quality assurance problem solving

Quality assurance: A critical ingredient for organizational success

Trust makes the world go round. Without it, democracies crumble and relationships suffer. The same goes for organizations and businesses – without the trust of their customer base, they simply cannot succeed.

Trust, however, is never a given. Like respect, it must be won, and in an ever-evolving business landscape, it is earned through a commitment to consistency, reliability and quality management . Through every step of the process – whether as part of the manufacturing, delivery or consumption of goods and services – there simply is no trust without quality assurance .

Global markets and consumer expectations are rapidly evolving. In this fast-changing landscape, it isn’t always easy to stay ahead of the curve. So how can organizations optimize quality assurance (QA) in our uncertain but increasingly interconnected world?

Table of contents

What is quality assurance.

Is there a quality assurance definition? In essence, it is a clear and concise framework that embraces every element of the operations of an organization, not least quality management which plays an instrumental role in fostering a culture of constant, ongoing improvement . The QA team is involved in all stages of development: production, testing, packaging and delivery.

The primary aim of QA is to reduce the risk of defects – and importantly, to address faults as early as possible in the value chain. This reduces the number of defects which are revealed at the stage of final inspection, when correction becomes difficult and costly. The further upstream a defective element is identified and corrected, thanks to a tightly managed quality assurance system , the less time and energy is wasted, reducing costs and safeguarding brand reputation.

In practice, this means putting in place both technical and managerial processes, so as to efficiently monitor and improve product or service quality. A QA system ensures these processes are implemented, including product testing, employee surveys or equipment safety assessments. Once implemented, all these elements will be geared towards maintaining and improving an organization’s quality standards. QA also ensures compliance with industry standards and regulations, gives organizations a competitive edge, and directly contributes to higher profitability.

Best practices in quality assurance

Quality assurance retains its magic when implemented in alignment with a series of best practices, including:

• Strong leadership commitment and support
• Detailed quality planning in product design and process development
• Comprehensive training on QA principles and procedures
• Rigorous process documentation and control
• Extensive collaboration and communication across teams
• Ongoing audits and risk assessment
• Use of statistical quality control tools
• Validation of corrective/preventive actions
• Continual measurement and analysis of quality data
• Recognition and replication of best practices

Close adherence to best practices ensures the integration of quality into every step of the value chain, from R&D to procurement, production to distribution – and all the way to post-sales services.

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Creating a quality assurance plan in six key steps

A robust plan requires careful planning, design, and a well-executed roll-out. Although the following steps may appear daunting at first glance, organizations typically find that they quickly become part of their operational fabric.

Here’s a brief rundown:

• Sharpen your focus : Conduct risk assessments to identify areas that would benefit from QA focus and develop procedures that are aligned with business processes.
• Define quality objectives : Clear and measurable goals, metrics and performance targets will make the plan much easier to implement.
• Roles and responsibilities : Training staff to detect and repair issues in the early stages of product development is crucial. This hinges upon the availability of easily digestible processes and rules that clearly describe objections and expectations in the day-to-day language of the organization.
• Analyse the results : Following implementation, it’s time to collect quality data. This will support strategic analysis, action and the review of key performance metrics.
• Make adjustments : After reviewing and reflecting upon feedback, the next step is to revisit original goals, making agreed-upon adjustments. This should be followed by a regular audit every two to three months – or at shorter intervals if needed.
• Celebrate QA successes : If the QA plan has boosted end goals, sales rates or customer satisfaction, let the teams know. Positive feedback anchors employee motivation. This will encourage staff to extend their knowledge of the process and contribute to a culture of operational excellence.

What is quality control?

The terms quality assurance and quality control (QC) are sometimes used interchangeably, but they represent distinct concepts. Here are the essential differences between quality assurance and quality control:

• Quality assurance asks: “Are we doing the process right and preventing defects?” It refers to preventive activities to design, document and build quality into processes.
• Quality control asks: “Are we producing the right product and meeting specifications?” It involves more detective work, such as conducting testing and inspection to identify defects and correct them.

In essence, quality assurance provides the system for quality control activities to take place. An effective quality system integrates both assurance and control to deliver products and services that consistently meet requirements.

In a similar fashion, there are important differences between quality assurance and quality management. In quality assurance, only potentially negative influences on the quality of the end product are analysed, and then, at best, eliminated. By contrast, quality management positively focuses on the quality of the product. It’s the ongoing quest to seek better and better. In other words, quality management establishes policies and objectives that improve organizational performance.

So, while quality management provides the overarching strategy, quality assurance deploys practices and processes to implement that strategy. Together, these coordinated activities focus on directing and controlling the quest for quality.

• ISO 9001:2015 Quality management systems

Standards of quality

A quality assurance system underscores an organization’s credibility, while also improving work processes and efficiency. ISO is a driving force behind QA practices and mapping the processes used to implement QA.

QA is often associated with the ISO 9000 family of standards. Many companies use ISO 9001 to ensure that their quality assurance system is in place and effective. ISO 9001 guidance includes a strong customer focus, top management practices, and how to keep pace with continuing improvement. It also contains practical information for risk-based decision making.

Quality assurance: Powering success

In today’s highly competitive global markets, organizations that make wise investments in QA are reaping the benefits. They mitigate risks, proactively reduce the chances of defects, perform to a consistent standard of quality , build trust among consumers, strengthen their industry position, and excel in crucial business metrics. In short, they embody the hallmarks of a credible, dependable and bankable brand that customers and stakeholders can believe in.

• Quality assurance: A critical ingredient for organizational …

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What are the 7 basic quality tools, and how can they change your business for the better?

Reading time: about 6 min

What are the 7 basic quality tools?

• Check sheet (tally sheet)
• Cause and effect diagram (fishbone or Ishikawa diagram)
• Stratification
• Pareto chart (80-20 rule)
• Scatter diagram
• Control chart (Shewhart chart)

The ability to identify and resolve quality-related issues quickly and efficiently is essential to anyone working in quality assurance or process improvement. But statistical quality control can quickly get complex and unwieldy for the average person, making training and quality assurance more difficult to scale. 

Thankfully, engineers have discovered that most quality control problems can be solved by following a few key fundamentals. These fundamentals are called the seven basic tools of quality. 

With these basic quality tools in your arsenal, you can easily manage the quality of your product or process, no matter what industry you serve.

Learn about these quality management tools and find templates to start using them quickly.

Where did the quality tools originate?

Kaoru Ishikawa, a Japanese professor of engineering, originally developed the seven quality tools (sometimes called the 7 QC tools) in the 1950s to help workers of various technical backgrounds implement effective quality control measures.

At the time, training programs in statistical quality control were complex and intimidating to workers with non-technical backgrounds. This made it difficult to standardize effective quality control across operations. Companies found that simplifying the training to user-friendly fundamentals—or seven quality tools—ensured better performance at scale

7 quality tools

1. check sheet (or tally sheet).

