Some Tips and Guidelines to the 7 Tools of Quality, 7 Tools of Management and

Planning
Prepared by: Michelle V. Mancenido
Based on: Brassard, et al. Six Sigma Memory Jogger II, Goal/QPC, 2002

7 Tools of Management & Planning

Tool Phase* Why Use It Tips and Guidelines
Affinity Define To allow a team to creatively 1. A “typical” Affinity has 40-60 items (it
Diagram: generate a large number of is not unusual to have 100-200 items)
Gathering and ideas/issues and then organize and 2. Use cards or Post-it’s when grouping
Grouping summarize natural groupings among ideas
Ideas them to understand (or define) a 3. Sort in silence
problem and possible solutions 4. It is okay for some ideas to stand
alone. These “loners” can be as
important as others that naturally fit
into groupings.
Interrelation Analyze To allow a team to systematically 1. Draw only one-way relationship arrows
ship identify, analyze, and classify the in the direction of the stronger cause
Digraph: cause-and-effect relationships that or influence. Make a decision on the
Looking for exist among all critical issues so that stronger direction. Do not draw two-
Drivers and key drivers or outcomes are identified headed arrows.
Outcomes 2. Identify the key drivers (greatest
Note: This is similar to the Stream number of outgoing arrows) and the
Diagnostic Chart with little variation. key outcomes (greatest number of
incoming arrows).
Tree Analyze, To break down the broad causes of 1. Sources of “Goal” or “driver”:
Diagram: Improve categories into increasing level of Interrelationship Digraph, Affinity
Mapping the (Implement detail. Your team can use it to depict diagram
tasks for ) links between root causes and their Note: Whatever the source, make sure
implementatio effects on a problem. It can also be that the goal or problem follows the
n used to break down broad goals into SMART or AIMS criteria.
increasing level of detailed actions 2. Keep first level of detail broad, and
that can be done to achieve stated avoid jumping to the lowest level of
goals. task.
3. From left to right (goal to means), ask
“how”. From right to left (means to
goal), ask “why”.
Process Analyze, To improve implementation through 1. From Tree Diagram, branch likely
Decision Improve contingency planning. This is typically problems off each branch. Ask, “What
Program (Implement based on the results of a Tree could go wrong?”
Chart: ) Diagram. 2. Branch possible and reasonable
Contingency responses off each likely problem.
Planning
Activity Improve To allow a team to find both the most 1. This tool is (or will be) discussed in
Network: (Implement efficient path and realistic schedule detail in IE 141.
Scheduling ) for the completion of any project by 2. Precedence Diagramming or Activity
sequential and graphically showing total completion Network construction is a topic in
simultaneous time, necessary sequence of tasks, Project Management. In the case of
tasks those tasks that can be done quality improvement projects, it is
simultaneously, and the critical tasks used in the Improve or Implement
to monitor. phase as a tool for the expeditious
completion of a project.

Involvement Define, To determine the appropriate level of Describe and be specific about the
Matrix Improve involvement for different groups of level of involvement required of each
Diagram: (Implement stakeholders. stakeholder group. Not everyone
Involving ) needs to be completely involved at
People in your every stage.
Project
Prioritization Improve To narrow down options through a 1. There are three kinds: Full Analytical
Matrix: (Implement systematic approach of comparing Criteria, Consensus Criteria,
Weighing Your ) choices by selecting, weighing, and Combination ID. Full Analytical Criteria
Options applying criteria. is used when criteria are relatively few
(3-6). CC is used when criteria are
many (10-20).
2. Team must reach consensus on the
final criteria and their meanings, or the
process is likely to fail.
3. While this tool presents a more
systematic methodology than
traditional decision-making, it is not
exact science. Use common sense and
judgment when options are rated
closely.

*Recommended involvement in phases following the DMAIC methodology. However, each tool is flexible enough to be used
in any phase of the methodology. The only requirement for the use of a tool in any phase is an open and creative mind.
7 Tools of Quality
Tool Phase* Why Use It Tips and Guidelines
Pareto Define, To focus efforts on the problems that 1. For one problem, several Pareto charts
Chart: Focus Measure, offer the greatest potential for can be constructed if the “tallest bar”
on Key Improve improvement by showing their in one of the graphs can be broken
Problems relative frequency or size in a down further.
descending bar graph. 2. Typically, cost and frequency can be
alternated (but different measurement
systems can still be used)
Run Chart: Define, To allow a team to study observed 1. Collect 20-25 data points (the more
Tracking Measure, data from a Check sheet or other the better) to detect meaningful
Trends Improve data-collection source to analyze patterns.
(Implement trends or patterns over a specified 2. Do not recomputed the average or
), Control period of time. redraw the median line every time
new data has been added. Only when
there has been major change in
process or prevailing conditions should
be average recalculated and redrawn,
and then only using the data points
after verified change.
Scatter Analyze, To study and identify the possible 1. Does not predict cause-and-effect
Diagram: Improve relationship between the changes relationships. Only shows the strength
Measuring (Implement observed in two different sets of of the relationship between two
Relationships ) variables. It immediately provides a variables. The stronger the
between visual means to test the strength of a relationship, the greater the likelihood
Variables potential relationship. Provides a that change in one variable will affect
good follow-up to a Cause-and-Effect change in another variable.
diagram to find out if there is more 2. An option is to stratify data sets to
than just a consensus connection check for other sources of variation
between causes and effects other than the effect of one variable to
the other.
Flowchart: Define, To allow a team to identify the actual 1. When charting old processes or the
Picturing the Measure, flow or sequence of events in a status quo, sequence what is and not,
Process Improve process that any product or service what should be.
(Implement follows.
)
Cause-and- Analyze To allow a team to identify, explore, 1. Make sure everyone agrees on the
Effect and graphically display, in increasing problem statement. Follow the
Diagram: detail, all of the possible causes guidelines to the formulation of a
Find and cure related to a problem or condition to focused problem statement.
causes, not discover its root causes. 2. The 5 WHY’S Method is very effective
Symptoms in determining root causes. Start with
the focused problem statement and
then ask, “Why?” five times.

Check Sheet: Define, A check sheet is a structured, 1. Use the Check Sheet when data can be
Concentrating Measure prepared form for collecting and observed and collected repeatedly by
defects into analyzing data. This is a generic tool the same person or at the same
major causes that can be adapted for a wide location.
or categories* variety of purposes. 2. Use the Check Sheet when collecting
data on the frequency or patterns of
events, problems, defects, defect
location, defect causes, etc.
Control Define, To monitor, control, and improve 1. Samples must be random. To establish
Charts: Measure, process performance over time by the inherent variation of a process,
Recognizing Improve, studying variation and its source. allow process to run untouched.
Sources of Control 2. Control does not necessarily mean that
Variation the product or service will meet your
needs. It only means that the process
is consistent. Don’t confuse control
limits with specification limits –
specification limits are related to the
Voice of the Customer, not to the
Voice of the Process

*Recommended involvement in phases following the DMAIC methodology. However, each tool is flexible enough to be used
in any phase of the methodology. The only requirement for the use of a tool in any phase is an open and creative mind.
*Source: www.asq.org/learn-about-quality/data-collection-analysis-tools/overview/check-sheet.html