Analytic Methods (Pt II) Flashcards
Analytic methods, methodically.
Describe solution effect analysis
A method to examine (brainstorming) the consequences of implementing a solution
Used to:
- Reveal effects of many different solutions, allowing better choice
- Assists individuals and groups generate ideas
- Serves as a recording device for generated ideas
- Reveals undetected relationships
- Brainstorm and evaluate all possible solutions
- Classify effects under major headings
- Write effects under each major heading
Describe root cause analysis (RCA)
A class of problem solving methods aimed at identifying the root causes of problems or events.
Identifies the factors that resulted in the
- nature, (what, how)
- the magnitude, (what, how)
- the location (where, who), and
- the timing (when)
of the harmful outcomes (consequences) of one or more past events in order to identify what behaviours, actions, inactions, or conditions need to be changed to prevent recurrence of similar harmful outcomes and to identify the lessons to be learned to promote the achievement of better consequences.
Performed with teams.
More than one root cause is common. Follow the 5 whys in all its branches.
If there are alternatives that are equally effective, then the simplest or lowest cost approach is preferred.
https://asq.org/quality-resources/root-cause-analysis
Describe force field analysis
A useful technique for looking at all the forces for and
against a decision.
The idea behind Force Field Analysis is that situations are maintained by an equilibrium between forces that drive change and others that resist change, as shown in figure 1, below. For change to happen, the driving forces must be strengthened or the resisting forces weakened.
https://www.mindtools.com/pages/article/newTED_06.htm
Describe SIPOC analysis
Stands for Suppliers, Inputs, Process, Outputs, Customers and shows the business continuum from suppliers through customers. A requirements column is sometimes added after Customers.
Typical uses:
- To give people who are unfamiliar with a process a high-level overview
- To reacquaint people whose familiarity with a process has faded or become out-of-date
due to process changes
- To help people in defining a new process
A SIPOC diagram is a tool used by a team to identify all relevant elements of a process improvement project before work begins. It helps define a complex project that may not be well scoped, and is typically employed at the Define phase of the Six Sigma DMAIC
https://tallyfy.com/sipoc-diagram/
Describe opportunity analysis
Offers the opportunity to evaluate a list of options against goals and resources and to decide what to do first.
List the:
- Goal/Attribute
- Importance of above
- Ability to complete above
Describe value opportunity analysis
Can expose how valuable a product is to the user. One can compare how the worth of a new/amended design compares to that of an older or more generic design.
An approach to identifying the aspirational attributes in a product or service, listing a set of value opportunities to help design teams focus on the key items to connect the target audience.
Seven Value Opportunities
Emotion: adventure, independence, confidence, and power
Aesthetics: visual, auditory, tactile, olfactory, and taste
Identity: point in time, sense of place, and personality
Impact: social and environmental
Ergonomics: comfort, safety, and ease of use
Core Technology: reliable and enabling
Quality: craftsmanship and durability
https://moha.studio/?directory=value-opportunity-analysis-voa
Describe domainal mapping
A technique to identify all main elements of an issue.
Domainal mapping is a technique used to identify the pressures and influences on a complex situation involving people and human behaviour, and provides a means of managing these pressures appropriately.
Center: Issue, problem, role, question. Ex: My role as project manager
Cross-sections (pie slices): No more than 8. Represent the domains/stakeholders/influences. Ex: Team members, family life.
Ring 1: Name of domain. Ex. “Team: Annie, Jackie, Jong”
Ring 2: The current situation. Ex: “Annie gossips and doesn’t turn things in on time”
Ring 3: No change- what happens if you don’t change anything
Ring 4: Actions to bridge between current and ideal situation
Ring 5: Ideal situation description
https://www.gp-training.net/training/leadership/change_management/dominal_mapping.htm
Describe failure mode effect analysis (FMEA)
An inductive failure analysis used in product development, systems engineering, reliability engineering and operations management for analysis of failure modes within a system for classification by the severity and likelihood of the failures.
Consists of:
- Severity
- Probability of occurrence
- Probability of detection
- Result: risk preference number (RPN)
https://asq.org/quality-resources/fmea
Define musts and wants
A technique to help select between alternatives. In selecting a solution to a problem, this can be used to decide between alternatives.
Used in Kepner-Tregoe “decision analysis”. Follows the below steps:
- State the decision
- Develop objectives
- Classify objectives into MUSTS and WANTS
- Weigh the wants.
- Generate alternatives.
- Screen alternatives through the musts.
- Compare alternatives against wants.
- Identify adverse consequences.
- Make the best balanced choice.
https://www.kepner-tregoe.com/linkservid/5A28D137-9205-F3C5-D247637C5B8B44C6/showMeta/0/
Describe 5 why analysis
Is a questions-asking method used to explore the root cause of a particular problem and to understand cause-effect relationships.
Part of root cause analysis
Lean technique
https://kanbanize.com/lean-management/improvement/5-whys-analysis-tool/
Describe the 5W2H approach
Asks the questions what, why, where, when, who, how, and how much (5 W words and 2 H words). Its purpose is to ask the questions that will lead to improving processes.
- Who does this? This can lead to, could we do it with less people?
- What is done at this step? This can lead to, can we eliminate some of the steps?
- When does this start and finish? This can lead to, can we shorten the time it takes?
- Where is this work done? This can lead to, can we do this elsewhere or in various locations?
- Why are we doing this? This can lead to, do we need to do this?
- How do we do this? This can lead to, is there another way to do this?
- How much does this cost? This can lead to, how much would this cost if we made these changes?
Define acceptable quality level (AQL)
Defined as the worst tolerable quality level (process average) in percentage or ratio, that is still considered acceptable.
Now “Acceptable quality limits”
Consists of two tables that jointly specify maximum allowable critical, major, and minor defects.
Table 1: Sample Size Code Letters - Lot/Batch size plus corresponding letter to General/Special Inspection levels (default is general lvl II)
Table 2: Single Sampling Plans for Normal Inspection - Sample size coding letter, sample size, acceptable quantity limits (default 2.5% major, 4% minor)
https://insight-quality.com/what-is-aql-and-what-do-you-need-to-know-about-it/
Describe potential problem analysis (PPA)
Used to anticipate possible implementation problems and to develop preventive actions.
- Brainstorm “musts” for the process
- Record all possible impediments to the musts & list them
- List possible causes for each impediment
- List preventative actions for each possible cause
- List contingencies should the possible causes occur anyway
https://www.mycoted.com/Potential_Problem_Analysis
Describe an is/is not matrix
Pinpoints problems by exposing where it does and does not occur and prevents wasted effort.
Use when:
- You’re looking for causes of a problem or situation.
- You’re attempting to isolate factors that affect the situation from those factors that do not.
- You’re looking for a pattern in the circumstances surrounding the situation.
- You’re trying to identify a problem precisely by organizing available knowledge and ideas about the problem.
https://najeraconsulting.com/tuesdays-tool-of-the-trade-the-is-is-not-matrix/
What are the 14 analytic methods?
- Solution effect analysis
- Root cause analysis (RCA)
- Force field analysis
- SIPOC analysis
- Opportunity Analysis
- Value opportunity analysis
- Domainal mapping
- Failure mode effect analysis (FMEA)
- Musts and wants
- Five why analysis
- 5W2H analysis (5 why’s, 2 how’s)
- Acceptable quality level (AQL)
- Potential problem analysis
- Is/Is Not Matrix
