Different tools will be used at different stages of the process improvement activity.

Some
tools are:

5 Whys Root Cause Analysis

Affinity Diagrams
Brainstorming
Cause and Effect Diagrams
Force Field Analysis
Interest Based Bargaining
Interrelationship Diagram
Kano Model
Multivoting
Nominal Group Technique
Prioritization Matrices
organizing large amounts of data
generating creative ideas
find possible causes of problems
determine the pros and cons of a proposal
finding a mutually acceptable solution
identifying the key factors
Analyze customer wants and needs
generating a shortlist of ideas
generating a shortlist of ideas
decide between alternative projects

1) The 5 Whys is a method of asking 'why' five times to get to the root cause of a
problem. First state the problem:

The machine broke down:

why did it break down?

It seized up for lack of oil

why did it run out of oil?

the maintenance person did not oil it

why didn't the maintenance person oil it?

the oil filler is impossible to access

why is the oil filler impossible to access?

The machine guard conceals it

In this case it has taken four 'whys' to get to the root cause of the problem. The solution
might be to cut a hole in the guard, or extend the oil filler tube.

2) Affinity diagrams are a team-based method of organizing large amounts of data.

Typically, brainstormed ideas are written on ‘sticky notes’. These are stuck to a wall and
progressively organized into logical groupings by the participants.
3) Brainstorming is a method of encouraging a team to generate creative ideas. All ideas
are written down, and no idea, however apparently silly, is criticized, because ideas that
appear silly at first sight may trigger suggestions that are practical. The list can be culled
later using other methods e.g. multivoting.

4) Cause and Effect diagrams (Ishikawa diagrams) are a graphical tool used to list and
categorize possible causes of a problem. It looks like a fish skeleton and is sometimes
called a ‘fishbone diagram’.

The main categories are often selected as Methods, Equipment, Personnel, Materials, but
other categories may be selected as appropriate:
5) Force Field Analysis is a method of brainstorming the 'drivers' and 'restraints' that
affect progress to a desired goal:

Refer to Process Improvement Tools and Team Tools for a variety of other process
improvement methods.

6) Interest Based Bargaining is a team based process improvement method. It is a type

of negotiation based on finding a solution that serves the interests of all parties, also
known as win-win negotiation. It has five characteristics:

• bargaining over positions is avoided

• people are separated from the problem
• focus is placed on interests, not positions
• options for mutual gain are invented
• objective criteria are used to select the appropriate resolution to an issue

7) The Interrelationship Diagram is a team-based process improvement tool. Ideas

gathered through, eg. affinity diagrams, are grouped in a circular pattern on a flip chart.
Arrows are drawn to show the relationships between items, leading from Cause to Effect:
The number of arrows leading 'in' and 'out' of each item are counted and tabulated.

Items that have a high number of 'out' arrows are important drivers. A high number of 'in'
arrows suggests important outcomes and candidates for measures of success.

8)

The Kano model was developed by Noritako Kano. There is an 'expected' quality that
customers take for granted. This is the minimum functionality, and will not satisfy the
customers:
The 'expected quality' represents a reasonable level of quality and service, for example
timely and responsive customer service. The organization should aim for 'Exciting
Quality', giving customers more than they expected. If you book into a hotel and
unexpectedly find a bottle of wine and a box of chocolates waiting for you that is
'Exciting Quality', at least until all hotels adopt the idea and then it becomes 'Expected
Quality'.

9) Multivoting is a similar idea to Nominal Group Technique.

1. brainstorm a list of options

2. review the list, combining similar ideas etc.
3. vote for the items worth further discussion - no limit on the number of
choices, participants can vote for all items if they like
4. the items that are voted for by at least half the participants go to the next
round
5. vote again, this time each participant can only vote for half the remaining
items
6. continue until only four of five ideas remain for discussion
7. proceed with appropriate action

10) Nominal Group Technique is a Team Tool used to generate a short list of items to be
acted on:

Stage 1:

• make sure the purpose of the activity is clearly understood, as is the NGT
procedure
• each member of the group writes down ideas in silence
• discuss and clarify the ideas

Stage 2:

• cull the list of ideas to a manageable size, say 50

• members are given index cards, around one card for every 5 ideas listed
• group members write down their choices of ideas on the cards, one choice per
card, and ranks the ideas
• summarize the scores on the whiteboard and try to agree which will be actioned

11)
Prioritization Matrices are used in process improvement to help prioritize decisions.
There are several forms, the one illustrated is the Consensus Criteria Method: