Flow diagram/Process Flowchart

What:
A diagram that shows the sequence of steps in a process. Shows customer and supplier boundaries and relationships. Shows inputs, tasks/actions and outputs of a process. Can be used for business processes as well as production processes.

Why:
Enhances the common understanding of a process. Standardizes and documents reliable processes. Helps identify measurement points. Identifies bottlenecks. Helps identify sources of variation in the process. Helps generate ideas for improvement. Aids in identifying waste and nonvalue-added steps.

When:
Performing a process analysis. Establishing any new process, such as the design and manufacture of a new part. Documenting the as-is process. Describing the ideal process. Looking for ways to improve efficiency and effectiveness of an existing process. Looking for appropriate measurement points. Standardizing and documenting a process. Solving hardware or administrative problems.

How:
Define the boundaries of the process: Where does the process start? What does the process include, and not include? Where does the process end? Define the suppliers and customers of the process. Using symbols as shown in figure given below, draw a flowchart that identifies the steps in the process and the activities that must occur. Each activity should be interconnected to show direction of flow over time. (Other symbols can be used as well. Specialized symbols are sometimes employed for specialized tasks.) Identify inputs, outputs, conditions, constraints, and tasks for each step

When developing a process flowchart to describe the manufacturing operations required producing a part, each operation should be numbered to provide traceability throughout the planning and manufacturing process. The operation number is established for each unique process, such as a lathe operation. Each operation that affects the key characteristic should be highlighted as a potential area in which to measure the key characteristic. Process flowcharts are equally useful for business processes.

Brainstorming What:
A technique that uses group interaction to generate ideas to solve a common problem.

Why:
To produce many diverse ideas in a short period of time. To generate creative ideas. To stimulate and gain ideas from various functions. To increase involvement of team members and elicit buy in. To improve the quality of the solution.

When:
Identifying candidate key characteristics. Identifying problem areas and activities on a flowchart. Identifying causes when constructing a cause and effect diagram. Identifying customers/suppliers in a process. Identifying improvement opportunities. Identifying sources of variation.

How:
Assemble a cross-functional team. Clearly state the problem and make sure that all team members understand it. Encourage team members to present their ideas one at a time. Do not hold back any ideas, and be creative. Record suggestions exactly as presented. Make no judgments until all ideas are recorded. Have the team discuss and clarify any items or ideas in question. Have the team members evaluate which items are worth working on to accomplish the goal.

Cause and Effect diagram What :

A tool used to graphically display the relationship between an effect (e.g., a problem or key characteristic) and the causes that influence it.

Why:
Helps identify lower level key characteristics and key process parameters affecting key characteristics. Helps identify the various causes affecting a process problem. Helps a group reach a common understanding of a problem. Exposes gaps in existing knowledge of a problem. Helps reduce the incidence of uninformed decision making.

When:
Performing key characteristic flowdown. Looking for all potential causes of a problem. Organizing brainstorming lists into causes and effects. Identifying sources of process variation. Linking process output to process parameters. Performing a DOE.

How:
Generate potential causes of a problem (or effect) through structured brainstorming. Place the problem statement, event, or key characteristic in a box on right hand side of paper. Draw a horizontal line to the left. Decide upon the major cause categories of the event, problem, or key characteristics.

Pareto Analysis What:

A bar chart where the bars are arranged in descending order of magnitude. The bars may represent defect categories, locations, departments, and so on. The magnitude (length) of the bars may represent frequencies, percentages, costs, or times.

Why:
To prioritize actions needed to solve complex problems. To sort out the vital few from the trivial many. To separate important from unimportant causes contributing to a problem. To measure improvement after changes have been made.

When:
Many factors contribute to a problem. Attention needs to be directed only to the few factors that account for most of the problem. Analyzing the results of a risk analysis.

How:
Identify the problem and the time period for the study. Define the types of data to be analyzed (e.g., defects, locations). Define the form of measurement to be used (e.g., frequency, percentage). Collect representative data and categorize. Count and arrange the data in descending order. If possible, assign costs to each category, multiply frequency by cost, and reprioritize.