Check sheets can be used to collect quantitative or qualitative data. When used to collect quantitative data, they can be called a tally sheet. A check sheet collects data in the form of check or tally marks that indicate how many times a particular value has occurred, allowing you to quickly zero in on defects or errors within your process or product, defect patterns, and even causes of specific defects.

With its simple setup and easy-to-read graphics, check sheets make it easy to record preliminary frequency distribution data when measuring out processes. This particular graphic can be used as a preliminary data collection tool when creating histograms, bar graphs, and other quality tools.

2. Cause-and-effect diagram (also known as a fishbone or Ishikawa diagram)

Introduced by Kaoru Ishikawa, the fishbone diagram helps users identify the various factors (or causes) leading to an effect, usually depicted as a problem to be solved. Named for its resemblance to a fishbone, this quality management tool works by defining a quality-related problem on the right-hand side of the diagram, with individual root causes and sub-causes branching off to its left.   

A fishbone diagram’s causes and subcauses are usually grouped into six main groups, including measurements, materials, personnel, environment, methods, and machines. These categories can help you identify the probable source of your problem while keeping your diagram structured and orderly.

3. Stratification

Stratification analysis is a quality assurance tool used to sort data, objects, and people into separate and distinct groups. Separating your data using stratification can help you determine its meaning, revealing patterns that might not otherwise be visible when it’s been lumped together. 

Whether you’re looking at equipment, products, shifts, materials, or even days of the week, stratification analysis lets you make sense of your data before, during, and after its collection.

To get the most out of the stratification process, consider which information about your data’s sources may affect the end results of your data analysis. Make sure to set up your data collection so that that information is included. 

4. Histogram

Quality professionals are often tasked with analyzing and interpreting the behavior of different groups of data in an effort to manage quality. This is where quality control tools like the histogram come into play. 

The histogram represents frequency distribution of data clearly and concisely amongst different groups of a sample, allowing you to quickly and easily identify areas of improvement within your processes. With a structure similar to a bar graph, each bar within a histogram represents a group, while the height of the bar represents the frequency of data within that group. 

Histograms are particularly helpful when breaking down the frequency of your data into categories such as age, days of the week, physical measurements, or any other category that can be listed in chronological or numerical order. 

5. Pareto chart (80-20 rule)

As a quality control tool, the Pareto chart operates according to the 80-20 rule. This rule assumes that in any process, 80% of a process’s or system’s problems are caused by 20% of major factors, often referred to as the “vital few.” The remaining 20% of problems are caused by 80% of minor factors. 

A combination of a bar and line graph, the Pareto chart depicts individual values in descending order using bars, while the cumulative total is represented by the line.

The goal of the Pareto chart is to highlight the relative importance of a variety of parameters, allowing you to identify and focus your efforts on the factors with the biggest impact on a specific part of a process or system. 

6. Scatter diagram

Out of the seven quality tools, the scatter diagram is most useful in depicting the relationship between two variables, which is ideal for quality assurance professionals trying to identify cause and effect relationships. 

With dependent values on the diagram’s Y-axis and independent values on the X-axis, each dot represents a common intersection point. When joined, these dots can highlight the relationship between the two variables. The stronger the correlation in your diagram, the stronger the relationship between variables.

Scatter diagrams can prove useful as a quality control tool when used to define relationships between quality defects and possible causes such as environment, activity, personnel, and other variables. Once the relationship between a particular defect and its cause has been established, you can implement focused solutions with (hopefully) better outcomes.

 7. Control chart (also called a Shewhart chart)

Named after Walter A. Shewhart, this quality improvement tool can help quality assurance professionals determine whether or not a process is stable and predictable, making it easy for you to identify factors that might lead to variations or defects. 

Control charts use a central line to depict an average or mean, as well as an upper and lower line to depict upper and lower control limits based on historical data. By comparing historical data to data collected from your current process, you can determine whether your current process is controlled or affected by specific variations.

Using a control chart can save your organization time and money by predicting process performance, particularly in terms of what your customer or organization expects in your final product.

Bonus: Flowcharts

Some sources will swap out stratification to instead include flowcharts as one of the seven basic QC tools. Flowcharts are most commonly used to document organizational structures and process flows, making them ideal for identifying bottlenecks and unnecessary steps within your process or system. 

Mapping out your current process can help you to more effectively pinpoint which activities are completed when and by whom, how processes flow from one department or task to another, and which steps can be eliminated to streamline your process. 

Learn how to create a process improvement plan in seven steps.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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7 QC Tools | 7 Quality Tools | Process Improvement Tools

7 QC Tools are also known as Seven Basic Quality Tools and Quality Management Tools. These graphical and statistical tools are used to analyze and solve work-related problems effectively.

The 7 Quality Tools are widely applied by many industries for product and process improvements, and to solve critical quality problems.

7QC tools are extensively used in various Problem Solving Techniques which are listed below:

• 8D Problem Solving Methodology.
• PDCA Deming Cycle for Continuous improvement in product and processes.
• Lean Manufacturing for 3M Waste elimination from processes.
• Various phases of Six Sigma-DMAIC to reduce process variations .

Table of Contents

WHAT ARE 7 QC TOOLS?

The 7 quality tools are simple graphical and statistical tools but very powerful in solving quality problems and process improvement.

These statistical tools are very easy to understand and can be implemented without any complex analytical competence or skills.

The 7 tools of quality are generally used by quality control and quality assurance engineers to solve product or process-related quality issues on a daily/weekly/monthly basis and to reduce/eliminate non-value-added activities like product rework, repair, and rejection.

7 QC Tools List | Quality Tools

The list of 7 QC tools are:

Check Sheet

Fishbone diagram, pareto chart, control chart, scatter diagram.

• Stratification Diagram (Some lists replace stratification with  Process Flowchart )

Click on the above links to Explore QC tools.

7 Tools of quality | Brief Explanation

The check sheet is used for collecting, recording, and analyzing the data. Data collection is an important activity in the problem-solving process as it provides a basis for further action. Data may be numerical, observations and opinions, etc.

Fishbone diagram is also called as Cause and Effect diagram and Ishikawa diagram . It helps to Identify all possible potential causes and select the real/best potential cause which contributes to the problem/effect. The brainstorming technique is used for potential cause identification.

In a brainstorming session, all 4M or 6M factors are taken into consideration to identify the potential causes. 4M or 6M factors are – Man, Machine, Method, Material, Measurement, and Mother nature also called Environment.

A Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Histogram frequency distribution chart is widely used in Six Sigma problem solving process.

The Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. The pareto principle is based on the 80-20 rule. It means that 80 percent of the problems/failures are caused by 20 percent of the few major causes/factors which are often referred to as Vital Few .

And the remaining 20 percent of the problems are caused by 80 percent of many minor causes which are referred to as Trivial Many . Hence, it gives us information about Vital few from Trivial many.

A control chart is also known as the SPC chart or Shewhart chart. It is a graphical representation of the collected information/data and it helps to monitor the process centering or process behavior against the specified/set control limits.

A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes. Tells when to take necessary action to eliminate the Common or Random or Chance variations and Special causes of variations.

