The document discusses Pareto charts, which are bar charts used to identify vital problems that contribute disproportionately to an overall effect. It provides definitions and explanations of Pareto charts, including how to construct and interpret them. Examples are used to demonstrate how to analyze problems, order data, and identify where to focus improvement efforts based on Pareto charts. Key points include identifying a "break point" that separates major from minor causes.
The Sherwin-Williams Company reported strong financial results for 2005, with net sales increasing over $1 billion to $7.19 billion. Net income grew 17.8% to $463.3 million and diluted earnings per share increased over 20% to a record $3.28. All of the Company's business segments experienced sales growth. Sherwin-Williams continued its strategy of returning cash to shareholders through stock repurchases and dividend increases, extending its streak of annual dividend growth to 27 years. Looking ahead, the Company is optimistic about 2006 due to continued strong demand for its paint and coatings products.
ArvinMeritor had a challenging fiscal year 2001 due to economic downturn and declining automotive sales. However, the company has taken steps to strengthen its position such as aggressively cutting costs, improving quality, and focusing on core competencies. While sales and profits decreased from the prior year, the company generated strong operating cash flow through emphasis on working capital reductions and debt paydown. Looking forward, ArvinMeritor is well positioned in key markets and believes systems integration will be an area of growth opportunity.
- Alcoa reported income from continuing operations of $546 million or $0.66 per share for Q2 2008, an 80% increase over Q1 2008. Revenues increased 3% to $7.6 billion.
- Input costs continued to climb across the industry, with increases in caustic soda, calcined coke, fuel oil, and other materials. However, Alcoa saw double digit profit increases across all operating segments sequentially.
- Cash from operations exceeded $1 billion. The company repurchased $175 million in shares, reaching 10% of shares outstanding under the repurchase program. Global aluminum demand is expected to increase 7.9% in 2008 despite weakness in the US market.
11.15.12 CBIG Event - Kalvin & Vantiv PresentationSubrata Debnath
Vantiv is a leading integrated payment processor in the US, ranking #3 in merchant acquiring transactions and #2 in transaction growth. It processes over 12 billion transactions annually through its single, integrated technology platform for merchant and financial institution services. The presentation discusses Vantiv's efforts to institutionalize analytics into decision making through 5 initiatives: 1) Defining and scoping analytics, 2) Prioritizing location within the organization, 3) Managing all-or-nothing thinking, 4) Balancing accuracy and understandability, and 5) Pushing intelligence to the front lines where business problems occur. Real-time analytics and reducing latency from data to insights is a focus.
Big Lots is a Fortune 500 company headquartered in Columbus, Ohio operating over 1,500 stores nationwide including furniture stores. For over 30 years, Big Lots has offered closeout merchandise at discounted prices on average 20-40% less than traditional retailers. In 2004, Big Lots reported $4.4 billion in net sales, a 4.8% increase over the previous year, with net income of $30.4 million, though this was a 64.3% decrease from 2003 due to one-time charges. Big Lots operates stores across the US and aims to provide customers with great deals on furniture, home goods, and other items.
- Yahoo reported Q2'08 financial highlights, with revenue ex-TAC of $1.346 billion, an 8% increase year-over-year but flat quarter-over-quarter.
- Operating cash flow was $427 million in Q2'08, a 10% decrease year-over-year due to costs related to strategic initiatives and a 1% decrease quarter-over-quarter.
- For full-year 2008, Yahoo expects revenue of $7.35-7.85 billion, operating cash flow of $1.825-1.975 billion, and free cash flow of $900 million to $1.05 billion.
- Net sales increased significantly from $4.74 billion in 1999 to $7.13 billion in 2000. Net income increased slightly from $515.8 million in 1999 to $422 million in 2000.
- The Telecommunications segment saw the largest increase in revenues from $2.96 billion in 1999 to $5.12 billion in 2000, driving the overall revenue growth.
- Pro forma diluted earnings per share, which excludes certain one-time items, increased from $0.67 in 1999 to $1.23 in 2000 despite a smaller increase in net income, reflecting share repurchases.
- Alcoa reported net income of $268 million for 3Q 2008, which included $29 million for restructuring. Revenues were $7.2 billion, up from $6.5 billion in 3Q 2007 excluding divested businesses.
- The aluminum industry is facing significant increases in input costs such as caustic soda, calcined coke, ocean freight, and fuel oil. These rising costs have squeezed margins across the industry.
- Compared to 3Q 2007, Alcoa's income from continuing operations excluding special items fell from $340 million to $298 million due to higher costs that were only partially offset by productivity gains and price increases.
The Sherwin-Williams Company reported strong financial results for 2005, with net sales increasing over $1 billion to $7.19 billion. Net income grew 17.8% to $463.3 million and diluted earnings per share increased over 20% to a record $3.28. All of the Company's business segments experienced sales growth. Sherwin-Williams continued its strategy of returning cash to shareholders through stock repurchases and dividend increases, extending its streak of annual dividend growth to 27 years. Looking ahead, the Company is optimistic about 2006 due to continued strong demand for its paint and coatings products.
ArvinMeritor had a challenging fiscal year 2001 due to economic downturn and declining automotive sales. However, the company has taken steps to strengthen its position such as aggressively cutting costs, improving quality, and focusing on core competencies. While sales and profits decreased from the prior year, the company generated strong operating cash flow through emphasis on working capital reductions and debt paydown. Looking forward, ArvinMeritor is well positioned in key markets and believes systems integration will be an area of growth opportunity.
- Alcoa reported income from continuing operations of $546 million or $0.66 per share for Q2 2008, an 80% increase over Q1 2008. Revenues increased 3% to $7.6 billion.
- Input costs continued to climb across the industry, with increases in caustic soda, calcined coke, fuel oil, and other materials. However, Alcoa saw double digit profit increases across all operating segments sequentially.
- Cash from operations exceeded $1 billion. The company repurchased $175 million in shares, reaching 10% of shares outstanding under the repurchase program. Global aluminum demand is expected to increase 7.9% in 2008 despite weakness in the US market.
11.15.12 CBIG Event - Kalvin & Vantiv PresentationSubrata Debnath
Vantiv is a leading integrated payment processor in the US, ranking #3 in merchant acquiring transactions and #2 in transaction growth. It processes over 12 billion transactions annually through its single, integrated technology platform for merchant and financial institution services. The presentation discusses Vantiv's efforts to institutionalize analytics into decision making through 5 initiatives: 1) Defining and scoping analytics, 2) Prioritizing location within the organization, 3) Managing all-or-nothing thinking, 4) Balancing accuracy and understandability, and 5) Pushing intelligence to the front lines where business problems occur. Real-time analytics and reducing latency from data to insights is a focus.