Risk Analysis What:

Risk analysis is an analytic method using the ratings of specified criteria for prioritizing and selecting items for further study. It results in a Pareto chart to aid in the prioritization. Risk analysis is often used in AQS as a process to help select key characteristics from a list of several potential key characteristics. The name risk analysis comes from the notion that associated with each characteristic is a certain risk based upon specified criteria. This risk is based on 1) the frequency of that characteristic being out of tolerance, 2) the severity of problems resulting from the characteristic being out of tolerance, and 3) the inability to detect the out-of-tolerance condition before shipping an undetected defect. Characteristics for which defects occur frequently, cause severe problems and are difficult to detect, represent a high risk, and need to be controlled. They are the key characteristics of a part. Note: This method can also be used for situations other than the identification of key characteristics. For example, a similar approach can be used to identify parts that need to be emphasized for further analysis, potential product design problems, potential failure modes, manufacturing areas that need special attention, or relocation sites. The criteria for evaluation depend upon the situation.

Why:
Helps focus the team when brainstorming key characteristics. Provides an analytical method for determining the essential few. To facilitate better and more open communication among engineering, manufacturing, customers, and suppliers.

When:
Establishing key characteristics. Identifying potential design, manufacturing, or quality problems. There is a need to prioritize items. Items can be virtually anything for which there are two or more criteria that can be used (rated) to prioritize the items. Examples: parts that need to be worked, suppliers to be chosen, relocation sites, or applicants for a position.

Run Chart
What:
A graphical display of individual measurements, averages, percentages, or other statistical values plotted over time.

Why:
To monitor the level of a process. To observe the variation in a process over time. To observe trends, cycles, or patterns over time. To compare several sources of output (machines, operators, suppliers, measurement locations). To compare process performance before and after process improvements.

When:
Beginning the data collection process for monitoring a quality characteristic prior to establishing statistical control limits. During and after setup. Low volumes of products are produced and each part is measured. Reporting performance measures to management.

How:
Use the same form that will be used for the control chart (see sec. 1.12). Record the measurements individually, or by subgroups if the data was collected as subgroups. If the measurements were collected in subgroups, calculate the average of the measurements for each subgroup (or calculate other statistical values desired). Define the vertical scale to include the expected values. The horizontal scale will be subgroup number or time. Plot the values on the chart. Connect adjacent plot points with a line.

Conditions:
Only one characteristic is plotted per chart; however, output from several sources (e.g., machines, departments, suppliers) can be overlaid. Plotted points can be variable data, such as individual measurements, subgroup averages, ranges, and so on, or attribute values such as percentages.

Problem Solving What:

Problem solving methods are systematic approaches for identifying a problem or a needed improvement, finding the root cause of a problem, identifying and evaluating solutions, implementing the solution, measuring the improvement, and ensuring permanent integration of the solution so the problem will not arise again.

Why:
To provide a step by step procedure that can be repeatably applied to most problems or process improvements. To reduce the amount of time to make an improvement or solve a problem. To provide a structure to follow that helps ensure positive solutions. To standardize the mechanism for improvement and problem solution. To aid in communication and facilitate learning.

When:
When product or process improvements are needed. When problems surface in all areas of design, manufacturing, and business processes.

How:
Various problem solving models have been proposed, but they are generally similar and follow the usual scientific method. See figures 1.0.1.2 and 1.0.1.3 for sample problem solving flows.

Discussion:
Logical and thorough implementation of the analytic tools and methods discussed in this document will lead to long-lasting improvements with all the associated benefits.

When working problems that surface, the producer should follow the preferred problem-solving path in figure 1.0.1.1, not the usual problem-reaction approach (fire fighting.) The primary differences between the usual approach and the preferred approach are that the preferred approach uses structured problem analysis and there is a deliberate use of the plan-do-check-act cycle. The result is permanent improvement rather than temporary containment. The problem-solving flows shown in figures 1.0.1.2 and 1.0.1.3 are provided as suggestions. These flows can be used for any of the motivations mentioned in section 1.0 and should be modified to meet the particular need. The second problemsolving approach in figure 1.0.1.3 is an expanded version of figure 1.0.1.2.

1.4 Structure-Tree Diagram

What:
The Structure-Tree diagram graphically represents the hierarchical relationship among a group of related parts, processes, activities, key characteristics, causes and effects, people, or most anything else. This tool is often used in lieu of the cause and effect diagram due to its ease of understanding, flexibility, and readability.

