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Statistical measures are important to ensure quality. Dr. Shewhart (1920-20 at Bell Lab) was the
first to encourage the use of statistics to identify, monitor and remove variations found in
repetitive processes.
A key element in achieving operational excellence is to identify sources of variation (variation is
inconsistency in production) that affect a process, product or service.
Dr. Shewhart introduced the problems of variation in terms of common and special causes of
variation by using control charts in business. Initially it was invented by Walter Shewhart in
order to improve the reliability of telephony transmission systems but it was promoted by Dr.
Deming.
Causes of variation in the quality of a product or process:
1. common causes
2. Special causes.
Common causes: Purely random variation, unidentifiable sources of variation that is
unavoidable with the current process, Inherent in process, due to one or more of the 5Ms and an
E causes (Manpower, Material, Method, Measurement, Machine, and Environment).
Insufficient training (Manpower)-Substandard raw materials (Material)-Inappropriate
procedures, poor design, Lack of clearly defined standard operating procedures (Method)Measurement error. (Measurement)-Poor maintenance of machines, Machines not suited to the
job (Machine)-Poor working conditions e.g. temperature, lighting, noise, dirt, ventilation
(Environment).
Special causes: Any non-random variation (unusual)-causing factor that can be identified and
eliminated, caused by a specific factor such as environmental conditions or process input
parameters, operator absent, poor adjustment of equipment, machine or computer malfunction or
crashes, power breakdown. Special causes can be eliminating through planning.
Control chart: A graph used in SPC that shows whether a sample of data falls within the normal
range of variation.
Control chart: central line (CL), upper (UCL) and lower control limits (LCL).
Control limits separate common from assignable causes of variation
UCL and LCL are set based on previous knowledge and then from each
sample we calculate mean value:
successful. Note that this is a cycle; the next step is to plan again. After we have
acted, we need to continue evaluating the process, planning, and repeating the
cycle again.