2. 1- Brainstorming :
Definition Brainstorming
• is the unrestrained offering of ideas or suggestions by all
members of a committee, conference, etc. in an effort to find a
solution to a problem, generate fresh ideas,
Benefits of Brainstorming
1• Creativity
2• Large number of ideas
3• All team members involved
4• Sense of ownership in decisions
5• Input to other tools
3. How is a Brainstorming session
conducted?
• Review the rules for Brainstorming. Describe how this session will be
conducted by going over the points below.
• Set a time limit for Brainstorming, assign a timekeeper and data recorder,
and start the clock. Brainstorming should be a rapid generation of ideas, so
do it quickly; 5-15 minutes works well. If the time limit has expired and ideas
are still being generated, you can extend the time limit at five-minute
intervals.
• State the topic to be brainstormed in the form of a question. Write it down
and post it where everyone can refer to it. Ensure that everyone understands
4. Types of Brainstorming:
There are two types of brainstorming.
1. Structured brainstorming:
• Members of group will sit in a circle.
• The leader facilitates the brainstorming.
• The facilitator will write their ideas in a rotational form on the board.
• This exercise will be carried out in particular order till each person
contributes an idea.
• If a member is not ready with his/her idea it can passed, latter he or she
may provide idea or pass again.
5. 2. Unstructured brainstorming:
• Members of group can sit in a circle or in a
classroom in any form of arrangement.
• There is no order of response.
• The facilitator will motivate everyone to provide
his/her idea.
6. Advantages of brainstorming:
1-Encourage creativity: brainstorming generate a lot of ideas. It can
give number of options Ideas are formed collectively not individually.
2- Production of large number of ideas
3- Involvement of all group members; It is important to produce
each
participants own idea on particular problem, it dose not criticize or
evaluates so it encourages member to produce idea
7. 4- Sense of ownership: Group members are actively participating in
brainstorming process
5 -Provide input to other tools
6- You don't have to be a highly qualified expert or highly paid
consultant
to use it
7-Easy to prepare, implement, understand - it's not a complicated
technique
8-Save Time and money: Brainstorming is inexpensive.
9- It is fun and exciting.
8. Phases of brainstorming:
Phase 1 – Idea Generation (objective = volume of ideas):
• The Participants are encouraged to start contributing ideas.
• The scribe should note ALL ideas as given – in the words of the
Participants - no judgments should be made.
• After the brainstorming time is up points of clarification can be
requested.
9. Phase 2 – Idea Grouping (objective = structure ideas into
common themes):
• The Participants examine the ideas one by one and either expand,
combine or eliminate some.
Ideas can be grouped if they are saying the same thing.
Phase 3 – Idea Review (objective = identify “nugget” ideas that
run across groups/themes):
• If the ideas require prioritizing, Participants may then be invited to
place Post-It notes on the resulting flip-charts with their personal
votes for the first, second and third highest positions.
10. 2-Check Sheet:
• Check sheets are nothing but forms that can be used to
systematically collect data.
• Check sheet give the user a place to start and provides the steps to
be followed in
• Collecting the data
11. Check Sheet:
Purpose:
– Tool for collecting and organizing measured or counted data
– Data collected can be used as input data for other quality tools
Benefits:
– Collect data in a systematic and organized manner
– To determine source of problem
– To facilitate classification of data (stratification)
12. Check Sheet
COMPONENTS REPLACED BY LAB
TIME PERIOD: 22 Feb to 27 Feb 2002
REPAIR TECHNICIAN: Bob
TV SET MODEL 1013
Integrated Circuits ||||
Capacitors |||| |||| |||| |||| |||| ||
Resistors ||
Transformers ||||
Commands
CRT |
13. Example check sheets
Patient Transport Problem Sheet
Area: Ward 3b Period: June 1996
Type Tally Subtotal
Equipment broken IIIII 5
Patient not ready IIIII II 7
Not enough staff III 3
Patient having another exam etc. IIIII IIIII II 12
14. CHECK SHEET
USES
• to gather data
• to test a theory
• to evaluate alternate solutions
• to verify that whatever improvement process you implement continues to
work
STEPS
• team agrees on what to observe
• decide who collects data
• decide time period for collecting data
• design Check Sheet
• collect data
• compile data in the Check Sheet
• review Check Sheet
15. 3-priority matrix:
• Use the priority matrix as a quick visual reference for prioritizing project
deliverables.
• Refer to the matrix to get started with the more detailed action planning process.
• Go with your instincts when plotting elements on the matrix.
• Refer to the project elements developed in the fishbone analysis workshops.
• Use one matrix per project.
• Avoid small details at this stage.
• Remember—nothing is fixed at this stage.
16. Objectives
• To prioritize the relative merits of alternative actions
using a visual tool.
• To help shortlist the best candidates to take forward.
• To quickly generate consensus among a group of
people on what should be considered a priority.
17. the steps to take in developing a
priority setting matrix.
