting with the Pareto chart and the cause and effect diagram before
 If the results are as expected, do nothing tackling the use of the other tools. Those two tools are used most widely by
quality improvement teams.
 If the results are not as expected, repeat the Plan/Do/Check/Act cycle

 Document the process and the revised plan Seven simple tools are:

1. FLOWCHART
Another popular quality improvement process is the six-step PROFIT
model in which the acronym stands for:  is a graphical representation of decisions and the results of those decisions
mapped out in individual shapes that was developed by Herman Goldstine and
P = Problem definition. John von Neumann in the 1940's. Flowcharts allow for a step-by-step diagram
to be drawn out that help describe complex situations such as the steps in and coding of problems for an electronic computing instrument, Part II, Volume
programming code or troubleshooting a computer. 1" (1947), which is reproduced in von Neumann's collected works.
is a diagram representing the logical sequence in which combination of steps Flowcharts used to be a popular means for describing computer algorithms and
or operations is to be performed. are still used for this purpose. Modern techniques such as UML activity
it consist of labeled geometrical symbols that are interconnected to provide a diagrams can be considered to be extensions of the flowchart. In the 1970s the
pictorial representation of a data processing procedure. popularity of flowcharts as an own method decreased when interactive
it is a visual representation of an algorithm. computer terminals and third-generation programming languages became the
common tools of the trade, since algorithms can be expressed much more
concisely as source code in such a language, and also because designing
Algorithm  is a list of specific instructions for carrying out some process step algorithms using flowcharts was more likely to result in spaghetti code because
by step. of the need for gotos to describe arbitrary jumps in control flow. Often pseudo-
code is used, which uses the common idioms of such languages without strictly
adhering to the details of a particular one.
History of Flowchart

The first structured method for documenting process flow, the "flow process TYPES OF FLOWCHART
chart", was introduced by Frank Gilbreth to members of the American Society
of Mechanical Engineers (ASME) in 1921 in the presentation “Process Charts—
First Steps in Finding the One Best Way”. Gilbreth's tools quickly found their 1. Program Flowchart  describes graphically in details the logical operations
way into industrial engineering curricula. In the early 1930s, an industrial and steps within a program and the sequence in which these steps are to be
engineer, Allan H. Mogensen began training business people in the use of some executed for the transformation of data to produce the needed output.
of the tools of industrial engineering at his Work Simplification Conferences in Example of Program Flowchart
Lake Placid, New York.
A 1944 graduate of Mogensen's class, Art Spinanger, took the tools back to
Procter and Gamble where he developed their Deliberate Methods Change
Program. Another 1944 graduate, Ben S. Graham, Director of Formcraft
Engineering at Standard Register Industrial, adapted the flow process chart to
information processing with his development of the multi-flow process chart to
display multiple documents and their relationships. In 1947, ASME adopted a
symbol set derived from Gilbreth's original work as the ASME Standard for
Process Charts.
Douglas Hartree explains that Herman Goldstine and to plan computer
programs. His contemporary account is endorsed by IBM engineers and by
Goldstine's personal recollections. The original programming flowcharts of
Goldstine and von Neumann can be seen in their unpublished report, "Planning
 Basic Flowchart Symbols
For most flowcharts, these five basic symbols are all you will need.

2. System Flowchart it portrays the interactions among data hardware and
personnel.

Benefits of Using Flowchart

1. Promote understanding of a process 2. CHECK SHEET

People may have differing ideas about how a process works. A  is a form (document) used to collect data in real time at the location where
flowchart promote understanding in a way that written procedures the data is generated. The data it captures can be quantitative or qualitative.
cannot do. One good flowchart can replace pages of words.
 sometimes called a tally sheet.
2. Provide a tool for training employees
 introduced by Kaoru Ishikawa.
Because of the way they visually layout the sequence of process steps.
Flowchart can be very helpful in training employees to perform the Check sheets help organize data by category. They show how many
process according to standardized procedures. times each particular value occurs, and their information is increasingly helpful
as more data are collected. More than 50 observations should be available to be
3. Identify problem areas and opportunities for process improvement charted for this tool to be really useful. Check sheets minimize clerical work
Once you break down the process, steps and diagram them. Problem areas since the operator merely adds a mark to the tally on the prepared sheet rather
become more visible. It is easy to spot opportunities for simplifying and than writing out a figure. By showing the frequency of a particular defect (e.g.,
refining your process by analyzing decision points, redundant steps, and in a molded part) and how often it occurs in a specific location, check sheets
reworks loops. help operators spot problems. The check sheet example shows a list of molded
part defects on a production line covering a week's time. One can easily see
where to set priorities based on results shown on this check sheet. Assuming the all types of data. It is perhaps the diagram most often used in management
production flow is the same on each day, the part with the largest number of presentations.
defects carries the highest priority for correction.
To create a Pareto diagram, the operator collects random data, regroups the
categories in order of frequency, and creates a bar graph based on the results.