Big Lots is a Fortune 500 company headquartered in Columbus, Ohio operating over 1,500 stores nationwide including furniture stores. For over 30 years, Big Lots has offered closeout merchandise at discounted prices on average 20-40% less than traditional retailers. In 2004, Big Lots reported $4.4 billion in net sales, a 4.8% increase over the previous year, with net income of $30.4 million, though this was a 64.3% decrease from 2003 due to one-time charges. Big Lots operates stores across the US and aims to provide customers with great deals on furniture, home goods, and other items.
- Yahoo reported Q2'08 financial highlights, with revenue ex-TAC of $1.346 billion, an 8% increase year-over-year but flat quarter-over-quarter.
- Operating cash flow was $427 million in Q2'08, a 10% decrease year-over-year due to costs related to strategic initiatives and a 1% decrease quarter-over-quarter.
- For full-year 2008, Yahoo expects revenue of $7.35-7.85 billion, operating cash flow of $1.825-1.975 billion, and free cash flow of $900 million to $1.05 billion.
- Net sales increased significantly from $4.74 billion in 1999 to $7.13 billion in 2000. Net income increased slightly from $515.8 million in 1999 to $422 million in 2000.
- The Telecommunications segment saw the largest increase in revenues from $2.96 billion in 1999 to $5.12 billion in 2000, driving the overall revenue growth.
- Pro forma diluted earnings per share, which excludes certain one-time items, increased from $0.67 in 1999 to $1.23 in 2000 despite a smaller increase in net income, reflecting share repurchases.
- Alcoa reported net income of $268 million for 3Q 2008, which included $29 million for restructuring. Revenues were $7.2 billion, up from $6.5 billion in 3Q 2007 excluding divested businesses.
- The aluminum industry is facing significant increases in input costs such as caustic soda, calcined coke, ocean freight, and fuel oil. These rising costs have squeezed margins across the industry.
- Compared to 3Q 2007, Alcoa's income from continuing operations excluding special items fell from $340 million to $298 million due to higher costs that were only partially offset by productivity gains and price increases.
Charrería is a centuries-old Mexican tradition centered around equestrian competitions and demonstrations of horsemanship skills. A key component is the charreada, a festive event featuring charros, or Mexican cowboys, performing suertes or tests of their skills while wearing traditional costumes and tack. Common suertes include roping and riding horses and bulls, choreographed horseback riding, and other displays of the charros' abilities working from horseback. Charrería originated when the first horses arrived with Spanish conquistadors and developed into an important part of ranch and rural culture in Mexico.
Pareto-Efficient Hybridization for Multi-Objective Recommender SystemsMarco Túlio Ribeiro
This document presents a method for hybridizing multiple recommender systems algorithms to optimize for multiple objectives like accuracy, novelty, and diversity. It uses a multi-objective evolutionary algorithm called SPEA2 to find the Pareto optimal frontier of weight combinations for combining the algorithms. This returns not a single best solution but multiple good trade-offs. The system can then choose a solution from the frontier based on its priority for each objective. It evaluates the approach on movie and music recommendation tasks, combining algorithms like SVD, KNN, and content-based methods.
Building web and mobile applications is easier now than ever before. Adopt the architecture of building on APIs and cloud services and 80% of your project will be completed before you start. This talk tracks the history of APIs through mashup mayhem, an openness backlash and to a future where regular people will ask for APIs. Immersed in APIs since 2009, Adam DuVander will share stories of API success and failure. As he looks to the future, Adam will share how the hundred year-old principles of an Italian economist are about to make the lives of today’s creative technologists really interesting.
Two-Phase Pareto Set Discovery for Team Formation in Social Networkzihayat
This document proposes a two-phase algorithm to find the Pareto front for team formation in social networks. The problem aims to minimize communication cost, personnel cost, and expertise cost when forming a team of experts to complete a project. Phase 1 finds supported efficient teams by optimizing weighted sums of the objectives. Phase 2 uses heuristics to discover non-supported efficient teams. The algorithm is evaluated on a DBLP dataset and is shown to outperform alternatives in finding the true Pareto front with less computation time.
The document discusses the Pareto Principle, also known as the 80/20 rule, which states that roughly 80% of consequences come from 20% of causes. It was created by Vilfredo Pareto in 1906. The summary then discusses how the principle applies to small, medium, and large businesses, noting that focusing resources on the most important 20% can dramatically improve profits. It also outlines some potential limitations and issues with strictly applying the 80/20 rule, such as overreliance on key customers or workers.
Pareto-Optimal Search-Based Software Engineering (POSBSE): A Literature SurveyAbdel Salam Sayyad
Paper presented at the 2nd International Workshop on Realizing Artificial Intelligence Synergies in Software Engineering (RAISE’13), San Francisco, USA. May 2013.
PSU Web 2013: User Research Power Tool: Pareto Principle Based User ResearchJennifer Aldrich
Jennifer Aldrich presented on using the Pareto principle to conduct user research. She discussed how the Pareto principle states that 80% of consequences come from 20% of causes. She explained how to apply this to user research by identifying the top 20% of product areas causing 80% of user frustrations. Her research on a client's product found that 18% of areas were responsible for 83% of issues. She provided tips on setting up the research through surveys and analyzing the data to identify key areas for improvement.
This session demonstrated how to use data, direct mail and the telephone to build and develop close relationships with donors, culminating in millions of dollars in bequests. Through the use of case studies Christiana will share how to uncover and inspire thousands of bequest prospects to leave the ultimate gift to your organisation. Attendees will leave the presentation with a complete bequest strategic plan that they can implement immediately!
This document summarizes a presentation about Selenium 2 given by Jason Huggins. The presentation provided an overview of Selenium, including the different components like Selenium IDE, Builder, RC and Grid. It described why Selenium 2 was created and what it is. It demonstrated how to run tests on mobile browsers, and provided code examples for different languages. The presentation highlighted improvements in Selenium 2 like a cleaner API, support for mobile testing, and removing the need to run a server.
The document discusses the 80/20 rule, also known as the Pareto principle, which states that roughly 80% of effects come from 20% of causes. It provides examples of how the principle can be applied in management, quality problems, personal tasks, relationships, and other areas. The key is to identify the vital few causes or tasks that have a disproportionate impact, and focus efforts on improving or addressing those first. Pareto charts can help visualize this distribution and separate the few major factors from many minor ones to prioritize problem-solving or improvement work.