1-Develop criteria that are important for the listed issues/problems/solutions that were generated
from your team or brainstorming session. Examples of typical criteria include:
– Frequency: How frequent is the problem? Does it occur often or only on rare
occasions?
– Importance: From the point of view of the users, what are the most important problems?
What are the problems that you want to resolve?
– Cost
– Time
– Potential Benefits
– Ease of Implementation
– Feasibility: How realistic is it that we can resolve the problem? Will it be easy or
difficult?
– You can choose other criteria if they better fit the situation you are discussing.
18. 2-List criteria on flipchart or blackboard. Narrow criteria to 10 or fewer
through consensus or multi-voting approach. Multi-voting steps:
– Count number of criteria listed and divide by 3.
– Each member has this number of votes from step 2 to vote for criteria
they consider important.
– Count votes. Eliminate any criteria with < 2 votes. With teams > 5
members- you may want to eliminate criteria with 3-4 votes.
– Repeat process until a manageable number of items are achieved (2-
6).
•
19. 3-Weight Criteria- each member allocates 1 point between the criteria.
Compute a composite score by adding up scores from all members for a
particular criteria. (see example below).
4-Rank items against established criteria based on selected scoring
systems. Examples of scoring systems noted on next page.
5-Add total of all members rankings from step 4 and multiply by the
criteria weight. High scores indicate the best options.
20. Weight Criteria Example
Criteria Team Member A Team Member B Team Member C Composite Score
A. Frequency .5 .4 .9
B. Importance .2 .2 .3 .7
C. Feasibility .3 .2 .3 .8
D. Cost .6 .6
Total 1. 1. 1. 3.0
21. 4-Cause-and-Effect Diagrams
• Show the relationships between a problem and its
possible causes.
• Developed by Kaoru Ishikawa (1953)
• Also known as …
– Fishbone diagrams
– Ishikawa diagrams
22. Fishbone Diagram
Purpose: Graphical representation of
the trail leading to the root cause of a
problem
How is it done?
• Decide which quality characteristic,
outcome or effect you want to
examine (may use Pareto chart)
• Backbone –draw straight line
• Ribs – categories
• Medium size bones –secondary
causes
• Small bones – root causes
23. Cause & Effect Diagrams
Benefits:
• Breaks problems down into bite-size pieces to find root cause
• Fosters team work
• Common understanding of factors causing the problem
• Road map to verify picture of the process
• Follows brainstorming relationship
24. Incorrect shipping
documents
Manpower Materials
Methods Machine
Environment
Keyboard sticks
Wrong source info
Wrong purchase order
Typos
Source info incorrect
Dyslexic Transposition
Didn’t follow proc.
Glare on
displayTemp.
No procedure
No communications
No training
Software problem
Corrupt data
26. Cause-and-Effect Diagram
Quality
Problem
Out of adjustment
Tooling problems
Old / worn
Machines
Faulty
testing equipment
Incorrect specifications
Improper methods
Measurement
Poor supervision
Lack of concentration
Inadequate training
Human
Deficiencies
in product design
Ineffective quality
management
Poor process design
Process
Inaccurate
temperature
control
Dust and Dirt
Environment
Defective from vendor
Not to specifications
Material-
handling problems
Materials
27. 5-In-depth analysis :
• An in-depth analysis is required to clearly define a problem.
There are many examples where the analysis for a complete
problem definition results in the solution being identified. The
analysis starts with preparation (or review of the existing)
process flow diagram to define clearly the work process and
alternative paths. Team preparation or review ensures that all
individuals are familiar with the process.
28. 6-PARETO CHART
DEFINITION
A Pareto Chart is a vertical bar chart in which the bars are arranged in the
descending order of their height starting from the left and prioritize the
problems or issues.
USES
to prioritize problems
to analyze a process
to identify root causes
to verify that whatever improvement process you implement continues to
work
29. Total Quality 2
NUMBER OF
CAUSE DEFECTS PERCENTAGE
Poor design 80 64 %
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 7 6
Operator errors 4 3
Defective material 3 2
Surface abrasions 3 2
125 100 %
Pareto Analysis
32. Flow Charts
Purpose:
Visual illustration of the sequence of operations required to complete a
task
Schematic drawing of the process to measure or improve.
Starting point for process improvement
Potential weakness in the process are made visual.
Picture of process as it should be.
Benefits:
Identify process improvements
Understand the process
Shows duplicated effort and other non-value-added steps
Clarify working relationships between people and organizations
Target specific steps in the process for improvement.
33. Flow charts
Benefits
• Show what actually happens at
each step in the process
• Show what happens when non-
standard events occur
• Graphically display processes to
identify redundancies and other
wasted effort
How is it done?
• Write the process step inside each
symbol
• Connect the Symbols with arrows
showing the direction of flow
Toolbox
34. 8-Control Chart
• A statistical tool used to distinguish between process
variation resulting from common causes and variation
resulting from special causes.