The control chart helps to measure and analyze the process capability and performance  ( Cp and Cpk and Pp and Ppk ) of the production process.

A Scatter diagram is also known as Correlation Chart, Scatter Plot, and Scatter Graph. A Scatter graph is used to find out the relationship between two variables. In other words, it shows the relationship between two sets of numerical data. Scatter graph shows a Positive or Negative correlation between two variables.

Independent variable data and dependent Variable data are customarily plotted along the horizontal X-axis and Vertical Y-axis respectively. Independent variable is also called controlled parameters.

Stratification Diagram

A technique used to analyze and divide a universe of data into homogeneous groups is called -Strata. Stratification tools are used when the data come from different sources or conditions, such as data collected from different shifts, machines,  people, days,  suppliers and population groups, etc.

Process Flow Chart

A  Process Flow Chart  (PFC) is a diagram of the separate steps of a operations/process in sequential order. PFC is also known as  process flow diagram  (PFD), and Process Map.

WHY DO WE NEED 7 QC TOOLS

We need Quality Tools for :

• Problem Solving – making decisions & judgments.
• For Process Measurement.
• For continual improvement in products, processes, and services.
• To improve Quality , Productivity, and Customer Satisfaction.

“95% of the problem is solved when clearly defined”

“95% of quality-related problems in the organization can be solved by using seven fundamental quantitative tools.”

7QC Tools benefits

The major benefits of QC tools are:

• To analyze and solve quality problems effectively.
• Improve product and process quality .
• Enhance customer satisfaction.
• Reduce cost due to poor quality.
• Helps in investigating the potential causes and real root cause of the problem for taking effective countermeasures.
• Check sheet helps in data collection and recording for quality problem analysis.  
• Identify and reduce the process variation using the SPC quality tool .
• The Pareto QC tool helps to narrow down the quality problem using the 80/20 rule.
• Helps in identifying the various sources of variations present in the process.
• Improve the employee’s analytical and problem-solving skills.

The new seven QC Tools are used for planning, goal setting, and problem-solving. These are explained below :

Affinity Diagram – KJ Method. This tool is used for Pinpointing the Problem in a Chaotic Situation and generating solution strategies.

Gathers large amounts of verbal data such as ideas, opinions, and issues, and organizes the data into groups based on natural relationships.

Tree Diagram – Also known as Systematic diagram or Dendrograms, Hierarchy diagram, Organisation chart, and Analytical Tree.

This diagram is used for systematically pursuing the best strategies for achieving an objective.

The advantages of the tree diagram are that it facilitates agreement among the team and is extremely convincing with strategies.

Relation Diagram – It is used for cause identification. For finding solutions strategies by clarifying relationships with Complex Interrelated Causes.

Allows for “Multi-directional” thinking rather than linear. Also known as Interrelationship diagrams.

Process Decisions Program Charts (PDPC) – Also called Decision Process Chart. It is used to produce the desired result from many possible outcomes.

The chart is used to plan various contingencies.

PDPC enables problems to be pinpointed.

Matrix Diagram – used for Clarifying Problems. It clarifies relationships among different elements.

Matrix Data Analysis – Matrix + Num. Analysis.

This can be used when the Matrix diagram does not give sufficient information.

This is used in various fields like process analysis, new product planning, market surveys, etc.

Arrow Diagram – Gantt Chart + PERT/CPM Chart.

An arrow diagram is employed for understanding optimal schedules and controlling them effectively.

This shows relationships among tasks needed to implement a plan.

This diagram is extensively used in PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method).

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GxP Lifeline

Solving quality issues and problems: go beyond root cause to ‘real’ cause.

There is a tendency in the quality management field to confuse the root cause of a problem with the problem’s real cause. A root cause is objective evidence of a quality problem. The real cause of a quality problem, however, is the actual finding or nonconformance .

Uncovering real causes of quality issues and problems requires different, deeper scrutiny than identifying root causes. Mistaking one for the other can lead to the perpetuation of cycles such as this one:

• A severe quality problem occurs at a production facility after a change is made.
• A team of stakeholders and possibly consultants convene to investigate the problem.
• A root cause is found.
• A corrective action / preventive action (CAPA) is implemented.
• The problem goes away.
• When another change occurs, the cycle repeats itself with a different yet related issue.

If you’re a quality professional who has been with the same organization for multiple years, this recursive pattern is likely to sound familiar. When multiple change-related root causes arise, it soon becomes evident that they are symptomatic of a deeper-seated cause.

Six Real Causes of Quality Issues Problems

In his foundational book on management audits, Allan Sayle concluded that there are just six real causes of all quality problems. (1) For each of the six causes, Sayle outlined specific sub-cause indicators, the identification of which can enable an auditor to properly assign a real cause for a quality problem. Attributing a quality problem to one or more of the sub-causes listed below can help your company identify the real cause and devise a change to mitigate or eliminate it.

#1. Lack of Organization

• Undetermined responsibilities and authorities (i.e., confusion about who is supposed to perform and be responsible for specific jobs that result in a product that is fit for purpose).
• Undefined management systems (i.e., the methods and means of communication between departments and individuals doesn’t form a complete and continuous chain).
• Inadequate communication, especially as it pertains to information generated by a particular department that is needed by specialists.

#2. Lack of Training  

• Personnel are not trained in the systems/methods in place or are not told with whom they are supposed to interface.
• Inadequate company training (e.g., managers produce and distribute a quality assurance manual but users aren’t trained on its contents).

#3. Lack of Discipline

• Workers follow bad examples set by supervisors and managers.
• Quality campaigns do not extend across the enterprise and subsequently build up frictions, become demotivators, and lead to disillusionment.
• Personal attributes that prevent employees from following the agreed upon methods.
• Inflexible systems that stifle innovation, quick thinking, and human problem-solving creativity.
• Demotivating environments.

#4. Lack of Resources

• Overly complex management systems that drain valuable resources.
• Irresponsible attitudes (i.e., resources are always completely used up in proportion with their allocation).
• Uneven allocation.
• Unrealistic estimates.
• Inadequate reinvestment (e.g., resource allocations are based on previous years’ budgets without taking market changes into account).
• Failure to modernize and seek potential applications for new technologies.

#5. Lack of Time

• Overly complex systems that waste time and/or create needless tasks.
• Irresponsible attitudes (e.g., personnel whose work always expands to fill the allotted time).
• Unrealistic commitments that are promised to customers without consideration for the time it takes to properly deliver a quality product.
• Selfishness that increasingly piles on pressures downline as a product gets closer to delivery.
• Excessive workloads.

#6. Lack of Top Management Support

• Attitude/motivation (i.e., a corporate culture that does not prioritize quality and assumes it is automatic).
• Managers who are inadequately educated to the importance of quality and the means of achieving it.
• Time management (e.g., quality managers spend more time fighting fires than proactively addressing quality, which typically results in a self-defeating cycle).
• “Cancer of complacency” (i.e., the false belief that reputation and past performance will always outweigh any quality issues that may arise).