The document discusses various quality tools and techniques including a project charter, check sheet, Pareto analysis, cause-and-effect diagram, and matrix. It provides details on how to create and use each tool. A project charter is used to define the goals, metrics, scope, team, and plan for a quality project. Check sheets collect attribute and variable data to identify defects, locations, and causes. Pareto analysis arranges information to establish improvement priorities by highlighting the most common issues. A cause-and-effect diagram displays potential factors that influence a problem or quality characteristic.
Pareto analysis is a technique used to identify the most important causes of problems that need to be addressed. It is based on the Pareto principle (also known as the 80/20 rule), which states that roughly 80% of the effects come from 20% of the causes. Pareto analysis involves identifying problems, determining their root causes, scoring them based on frequency or impact, grouping the causes, and summing the scores to identify the vital few causes that should be prioritized to resolve the majority of problems. An example is provided of a service center manager who used Pareto analysis to identify that lack of training and too few staff were the primary root causes of customer complaints.
This document provides a project charter for a social media initiative. The purpose is to establish a social media strategy to leverage opportunities in marketing, sales, and customer service. Key aspects include developing a presence on major platforms, content production and engagement plans, metrics tracking, and allocating appropriate resources and responsibilities. Risks like security, privacy and inappropriate content are identified along with mitigation strategies. The charter outlines governance structures for stakeholders, communications, and decision rights to help ensure project success.
The document discusses Pareto charts, also known as 80/20 charts, which were developed based on Pareto's principle. It provides examples of how the principle can be applied in various contexts to identify the vital few causes that create the majority of effects. The document then guides the reader through a series of exercises to create Pareto charts using manufacturing defect data, examining frequency of defects, cost of defects, and ultimately identifying the most important problem to address.
Pareto Charts provides and overview of the Lean Six Sigma Tool. Lean Six Sigma Article by Master Black Belt, Steven Bonacorsi, Vice President at the AIT Group.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
Pareto (pa-RAY-toe) analysis is named after Vilfredo Pareto, an Italian economist who lived in the late 19th and early 20th centuries. In 1897, he presented a formula that showed that income was distributed unevenly, with about 80% of the wealth in the hands of about 20% of the people.
The document discusses implementing a CMMS/AMMS system. It provides an agenda that includes discussing why implement CMMS, communication with management and users, metrics, integration with other systems, implementation scope and checklist, and case studies. The presenter has 25+ years of experience in manufacturing and has implemented CMMS in eight factories. Key reasons for CMMS are to reduce costs, improve equipment performance, and provide a systematic method to improve business efficiency. Communication, metrics, integration points, scope, and testing are important. Case studies demonstrate using CMMS for issues like managing conversion costs, spare parts, and service contracts.
Charrería is a centuries-old Mexican tradition centered around equestrian competitions and demonstrations of horsemanship skills. A key component is the charreada, a festive event featuring charros, or Mexican cowboys, performing suertes or tests of their skills while wearing traditional costumes and tack. Common suertes include roping and riding horses and bulls, choreographed horseback riding, and other displays of the charros' abilities working from horseback. Charrería originated when the first horses arrived with Spanish conquistadors and developed into an important part of ranch and rural culture in Mexico.
Pareto-Efficient Hybridization for Multi-Objective Recommender SystemsMarco Túlio Ribeiro
This document presents a method for hybridizing multiple recommender systems algorithms to optimize for multiple objectives like accuracy, novelty, and diversity. It uses a multi-objective evolutionary algorithm called SPEA2 to find the Pareto optimal frontier of weight combinations for combining the algorithms. This returns not a single best solution but multiple good trade-offs. The system can then choose a solution from the frontier based on its priority for each objective. It evaluates the approach on movie and music recommendation tasks, combining algorithms like SVD, KNN, and content-based methods.
Building web and mobile applications is easier now than ever before. Adopt the architecture of building on APIs and cloud services and 80% of your project will be completed before you start. This talk tracks the history of APIs through mashup mayhem, an openness backlash and to a future where regular people will ask for APIs. Immersed in APIs since 2009, Adam DuVander will share stories of API success and failure. As he looks to the future, Adam will share how the hundred year-old principles of an Italian economist are about to make the lives of today’s creative technologists really interesting.
Two-Phase Pareto Set Discovery for Team Formation in Social Networkzihayat
This document proposes a two-phase algorithm to find the Pareto front for team formation in social networks. The problem aims to minimize communication cost, personnel cost, and expertise cost when forming a team of experts to complete a project. Phase 1 finds supported efficient teams by optimizing weighted sums of the objectives. Phase 2 uses heuristics to discover non-supported efficient teams. The algorithm is evaluated on a DBLP dataset and is shown to outperform alternatives in finding the true Pareto front with less computation time.
The document discusses the Pareto Principle, also known as the 80/20 rule, which states that roughly 80% of consequences come from 20% of causes. It was created by Vilfredo Pareto in 1906. The summary then discusses how the principle applies to small, medium, and large businesses, noting that focusing resources on the most important 20% can dramatically improve profits. It also outlines some potential limitations and issues with strictly applying the 80/20 rule, such as overreliance on key customers or workers.
Pareto-Optimal Search-Based Software Engineering (POSBSE): A Literature SurveyAbdel Salam Sayyad
Paper presented at the 2nd International Workshop on Realizing Artificial Intelligence Synergies in Software Engineering (RAISE’13), San Francisco, USA. May 2013.
PSU Web 2013: User Research Power Tool: Pareto Principle Based User ResearchJennifer Aldrich
Jennifer Aldrich presented on using the Pareto principle to conduct user research. She discussed how the Pareto principle states that 80% of consequences come from 20% of causes. She explained how to apply this to user research by identifying the top 20% of product areas causing 80% of user frustrations. Her research on a client's product found that 18% of areas were responsible for 83% of issues. She provided tips on setting up the research through surveys and analyzing the data to identify key areas for improvement.
This session demonstrated how to use data, direct mail and the telephone to build and develop close relationships with donors, culminating in millions of dollars in bequests. Through the use of case studies Christiana will share how to uncover and inspire thousands of bequest prospects to leave the ultimate gift to your organisation. Attendees will leave the presentation with a complete bequest strategic plan that they can implement immediately!
This document summarizes a presentation about Selenium 2 given by Jason Huggins. The presentation provided an overview of Selenium, including the different components like Selenium IDE, Builder, RC and Grid. It described why Selenium 2 was created and what it is. It demonstrated how to run tests on mobile browsers, and provided code examples for different languages. The presentation highlighted improvements in Selenium 2 like a cleaner API, support for mobile testing, and removing the need to run a server.
