A review of how we can build an Affinity Diagram as part of a workout for brainstorming solutions that will fix a root cause.

1. Section & Lesson #:
Pre-Requisite Lessons:
Complex Tools + Clear Teaching = Powerful Results
Brainstorm Solutions with an Affinity Diagram
Six Sigma-Improve – Lesson 5
A review of how we can build an Affinity Diagram as part of a workout for
brainstorming solutions that will fix a root cause.
Six Sigma-Improve #04 – Brainstorm & Prioritize Solutions
with a Workout
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means
(electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.

2. Review Steps for a Brainstorming Workout
o Brainstorming is most effective when done as an extended meeting (e.g., workout).
• The meeting may be 3 to 4 hours and should include the Team and any other critical SMEs.
o Example agenda for Brainstorming Workout (with potential duration per step):
1. Champion and/or Sponsor Kick-off (validate initial problem & necessity for solution) (15 min)
2. Review Transfer Function; validate root cause (15 min)
3. Notate ALL potential solutions that may fix the root cause (30 to 60 min)
4. Build an Affinity Diagram of proposed solutions (15 to 30 min)
5. Build an Impact Matrix (e.g., ePICK chart) mapping the proposed solutions (30 to 60 min)
6. Select the proposed solutions and build a plan for any necessary research (30 min)
7. Champion and/or Sponsor Review (acquire buy-in of selected solutions & next steps) (15 min)
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
2

3. Notate All Potential Solutions
o Notate ALL potential solutions that may fix the root cause (30 to 60 min).
• Every proposed solution should be tied to fixing the root cause and the problem statement.
• Write each idea on sticky notepaper and post to a wall for everyone to see.
• Don’t validate every proposed solution; the key for noting solutions is quantity, not quality.
 Do not stifle the momentum of brainstorming ideas; do not belittle or challenge anyone’s idea.
 The validity or practicality of each idea will be considered later in the Impact Matrix.
• Use the 6Ms to help stimulate other possible solutions.
 The 6Ms were used as sources of variation in the Measure phase when exploring potential root causes.
 The same format may be used here to encourage new ideas from different perspectives.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
3
Manpower
Solutions related to
people like turnover,
poor training, etc.
Measurement
Solutions related to
how things are
measured like
standards,
performance, goals,
etc.
Machine
Solutions related to
equipment, hardware,
software, fax
machines, scanners,
etc.
Method
Solutions related to
policies, SOPs,
regulations, etc.
Mother Nature
Solutions related to
outside influences like
the economy,
customers, vendors,
etc.
Materials
Solutions related to
documentation, forms,
backup, etc.

4. Affinity Diagram of Proposed Solutions
o Build an Affinity Diagram of proposed solutions (15 to 30 min).
• An Affinity Diagram is merely the result from the process of logically grouping similar ideas.
• The general steps for building an Affinity Diagram are:
1. Each person quietly reviews (to his/her self) all the ideas noted on the sticky notes.
2. At any time, any person can move a sticky note next to others that seem logically related to each other.
3. If an idea applies to multiple groups, then re-write it on another sticky note and apply to both groups.
4. After everyone is satisfied, determine what logical groups were created and title each group.
• Things to consider when doing this exercise:
 Minimize talking while grouping ideas (prevent people from explaining why they’re moving certain ideas).
 Do not define the group titles before moving the ideas; only title them when all grouping is done.
 It’s OK if some ideas are by themselves and don’t get grouped with others.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
4
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf
Fjasdkf; fdkfj
d fkdj f s
dkfj d fkdjs
fjskdj f sf
djskf

5. Practical Application
o As a fun, personal exercise, let’s assume you’re trying to reduce your personal
expenses and you found a significant root cause is entertainment expenses.
• First, consider all the types of entertainment expenses you may have.
 For example, this may include non-essential items such as sports activities, dining out, movies, etc.
• Use the 6Ms to brainstorm ways you can reduce the expenses associated with these
entertainment activities.
• Next, walk through the affinity diagram exercise by grouping the items you brainstormed.
 How would you title the groups you created?
 Which group seems to have the most ideas associated with it?
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
5