Total Quality Management Tools
- The relationships between a known problem and the factors that might affect it.
- A desired future outcome and its related factors.
- Any event past, present, or future and its causal factors.
The cause and effect diagram is useful in examining processes such as SPC, and SPC problems. The technique is also useful in planning activities and brainstorming. The diagram is basically a controlled way of gathering and using suggestions through group consensus.
Procedures A cause and effect diagram is developed in the following manner:
- Define the effect as clearly as is possible and place it at the head of the fish. This effect represents the "problem" that is being investigated. As data are collected, the effect can be redefined, if necessary.
- The group brainstorms the causes and lists them in no particular order. These causes are then studied and the causes that affect these causes are identified. This will continue until no new causes are thought of by the group.
- Once all causes are identified, list all categories, then display the categories on the diagram.
- The group then prioritizes the causes by multivoting. Each member of the group lists the causes in order of significance. Votes are counted and a final list is written.
- The highest prioritized causes are listed on the diagram as the big bones. The next highest prioritized causes will be listed on the diagram as the medium bones. Finally, the least prioritized causes will be listed on the diagram as the small bones.
- As categories and causes are included on the diagram, thinking may be stimulated and new causes may be identified.
- Teams are then formed to research and report on preventive (i.e., proactive) measures.
Advantages
- The cause and effect diagram enables quality analysis groups to thoroughly examine all possible causes or categories.
- The cause and effect diagram is useful in analyzing SPC problems. SPC detects a problem but can pose no solution.
Limitations The development of the cause and effect diagram can be time-consuming in order to arrive at a
group consensus.
Brainstorming
Description Brainstorming is a group process wherein individuals quickly generate ideas on a particular problem, free from criticism. The emphasis is on the quantity of ideas, not the quality. In the end, the goal is to arrive at a proposed solution by group consensus. All members of the group are equals and each is free to express ideas openly. The technique is an excellent way of bringing out the creative thinking from a group.
Application Brainstorming is often used in business for such things as arriving at compromises during union negotiations, coming up with advertising slogans, identifying root causes of a
problem, and finding solutions to a customer service problem.
If done properly, bashful yet creative people can be coaxed to propose good ideas. For some important
brainstorming sessions, a facilitator is necessary. The facilitator should be knowledgeable in the
brainstorming process and help as much as possible in the generation of ideas but should have no stake
in the outcome of the brainstorming session.
There are three phases of brainstorming, as adapted from reference 7.3:
- Generation phase-group members generate a list of ideas.
- Clarification phase-the group reviews the list of ideas to make sure all members understand each one, discussions occur.
- Evaluation phase-the group eliminates duplication, irrelevancies, or issues that are off-limits.
Procedures Conduct a brainstorming session as follows:
- Clearly state the purpose of the brainstorming session.
- Group members can take turns expressing ideas, or a spontaneous discussion can occur.
- Discuss one topic at a time.
- Do not criticize ideas.
- Expand on ideas from others.
- Make the entire list of ideas available for all group members to review.
- After discussions and eliminations, arrive at a final proposed solution by group consensus.
Advantages The technique takes advantage of the ideas of a group to arrive at a quick consensus.
Limitations
- Brainstorming only proposes a solution but does not determine one.
- The technique is limited by the ability of the group to achieve consensus.
Checklists
Description A checklist provides a list of checkoff items that enable data to be collected quickly and easily in a simplified manner. The data are entered on a clear, orderly form. Proper use of the checklist helps to minimize errors and confusion.
Application Checklists should be laid out in advance or data may be omitted. If done right, the checklist will be easy to complete and will allow for quick entry of data. One common method of data entry on a checklist is hash marking. Checklists are often used to collect data on such things as numbers of defective items, defect locations, and defect causes.
Procedures A checklist is created in the following manner:
- A group should decide ahead of time what data should be collected.
- Make a draft of the checklist and ask the individuals who will fill out the form for input-revise as necessary.
- Implement the checklist.
- As data are collected, review the results and, again, revise the checklist, as necessary, to optimize use of the form.
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Disclaimer: This material is for training purposes only. Its purpose is to inform employers of best practices in occupational safety and health and general OSHA compliance requirements. This material is not, in any way, a substitute for any provision of the Occupational Safety and Health Act of 1970 or any standards issued by OSHA.
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