The document discusses the 80/20 rule, also known as the Pareto principle, which states that roughly 80% of effects come from 20% of causes. It provides examples of how the principle can be applied in management, quality problems, personal tasks, relationships, and other areas. The key is to identify the vital few causes or tasks that have a disproportionate impact, and focus efforts on improving or addressing those first. Pareto charts can help visualize this distribution and separate the few major factors from many minor ones to prioritize problem-solving or improvement work.
The document discusses various quality tools and techniques including a project charter, check sheet, Pareto analysis, cause-and-effect diagram, and matrix. It provides details on how to create and use each tool. A project charter is used to define the goals, metrics, scope, team, and plan for a quality project. Check sheets collect attribute and variable data to identify defects, locations, and causes. Pareto analysis arranges information to establish improvement priorities by highlighting the most common issues. A cause-and-effect diagram displays potential factors that influence a problem or quality characteristic.
Pareto analysis is a technique used to identify the most important causes of problems that need to be addressed. It is based on the Pareto principle (also known as the 80/20 rule), which states that roughly 80% of the effects come from 20% of the causes. Pareto analysis involves identifying problems, determining their root causes, scoring them based on frequency or impact, grouping the causes, and summing the scores to identify the vital few causes that should be prioritized to resolve the majority of problems. An example is provided of a service center manager who used Pareto analysis to identify that lack of training and too few staff were the primary root causes of customer complaints.
This document provides a project charter for a social media initiative. The purpose is to establish a social media strategy to leverage opportunities in marketing, sales, and customer service. Key aspects include developing a presence on major platforms, content production and engagement plans, metrics tracking, and allocating appropriate resources and responsibilities. Risks like security, privacy and inappropriate content are identified along with mitigation strategies. The charter outlines governance structures for stakeholders, communications, and decision rights to help ensure project success.
The document discusses Pareto charts, also known as 80/20 charts, which were developed based on Pareto's principle. It provides examples of how the principle can be applied in various contexts to identify the vital few causes that create the majority of effects. The document then guides the reader through a series of exercises to create Pareto charts using manufacturing defect data, examining frequency of defects, cost of defects, and ultimately identifying the most important problem to address.
Pareto Charts provides and overview of the Lean Six Sigma Tool. Lean Six Sigma Article by Master Black Belt, Steven Bonacorsi, Vice President at the AIT Group.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
Pareto charts are a tool used to identify the most significant problems in a process. They graphically display problem categories from highest to lowest value to show which few problems make up the majority of issues. To create a Pareto chart, problems are classified and tallied, then categories are arranged from highest to lowest occurrence and displayed as bars on a chart. The chart is used to target addressing the biggest issues first to produce the greatest improvements.
Pareto (pa-RAY-toe) analysis is named after Vilfredo Pareto, an Italian economist who lived in the late 19th and early 20th centuries. In 1897, he presented a formula that showed that income was distributed unevenly, with about 80% of the wealth in the hands of about 20% of the people.
The document discusses implementing a CMMS/AMMS system. It provides an agenda that includes discussing why implement CMMS, communication with management and users, metrics, integration with other systems, implementation scope and checklist, and case studies. The presenter has 25+ years of experience in manufacturing and has implemented CMMS in eight factories. Key reasons for CMMS are to reduce costs, improve equipment performance, and provide a systematic method to improve business efficiency. Communication, metrics, integration points, scope, and testing are important. Case studies demonstrate using CMMS for issues like managing conversion costs, spare parts, and service contracts.
A Pareto chart is a type of bar graph that arranges data in descending order of frequency or cost, with the largest items on the left, to identify the most important issues. It involves collecting data on problems or causes, categorizing the data, calculating frequencies or costs for each category, and constructing bars to display the categories from largest to smallest. The chart is used to focus improvement efforts on addressing the major issues that have the greatest impact.
This document discusses key considerations for analyzing churn in cloud computing businesses. It begins with a refresher on important SaaS metrics like customer acquisition cost, average revenue per user, and churn. It emphasizes the value of analyzing cohorts of customers over time to understand trends in retention and behavior. The document also shows how even small differences in monthly churn rates can significantly impact long-term customer retention. Finally, it discusses the importance of accurately modeling churn, whether through expected lifetime calculations or recognizing that churn often follows a geometric rather than linear curve.
Most problems can be attributed to a small number of causes according to the Pareto principle, where 80% of effects come from 20% of causes. To create a Pareto diagram, one decides on a problem to investigate, collects relevant data, tallies it, and arranges the items from most to least quantity. A bar diagram is constructed along with a cumulative curve to identify the most important causes contributing to the problem. Pareto diagrams can categorize data by phenomena like quality issues or by root causes such as operator errors.
In our increasingly data-driven world, it's more important than ever to have accessible ways to view and understand data.
After all, employees' demand for data skills steadily increases each year.
Employees and Business owners at every level need to understand data and its impact.
That's where Data Visualization comes in handy.
To make Data more accessible and understandable, Data Visualization in Dashboards is the go-to tool for many businesses to Analyze and share Information.
ABCi Skills for Improvement- Pareto ChartABCiABUHB
A Pareto chart presents causes of a problem in descending order based on their quantified contribution, highlighting the major causes. It helps focus improvement efforts on the most impactful issues. The chart arranges potential causes on the horizontal axis and frequency or cost on the vertical axis. It also includes a cumulative line to identify the "vital few" causes that make up 80% of the problem, where focusing efforts achieves the best results. Data on quantified causes is required and the chart is constructed by ranking and calculating percentages of the total problem.
A financial model is a quantitative or accounting logic chain designed to forecast future outcomes based on data inputs. Models allow for better forecasting than guessing by incorporating assumptions, economic data, and other variables. Common types of financial models include econometric models, industry models, and earnings models. An example regression model correlates housing starts to population estimates to forecast new home construction. Good analysts spend most of their time developing and interpreting financial models.
NYT Category-analysis with a bit visualizationTomohiro Ebisu
1) The document compares the understandability and production costs of table figures versus clustering maps for visualizing data analysis.
2) A survey found that clustering maps had higher understandability for viewers compared to tables, but took significantly longer (over 30 hours versus 3 hours) for creators to produce.
3) The relationship between understandability and production costs shows that while understandability increases substantially with initial costs, the rate of increase diminishes with higher costs. Creators should consider this curve and the needed level of understandability for the intended viewers before determining how much time to invest in a visualization.
This document discusses how Expense Reduction Analysts (ERA) helps private equity firms, portfolio companies, and corporations reduce expenses. ERA introduces portfolio companies to cost savings opportunities and works directly with private equity firms on post-closing projects. ERA's process benchmarks costs, conducts procurement processes, and identifies savings opportunities across various expense categories. ERA achieves an average of 20% savings for clients through renegotiating supplier contracts and benchmarking against industry peers, with savings realized in 91% of projects.