Now that you know what problems to look for, the next step is ensuring your personnel have the right tools and skillsets to identify and rectify them.

Quality Problem Identification Certifications

Quality practices can vary widely across different industries and countries. That being the case, there is not a blanket quality problem identification certification that applies globally to all business sectors. However, there are a variety of specialized certifications, such as those offered by the American Society for Quality ( ASQ ), that formally recognize an individual’s proficiency within, and comprehension of, specific quality knowledge.

ASQ offers professional certifications in the following areas:

• Management (i.e., organizational excellence and supplier quality).
• Foundational quality (i.e., quality improvement and process analysis).
• Inspections (including equipment calibration).
• Engineering (including software development, implementation, testing, verification, and validation).
• Auditing (including certifications specific to quality practices for food safety, pharmaceutical, and medical device industries).
• Six Sigma techniques for process improvement.

For professionals seeking quality problem identification programs, ASQ offers Certified Quality Inspector (CQI) training. CQI certification ensures an inspector has learned proven techniques for inspecting products, measuring process performance, recording data, evaluating hardware documentation, performing laboratory procedures, and preparing formal reports.

Real Cause Identification Requires Tools Built for the Job

Unearthing and correcting real causes can dramatically reduce the occurrence and severity of quality problems. Determining real causes also helps diminish the dysfunctions caused by CAPA overload. But you need the right set of tools to identify real causes efficiently and effectively.

A digital, fully integrated quality management system (QMS)  simplifies real cause discovery. It’s much easier to identify the real causes of problems when you can rely on a unified platform that connects quality data across your products’ life cycles and within a common architecture. A connected QMS platform gives you greater real-time visibility into quality data, which pushes real problems to the fore.

To learn how your organization can identify real causes with greater speed and accuracy, visit MasterControl’s product life cycle managementplatform page .

• “ Management Audits: The Assessment of Quality Management Systems ,” Sayle, Allan J., 1988, McGraw-Hill, pp. 18.21-34.

James Jardine is the editor of the GxP Lifeline blog and the marketing content team manager at MasterControl, Inc., a leading provider of cloud-based quality, manufacturing, and compliance software solutions. He has covered life sciences, technology and regulatory matters for MasterControl and various industry publications since 2007. He has a bachelor’s degree in communications with an emphasis in journalism from the University of Utah. Prior to joining MasterControl, James held several senior communications, operations, and development positions. Working for more than a decade in the non-profit sector, he served as the Utah/Idaho director of communications for the American Cancer Society and as the Utah Food Bank’s grants and contracts manager.

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22 Quality Management Tools to Elevate Your Performance as a Quality Manager

By Harsh Thakkar

Quality management leaders in every organization are expected to perform so many tasks daily, from problem-solving to improving process efficiency to tracking quality metrics to much, much more. It’s a lot— but there is good news. There are a variety of Quality management Tools that can make these tasks a lot easier. Ultimately, the goal is to ensure that organizational standards are maintained at each stage of the product lifecycle.

Quality Management Tools have gobbled up a substantial market share. As per Grand View Research, the global Quality Management Software market is sized at $8.25 billion as of 2020. By 2028, this market is expected to increase at a compound annual growth rate of 9.7%.

What are Quality Management Tools?

Quality Management Tools are technology-driven products that help organize, collect, analyze, interpret and understand data representing the products, services, and employees. The tools further help maintain quality standards of the products and services that the organizations manufacture to abide by the industry standards of quality and assurance.

The quality management tools that we will discuss in our guide are useful for quality assurance professionals, regardless of the size of your organization.

The list of tools in this article is organized into four sections: problem-solving, improving processes, capturing metrics, and data/task organization.

Ready to dive in a build your QA Toolkit? Then let’s begin.

Problem-Solving Tools

1. cause-and-effect diagram.

The cause-and-effect diagram is a graphical representation that helps you understand, sort, display, and identify the cause behind a specific event or problem. You can use this tool by identifying the problem, defining the process that needs to be examined, brainstorming the further causes with the team members, and structuring it to analyze the solution.

2. Andon board

Andon board is an alerting system that informs operators about any product or service line issues as soon as it occurs. All you have to do is press the Andon board’s cord when problems occur. Identify the problem through lights, sounds, and numbers and act on it immediately.

3. Tree diagrams

A tree diagram is a tool that defines tasks and subtasks in a hierarchy that are needed to be completed. It starts with a task with its branches as subtasks and clarifies quality assurance managers about what needs to be done next. To use this tool, develop particular tasks and actions as solutions and analyze the process to derive possible solutions.

4. Kaizen’s value stream mapping

Kaizen’s value stream mapping is a flowchart tool that documents each step in the process, identifies issues, and proposes solutions for the same. To use this tool, map each step in the process, create timelines, and document everything precisely to brainstorm potential issues and solutions.

5. Five Whys

The five whys is a quality control technique that solves problems effectively. With this tool, you can find the reason behind a particular situation by asking a sequence of five ‘why’ questions. To use this tool, ask five different whys and note down the causes to address the root cause of the problem.

6. Storyboard

A storyboard is a visual representation tool automatically sketches a video’s progression to bring your ideas to life. It graphically represents how the animation, film, or video will take place, one shot after another. To use this diagram, take the scenes you want to address and make a list of shots, sketch the scenes, fill in words and other details and wait for the graphical representation to occur. Then, any video issues can be ruled out by understanding how each element will look shot after shot.

Process Improvement Tools

7. control chart.

A control chart is a graphical representation that help you study a process change in a specific time period. With this tool, you plot data in a timely order and compare it with the central line (average) upper control limit and lower control limit. Control charts help you understand the degree to which a firm’s products differ from the specified standard and help in correcting them.

8. Scatter diagram

A scatter diagram is a graphical representation showing the relationship between two numerical variables. It links the component of the process and the fault in its quality on the two axes. With the help of a scatter diagram, you can optimize processes by paring the numerical data into dependent and independent variables and determining the relationship between the two to identify problems and solutions.

9. Flow chart

The flowchart identifies the quality cost by analyzing the data frequencies and identifies the output and input branches involved. It helps improve processes after you identify all steps in the process sequentially. You can use this tool by defining the major concerns and branching out the sub-tasks to understand the situation better.

10. Vendor audit checklist

A quality audit checklist is used for quality management by tracking questions and answers during a quality audit. The quality record helps in continuous process improvement. You can use this tool to determine the focus of your audit, prepare for the same, and finally perform it. Report the results in the findings report and conduct corrective actions to solve issues.

11. Process decision program chart

The process decision program chart is a management planning tool that organizes and identifies everything that can go wrong in a developing plan. To use this tool, one needs to draw a tree diagram, brainstorm the issues, review the problems and brainstorm the solutions to organize everything in the tree to make decisions accordingly.

12. Nominal Group Technique

The nominal group technique is a quality management tool that structures small-group discussions to reach a conclusion. This tool gathers information from a moderator who asks individuals certain things, and ideas are prioritized based on each group member. Then, the suggestions/ideas are implemented for process improvement.

