FLOW CHART
PARETO CHART EXAMPLES
Figure 1. Shows how many customer complaints were received in each of five categories.
Figure 2. Takes the largest category, "documents," from Figure 1, breaks it down into six categories of
document-related complaints, and shows cumulative values. If all complaints cause equal distress to
the customer, working on eliminating document-related complaints would have the most impact, and of
those, working on quality certificates should be most fruitful.
Check Sheet
The check sheet is a form (document) used to collect data in real time at the location where the data is
generated. The data it captures can be quantitative or qualitative. When the information is quantitative,
the check sheet is sometimes called a tally sheet.
Regular audits lead to the best results:
Weekly “self-check” audits by teams of workers, reviewing their own areas
This might be the best way to generate suggestions for improvements
Monthly audits by the area supervisor
Ensure that the weekly audits catch any problems with the daily or weekly cleanups
Pay special attention to the less-frequent cleaning tasks
Try to notice what is missing: new tools that do not yet have a place in a rack; materials stored neatly
but not well-labeled
Quarterly audits by the plant manager
Ensure that standards are being met
If there are deficiencies, ask “why”: try to determine the root causes
Ensure that resources are allocated to repairs and to making the long-term improvements
Without audits, it is impossible to ensure compliance.
Control Chart
The control chart is a graph used to study how a process changes over time. Data are plotted in time
order. A control chart always has a central line for the average, an upper line for the upper control limit,
and a lower line for the lower control limit. These lines are determined from historical data.
Fish Bone Diagram (Cause and Effect Diagram)
Also called: cause-and-effect diagram, Ishikawa diagram
Variations: cause enumeration diagram, process fishbone, time-delay fishbone, CEDAC (cause-and-effect
diagram with the addition of cards), desired-result fishbone, reverse fishbone diagram
This cause analysis tool is considered one of the seven basic quality tools. The fishbone diagram
identifies many possible causes for an effect or problem. It can be used to structure a brainstorming
session. It immediately sorts ideas into useful categories.
When to use a fishbone diagram
Fishbone diagram procedure
Fishbone diagram example
Create a fishbone diagram
Fishbone diagram resources
For example, under the heading "Machines," the idea "materials of construction" shows four kinds of
equipment and then several specific machine numbers.
Note that some ideas appear in two different places. "Calibration" shows up under "Methods" as a
factor in the analytical procedure, and also under "Measurement" as a cause of lab error. "Iron tools"
can be considered a "Methods" problem when taking samples or a "Manpower" problem with
maintenance personnel.
McKinsey 7S Framework
The McKinsey 7S Model is a framework for organizational effectiveness that postulates that there are
seven internal factors of an organization that need to be aligned and reinforced in order for it to be
successful.
Nadler-Tushman Model
The Congruence Model was developed in the early 1980s by organizational theorists David A. Nadler and
Michael L. Tushman. It's a powerful tool for identifying the root causes of performance issues. It can also
be used as a starting point for identifying how you might fix them.
Nadler and Tushman’s congruence model for organisational analysis (shown above) presents an
organisation as a system, which draws various inputs from both external and internal sources. Its then
transforms all the inputs into outputs via four chief components, alternatively called subsystems.
Based on this model, these components are work, people, formal organisations, and the informal
organisation (Burke 20). The foundation of this plan is to perceive a company as an open arrangement
whose functions are powered by the outside and in-house surroundings in the extent that inputs are
drawn from them and then changed into outputs such as performance and/or organisational behaviour.
According to the Nadler and Tushman’s model for organisational analysis, transforming inputs into
outputs is executed through the interaction of the organisational subsystems. Work refers to all daily
chores executed by all individuals who work for any organisation (Bruch and Gerber 64).
People constitute the abilities and skills possessed by the staff in charge of running the daily affairs of an
organisation. These organisational subsystems also focus on emotive backgrounds coupled with the
expectations of any organisation (Burke 24). The official company’s aspects include the arrangement,
guiding principles, and even the values that are deployed by the organisation to execute its business.
Lastly, the informal organisation subsystems of Nadler and Tushman’s model imply the moral codes of
ethics, power, norms, and even the political behaviours that are deployed by an organisation in matters
involving the running of the business of an organisation especially subjective matters that may alter the
operation of an organisation with time. Using Nadler and Tushman’s model, effective change within an
organisation occurs when all these four subsystems are integrated.
PESTEL Framework
A PESTEL analysis is an acronym for a tool used to identify the macro (external) forces facing an
organisation. The letters stand for Political, Economic, Social, Technological, Environmental and Legal.
Depending on the organisation, it can be reduced to PEST or some areas can be added (e.g. Ethical)
In marketing, before any kind of strategy or tactical plan can be implemented, it is fundamental to
conduct a situational analysis. And the PESTEL forms part of that and should be repeated at regular
stages (6 monthly minimum) to identify changes in the macro-environment. Organisations that
successfully monitor and respond to changes in the macro-environment are able to differentiate from
the competition and create a competitive advantage.
