Key points

A set of simple tools is needed to assist in defining opportunities for improvement and prioritizing the actions needed. The effective use of the tools requires the commitment and involvement of the people who work on the processes. This in turn needs management support and the provision of training.

This chapter explains some basic tools for defining opportunities and prioritizing, such as: process flow charting (Chapter 5), check/tally charts, histograms, scatter diagrams, stratification, Pareto analysis, cause and effect analysis and brainstorming (also CEDAC, NGT and the five whys), force-field analysis, and simple control charts.

Also discussed is the use of some additional tools in defining and prioritizing the improvement of processes. These are systems and documentation methods for identifying objectives and intermediate steps in detail: affinity diagrams, interrelationship digraphs, systems flow/tree diagrams, matrix diagrams and the process decision programme chart (PDPC).

These tools are interrelated and their promotion and use should lead to efficient and effective process improvements in less time. They work best when people from all parts of an organization are involved. Some of the tools can be used in general problem solving.

Failure mode, effect and criticality analysis (FMECA) is discussed briefly as it is the study of potential system or process failures, their effects and criticality. Moments of truth (MoT), a similar concept to FMEA, is the moment in time when a customer first comes into contact with an organization, leading to a judgement, and this is also covered. FMECA and MoT are excellent...