Metrics Capturing Tools

13. check sheet.

A check sheet is a structured form used to collect and analyze data for different purposes. To use this tool, decide the problem you want to assess, collect the data needed, and design the form. To improve the procedure, use the form after labeling all the blank spaces to identify event patterns, defects, problems, and more.

14. Pareto chart

A Pareto chart is a six sigma tool that helps in quality management through a bar graph representation to show how much a particular input contributes towards an output. You can use this tool to determine causes, measurements, and timeframe to analyze data and build the chart.

15. Matrix diagram

Matrix diagrams are quality tools that analyze data within an organizational structure and define the relationship between them. The tool can collect different data types, select a matrix type, compare the data, and draw conclusions from the same.

Data/Task Organization Tools

16. histogram.

A histogram is a tool that helps in quality control by representing a data set precisely. The bar-chart type representation graphs how often continuous data occurs, enabling you to analyze it thoroughly. You can use a histogram by collecting at least 50 data sets of a particular process and plot them on the x and y axis to get a visual representation and comparison of data.

17. Affinity diagrams

An affinity diagram is a quality control tool to organize several ideas into their natural relationships after a brainstorming session. You can use this tool to organize, consolidate, segregate and generate information related to the process, its faults, and potential solutions. All you have to do to use this tool is to identify the objective, group categories, and additional factors to each category to analyze the data.

18. Stratification

The stratification quality assurance tool is used to sort data, information, objects, and more into different groups based on different factors. This helps you understand the data’s meaning, reveals patterns contributing to quality errors, and enables you to fix them accordingly.

19. Prioritisation matrices

Prioritization matrices, as the name suggests, evaluate several options and prioritize them according to importance. To use this tool, you have to establish weighted criteria and evaluate all options against the criteria to figure out your top priority of solution or issue to look after.

20. Activity network/arrow diagram

Arrow diagrams create a visual representation of the various steps in a process that is needed to complete a particular task. It reveals the causes needed for the tasks and helps quality assurance managers determine the task sequence and separate tasks accordingly.

21. Mind Mapping

A mind map is a diagram that organizes large amounts of information into a visual hierarchy and shows relationships among different pieces altogether. To use this tool, you need to define a core idea under which you figure out sub-core ideas as branches which will help you brainstorm about the process and its improvement.

22. Eisenhower Matrix

The time management tool, Eisenhower Matrix, helps prioritize tasks according to their delivery date. It segregates urgent tasks from less important ones and enables QA managers to use this tool by putting different tasks into different quadrants based on their urgency.

Conclusion:

While we understand that this might be an overwhelming list of quality tools you can use to maintain quality standards, we assure you that this list is all you need to improve your quality management game as a quality management professional.

Use the data/task organization tools to segregate each piece of information precisely, then go onto the problem-solving tools if you are facing an issue within a process or a step.

Use process improvement tools to better the existing process after solving the problem, and finally capture metrics through the metrics capturing tools for implying them to the process for better results.

Are you ready to start using these top-quality management tools? What features of these tools are most beneficial to you and your business?

Related Posts

Quality Observations: Key Strategies for Effective Problem Solving

• The problem tends to be described incorrectly;
• There may be a lack of or insufficient structure in the problem solving process;
• A lack of urgency;
• Management impatience;
• A lack of follow-through to prevent the problem from recurring;
• The problem solving effort has been “expedited” by skipping process steps; or
• Poor execution of or ineffective corrective actions. The Future of Quality

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The Five Why Model

In theory, one can easily learn this tool. In practice, this tool is much more difficult to apply.

When a problem initially occurs, we all have an immediate reaction as to the cause of that problem. However, that immediate reaction is a surface reaction only. When it comes to examining processes or systems, there are other deeper root causes for that problem. 5Y helps us find the fundamental root causes of a given problem. 5 why problem solving methodology helps us uncover the details behind the problem.

8D Manager Software with 8D, 9D, 5Y and 4M report generator. Your corrective action software for managing, measuring, and reporting issues.

How does the 5Y tool work? Here is a quick flow...

• Problem occurs
• Why did that problem occur = sub root cause #1
• Why did sub root cause #1 occur? = sub root cause #2
• Why did sub root cause #2 occur? = sub root cause #3
• Why did sub root cause #3 occur? = sub root cause #4
• Why did sub root cause #4 occur? = key root cause #5

5Y means we asked the question "why" 5 times from the problem statement until you reach the primary root cause. The primary root cause or key root cause directly determines the other sub root causes. When solving the problem, you focus your efforts on the key root cause.

For each why question, you focus on the last sub root cause. When applying this tool, asking "why" 5 times may not be necessary. You may only need to ask "why" 3 times to come to the correct root cause. The number 5 is an arbitrary number. The 5Y method is a process of asking why a sub root cause occurred until you reveal the key root cause.

When doing the 5Y analysis, use a team approach to determine the root causes. Document each determined sub root cause. When you identify the key root cause, be sure to positively identify that root cause on your document with a check mark or underline.

Additional 5Y Actions

As mention above asking "why" five times may not be sufficient, you may need to ask more than 5 times.

Once you determined the key root cause from the 5 why problem solving methodology process you are not finished with the 5 why analysis. You need to verify that root cause. You verify the key root cause by witnessing the root cause in action. Then check to see that you duplicated the problem.

After verification of the root cause, you must determine your corrective actions for that key root cause. Document the corrective actions on the 5Y form. Implement these corrective actions. If you are completing a corrective action for a customer, proceed with the 8D analysis.

5 Why Problem Solving and Formal Corrective Action

Customers may require one of two different systematic methods when using when using the 5 why problem solving tool. These are;

1) Prevent - Predict - Protect 2) Problem - Containment - System

When a customer request one of these 5y analysis from you, you apply the 5 why problem solving template tool to each of the 3 elements. So for Prevent - Predict - Protect method you apply a 5Y approach separately to Prevent, Predict and Protect processes at your company.

Prevent - these are the processes at your company that did not prevent the problem from occurring. Why did your process not prevent the failure from occurring?

Predict - These are the process at your company that did not predict this issue from occurring. Why did your current processes not predict this failure mode? Why did your planning or development process not see this as a potential issue?

Protect - These are the processes at your company that protects the customer from receiving defective product. Why did your quality processes not protect the customer from the failure mode?

Problem - This is the root cause to the problem. Why did the problem occur.

Containment - This is the root cause reason why defects escaped your facility. Why did you process not catch these defects prior to shipment?

System - These are the root systems that did not foresee this potential root cause. This could also be lack of systems to prevent the root cause. Why did your systems not predict or catch this failure mode.

When conducting 5 why analysis, use a template that lets you capture the data. The template needs to isolate each of the 3 elements. This allows the customer to quickly review your analysis. If you use 8D Manager , you can quickly create a 5Y form for each 8D corrective action. 8D Manager software separates each of the elements.

More on Five Whys

Description:.

