Poka Yoke

Poka-yoke for the
Workplace
Training and
Sourcebook
for
Poka-yoke
Worksheets
Poke-yoke for the Workplace Training and Sourcebook for Poke-yoke Worksheets
How to Use This Manual
The continuous improvement tools that are presented in Sections 1-10 of

this manual are shown in order of use. These forms MUST be completed in
the order presented in this manual. Each section contains a brief description
of the tool, its purpose, when to use it, who should use it, how to use it, and
the expected results.
Remember to focus on the elimination of waste. Strive to

maximize yields and obtain cost reductions from existing
machinery and equipment before “buying solutions”. Improve
current systems and techniques before automation. Automating
a system or practices without first having an understanding of
the process will not solve underlying process problems.
Perhaps the most important point to remember is that we must

understand a process before we make any attempt in changing
it. “No Tampering” is the first rule of continuous improvement.
We can not tamper with a process without understanding it.
By using these tools, we will all share a common and

systematic approach for questioning, analyzing, proposing
solutions, experimenting, and finally, implementing proven
changes.
“The problems that exist in the world today

cannot be solved by the same level of thinking
that created them.”
Identify waste
Lead
Improvement
Poka-yoke
Template
Measurement
2 06/02/18
3 06/02/18
Table of Contents-
Section 1 Development of Poka-yoke “To Do” Plan: Establishment of the Poka-yoke
team’s Action Plan identifying the specific actions required for the Poka-yoke
implementation. Deliverable includes action plan and associated tasks with the
Poka-yoke implementation……………………………………………………. 4
Section 2 Poka-yoke Process Map: A map showing the critical Poka-yoke inputs,
processes and outputs for each machine/equipment Poka-yoke operation….. 7
Section 3 Waste Identification Map: Identification of the 9 wastes associated with

production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to Poka-yoke……………… 10
The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart
Section 4 Poka-yoke Conversion Matrix: A matrix identifying the methodology for

converting before poka-yoke conditions to Poka-yoke improvements………… 14
Section 5 Poka-yoke Conversion “To Do”: An action list identifying specific Poka-yoke
improvement tasks for each conversion opportunity identified in the “Poka-yoke
18
Conversion Matrix”……………………………………………………………..
Section 6 Poka-yoke Action Sheet: Establishing baseline key performance metrics in

terms of key deliverables, photographs, and current conditions of the “before”
21
poka-yoke implementation phase. ………………………………………………….
Section 7 Operational Control Plan: Procedure for process operations AFTER Poka-
yoke improvements have been made. This is a control plan to ensure consistent
process controls with the newly identified process parameters as a result of the
Poka-yoke implementation. Includes visuals of poka-yoke sensors and
24
techniques used to maintain Poka-yoke
improvements……………………………...
Section 8 Poka-yoke Status Report: Provides a format to compare improvement efforts

29
between a desired target and known starting value………………………………….
Section 9 Waste Identification Map: Identification of the 9 wastes associated with

production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to Poka-yoke
9 Wastes Radar Chart: After the completion of Poka-yoke, the results of the
waste reduction is recorded, charted and compared to the initial 9 Waste Radar 32
Chart.
……………………………………………………………………………………..
35
APPENDIX A Effective Problem Solving (Procedure 1440)
47
APPENDIX B Continual Improvement Tools (CPI Tools)
Section 1
Poka-yoke “To Do “
Plan
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Poka-yoke for the Workplace Training and Sourcebook for Poka-yoke Worksheets
Poka-yoke “To Do” Plan

Date: Page of
Poka-yoke Team Members Company/Division Name: Person Preparing This Sheet
1 2
Item Date Poka-yoke Element Poka-yoke Task - Action Person Location/ Percent
# Started Responsible Department Complete
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
1. One of the 4 phases of Poka-yoke Implementation
2.Sub-element of the Poka-yoke 4 Phases. (Specific action.)
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Poka-yoke “To Do” Plan

Purpose Used to create an action plan of the overall POKA-YOKE project for the
organization. Similar to a project plan, but this layout features a quick
snapshot of what needs to be done, who needs to do it and when each
action is to be completed. This is a living document in that it is used as a
management review tool to assess the current status of each POKA-YOKE
element implemented.
When To Use The POKA-YOKE “ To Do “ Plan should be used every time an area or
process has been selected for POKA-YOKE improvement analysis.
Who Should Use It The POKA-YOKE “ To Do” Plan can be used by anyone involved in area or
process improvement. The POKA-YOKE “ To Do “ Plan should always
include a person who is involved with the process under study.
Expected Benefits The POKA-YOKE “ To Do” plan provides a basis to analyze waste within
workplace organization via use of an action plan format.
How To Use It 1. Begin by identifying the process or area to analyze. Go to the area and
complete the sections identified as POKA-YOKE team members,
company/division name, and person preparing this sheet.
2. Identify the specific POKA-YOKE elements that need to be performed.

