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Attribute control chart template (p, np, c and u charts)
An attribute control chart follows counts over time instead of measurements: defective units on a p or np chart, or defects on a c or u chart. Control limits worked out from the process's own counts show how much the count varies when nothing unusual is happening, so a point beyond a limit, or a long run on one side of the center line, points to a special cause. The p and u charts allow the number inspected to change from one subgroup to the next, which is why their limits are worked out for every subgroup and step up and down with n. Page 1 of the PDF is a paper chart for any of the four: header fields, 25 subgroups with the units inspected, the count, the plotted value and both limits, and a grid lined up under them. Page 2 has a two-question flow for choosing the chart, the formulas, the sample size rules, the signals and a reaction log. Page 3 has four worked examples with their charts, and the common mistakes. The Excel version picks the chart from two answers, checks whether the sample is big enough, takes 30 subgroups on each of four chart sheets, works out the center line and the limits for each subgroup (never below 0), flags points beyond a limit and runs of 7, 8 or 9 on one side, draws the chart with step limits, and has an example sheet for each chart and a reaction log.
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Fields for process, what counts as defective and inspection method, a key for the p, np, c and u charts, a table for 25 subgroups with units inspected, count, plotted value, UCL and LCL, and a blank grid lined up under the subgroups.When to use it
When to use an attribute control chart
- When the result is pass or fail (visual inspection, a go/no-go gauge, an end-of-line test) and the question is whether the defect rate is stable.
- When you count defects on a unit or an area: weld defects per frame, paint defects per body, solder defects per board.
- When the number inspected changes every day, for example 100% inspection of a varying output. The p and u charts give each day its own limits.
- After a change to a material, a fixture or a method, to see whether the rate really moved, up or down.
- Not for measurements (use the X-bar and R chart) or for counts with no fixed area of opportunity, such as complaints or breakdowns, where an individuals chart of the rate usually works better.
How to fill it in
- 1
Decide what you count
Write down what makes a unit defective, or which defects are counted, and keep it fixed. A unit with three scratches is one defective unit and three defects.
- 2
Pick the chart
Defective units: np if the number inspected is the same every time, p if it varies. Defects: c if the area inspected is the same every time, u if it varies.
- 3
Check the sample size
The expected count per subgroup (n × p̄, or c̄) should be at least 0.5, and above 9 for a lower limit that can show an improvement. For a p chart that means n above 9(1 − p̄) ÷ p̄: about 290 units at 3% defective.
- 4
Collect 20 to 25 subgroups
In time order, with the date or shift and the number inspected each time. The center line is the total count ÷ the total inspected, not the average of the daily percentages.
- 5
Set the limits
Center line ± 3 standard deviations, using each subgroup's own n on the p and u charts. A negative lower limit is set to 0.
- 6
React, then freeze the limits
Find the cause of every point beyond a limit and every run of 8 on one side, and log it. Keep the limits; recalculate only after a deliberate change, and leave out only points whose cause was found and fixed.
Formulas
The four attribute charts and their limits
3-sigma limits. n is the number of units inspected in the subgroup; a lower limit that comes out negative is set to 0. Sources: NIST/SEMATECH e-Handbook 6.3.3.1 and 6.3.3.2, Minitab's methods and formulas for each chart.
| Chart | What you count | Sample | Plotted | Center line | Control limits |
|---|---|---|---|---|---|
| p | Defective units | Can vary | p = d ÷ n | p̄ = Σd ÷ Σn | p̄ ± 3√(p̄(1 − p̄) ÷ n), per subgroup |
| np | Defective units | Same n every time | d | n p̄ | n p̄ ± 3√(n p̄(1 − p̄)) |
| c | Defects | Same area every time | c | c̄ = Σc ÷ number of subgroups | c̄ ± 3√c̄ |
| u | Defects | Can vary | u = c ÷ n | ū = Σc ÷ Σn | ū ± 3√(ū ÷ n), per subgroup |
p
- What you count
- Defective units
- Sample
- Can vary
- Plotted
- p = d ÷ n
- Center line
- p̄ = Σd ÷ Σn
- Control limits
- p̄ ± 3√(p̄(1 − p̄) ÷ n), per subgroup
np
- What you count
- Defective units
- Sample
- Same n every time
- Plotted
- d
- Center line
- n p̄
- Control limits
- n p̄ ± 3√(n p̄(1 − p̄))
c
- What you count
- Defects
- Sample
- Same area every time
- Plotted
- c
- Center line
- c̄ = Σc ÷ number of subgroups
- Control limits
- c̄ ± 3√c̄
u
- What you count
- Defects
- Sample
- Can vary
- Plotted
- u = c ÷ n
- Center line
- ū = Σc ÷ Σn
- Control limits
- ū ± 3√(ū ÷ n), per subgroup
A filled-in example
Illustrative, not a benchmarkAn example: four illustrative data sets, one per chart, the same as the Excel version's example sheets.
Two of the example charts: a p chart and a c chart
p chart: share of housings defective, by day
p chart limits for each day: p̄ ± 3 × √(p̄ (1 − p̄) ÷ n)
Day 17 sits between its own UCL and the one an average n would give, too close to see on the chart.