After World War II, Japan adopted quality as an economic strategy and selected seven statistical tools to analyze quality problems and drive continuous improvement. The seven tools - Pareto charts, cause-and-effect diagrams, histograms, control charts, scatter plots, check sheets, and flow charts - can identify up to 95% of issues. Each tool has a specific purpose, such as prioritizing problems with Pareto charts or identifying relationships between variables with scatter plots. Using these tools, Japanese companies were able to dramatically improve quality and economic performance.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing significantly in recent years. They are the 3rd largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing substantially in recent years. They are the third largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Seven Basic Quality Control Tools أدوات ضبط الجودة السبعةMohamed Khaled
The 7 QC tools are fundamental instruments to improve the process and product quality. They are used to examine the production process.
► The seven basic tools are:
1- Check sheet
2- Pareto analysis
3- Cause and Effect Diagram
4- Scatter plot
5- Histogram
6- Flowchart
7- Control charts
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#7_Basic_Quality_Control_Tools #Check_sheet #Pareto_analysis #Fishbone #Scatter_plot #Histogram #Flowchart #Control_charts #CFturbo #Pump_simulation_using_ANSYS #Water_Hammer #أدوات_ضبط_الجودة_السبعة #نموذج_التحقق #مخطط_باريتو #مخطط_السبب_والأثر #مخطط_التشتت #مدرج_تكراري #خرائط_التدفق #خرائط_ضبط_الجودة
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
A Pareto chart is a type of bar chart used to identify problems. It arranges data in descending order of frequency or impact, separating the major issues from minor ones. This allows users to focus on addressing the top 20% of causes that create 80% of the problems. To construct a Pareto chart, data is collected, categorized, and plotted as bars with associated frequencies and cumulative percentages. This visual format makes it easy to identify priority issues to improve.
Histograms are bar graphs are created in much the same way scatter plots and line graphs are. Histograms are a specialized type of bar graph used to summarize groups of data.
Its a summery graph showing a count of the data points falling in various ranges. The effect is a rough approximation of the frequency distribution of the data.
A gantt chart is a common tool for project planning and keeping track of the status of individual tasks within a project. This type of chart was invented in 1910 by a mechanical engineer named Henry Gantt, and there are now a great many software tools that use gantt charts in project planning. Excel is a popular tool for creating Gantt charts, but for more advanced project management activities, you may need a tool such as Microsoft Project or a project management add-in for Excel.
Here is template to create a gantt chart in excel.
Pivot Table Calculate Data In Pivot Table Reports In Excel 2007Snigdha Parida
This document contains sales data from multiple salespeople in Canada over a period from January 2009 to April 2009. It includes fields for country, salesperson, sales amount, order date, and order ID. There are over 100 rows of sales data listed, with totals for individual salespeople ranging from around $1,000 to over $9,000. The data appears to be from a spreadsheet or database and could be used for analyzing individual salesperson or quarterly performance.
The document contains data on base amounts, impacts, and actual totals across 6 categories. The base amount is 1000 in the first table and increases by 1000 due to impacts of +200, -300, +400, -250, and +275, resulting in an actual total of 1325. In the second table, the base is 1000, impacts range from -2200 to +1900, and the actual total this year is 12000, double the base amount.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
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Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
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Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
1. Basic Tools for Process Im provem ent
What is a Pareto Chart?
A Pareto Chart is “a series of bars whose heights reflect the frequency or impact of
problems. The bars are arranged in descending order of height from left to right.
This means the categories represented by the tall bars on the left are relatively more
significant than those on the right” [Ref. 5]. The chart gets its name from the Pareto
Principle, which postulates that 80 percent of the trouble comes from 20 percent of
the problems. Viewgraph 1 highlights the elements of this definition.
Why should teams use Pareto Charts?
You can think of the benefits of using Pareto Charts in economic terms (Viewgraph
2). “A Pareto Chart breaks a big problem into smaller pieces (and) identifies the
biggest contributors. . . (It can) help us get the most improvement with the resources
available by showing where to focus efforts in order to maximize achievements. The
Pareto Principle states that a small number of causes accounts for most of the
problems. Focusing efforts on the ‘vital few’ causes is usually a better use of
valuable resources” [Ref. 1a].
When should we use a Pareto Chart?
A Pareto Chart is a good tool to use when the process you are investigating
produces data that are broken down into categories and you can count the number of
times each category occurs.
No matter where you are in your process improvement efforts, Pareto Charts can be
helpful, “. . . early on to identify which problem should be studied, later to narrow
down which causes of the problem to address first. Since they draw everyone's
attention to the ‘vital few’ important factors where the payback is likely to be greatest,
(they) can be used to build consensus. In general, teams should focus their attention
first on the biggest problems—those with the highest bars” [Ref. 5].
Making problem-solving decisions isn’t the only use of the Pareto Principle. Since
Pareto Charts convey information in a way that enables you to see clearly the
choices that should be made, they can be used to set priorities for many practical
applications in your command. Some examples are:
! Process improvement efforts for increased unit readiness
! Skills you want your division to have
! Customer needs
! Suppliers
! Investment opportunities
2 PARETO CHART
2. Basic Tools for Process Im provem ent
What Is a Pareto Chart?
• Bar chart arranged in descending
order of height from left to right
• Bars on left relatively more important
than those on right
• Separates the "vital few" from the
"trivial many" (Pareto Principle)
PARETO CHART VIEWGRAPH 1
Why Use a Pareto Chart?
• Breaks big problem into smaller pieces
• Identifies most significant factors
• Shows where to focus efforts
• Allows better use of limited resources
PARETO CHART VIEWGRAPH 2
PARETO CHART 3
3. Basic Tools for Process Im provem ent
How is a Pareto Chart constructed?
To construct a Pareto Chart, you need to start with meaningful data which you have
collected and categorized. You may want to turn to the Data Collection module at
this point to review the process of collecting and categorizing data that you can chart.
Now you’re ready to follow the steps for constructing a Pareto Chart (Viewgraphs 3
and 4). The steps below have been adapted from Joiner [Ref. 1b].
Step 1 - Record the raw data. List each category and its associated data count.
Step 2 - Order the data. Prepare an analysis sheet, putting the categories in order
and placing the one with the largest count first.
Step 3 - Label the left-hand vertical axis. Make sure the labels are spaced in
equal intervals from 0 to a round number equal to or just larger than the total of all
counts. Provide a caption to describe the unit of measurement being used.