Why:
Helps identify key characteristics and key process parameters. Illustrates the various causes affecting a process problem. Helps a team reach a common understanding of a problem or situation. Exposes gaps in existing knowledge of a problem or situation. Helps reduce the incidence of uninformed decision making.

When:
Performing key characteristic flowdown. Looking for all potential causes of a problem. Organizing brainstorming lists into a logical hierarchy. Identifying sources of process variation. Breaking down an assembly into subassemblies, details, and processes. Problem solving; root-cause analysis.

How:
Identify the problem, top-level part, key characteristic, or other item that would represent the top of a hierarchy. Place in a box at the top of the page. During the brainstorming exercise, identify all items that either report to, affect, or go into the highest level in the hierarchy. Second-tier items are placed in boxes just below the top box. The process is repeated for each second-tier box, and so on, building a hierarchical tree. Each box is connected by a line to the appropriate next higher level box. The process is continued to the lowest level needed, such as root-cause level, detail part or process level, lowest key characteristic level, and so on.

Affinity Diagram What:

To allow a team to creatively generate a large number of ideas/issues and then organize and summarize natural grouping among them to understand the essence of a problem and break through solutions.

Why:

Encourages creativity by everyone on the team at all phases of the process. Breaks down longstanding communication barriers. Encourages non traditional connections among ideas/issues. Allows breakthroughs to emerge naturally, even on long standing issues. Encourages "ownership" of results that emerge because the team creates both the detailed input and general results. Overcomes "team paralysis", which is brought on by an overcoming array of options and lack of consensus.

Where it is used:

How to organize ideas? How to regulate the thinking of the group? How to arrive at some consensus? How to focus on critical vs trivial in the ideas generated? How to allocate further work?

How:

Phrase the issue under discussion in a full sentence. Brainstorm at least 20 ideas or issues. Without talking: sort ideas simultaneously into 5-10 related groupings. For each grouping, create summary or header cards using consensus.

Benchmarking What is it?

Performance benchmarking examines the processes, products and services of market leaders to see how well they perform, and compares your performance capabilities against the benchmarking. It is another source of information to help you define measures and set specifications.

Why use it?

To identify ways to measures customer requirements. To identify best-in-class measures and specifications that help determine performance targets. To compare your performance to the performance of other companies.

How to perform?

1 2 3 4

Review any information in your organization's database that could relate to performance. Examine other sources of information such as publish studies, reports, and articles. Analyse your research and incorporate your finding
Identifying performance parameters on which our organisation needs to improve Selecting Competitors from both domestic and global industry for benchmarks Gathering benchmark data & analysing our performance levels on the parameters identified Deciding upon the performance levels we need to attain, resources available & extent of the gap to be covered through the best practices available Using the data & information and Best practices to support operations and strategic decision making and innovation to reach target

Improve the benchmark process

CheckSheet What is it?

A data-collection form used to manually tally and record the number of observations or occurrences of certain events during a specified time period. The data collected can be either attribute (e.g., defects) or variable (e.g., measurements).

Why use it?

To To To To

collect and display data easily. collect factual information about the process being studied. answer the question ,How often are certain events happening? prioritize efforts where most problems occur.

When use it?

Tools Conducting a problem-solving exercise. Troubleshooting a process. Observing the behavior of a process. Building a histogram. Gathering data in order to detect patterns.

How to perform?

Decide on the time period during which data will be collected. Decide whether data will be variable or attribute; define data categories. Design a form that is clear and easy to use, making sure that all categories are clearly labeled and that there is enough space to enter the data. Train the people who work in the process how to collect the data. Collect the data by making a mark in the correct category for each observation, making sure that samples are as representative as possible. Analyze the data for opportunities for process improvement.

Control Chart What is it?

An attribute control chart for the number of defects per unit. A unit can be a single part, an assembly, an area of material, or any rational grouping of units in which the likelihood of defects is constant from unit to unit.

Why use it?

When monitoring the number of defects found per unit and the unit size is constant from subgroup to subgroup. To identify characteristics that should be monitored on variable control charts. When tracking the quality level of a process (before any rework is performed). To identify any sudden changes to quality levels, positive or negative. When assessing the effects of upstream process improvements.