The Five Whys also named 5-whys analysis method is used to isolate the true root cause of a problem.

When dissecting a problem, ask why the issue occurred. For each reason given, ask why that reason happen. After asking why repeatedly for every reason, you will identify the true root cause.

5 why means 5 cycles, but you may not need 5 cycles. Sometimes 3 or 4 cycles isolates the cause. By the time you get to the 4th or 5th why, most likely you're looking squarely at management practices.

This methodology is closely related to the Cause & Effect (Fishbone) diagram, and can be used to complement the analysis to complete a Cause & Effect diagram.

Here is a real world example from a kitchen manufacturer:

Root Cause:  Company management did not understand lean manufacturing, and did not set appropriate project targets when the plant was launched.

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Problem Solving

– Methodologies and Techniques –

⇓   Introduction to Problem Solving

⇓   What is Problem Solving

⇓   Problem Solving Services

⇓   Learn More About Problem Solving

Introduction to Problem Solving

In the current world market, consumers and organizations have a vast amount of choices regarding the brand or manufacturer of products, parts and materials available to them. In order to not merely survive but thrive in this ever increasingly competitive market, an organization must provide the most value and the highest quality possible. Most organizations have effective quality systems in place. Unfortunately, we cannot always prevent or detect problems before they reach the customer.  Whether your customer is a Tier 1 automotive manufacturer or the end user, problems sometimes occur. Even the companies held up as benchmarks for quality in their industry eventually encounter problems with their product or process. The most important factors at that time are how timely and effectively the problem is resolved and prevented from re-occurring.  Problems happen so we must be skillful and systematic in resolving the problems as they arise.

What is Problem Solving

Problem Solving is the process undertaken to find solutions to complex or difficult issues by taking an analytical approach using scientific methods. Effective problem solving requires the issue to be recognized and fully understood by the problem solver(s). Then, various problem solving methods and tools can be used to drive down to the root cause of the issue and take appropriate corrective actions to not only fix the problem, but to ensure it does not re-occur. Recurring problems are expensive, drive down brand equity and can damage the supplier / customer relationship. Customers could determine that your organization is not capable of resolving problems within your products or processes. There are many problem solving tools and approaches that are all effective if used properly. The following is a sample list with a brief description of each method.

5 Why is a problem solving method that asks the question “Why” enough times until you get down to the root cause of a problem. The 5 Why exercise can be used as a stand- alone tool or applied within a larger problem solving activity. 5 Why is commonly used during the Analyze phase of the DMAIC process and the Plan phase of the PDCA process. The responses should be based on facts or data and should focus on process or systems errors. The facilitator should ask the team if the cause identified were corrected, could the failure mode or problem still occur. If the answer is yes, then move on to the second “Why” and then the third, fourth, fifth and so on until the answer is no.

Eight Disciplines of Problem Solving (8D)

Eight Disciplines of Problem Solving (8D) is a detailed problem solving method primarily used within the automotive industry but has more recently been utilized by other industries. 8D is typically a team exercise utilized mainly by quality engineers or managers and other professionals. The 8D approach employs statistical analysis of the process and stresses the importance of determining the root causes of the problem.  The basic elements of the 8D method are to identify the problem, form a team, determine root causes, develop corrective actions, both interim and permanent, and ultimately, to prevent the problem from reoccurring. It is also an effective tool for use during product and process improvement initiatives.

The A3 Report has its roots in the PDCA method.  The A3 Report format is an effective tool for communicating all pertinent information with greater visual impact. A3 gained its name from the size of paper used during the exercise. By literally writing and drawing it all out on one sheet, it clearly communicates what is being done at each step of the problem solving activity improving team communication. The A3 format is a valuable problem solving and critical thinking tool that can foster continuous improvement.

Corrective Action Preventive Action (CAPA)

Corrective Action Preventive Action (CAPA) is usually part of an overall Quality Management System (QMS) . The Corrective / Preventive Action process is generally a documented procedure used to collect and analyze information, identify any non-conformances and take appropriate action (corrective or preventive) to resolve problems and prevent recurrence. The CAPA process closely follows the PDCA methodology of Plan, Do, Check, Act.  The use of data to drive actions is prevalent in most CAPA systems. In some cases, Statistical Process Control (SPC) data is incorporated into the process.  Corrective actions are directed at eliminating known causes of failure or other product or process issues. Preventive actions are derived from structured risk analysis and focused on eliminating the cause of a potential failure.

Is / Is Not

The Is / Is Not tool is adaptable in that it can be used as a stand-alone problem solving tool or by establishing boundaries during a larger problem solving activity using one of the methodologies discussed above. It may be used to define the problem and determine the scope of what will be considered and what will not be considered during the problem solving exercise. The Is / Is Not simply asks the questions about the problem and determines what the problem is and is not. For example, a manufacturer starts getting feedback from their dealers of a particular problem. By entering the answers to the questions in a basic diagram, you can identify the scope of the problem and then determine where to apply resources and focus on the real problem.

The Is / Is Not tool produces results by allowing you to focus on the facts of the problem, and specifically on the boundaries created by determining what is and is not involved. Your team can then focus their efforts and attention on the likely causes and take action.

Plan Do Check Act (PDCA)

Plan-Do-Check-Act (PDCA) is also sometimes referred to as the Shewert circle is an excellent method for problem solving or continuous improvement. The basics of the PDCA cycle are to Plan or identify the problem. Do or perform a process study or root cause analysis to determine cause and potential improvements. Check or measure the results of the corrective action or improvement. And then Act, take action based upon the results of the study. The PDCA is not a straight line but a circle or cycle. Once the actions have been validated then use the knowledge acquired to plan additional improvements and begin the cycle again.

No matter which method you select, they all have some basic steps in common. The problem must be defined, the root causes identified, effective temporary and permanent countermeasures put in place, the results measured, monitored and validated. Through this process, you can resolve a problem and prevent recurrence.  While problem solving methods are valuable tools in your quality toolbox, some of them can be applied to a product or process before a failure occurs or during a continuous improvement initiative (i.e. Kaizen ). By using these tools, a potential failure may be foreseen, analyzed, and actions can be taken to prevent the failure from ever occurring. Tools such as Failure Modes and Effects Analysis (FMEA) , both Design FMEA and Process FMEA , can be utilized to reduce the likelihood of failures occurring.

Problem Solving Services

At Quality-One, we offer many services directed at helping you resolve any current problems or prevent problems from occurring. Our experienced team of highly trained professionals will provide a customized approach for developing your people and processes based on your unique problem solving needs. At Quality-One our services include:

• Consulting to provide assistance or guidance in developing a plan to deploy a new problem solving initiative
• Training to help your teams understand and drive improvement
• Support in building and implementing your selected problem solving process, which may include Facilitation, Auditing and / or Contract Services

Learn More About Problem Solving

Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of Problem Solving Consulting, Problem Solving Training or Problem Solving Project Support.

Contact Us | Discover the Value!

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Problem solving: a common thread in quality assurance programs

Affiliation.