Step 4 - Label the horizontal axis. Make the widths of all of the bars the same
and label the categories from largest to smallest. An "other" category can be
used last to capture several smaller sets of data. Provide a caption to describe
them. If the contributor names are long, label the axis A, B, C, etc. and provide a
key.
Step 5 - Plot a bar for each category. The height of each bar should equal the
count for that category. The widths of the bars should be identical.
Step 6 - Find the cum ulative counts. Each category's cumulative count is the
count for that category added to the counts for all larger categories.
Step 7 - Add a cum ulative line. This is optional. Label the right axis from 0 to
100%, and line up the 100% with the grand total on the left axis. For each
category, put a dot as high as the cumulative total and in line with the right
edge of that category's bar. Connect all the dots with straight lines.
4 PARETO CHART
4. Basic Tools for Process Im provem ent
Constructing a Pareto Chart
Step 1 - Record the data
Step 2 - Order the data
Step 3 - Label the vertical axis
Step 4 - Label the horizontal axis
Step 5 - Plot the bars
PARETO CHART VIEWGRAPH 3
Constructing a Pareto Chart
Step 6 - Add up the counts
Step 7 - Add a cumulative line
Step 8 - Add title, legend, and date
Step 9 - Analyze the diagram
PARETO CHART VIEWGRAPH 4
PARETO CHART 5
5. Basic Tools for Process Im provem ent
Step 8 - Add title, legend, and date.
Step 9 - Analyze the diagram . Look for the break point on the cumulative
percent graph. It can be identified by a marked change in the slope of the graph
(see Viewgraph 11). This separates the significant few from the trivial many.
NOTE: The significant few-trivial many principle does not always hold. No matter
how many data are categorized, they can be ranked and made into a Pareto
diagram. But sometimes no single bar is dramatically different from the others, and
the Pareto Chart looks flat or gently sloping. To attack the tall bar in that situation is
no help. You need to look for another way to categorize the data.
Now let's look at an exam ple to illustrate the Pareto Chart construction process:
You recently inherited $10,000 and would like to apply it to some of your
outstanding bills. Here is what you owe:
Home improvement loan balance $1,956
Visa $2,007
Mastercard $1,983
Church building fund pledge (monthly
installments of $83.33 for two years) $2,000
Balance of car loan $1,971
School tuition (monthly installments of
$169.17 for one year) $2,030
Viewgraphs 5 and 6 show how this would look when recorded on an analysis sheet
and plotted on a Pareto Chart.
6 PARETO CHART
6. Basic Tools for Process Im provem ent
Analysis Sheet Example
Outstanding Debts
Category Amount ($)
School tuition (monthly installments) 2,030
Visa 2,007
Church pledge (monthly installments) 2,000
Mastercard 1,983
Balance of car loan 1,971
Home improvement loan balance 1,956
Total 11,947
PARETO CHART VIEWGRAPH 5
Pareto Chart Example
Outstanding Debts
$ 12,000
10,800
Am ount Owed
9,600
8,400
7,200
6,000
4,800
3,600
2,400
1,200
0
Tuition Visa Church MC Car Home
Type of Debt
LEGEND: AMOUNT OWED ON OUTSTANDING DEBTS AS OF 12 FEB 95.
PARETO CHART VIEWGRAPH 6
PARETO CHART 7
7. Basic Tools for Process Im provem ent
You probably noticed that no single bar is dramatically different from the others.
Looking at your outstanding debts in this way isn't much help. Is there a different way
the data could be categorized to make it more meaningful? What if you were to
consider the interest rates on your outstanding debts?
Viewgraphs 7 and 8 show what that would look like. A much clearer picture of your
outstanding debts now emerges, and you are able to make a better decision on how to
manage your money.
NOTE: In this example, we opted not to show a cum ulative line (Step 7) on the right
side of the Pareto Chart because it might be confusing to create a percentage of
percentages.
How do we interpret a Pareto Chart?
When you look at a Pareto Chart, you can see break points in the heights of the bars
which indicate the most important categories. This information is useful when you are
establishing priorities.
As you can see in the example we've just looked at, you can detect two big breaks in
the heights of the bars when you categorize the data in a different way:
! The first break point is between the second and third bars. The difference
between these two bars is much more noticeable than the other differences.
This shows the relative importance of the first two bars in relation to the
others.
! The other break point occurs after the fourth bar. Addressing the third and
fourth bars will give a higher payoff than addressing the last two bars.
You will have an opportunity to develop your interpretation skills when you do the
practice exercises that follow.
8 PARETO CHART
8. Basic Tools for Process Im provem ent
Analysis Sheet Example
Interest Rates on Outstanding Debts
Category Int. Rate (%)
Visa 21
Mastercard 18
Balance of car loan 9
Home improvement loan balance 6
School tuition (monthly installments) 2
Church pledge (monthly installments) 1
PARETO CHART VIEWGRAPH 7
Pareto Chart Example
Interest Rates on Outstanding Debts
57.0
51.3
45.6
Interest Rates
39.9
34.2
28.5
22.8
17.1
11.4
5.7
0.0
Visa MC Car Home Tuition Church
Type of Debt
LEGEND: INTEREST RATES CHARGED ON OUTSTANDING DEBTS AS OF 12 FEB 95.
PARETO CHART VIEWGRAPH 8
PARETO CHART 9
9. Basic Tools for Process Im provem ent
How can we practice what we’ve learned?
Now let's practice constructing and interpreting Pareto Charts using the data provided
for the scenario in each exercise. Analysis sheets and Pareto Charts are provided as
answer keys.
EXERCISE 1: You are part of a team responsible for the quality of the BEQ/BOQ.
You want to improve the service you provide but are not sure where to begin or where
to concentrate your efforts. You decide to keep track of the complaints received over
a three-month period. Viewgraph 9 records this data.
Rank order your data in an analysis sheet and draw a Pareto Chart.
Now answer the following questions:
1. Does the Pareto Principle apply?
2. Where should you concentrate your efforts?
3. Do your proposed efforts pass a sanity check? In other words, do the
top problem s really stand out as m ost im portant to you and your
custom ers?
10 PARETO CHART
10. Basic Tools for Process Im provem ent
Data on BEQ / BOQ Complaints
Complaint Feb Mar Apr Total
Loud stereo noise after 2300 30 50 17 97
Insufficient hot water 23 20 11 54
Towels too small and/or thin 12 8 12 32
Inadequate lighting 175 100 75 350
Poor quality TV reception 10 13 60 83
Worn-out furniture 1 4 10 15
Insufficient storage space 25 52 50 127
Cockroaches 324 265 373 962
Rooms too warm or too cold 300 110 95 505
PARETO CHART VIEWGRAPH 9
PARETO CHART 11
11. Basic Tools for Process Im provem ent
Now let’s compare the analysis sheet and Pareto Chart you prepared for this exercise
with Viewgraphs 10 and 11.