How to perform

Decide upon an appropriate definition of a unit. As a rule, the average number of defects per unit (or grouping) should be at least five. Count and plot the number of defects for each unit. Calculate the centerline and the control limits after a sufficient number of plot points are obtained (after 20 plot points is recommended).

FMEA What is it?

The Failure mode and Effects Annalysis or Error Mode and Effects Analysis identifies the points in a process where problems might occur,provides a numerical score for these potential problems,and helps you decide which actions to take to avoid such problems.

Why use it?

To identify high-risk areas where a process,product,or service might fail. To help develop action plans to prevent the causes of those failures. To make a process robust enough so that the causes of potential failures will not effect it.

How do I do it?

List the steps of a process in the left-hand column of a matrix. For each process step or component,list potential failure modes or ways in which the process,product,or service might fail. List the potential consequences or effects of each failure in the matrix and rate the severity of each consequence on a scale of 1-10. List the potential causes of the effects and rate their likelihood of occurence on a scale of 1-10 List the controls that you currently have in place for the process and rate your ability to detect each potential cause and rate your ability to dtect each potential cause on scale of 1-10. For each row,determine the risk of each failure mode by multiplying the severity x the occurence x the detection in the row.Record the result of this calculation as the risk priority number (RPN) in the matrix. Identify recommended actions to reduce or eliminate the risks associated with high RPNs and list actions in the matrix.

Gantt Chart What is it:

Gantt Charts are useful tools for analyzing and planning complex projects

Why use it?

Help you to plan out the tasks that need to be completed Give you a basis for scheduling when these tasks will be carried out Allow you to plan the allocation of resources needed to complete the project, and Help you to work out the critical path for a project where you must complete it by a particular date

How to use it?

List all activities in the plan: For each task, show the earliest start date, estimated length of time it will take, and whether it is parallel or sequential. If tasks are sequential, show which stages they depend on. Head up graph paper with the days or weeks through to task completion. Plot the tasks onto the graph paper. Schedule Activities. Presenting the Analysis

Kano Model What is it?

A Kano model helps to describe which needs, if fulfilled, contribute to customer dissatisfacton, neutrality, or delight.

Why use it?

To identify and prioritize the full range of customers' needs.

How to perform?

Gather sorted customer needs from an Affinity Diagram. Review the themes from the Affinity Diagram and sort them into three categories in the Kano Model (Must Be,More Is Better,and Delighters). If there are very few or no needs listed in one of the categories, collect additional customer data. After you have collected additional data, return to the Kano categories and complete the sorting of customer needs. Prioritize the customer needs you will use when you develop the CTQs.

Process Management Chart

What is it?
The Process Management Chart summarizes the key information of a process owner needs to effectively monitor & control process.

Why use it?

To ensure the process owner that in the organization have the information they need to maintain and control the design once it is implemented.

How do I do it?

Create a chart with three columns: a "Plan/Do" column, a "Check" column, and an "Act" column. Use a flowchart to fill in the Plan/Do column of the chart. Complete the check column of the chart. Complete the Act column of the chart.

5 Why Analysis What

5 Why analysis is a tool for performing Root Cause Analysis. Complex problems, especially those where an entire process has been brought into question require a more thorough analysis.

Why
It is a systematic approach to determining all the contributors to a problem before attempting to implement a corrective action plan.

It helps to quickly identify the root cause of a problem. It helps determine the relationship between different root causes of a problem. It can be learned quickly and doesn't require statistical analysis to be used.

How
To solve a problem and perform root cause analysis, one has to ask first why to get the top level answer. Then next why is asked to get detailed answer. Like that one has to ask 3 more times why to each answer to get in-depth answer (root cause or reason) for the problem. This tool helps you in not stopping at first answer (or quick solution) and getting the answers and assumptions challenged for the required analysis. Simply put, a 5 Why analysis adds discipline to the problem investigation to ensure that as many contributors as possible are reviewed up front. This makes it possible to create an action plan taking into account all the information which should lead to much better results.

Where
Problem solving and finding detailed solutions, especially in Requirements and designs Process Planning and materials Equipment and Maintenance Production operations and Quality Assurance

3 W and 1 H analysis What

3W1H (What, Where, Who and How) analysis is a tool for performing Root Cause Analysis. Complex problems, especially those where an entire process has been brought into question require a more thorough and critical analysis.