Complete the columns titled POKA-YOKE elements and item #.
3. Establish the start dates of each of the POKA-YOKE elements and

identify the responsibility for each actionable element. Complete the
appropriate column.
4. Use this document as a tracking document-as each reasonable time

unit passes, a day, a week, etc. keep track of the percent completion
for each POKA-YOKE element.
5. Use this document as an ongoing management review of the current

status of POKA-YOKE elements implemented.
Next Step You are now ready to move to the next step, the Poka-Yoke Process Map.
Section 2
Poka-yoke Process Map

7 06/02/18
SETUP PROCESS MAP

Date: Page of
Manager or Team Leader Area or Process Name Person Preparing This Sheet
Input Output
Process  Internal Setup  External Warehouse  Storage Dividing Lines/Traffic Lines
setup 
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Poka-yoke Process Map

Purpose Used to create a visual picture of work processes associated with Poka-
yoke operations identifying process inputs, outputs and critical process
parameters.
When To Use The Poka-yoke Process Map should be used as baseline document for
establishing the process flow, and wastes associated with the process under
consideration for Poka-yoke improvements. Information from the process
map will be used in part for identifying what the “current-before” steps are in
the Poka-yoke operation. One should be developed for every machine.
Who Should Use It The Poka-yoke Process Map can be used by anyone involved in continuous
process improvement.
Expected Benefits The Poka-yoke Process Map will provide information about key process
inputs, critical process parameters, and key process outputs and their
interrelationship with the Poka-yoke operation for a specific machine.
How To Use It 1. Complete the sections titled” Manager/Team Leader”,

Machine/Equipment Name”, and “person preparing this sheet”.
2. Group the Poka-yoke operations team together and list the major
process steps in the Poka-yoke operation on the map, then draw a
rectangle around each process step. For each process step,
indicate whether or not this step is an Internal or External Poka-
yoke operation. Also indicate whether or not this step includes a
functional check of the applicable tooling, equipment PRIOR to
implementation.
3. Next, for each Poka-yoke process identify the major inputs into the
process. Draw an arrow into the rectangle to represent the inputs.
For each input, state whether it is value added (VA) or non-value
added (NVA).
4. Next, for each Poka-yoke process, write down the major process
parameters either in the rectangle or above or below it. For each
parameter, state whether it is value added (VA) or non-value added
(NVA).
Then, for each Poka-yoke process, identify the process outputs. Draw a
double arrow out of the rectangle to identify this as an output. For
each output, state whether it is value added (VA) or non-value added
(NVA).Next, indicate on the map any storage locations and walkways,
aisles etc.(if there are inventory locations for the machine of interest, list
these on the map also).
Next Step You are now ready to move to the next step, the Waste Identification Map.
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Section 3
Waste Identification Map
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WASTE IDENTIFICATION MAP

Date: Page of
Manager or Team Leader (Section A) Area or Process Name (Section B) Person Preparing This Sheet (Section C)
Over production  Delays Transportation Process Inventory Motion Defective Product Untapped Mis-used
     Resources  Resources 
Defective
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9 Waste Radar Chart

% of Waste Before Poka-yoke
% of Waste After Poka-yoke
T ran spo r ta toi n
P ro cess O ve r p rodu c toi n

10 0
90
80
70
60
50
40
30 U n at pped
20 R e sou rce s
10
0
D e al y s
nI ven to ry
M si -u sed M o toi n
R esou rces
D e ef c tvi e P roduc t
9 Waste
Overproduction Delays Transportation Inventory Motion Processes Defective Untapped Mis- Used
Products Resources Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
% of Waste
100
90
80
70
60
50
40
30
20
10
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Purpose Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste
in section/division of the organization. Also utilized to indicate equipment
type, size, and distances within each work area.
When To Use The Waste Identification Map should be used after the POKA-YOKE “To
Do” plan is completed. A map should be developed for each department or
focus area of the POKA-YOKE program. Do not attempt to develop a single
Map for an entire organization, it will become too busy to be effective.
Who Should Use It The Waste Identification Map can be used by anyone involved in
continuous process improvement.
Expected Benefits The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides
a visual layout of the interrelationship of the waste.
How To Use It 1. Referring to the POKA-YOKE “To Do” Plan, identify each respective
area POKA-YOKE will be implemented. Develop a Waste Identification
Map for each area or department and complete sections A, B, C, with
the necessary information. Note you may have multiple Maps for the
entire POKA-YOKE implementation program.
2. For each work department, fill in the equipment, access areas,

storage areas, inventory locations etc. on the Map. It is best to draw
these to scale.
3. Next identify the processes for each area on the Map.
4. Next, list the products and services at each applicable workstation.
5. Next, identify the product/service flow through the respective