• 1 Department of Industrial Engineering, University of Missouri-Columbia.
• PMID: 2491232

This paper discusses the key role that the problem solving process plays in most quality assurance programs. In this discussion, problem solving is represented as a four step process. The use of each of the four steps in health care quality assurance is examined.

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HEALTHCARE SERVICE DELIVERY

Quality improvement through problem solving.

First published 25 Oct. 2014 Latest update 31 Oct. 2021

MS Word Version

PDF Version

QUALITY PROBLEMS

A quality problem is defined as any instance where the desired quality characteristic is not present or not up to the intended level. In other words, it is an instance of failure to conform to standards or specifications. It can also be considered as the “Quality Gap”.

THE ATTITUDE TOWARDS PROBLEMS

It is disappointing to encounter problems despite putting in a good design and scrupulous control. However, problems should be seen as a challenge to put out a better product or service. Problems should not be brushed off or ignored but efforts need to be made to know what problems exist and how serious. Each problem should be subjected to further inquiry regarding why they happen and what can be done to avoid them.

THE PROBLEM SOLVING CYCLE

The first step is to identify, clarify and verify the existence of a quality problem. Then, an approach must be found to solve these problems. The problem solving process is based on the scientific approach. The approach is depicted below as a cycle of recurring activities. Outline of The Problem Solving Steps

PROBLEM IDENTIFICATION

a. Problem Identification via Statistical Quality Control The main way to identify problems is by detecting non-conformance through quality control. According to J.M Juran, in ‘Quality by Design’, Quality control is “the regulatory process through which we measure the actual performance, compare it with standards and act on the difference”. In the last part of this definition, Juran has incorporated quality improvement as part of control. A defective product / unsatisfactory result can occur by chance. Knowing the frequency of occurrence is therefore important. Statistical Quality control is the detection of the rate of non-conformance in a sizable quantity of products produced or delivered. In clinical practice, statistical quality control takes the form of Clinical or Medical audit.

b. Customer Complaints Through stringent quality control non-conformant items are rejected. If however substantial numbers of customers are still unhappy, there is a problem in the quality control or the design. Customer opinion regarding quality should be actively sought for through Customer Satisfaction Surveys or Complaint Boxes c. Employee Complaints Any complaint from employees about the process, the equipment or the work environment, should be considered as a problem. To encourage reporting, complaints can be disguised as Employee suggestion (see later). d. Incident Reporting Incidents occurring during production, delivery and use of products should be identified as problems and studied closely. The occurrence of incidents should be reported by employees and sought from customer complaints.

To be effective, the problem solving process need to be orderly and scientific in approach. The first step is to identify, clarify and verify the existence of a quality problem. The causes must then be found. Consequently, methods must be found to solve these problems. The approach is depicted below as a cycle of activities. Often not all aspects of a problem can be corrected at any one time. Also, new problems keep on being detected. Therefore quality improvement efforts is continuous. It is appropriate perhaps to name it as “The Problem Solving Cycle”.

The problem solving exercise needs to be approached from two distinct perspectives:

• theoretical

The context within which the problem occurs need to be known. The possible causes are postulated from a knowledge of the input, processes, and environment. Data is then collected to clarify what factors are in operation when the defective product was made or unsatisfactory service was delivered. The corrective action or remedy involves a level of experimentation outside of the operations domain. Only after the suggested remedial action is proven to be effective is it adopted.

Therefore, even though the changes are meant to be gradual, the problem solving approach need to be taken as a project. There is a need for proper planning, organization, scheduling, and control.

“The Quality Improvement Cycle”

Elaboration of the Steps of the Problem Solving Activity/Project

The steps of the Problem Solving exercise, is elaborated below:

Step 1. Assess Quality of Service Collect data to measure current performance. This step is actually the activity of Quality control. In clinical medical practice medical audit is used for this purpose. Step 2. Identify Problem A Quality problem is said to occur if there is a quality gap or deficit (shortfall in quality) based on the outcome results compared to the standard set. Step 3. Analyze Problem At this step a theoretical analysis of the factors that may contribute to the occurrence is performed. Factors may include input, processes, the environment, and organization of the system as a whole. The production process / service delivery process needs to be clarified by studying existing work flow charts or redrawing them. Step 4. Postulate Causes Tools such as relations diagram (Bubble chart) and Ishikawa Herring Bone chart may be used to demonstrate and clarify cause and effect. Step 5. Identify data required and how to obtain them Theoretical postulates put forward at the previous step need to be proven by a study of actual happenings. This would require the collection of relevant data. To do this, questions of what data, where to obtain them and how must be answered. Step 6. Plan Data Collection At this stage it is necessary to know whether data required already exists or new data need to be collected (e.g., via observation). Decision must be made on data collection techniques, responsibility for data collection and data storage. Performing all these is equivalent to designing a research study. Step 7. Collect Data This step is the actual activity of data gathering and collation (put together). Step 8. Analyze Data Data that have been collected are tabulated, analysed and presented using simple statistical tools. Step 9. Derive Causes of Problems The results of data analysis are interpreted to prove or disprove postulates made previously. Collected data may also reveal or suggest other possible causes. Step 10. Plan Corrective/Remedial Measures Strategies for Improvement need to be formulated and planned with care. Based on the causes identified above, various factors requiring correction are identified. Alternative solutions to solving the problem may be identified and shortlisted through Employee suggestion, Literature Review and Benchmarking. In the long term, research and innovation may provide better solutions. Step 11. Carry out Remedial Measures The most effective strategy to use in implementation of remedial measures is the use of the Shewhart PDCA cycle as described below:

Application of the PDCA Cycle to Carrying out Remedial Actions

In this approach, the remedy being suggested is first planned properly and put to the test (the Do step). This test is done as simulation, trial or pilot project and data is collected to confirm it’s effectiveness or otherwise (the “Check” stage). When it is a complete success it can be adopted and institutionalized. If it is not entirely acceptable it can be amended or adapted and tried again. A complete failure warrants re-planning (back to the drawing board) and a repeat of the whole cycle. Step 12. Re-evaluate the problem Collect data to determine the frequency and seriousness of the problem. This step means the continuation of the Quality control activities. If the problem has not been solved the problem may require re-analysis or study. It may also mean that the remedial measures chosen were not carried out fully or they wee not effective. Step 13. Prevent the problem from recurring If corrective actions / measures have been successful, all changes made need to be adopted and institutionalized. This usually means that the changes are incorporated into policies, the work procedures and work culture. Continuous vigilance through quality control will ensure that the problems do not recur.

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• About 5 Whys
• Related Topics
• Quality Resources /

Five Whys and Five Hows

Quality Glossary Definition: Five whys

The five whys and five hows  techniques constitute a questioning process designed to drill down into the details of a problem or a solution and peel away the layers of symptoms. The technique was originally developed by Sakichi Toyoda who stated that "by repeating why five times, the nature of the problem as well as its solution becomes clear." The five whys are used for drilling down into a problem and the five hows are used to develop the details of a solution to a problem. Both are designed to bring clarity and refinement to a problem statement or a potential solution and get to the root cause or root solution.