- Day 17 =28 ÷ 540= 5.19%
- Its own UCL, n = 540 =2.83% + 3 × √(p̄ (1 − p̄) ÷ 540)= 4.98%: a signal
- UCL for one average n =2.83% + 3 × √(p̄ (1 − p̄) ÷ 427.6)= 5.24%: no signal
c chart: weld defects on one frame, by shift
p chart of 25 days of molded housings, 303 defective in 10,690: p-bar 2.83 percent, with limits that step with each day's sample size. Day 17, 28 of 540 or 5.19 percent, is above its own UCL of 4.98 percent, but below the 5.24 percent one average sample size of 427.6 would give. c chart of 25 shifts, one welded frame each: c-bar 10.88, UCL 20.78, LCL 0.98; shift 19, with 26 defects, is above the UCL.
- p chart: molded housings, 100% visual inspection, 298 to 540 parts a day for 25 days. 303 defective in 10,690 gives p̄ = 0.02834 (2.83%). Day 17, 28 of 540 = 5.19%, is above its own UCL of 4.98%.
- With one average n of 427.6 the UCL would be 5.24% and day 17 would look normal. Limits for each subgroup's n caught it.
- np chart: 200 valves leak-tested a day, limits from days 1 to 16: n p̄ = 7.5, UCL 15.56, no LCL. After a new press-fit fixture on day 17 every day was below 7.5, and day 24 was the 8th in a row.
- c chart: one welded frame audited per shift. c̄ = 10.88, UCL 20.78, LCL 0.98. Shift 19 had 26 defects, above the UCL: a worn wire liner.
- u chart: 36 to 72 boards a day, ū = 0.2952 defects per board. Day 21, 36 defects on 59 boards = 0.610, is above its UCL of 0.507.
Three special causes found and one improvement confirmed by the run rule. With the causes fixed and those points left out, p̄ falls to 2.71% and the c chart limits become UCL 19.85 and LCL 0.65 around c̄ = 10.25.
Common mistakes
Using one average sample size
A p chart with limits from the average n hides some signals and invents others. In the example, day 17 is outside its own limit but inside the average-n limit.
Averaging the daily percentages
When n varies, p̄ is the total defective ÷ the total inspected. The mean of the daily percentages gives small days too much weight.
Subgroups too small to judge
With an expected count under 0.5 per subgroup, false alarms climb past 10% (Minitab's study of attribute charts). Inspect more per subgroup, or chart weekly instead of daily.
Huge subgroups with every point out
With thousands of units per subgroup the limits shrink until normal day-to-day change looks like a signal (overdispersion). Use an individuals chart of the rate or a Laney p′ chart.
Recalculating the limits every week
Limits that follow the data absorb every shift. Freeze them after 20 to 25 subgroups and recalculate after a deliberate change.
Mixing defect types and streams
One chart for three machines or ten defect types blurs them all. Stratify: a Pareto of defect types first, then one chart per stream for the ones that matter.
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FAQ
Attribute control chart template (p, np, c and u charts): common questions
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- Employee engagement survey templateA short anonymous pulse survey for shop floor staff: 14 statements in six drivers, two open questions, results by driver and team, and the actions.
- Hansei reflection sheet (lessons learned)A written look back at one finished project, event or launch: goals against results in numbers, causes rather than blame, lessons to keep or change, and where else they apply.
- Safety cross calendarA month drawn as the green cross, colored each day by the most serious safety event, with totals and days since the last injury.
- Daily kaizen routine boardA team's 10 to 15 minute daily routine at the board: one problem from each person, small fixes with one owner, counted every week.
- Weekly maintenance schedule templateNext week's maintenance jobs, scheduled only when ready, loaded against each craft's hours by day, with schedule compliance and break-ins at week end.
- Operational excellence assessment templateThe ten principles of operational excellence as 30 behaviors and practices you can see, scored 1 to 5 by several people, with the spread, the three lowest principles and an action plan.
- Scrum meeting agenda templateTimed agendas for the five scrum meetings, a sprint planning sheet, a retrospective sheet, and an Excel sprint backlog with a burndown.
- Toyota Production System (TPS) house templateThe TPS house for one plant or value stream: roof, two pillars and foundation, with what you do today, the evidence, a status and the next step for each element.
- EPEI and batch size calculatorHow often each part can come round on a shared machine (EPEI) and how big each batch must be, from demand, cycle times and changeovers, now and after SMED.
- People, process, technology (PPT) assessmentCheck one change before go-live: 18 people, process and technology statements scored 1 to 4 by the people who will use it, the lowest element and the actions.
- Process capacity sheet templateEach machine in a part's routing with manual, auto and tool change time, its capacity per shift, and the step that limits the cell against demand.
- Team charter templateA one-page charter for a standing team: purpose, scope, roles, the KPIs it owns, which decisions it makes itself, norms and cadence.
- Chaku-chaku line plannerPlan a load-load cell: time each machine, load and walk, check that every machine is ready when the operator comes back, compare the cell cycle with takt and size the crew.