Because it clearly organizes data, a check sheet is the easiest way to track
information.
By rearranging random data, a Pareto
diagram identifies and ranks
nonconformities in the quality process in
descending order.

4. HISTOGRAM
3. PARETO DIAGRAM
It was first introduced by Karl Pearson.

 is named after Vilfredo Pareto, a 19th-century Italian economist. The etymology of the word histogram is uncertain. Sometimes it is said to be
derived from the Greek histos means 'anything set upright' (as the masts of a
 is a type of chart that contains both bars and a line graph, where individual ship, the bar of a loom, or the vertical bars of a histogram); and gramma means
values are represented in descending order by bars, and the cumulative total is 'drawing, record, writing'. It is also said that Karl Pearson, who introduced the
represented by the line. term in 1891, derived the name from "historical diagram".
 also known as bar chart.  It is similar to a Bar Chart, but a histogram groups numbers into ranges.
 it group numbers into categories. Example:
 Pareto diagram puts data in a hierarchical order, which allows the most Here, I have added up how often 1 occurs (2 times), how often 2 occurs (5
significant problems to be corrected first. The Pareto analysis technique is used times), etc, and shown them as a histogram
primarily to identify and evaluate nonconformities, although it can summarize
 problem is caused by a combination of factors, it is difficult to use this tool to
depict and solve it.

A fish bone diagram displays all contributing factors and their

relationships to the outcome to identify areas where data should be collected
and analyzed. The major areas of potential causes are shown as the main bones,
Later, the sub-areas are depicted. Thorough analysis of each cause can eliminate
causes one by one, and the most probable root cause can be selected for
corrective action. Quantitative information can also be used to prioritize means
for improvement, whether it be the machine, design, or operator.
Common uses of the Ishikawa diagram are product design and quality defect
prevention, to identify potential factors causing an overall effect. Each cause or
reason for imperfection is a source of variation. Causes are usually grouped into
major categories to identify these sources of variation. The categories typically
5. CAUSE AND EFFECT DIAGRAM
include:
 is sometimes called an Ishikawa diagram after its inventor.
 People: Anyone involved with the process
It is also known as a fish bone diagram because of its shape.
 Methods: How the process is performed and the specific requirements
other name of cause and effect diagram are herringbone diagrams and for doing it, such as policies, procedures, rules, regulations and laws
Fishikawa,
 Machines: Any equipment, computers, tools, etc. required to accomplish
introduced by Kaoru Ishikawa (1968). the job

A cause and effect diagram describes a relationship between variables. The  Materials: Raw materials, parts, pens, paper, etc. used to produce the
undesirable outcome is shown as effect, and related causes are shown leading to, final product
the said effect. This popular tool has one severe limitation, however, in that
 Measurements: Data generated from the process that are used to evaluate
users can overlook important, complex interactions between causes. Thus, if a
its quality
  Environment: The conditions, such as location, time, temperature, and exists and how strong it is. In a scatter diagram, the horizontal (x) axis
culture in which the process operates represents the measurement values of one variable, and the vertical (y) axis
represents the measurements of the second variable. Figure below shows part
clearance values on the x-axis and the corresponding quantitative measurement
values on the y-axis.

The plotted data points in a scatter diagram

show the relationship between two variables.

A scatter plot or scatter graph is a type of mathematical diagram using

Cartesian coordinates to display values for two variables for a set of data. The
6. SCATTER DIAGRAM data is displayed as a collection of points, each having the value of one variable
determining the position on the horizontal axis and the value of the other
A scatter diagram shows variable determining the position on the vertical axis.
how two variables are
related and is thus used to  is also called a scatter chart, scatter gram, scatter diagram, or scatter graph.
test for cause and
effect relationships.
It cannot prove that one
variable causes the 7. CONTROL CHART
change in the other, only
that a relationship  also known as Shewhart charts or process-behavior charts.
introduced by Walter A. Shewhart.
in statistical process control charts are tools used to determine if a
manufacturing or business process is in a state of statistical control. To
determine whether a process should undergo a formal examination for quality-
related problems
This chart shows if the collected data are within upper and lower limits
previously determined through statistical calculations of raw data from earlier
trials.

Data points that fall outside the

upper and lower control limits leads to
investigation and correction of the process.