When to Use

While both methods are techniques to expand the horizon of a team searching for answers, there are distinct uses for five whys and five hows . However, both of these two techniques force a team to develop a better and more detailed understanding of a problem or solution and will be helpful in the root cause analysis  process.

• Use the five whys technique when you want to push a team investigating a problem to delve into more details of the root causes. The five whys can be used with brainstorming  or the cause-and-effect diagram .
• Use the  five hows technique  to develop more details of a solution to a problem under consideration. The  five hows   can be used with brainstorming and a solution-focused cause-and-effect diagram.

Materials needed:  Chart paper and pen/markers.

• Draw a box at the top of a piece of flip chart paper and clearly write down the problem or solution to be explored.
• Below the statement box draw five lines in descending order.
• Ask "why" or "how" five times and write the answers on the lines drawn from number one to five.
• It may take less or more than five times to reach the root cause or solution. 

Five whys technique example

Five hows technique example

Five Whys and Five Hows Resources

You can also search articles , case studies , and publications  for five whys and five hows resources.

Digging For The Root Cause ( Six Sigma Forum Magazine ) Six Sigma training covers five popular identification tools, including the five whys technique, because some aspects of these tools are usually overlooked, such as when and where to stop and how to differentiate multiple causes through a weighing system that prevents loss of focus.

The Art of Root Cause Analysis ( Quality Progress ) A Master Back Belt discusses the process, the benefits, and the problems of using the five whys technique for root cause analysis.

Five Whys and a Why Not ( Quality Progress ) This article discusses adding a "why not?" question to the five whys line of questioning, arguing that the method will be significantly enhanced while still maintaining the simplicity of the original method.

Why Ask Why? ( Quality Progress ) Using the five whys technique is valuable to discovering latent causes because identifying them early can prevent other organizational issues.

Turning ‘Who’ Into ‘How’ ( Quality Progress ) When things go wrong, the goal should be to move away from trying to determine "who" was at fault and quickly transition into a problem-solving mindset of "how" to make things better.

Excerpted from The Public Health Quality Improvement Handbook , ASQ Quality Press.

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Job ID: 2770614 | Amazon France Logistique SAS

DESCRIPTION

Les opérations représentent la force motrice d’Amazon. Ce service clé de notre activité nous permet d’exécuter et d’expédier les commandes de manière efficace afin que nos clients reçoivent leurs articles en temps et en heure. En tant que responsable de secteur, vous veillerez à ce que votre site fonctionne parfaitement afin de répondre à la demande de nos clients. Vous serez à la tête d’une équipe qui contribue à la sécurité, à l’efficacité et à la qualité de nos opérations et vous prendrez en charge un certain nombre de projets sur l’ensemble de notre réseau afin de stimuler la productivité. Key job responsibilities Créer, superviser et encourager une culture de la sécurité et du bien-être Analyser et mettre en œuvre des changements pour maintenir la qualité et la productivité à un niveau élevé et constant Superviser les projets visant à rationaliser les processus, à optimiser la productivité et à améliorer la qualité du service pour les clients dans votre périmètre de responsabilité Analyser les performances de l’équipe par rapport aux objectifs de l’entreprise et mettre en place des actions pour améliorer notre excellence opérationnelle Travailler en collaboration avec des collègues de la direction pour normaliser les pratiques des équipes A day in the life Vous travaillerez en équipe sur l’un de nos sites, en veillant à ce qu’il soit aussi productif que possible. Vous aurez pour tâche principale d’instaurer une culture de la sécurité et de faire respecter les normes de qualité et de performance de l’équipe. Vous superviserez également les améliorations apportées aux processus dans votre secteur et en assurerez la mise en œuvre. Vos missions seront variées au cours d’une journée type : gestion de l’équipe, pilotage des opérations quotidiennes, amélioration des processus, missions d’urgence à grande échelle, etc. Vous servirez également d’exemple et de mentor aux nouveaux managers. About the team Notre centre de traitement des commandes (Customer Fulfilment, ou CF), est l’endroit où tout a commencé pour Amazon. D’une modeste équipe de libraires, le CF est devenu une équipe mondiale spécialisée qui traite plus de 1,5 million de commandes chaque jour. L’équipe CF est le moteur de notre entreprise et ses efforts nous ont permis de nous tourner vers de nouvelles régions et de proposer de nouveaux services. Avec l’aide des technologies émergentes, nous sommes en permanence à la recherche de solutions nouvelles pour proposer une gamme de produits plus large et de meilleure qualité, livrée rapidement et à un prix abordable. L’équipe CF est le premier maillon de la chaîne qui permet aux clients d’obtenir les produits à la vitesse qui fait notre réputation. Nous sommes basés dans les centres de traitement des commandes, qui sont au cœur du réseau des opérations d’Amazon. Nos centres sont parfois appelés le « premier kilomètre », car c’est là que la plupart des colis Amazon commencent leur voyage. Nous aidons à gérer les stocks dynamiques et à faciliter les livraisons rapides, 24 heures sur 24, 7 jours sur 7. Nos centres de traitement des commandes regroupent des profils variés et les opportunités y sont nombreuses. Certains membres de l’équipe travaillent avec des produits physiques, tandis que d’autres analysent des données. Ensemble, nous travaillons pour que chacun puisse prendre des décisions éclairées dans toute l’entreprise.

BASIC QUALIFICATIONS

Un diplôme universitaire Une expérience significative dans la gestion des ressources humaines Une expérience dans la communication avec un large éventail de parties prenantes, y compris avec vos pairs et la direction Une expérience significative dans l’utilisation de données ou de témoignages pour influencer la prise de décisions de l’entreprise Parfaite maîtrise de l’anglais et du français, à l’oral et à l’écrit

PREFERRED QUALIFICATIONS

Les compétences dites « souhaitables » vous aideront à tirer votre épingle du jeu mais elles ne sont pas nécessaires pour postuler à une offre chez Amazon. Si vous possédez toutes les compétences requises listées précédemment, contactez-nous sans plus tarder. Connaissance des techniques Lean, Six Sigma et Kaizen Connaissance d’un autre environnement logistique Bonne maîtrise de la suite MS Office (Word, Excel, Outlook) dans un environnement professionne Amazon est un employeur engagé pour l'égalité des chances. Nous sommes convaincus qu'une main d'oeuvre diversifée est essentielle à notre réussite. Nous prenons nos décisions de recrutement en fonction de votre expérience et de vos compétences. Nous apprécions votre envie de découvrir, d'inventer, de simplifier et de construire. La protection de votre vie privée et la sécurité de vos données constituent depuis longtemps une priorité absolue pour Amazon. Veuillez consulter notre Politique de Confidentialité pour en savoir plus sur la façon dont nous collectons, utilisons et traitons les données personnelles de nos candidats.

Job details

• FRA, Senlis
• Fulfillment Center Management
• Fulfillment & Operations Management

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