Why
It is a systematic approach to determining all the contributors to a problem before attempting to implement a corrective action plan. This tool is applied to get comprehensive answer in quick time with more focused approach It helps to quickly identify the root cause of a problem. It helps determine the relationship between different root causes of a problem. It can be learned quickly and doesn't require statistical analysis to be used.

How
To solve a problem or concern and perform root cause analysis, one has to ask first why to get the top level answer, i.e. What was the main problem. Then next question is asked Where it happened or appeared to get further answer. With these answers in hand, next question is asked Who is responsible for the problem (Man, Machine, Method and Material). All answers are collated and plotted on the paper. Then How this problem can be solved? is asked. This analysis adds discipline to the problem investigation to ensure that as many contributors as possible are reviewed up front. This makes it possible to create an action plan taking into account all the information which should lead to much better results. Normally a plan is made to look at the solution for next six months to monitor the results and institutionalize the solution.

Where
Problem solving and finding detailed solutions, especially in Scheduling and logistics Requirements and designs Process Planning and materials Equipment and Maintenance Production operations and Quality Assurance

Six Sigma What

Six Sigma simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit) in any process - from manufacturing to transactional and from product to service. The statistical representation of Six Sigma describes quantitatively how a process is performing. To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications. A Six Sigma opportunity is then the total quantity of chances for a defect.

Why
The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV.

How
The Six Sigma DMAIC process (Define, Measure, Analyze, Improve, Control) is an improvement system for existing processes falling below specification and looking for incremental improvement. The Six Sigma DMADV process (Define, Measure, Analyze, Design, Verify) is an improvement system used to develop new processes or products at Six Sigma quality levels. It can also be employed if a current process requires more than just incremental improvement. Both Six Sigma processes are executed by Six Sigma Green Belts and Six Sigma Black Belts, and are overseen by Six Sigma Master Black Belts. The Similarities of DMAIC and DMADV: Let's first look at the DMAIC and DMADV methodologies and talk about how they're alike. DMAIC and DMADV are both: Six Sigma methodologies used to drive defects to less than 3.4 per million opportunities. Data intensive solution approaches. Intuition has no place in Six Sigma -- only cold, hard facts. Implemented by Green Belts, Black Belts and Master Black Belts. Ways to help meet the business/financial bottom-line numbers. Implemented with the support of a champion and process owner. The Differences of DMAIC and DMADV: DMAIC and DMADV sound very similar, don't they? The acronyms even share the first three letters. But that's about where the similarities stop. At Tata Motors, we use DMAIC methodology.

DMAIC

Define Measure Analyze Improve Control

Define the project goals and customer (internal and external) deliverables Measure the process to determine current performance Analyze and determine the root cause(s) of the defects Improve the process by eliminating defects Control future process performance

Where The DMAIC methodology should be used when a product or process is in existence at our company but is not meeting customer specification or is not performing adequately. Six Sigma can be applied to any manufacturing and non-manufacturing environment. For example, in Accounting Department, Accounts Receivable, Billing Department, Healthcare / Mental Health, Human Resources, Human Resources - Employee Turnover, Distribution Centers / Stock Rooms / Order Picking, Information Technology (IT), Enterprise Resource Planning (ERP), Insurance, Inventory/Warehousing, Logistics/Traffic Applications, Retail, Sales & Marketing, Order Forecasting Processes, big and small businesses, production, assembly, etc.

Scatter Diagram What: A plot of one measured variable against another. Paired measurements are taken on each item and plotted on a standard X-Y graph. Why it is used?: To study the possible relationship between one variable and another.

Situation: There is a need to display what happens to one variable when another one changes (i.e., in order to determine whether two variables are related). Performing a DOE. Looking for a root cause to an out-of-control point during the use of multivariate SPC (e.g., Hotelling T2). Confirming relationships identified in a cause and effect diagram. Performing data analysis during the Product, Process, and Problem Analysis. How To Perform?: Collect twenty or more paired samples of data believed to be related. Construct a data sheet Draw the horizontal and vertical axes of the scatter diagram. The values marked on the axis should get larger as you move up or to the right on each axis. Label the axes. The variable that is being investigated as the possible causeis on the horizontal axis, and the effect variable is on the vertical axis. Plot the paired data on the diagram.