Did you come up with the following points in discussing the questions?
1. In this problem, the Pareto Principle is very much in evidence. Notice the sharp
change of slope after the first three items. Most Pareto Charts will have such a
break point.
2. Attacking the problems to the left of the break point will have the greatest
payoff. In fact, if you solve these problems, you will have dealt with 81.7
percent of the deficiencies uncovered in your customer survey. Therefore, this
is where you should concentrate your initial efforts.
Later, you can do another Pareto analysis which will probably show some of the
lesser problems becoming more dominant.
3. How about your sanity check? Well, not only is the cockroach problem number
one in your survey, but from a health standpoint, it merits immediate action.
12 PARETO CHART
12. Basic Tools for Process Im provem ent
EXERCISE 1 ANALYSIS SHEET ANSWER KEY
BEQ / BOQ Complaints
Category Amount Percent Cum. % *
Cockroaches 962 43.2 43.2
Rooms too warm or cold 505 22.7 65.9
Inadequate lighting 350 15.7 81.6
Insufficient storage space 127 5.7 87.3
Loud stereo noise after 2300 97 4.4 91.7
Poor quality TV reception 83 3.7 95.4
Insufficient hot water 54 2.4 97.8
Towels too small and/or thin 32 1.4 99.2
Worn-out furniture 15 0.7 99.9
Total 2225
* Cumulative percent column does not equal 100% because of rounding.
PARETO CHART VIEWGRAPH 10
EXERCISE 1 PARETO CHART ANSWER KEY
BEQ / BOQ Complaints
Num ber of Com plaints
Break point
2225 100 %
2007 90
1784 80
1561 70
1338 60
1115 50
892 40
669 30
446 20
223 10
0 0
Temp Storage TV Towels
Roaches Lighting Stereo Water Furn
Type of Complaint
LEGEND: COMPLAINTS RECORDED IN BEQ / BOQ, 1 FEB - 30 APR 95.
PARETO CHART VIEWGRAPH 11
PARETO CHART 13
13. Basic Tools for Process Im provem ent
EXERCISE 2 - PART A: You are trying to improve safety in your unit. Lately, there
seems to be a rash of injuries in the Maintenance Department. You decide to check
out this perception by recording data by departm ent for three months. Examining the
matrix in Viewgraph 12, it appears that your perception is correct.
Order your data in an analysis sheet and draw a Pareto Chart for total unit
injuries by departm ent.
Now answer the following questions:
1. Does the Pareto Principle apply?
2. Where should you concentrate your efforts?
3. Do your proposed solutions pass a sanity check?
You can compare your analysis sheet and Pareto Chart with Viewgraphs 14 and 15.
Looking at your Pareto Chart, it appears that your suspicions are confirmed.
Maintenance has the most injuries. You're ready to focus on the safety problems in
that department. But wait a minute! What about that all-important sanity check?
EXERCISE 2 - PART B: What if you looked at the number of personnel assigned to
each department? Here are those numbers:
Maintenance 200
Operations 10
Administration 10
Safety 5
Training 5
Dividing injuries by personnel assigned, your matrix now looks like Viewgraph 13.
Prepare a new analysis sheet and draw a Pareto Chart using this new
inform ation.
When you've completed it, see how it compares with Viewgraphs 16 and 17.
When the number of personnel in the various departments is considered, we can now
see that Maintenance has the lowest injury rates. Perhaps we should look at our data
from a different perspective. Any ideas?
14 PARETO CHART
14. Basic Tools for Process Im provem ent
Data on Injuries by Department
EYE CUT / MOTOR
FALL INJURY ABRASION SPORT VEHICLE
ADMIN 0 0 2 3 0
OPS 1 0 1 2 1
MAINT 7 3 5 16 9
SAFETY 0 0 1 1 1
TRAIN 0 1 0 1 2
PARETO CHART VIEWGRAPH 12
Data on Injuries by
Personnel Assigned
EYE CUT / MOTOR
FALL INJURY ABRASION SPORT VEHICLE
ADMIN 0.0 0.0 0.2 0.3 0.0
OPS 0.1 0.0 0.1 0.2 0.1
MAINT 0.035 0.015 0.025 0.08 0.045
SAFETY 0.0 0.0 0.2 0.2 0.2
TRAIN 0.0 0.2 0.0 0.2 0.4
PARETO CHART VIEWGRAPH 13
PARETO CHART 15
15. Basic Tools for Process Im provem ent
EXERCISE 2A ANALYSIS SHEET ANSWER KEY
Injuries by Department
Category No. Injuries Percent Cum. % *
Maintenance 40 70.2 70.2
Operations 5 8.8 79.0
Admin 5 8.8 87.8
Training 4 7.0 94.8
Safety 3 5.3 100.1
Total 57
* Cumulative percent column does not equal 100% because of rounding.
PARETO CHART VIEWGRAPH 14
EXERCISE 2A PARETO CHART ANSWER KEY
Injuries by Department
57.0 Break point 100 %
51.3 90
45.6 80
39.9 70
Injuries
34.2 60
28.5 50
22.8 40
17.1 30
11.4 20
5.7 10
0.0 0
Maint Ops Admin Trng Safety
Department
LEGEND: INJURIES TO SQUADRON PERSONNEL 1 FEB - 30 APR 95.
PARETO CHART VIEWGRAPH 15
16 PARETO CHART
16. Basic Tools for Process Im provem ent
EXERCISE 2B ANALYSIS SHEET ANSWER KEY
Injuries by Personnel Assigned
Category Injury Rate Percent Cum. % *
Safety 0.80 28.6 28.6
Training 0.80 28.6 57.2
Admin 0.50 17.9 75.1
Operations 0.50 17.9 93.0
Maintenance 0.20 7.1 100.1
Total 2.80
* Cumulative percent column does not equal 100% because of rounding.
PARETO CHART VIEWGRAPH 16
EXERCISE 2B PARETO CHART ANSWER KEY
Injuries by Personnel Assigned
2.8 100 %
Break point
2.5 90
2.2 80
2.0 70
Injuries / 1.7 60
Personnel 1.4 50
Assigned 1.1 40
0.8 30
0.6 20
0.3 10
0.0 0
Safety Trng Admin Ops Maint
Department
LEGEND: INJURIES TO SQUADRON PERSONNEL 1 FEB - 30 APR 95.
BASED ON NUMBER OF PERSONNEL ASSIGNED.