- Standard operating procedure (SOP) templateA full SOP in the hierarchical step format, from purpose and scope to the steps, records, revision history and approvals, with review checks and an SOP register.
- Process improvement method selectorEight questions about one problem, an example rule that suggests a method and a matrix of nine methods: when each fits, the usual team and time, and the template to start with.
- Safety pillar 90-day model area planThirteen weeks from the incident pyramid to safety standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Autonomous maintenance 90-day model area planAM steps 0 to 3 on one model machine in 13 weeks, a KPI board, the day-90 gate and expansion waves for months 4 to 12.
- Professional maintenance (PM) 90-day model area planThirteen weeks from breakdown analysis to a running PM calendar on one model machine, a KPI board, the day-90 gate and expansion waves.
- Environment and energy pillar 90-day model area planThirteen weeks from waste and energy maps to area standards on one model area, a KPI board, the day-90 gate and expansion waves.
- Focused improvement 90-day model area planThirteen weeks from the loss Pareto to standardized fixes on one model line, a KPI board, the day-90 gate and expansion waves.
- Logistics and customer service pillar 90-day model area planThirteen weeks from the current-state map to pull on one model value stream, a KPI board, the day-90 gate and expansion waves.
- People development pillar 90-day model area planThirteen weeks from the skills matrix to trained cover on critical tasks in one model area, a KPI board, the day-90 gate and expansion waves.
- Early equipment management 90-day model area planThirteen weeks from lessons on current machines to a tracked start-up on one model equipment project, a KPI board, the day-90 gate and expansion waves.
- Cost deployment pillar 90-day model area planThirteen weeks from the loss map to costed, ranked projects in one model area, a KPI board, the day-90 gate and expansion waves.
- Moving from Excel to one system checklistA 34-point checklist and a file inventory for moving trackers from spreadsheets to one system: keep, move, connect or retire, clean, pilot, run both, retire.
- Prioritization matrix templateScore up to 20 improvement ideas on weighted criteria, rank them, test the ranking with equal weights and place each one on an effort and benefit grid.
- Cost per unit worksheet (manufacturing cost per good unit)One product's cost per good unit by materials, labor, machine and overhead, the gap to target, and which cost lever is worth most a year.
- Digital manufacturing readiness assessmentScore 24 statements on process, technology and people from 0 to 4, check the balance between them and rank the gaps by what matters in your plant.
- Manufacturing KPI dashboard templateWeekly plant numbers in, 14 KPIs out: OEE and its parts, first pass yield, scrap, on-time delivery, recordable rate, cost and absence, each against a target.
- RCM worksheet (failure mode and task selection)Failure modes classed as hidden, safety, operational or non-operational, then a task chosen for each: condition-based, discard, failure-finding, redesign or run to failure.
- Training matrix template with expiry datesPeople by required trainings with expiry dates, OK, due, expired and missing flags, compliance by person and area, cover per training and a renewal list.
- Downtime reason codes template26 starter codes mapped to the six big losses, a log with drop-downs, a Pareto by code and by loss, and a code card for the line.
- Kaizen event preparation checklistEverything that has to be ready before a kaizen event and done after it: 44 items with owners and due dates from 6 weeks before day 1 to 30 days after, five go or no-go gates and a day-by-day agenda.
- Critical spare parts list and stocking levelsAssets ranked by consequence, each part classed and given a stocking policy, and min and max worked out from usage and lead time, with the downtime each stock-out would cost.
- Tier 2 meeting agenda and escalation sheetA 15-minute tier 2 agenda in ten timed blocks, fixed roles and rules, escalation triggers with time limits, and a log that ages every escalation and sends the answer back down.
- Forklift operator training and evaluation recordPer-operator training and evaluation record, a register with three-year due dates and refresher triggers, and a weighted practical evaluation scoresheet.
- REBA worksheet (Rapid Entire Body Assessment)Score up to six postures with REBA: body-part drop-downs, Tables A, B and C as lookups, final score and action level, and a before and after comparison.
- ISO 45001 internal audit checklist44 audit questions for the plant floor in 16 safety topics, each with its ISO 45001:2018 clause, the evidence to look for and the sample to take, plus 12 worker interview prompts, a findings log and a summary by clause.
- Plan for every part (PFEP) templateOne row per part: supplier, pack, container, usage, lead time and locations, with ABC classes, market and line kanban counts and a lineside space check.
- Changeover matrix templateA from-to matrix of changeover minutes with the clean each transition needs (allergen, colour, format), and a weekly planner that totals the order and suggests a shorter one.
- Overhead crane inspection checklist: frequent and periodic34 crane checks tied to OSHA 1910.179: an operator's pre-shift card, frequent and periodic inspections with signed records, a deficiency and tag-out log, and a register of next due dates.
- Maintenance job plan templateOne job planned on one sheet: steps and craft hours, parts checked against stock, tools, lockout and permits, documents, a ready check for the schedule, and technician feedback.
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A shift handover sheet, a red tag log, a changeover checklist for one machine: if your team uses it on the floor, ask.