Fig. Scatter Diagram Showing the Effects of Tool Wear

Matrix Diagram What: .Makes patterns of responsibilities visible a clear so that there is an even and appropriate distribution of tasks. .Helps a team get consensus on small decisions enhancing the quality and support for the final decision. Situation: .To study the relationship between various entities at one go (model, defect, year). How To Perform?: .Select the key factors affecting successful implementation. .Assemble the right team. .Select an appropriate matrix format. .Choose and define relationship symbols. .Complete the matrix.

Interrelationship Diagraph What: .Encourages team members to think in multiple directions rather than linearly.

Why it is used?: .Explores the cause and effect relationships among all the issues, including the most controversial. .Allows the key issues to emerge naturally rather than allowing the issues to forced by a dominant or powerful team member. .Systematically surfaces the basic assumptions and reasons for disagreements among team member. .Allows a team to identify root causes even when credible data doesn't exist. How To Perform?: .Agree on the issue/problem statement. .Assemble the right team. .Layout all of the ideas/issue cards that have either been brought from other tools or brainstormed. .Look for cause/influence relationships between all of the ideas and draw relationship arrows. .Review and revise the first round ID. .Tally the number of outgoing and incoming arrows and select key items for further planning. .Draw the final ID. Risk Analysis What: .Risk analysis is an analytic method using the the ratings of specified criteria for prioritizing and selecting items for further study. It results in a Pareto Chart to aid in the prioritization. Why it is used?: .Helps focus the team when brainstorming key characteristics. .Provides an analytical method for determining the "essential few". .To facilitate better and more open communication among engineering, manufacturing, customers and suppliers. Situation: Establishing key characteristics.

 Identifying potential design, manufacturing or quality problems. There is need to prioritize items. How to Perform?: Assemble a cross-functional team. Include customers and suppliers whenever possible. Gather data and brainstorm. Gather data from waste and reject history, customer complaints, warranty costs, acceptance test parameter and so on. Compile list of candidate high level key characteristics. Perform risk analysis. Fill out the risk analysis worksheet for the candidate key candidate key characteristics. Selection. Select key characteristics based on the risk analysis information and scores. Flow down. Create structure tree diagram or cause and effect diagrams showing how each of the key characteristics identified at the higher level of assembly flows down to lower level characteristics.

Fig.Pareto Diagram of Risk Numbers for Candidate keys

Gap Analysis What In business and economics, gap analysis is a business resource assessment tool enabling a company to compare its actual performance with its potential performance. Simply ask two questions - where are we now? and where do we want to be? The difference between the two is the GAP - this is how you are going to get there. This is a very simple but effective tool. Why Gap analysis is a very useful tool for helping managers to decide upon strategies and tactics. This goal of the gap analysis is to identify the gap between the optimized allocation and integration of the inputs and the current level of allocation. This helps provide the company with insight into areas that have room for improvement. How The gap analysis process involves determining, documenting and approving the variance between business requirements and current capabilities. Gap analysis naturally flows from benchmarking and other assessments. Once the general expectation of performance in the industry is understood it is possible to compare that expectation with the level of performance at which the company currently functions. This comparison becomes the gap analysis. Such analysis can be performed at the strategic or operational level of an organization. 'Gap analysis' is a formal study of what a business is doing currently and where it wants to go in the future. It can be conducted, in different perspectives, as follows: Organization (e.g. Human Resources) Business direction Business processes Information technology Gap analysis provides a foundation for measuring investment of time, money and human resources required to achieve a particular outcome (e.g. to turn the salary payment process from paper based to paperless with the use of a system). There's a straightforward structure to follow. The first step is to decide upon how you are going to judge the gap over time. Decide the time period and then decide the item. For example, by market share, by profit, by sales, by volumes and so on.

Next step is to close the gap. Firstly decide whether you view from a strategic or an operational/tactical perspective. If you are writing strategy, you will go on to write tactics. The diagram below uses Ansoff's matrix to bridge the gap using strategies:

You can close the gap by using tactical approaches. Tactical Gap analysis

This is how you close the gap by deciding upon strategies and tactics - and that's gap analysis.