PARETO CHART VIEWGRAPH 17
PARETO CHART 17
17. Basic Tools for Process Im provem ent
EXERCISE 2 - PART C: One possibility is to explore the types of injuries.
Let's look at our first matrix again (Viewgraph 18).
Would the Pareto Principle apply if we analyzed our data based on the
vertical colum ns?
Prepare an analysis sheet and draw a Pareto Chart.
Does this chart tell you anything?
18 PARETO CHART
18. Basic Tools for Process Im provem ent
Data on Injuries by Department
EYE CUT / MOTOR
FALL INJURY ABRASION SPORT VEHICLE
ADMIN 0 0 2 3 0
OPS 1 0 1 2 1
MAINT 7 3 5 16 9
SAFETY 0 0 1 1 1
TRAIN 0 1 0 1 2
PARETO CHART VIEWGRAPH 18
PARETO CHART 19
19. Basic Tools for Process Im provem ent
Compare your analysis sheet and Pareto Chart with Viewgraphs 19 and 20.
What you've probably noticed from the analysis is the impact of sports injuries on the
unit. This would be a good place to focus your efforts to improve safety.
The Pareto Principle allows you to pursue your search for the best application of your
time, energy, and dollars even further. For example, sports could be broken down
into:
> Types of sports
> Types of injuries (back, ankle, head; fracture, sprain, bruise)
> Age of persons injured
> Use of protective equipment
> Level of preparation (stretching)
> Level of training for the sport
With the knowledge you gain from a more detailed analysis, you now have even more
insight into how to solve a particular problem and what your focus should be.
20 PARETO CHART
20. Basic Tools for Process Im provem ent
EXERCISE 2C ANALYSIS SHEET ANSWER KEY
Injuries by Type
Category No. Injuries Percent Cum. %
Sports 23 40.4 40.4
Motor vehicle 13 22.8 63.2
Cuts/abrasions 9 15.8 79.0
Falls 8 14.0 93.0
Eye injuries 4 7.0 100.0
Total 57
PARETO CHART VIEWGRAPH 19
EXERCISE 2C PARETO CHART ANSWER KEY
Injuries by Type
58.0 Break point 100 %
90
Num ber of Injuries
52.2
46.4 80
40.6 70
34.8 60
29.0 50
23.2 40
17.4 30
11.6 20
5.8 10
0.0 0
Sports Vehicle Cuts Falls Eye
Type of Injury
LEGEND: INJURIES TO SQUADRON PERSONNEL 1 FEB - 30 APR 95. BASED ON TYPE OF INJURY.
PARETO CHART VIEWGRAPH 20
PARETO CHART 21
21. Basic Tools for Process Im provem ent
EXERCISE 3: During your off-duty hours, you coach a little league team composed of
eleven- and twelve-year-olds. The team has lost a couple of close ball games
recently. You decide to look at the statistics from the games you have already played
and see whether you notice any areas that require attention in your next few practices.
Viewgraph 21 shows this data.
Order your data in an analysis sheet and create a Pareto Chart.
Now answer the following questions:
1. Does the Pareto Principle apply?
2. Where should you concentrate your efforts?
3. Do your proposed solutions pass a sanity check?
22 PARETO CHART
22. Basic Tools for Process Im provem ent
Little League Yankees Stats
Type of Error Number
Wild pitch 5
Missed fly ball to the outfield 29
Missed grounder 7
Missed pop fly to the infield 4
Missed coaching signal 5
Taken third strike 42
Throw to wrong cutoff player 25
Failure to back up the play 6
Passed ball 3
PARETO CHART VIEWGRAPH 21
PARETO CHART 23
23. Basic Tools for Process Im provem ent
Now let’s compare the analysis sheet and Pareto Chart you prepared with Viewgraphs
22 and 23.
Did analyzing your Pareto Chart show you some practical applications for the
information you gathered and ranked?
1. When you analyzed your Pareto Chart, you could easily see the break point
after the three items on the left, indicating that the Pareto Principle applies.
2. As a Little League coach, you can see the practical applications of this
information. You and your assistant coaches need to spend more time during
batting practice working on aggressively protecting the plate when there are two
strikes; hitting fly balls to the outfielders and coaching them on fielding
techniques; and teaching the outfielders to throw to the proper cutoff player.
3. Your Pareto Chart has given you reasonable answers. Based on the data,
emphasis on these three areas would be time well spent and could make the
difference in any future close ball games.
24 PARETO CHART
24. Basic Tools for Process Im provem ent
EXERCISE 3 ANALYSIS SHEET ANSWER KEY
Stats for Little League Yankees
Type of Error Number Percent Cum. % *
Taken third strikes 42 33.3 33.3
Missed fly balls 29 23.0 56.3
Throws to wrong cutoff player 25 19.8 76.1
Missed grounders 7 5.6 81.7
Failure to back up play 6 4.8 86.5
Wild pitches 5 4.0 90.5
Missed coaching signals 5 4.0 94.5
Missed pop flies 4 3.2 97.7
Passed balls 3 2.4 100.1
Total 126
* Cumulative percent column does not equal 100% because of rounding .
PARETO CHART VIEWGRAPH 22
EXERCISE 3 PARETO CHART ANSWER KEY
Stats for Little League Yankees
126 100 %
Num ber of Errors
112 90
98 80
84 70
Break point
60
70
50
56
40
42 30
28 20
14 10
0 0
FB GB WP Pop fly
Strike Throw Backup Signal PB
Type of Error
LEGEND: ERRORS COMMITTED DURING FIRST FIVE GAMES OF SPRING SEASON 1995.
PARETO CHART VIEWGRAPH 23
PARETO CHART 25
25. Basic Tools for Process Im provem ent
REFERENCES:
1. Basic Improvement Tools. Madison, WI: Joiner Associates.
a. Instructor Guide, p. 13.
b. Workbook, p. 60.
2. Department of the Navy (November 1992). Fundamentals of Total Quality
Leadership (Instructor Guide), pp. 6-35 - 6-42. San Diego, CA: Navy Personnel
Research and Development Center.
3. Department of the Navy (November 1992). Introduction to Total Quality
Leadership, pp. 6-18 - 6-19. Pensacola, FL: NET Program Management Support
Activity.
4. Department of the Navy (September 1993). Systems Approach to Process
Improvement (instructor Guide), pp. 4-26 - 4-39. San Diego, CA: OUSN Total
Quality Leadership Office and Navy Personnel Research and Development Center.
5. Scholtes, P.R. et al (1988). The Team Handbook, p. 2-25. Madison, WI: Joiner
Associates.
26 PARETO CHART