35. Control Charts
Purpose:
The primary purpose of a control chart is to predict
expected product outcome.
Benefits:
• Predict process out of control and out of specification
limits
• Distinguish between specific, identifiable causes of
variation
• Can be used for statistical process control
36. Why Use Control Charts?
• Monitor process variation over time
• Differentiate between special cause and
common cause variation
• Assess effectiveness of changes
• Communicate process performance
37.
38. 9-Scatter Diagrams
How is it done?:
• Decide which paired factors you want to examine. Both factors must be
measurable on some incremental linear scale.
• Collect 30 to 100 paired data points.
• Find the highest and lowest value for both variables.
• Draw the vertical (y) and horizontal (x) axes of a graph.
• Plot the data
• Title the diagram
The shape that the cluster of dots takes will tell you something about the
relationship between the two variables that you tested.
39. Scatter Diagrams
• If the variables are correlated,
when one changes the other
probably also changes.
• Dots that look like they are trying
to form a line are strongly
correlated.
• Sometimes the scatter plot may
show little correlation when all the
data are considered at once.
Stratifying the data, that is,
breaking it into two or more
groups based on some
difference such as the
equipment used, the time of
day, some variation in
materials or differences in the
people involved, may show
surprising results
40. Scatter Diagrams
• You may occasionally get scatter diagrams that
look boomerang- or banana-shaped.
To analyze the strength of the correlation,
divide the scatter plot into two sections.
Treat each half separately in your analysis
Benefits:
• Helps identify and test probable causes.
• By knowing which elements of your process are
related and how they are related, you will know
what to control or what to vary to affect a quality
characteristic.
41. 10-Histogram
Histograms help in understanding the variation in the process.
It also helps in estimating the process capability.
0
5
10
15
20
1 2 6 13 10 16 19 17 12 16 2017 13 5 6 2 1
42. Steps to prepare a Histogram :
1.Collect data (preferably 50 or more observations of an item).
2-Arrange all values in an ascending order.
3-Divide the entire range of values into a convenient number of
groups each representing an equal class interval. It is customary to
have number of groups equal to or less than the square root of the
number of observations. However one should not be too rigid about
this. The reason for this cautionary note will be obvious when we
see some examples.
43. 4-Note the number of observations or frequency in each group.
5-Draw X-axis and Y-axis and decide appropriate scales for the groups on
X-axis and the number of observations or the frequency on Y-axis.
6-Draw bars representing the frequency for each of the groups.
7- Provide a suitable title to the Histogram.
8-Study the pattern of distribution and draw conclusion
44. 11-SWOT analysis
• A technique that enables organisations or individual to
move from everyday problems and traditional strategies
to a fresh prospective.
• SWOT analysis looks at your strengths and weaknesses,
and the opportunities and threats your business faces.
SWOT can help your company face its greatest
challenges and find its most promising new markets.
45. • Strengths: Those factors that are likely to have a positive effect on, or help
you to achieve your shared purpose
•
• Weaknesses: Those factors that are likely to have a negative effect on, or
be a barrier to achieving the shared purpose
• Opportunities: Those external factors that have not previously been
considered, that are likely to have a positive effect on, or help you to
achieve your shared purpose
• Threats: Those external factors that are likely to have a negative effect on,
or be a barrier to achieving the shared purpose, or make the shared
purpose unnecessary or unachievable
46. Objectives of SWOT analysis:
• To help you identify and resolve any perceived
weaknesses or threats in your project or organization.
• To enable you to closely analyze yourself and the
environment surrounding you.
47. INFLUENTIAL FACTORS
INTERNAL FACTORS :
(Strengths and Weaknesses) !
1-Organizational Structure (Culture, Resources) !
2-Stakeholders (employers, management, investors) !
3-Customers (people who benefit by paying) !
4-Competitors (offer similar services/products to a similar customer base)
EXTERNAL FACTORS :
(Opportunities and Threats) !
1-Technology !
2-Economy !
3-Politics/Regulation !
4-Society
48. ADVANTAGES OF SWOT ANALYSIS:
1. Factor identification
2. Wide application
One of the advantages of SWOT analysis is its wide applicability across a
variety of organizational requirements
3. Simplicity
Using the SWOT framework as an analytical tool does not require
technical skills or special training.
4. Expandability and integration
52. 12-Force Field Analysis:
• Force Field Analysis is quite influential in the field of
social sciences and is used to analyze the forces in
favor of and against change. Hence, it acts as a
yardstick to determine factors required for achieving a
goal or to identify hurdles.
53. Uses of Force Field Analysis Diagram:
1-List pros and cons of a certain situation.
2-List actions and reactions for comparison.
3-List strength and weaknesses for personality analysis.
4-Compare the interests of two opposing parties in a
negotiation.
54. Force field Analysis
Steps:
1. Identify a specific
Change
2. Identify forces for and
againsty change
3. Prioritise the forces
4. Develop Strategies to
overcome opposing and
reinforce supporting
forces