processes & work stations.
6. Establish time trials for each major activity and when completed
document the time for each major activity within the department.
Document the type of waste and time associated with each waste at
each activity, process, equipment, inventory, storage, and office location.
For each type of waste identified, complete the waste matrix section on the
bottom of the 9 Waste Radar Chart in the “before” column. Note: The y-
axis list % of waste, use whatever metric makes sense i.e. time, $,
labor hours, productivity etc. Remember that your goal is to reduce
these wastes as a result of the POKA-YOKE Program. Chart the %
waste value for each type of waste on the Radar Chart. Connect each of
the values on the radar chart. This is extremely important, this is your
baseline metric and will be used to determine the magnitude of your
improvements.
Next Step You are now ready to move to the next step, the Poka-yoke conversion
Matrix.
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Section 4
Poka-yoke Conversion
Matrix
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POKA-YOKE CONVERSION MATRIX

Sheet Date: Page of
Area/Department Machine/Equipment Name Poka-Yoke Sensors Required Operator Standard Set-up Time
Number
Date Prepared Minutes
CURRENT PROCESS CURRENT DEFECT IMPROVEMENT PROPOSED IMPACT

Defect External
NO. Task/Operation Description Cost ($) POKA-YOKE METHODOLOGY/DESCRIPTION Reduction
Current Total: Improved Total

Poka-Yoke Methology
Contact Counting Motion - Sequence
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Poka-yoke Conversion Matrix

Purpose Used to identify specific actions taken for each process task associated with
each machine targeted for Poka-yoke improvement.
When To Use The Poka-yoke conversion Matrix should be used after the Poka-yoke
Waste Identification Map.
Who Should Use It The Poka-yoke conversion Matrix can be used by anyone involved in area
or process improvement.
Expected Benefits The resultant deliverables will be specific actions aligned with each of the
three improvement methodologies ( Contact, counting, and Motion-
Sequence).
How To Use It 1. Complete the sections titled “ Area/Department,

Machine/Equipment Name, Poka-yoke Sensors required, Operator
Number, Date, and Standard Poka-yoke time.
2. List all the specific Process tasks/steps in sequential order (can

obtain this information from the process map) under the column titled
“tasks/operations” and indication the step number under the column
titled ”No.”.
3. Next list the current defect type and associated costs(you may
indicate the wastes and their associated costs in lieu of the defect
type and costs) in the appropriate column. Then sum the total
cost opportunity and mark it in the appropriate space titled
“current total”.
4. Complete the column titled” Poka-yoke improvement method””

by listing the specific continual improvement actions that will be taken
to correct the current defect or wastes. Indicate whether each method is
contact, counting, or Motion-Sequence.
4. Next complete the column titled “Proposed Impact” by listing the

expected defect reduction goal and costs associated with the “after
improvement” defect rate.
5. Finally add up the total costs under the proposed impact column and
indicate in the space titled “ Improved Total”.
Next Step You are now ready to move to the next step, the POKA-YOKE Conversion
To Do List.
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Section 5
POKA-YOKE Conversion “
To Do “ List
17 06/02/18
Poka-yoke Conversion “To Do” List

Sheet Date: Page of
Manager or Team Leader Machine/Equipment Name Person Preparing This Sheet
Improvement Poka-yoke Person Target Date Percent Corrective Action Required

Methodology Improvement Task Responsible Complete
YES NO If Yes List C/A:
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
IMPROVEMENT METHODOLOGY
Contact Counting Motion-Sequence
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POKA-YOKE Conversion “To-do” List

Purpose An action list identifying specific tasks for each Machine that is part of the
POKA-YOKE improvement program.
When To Use Used on a daily basis as part of the implementation of POKA-YOKE:

Should be used as an adjunct to the Poka-yoke Conversion Matrix.
Who Should Use It The POKA-YOKE Conversion “To Do” List should be used by everyone
involved in the POKA-YOKE improvement program.
Expected Benefits The POKA-YOKE Conversion “ To Do” List will serve as a tracking tool to
insure that Conversion action items are completed by the assignee, by the
date expected and identify any resultant corrective action items.
How To Use It 1. Complete the sections titled “ Manager or Team Leader”,

“Machine/Equipment Name”, Person Preparing this Sheet”.
2. For each improvement activity identified on the Poka-yoke Conversion

Matrix, record the specific improvement tasks and responsibility
and target date of completion that need to be completed for that
respective activity. Note: For each activity listed on the Poka-yoke
Conversion Matrix, you should have 1 POKA-YOKE Conversion To
Do List.
3. Use this form as an internal audit form of the conversion tasks. Upon
your established review period, if you identify any tasks which were not
cleaned, Place an “X” under the column titled “Yes” in the
Corrective Action Required section. If the tasks were completed
place an “X” under the column titled “No” in the Corrective Action
Required Section. If you checked “Yes”, record what the
corrective action will be and who is responsible for the corrective
action in the respective columns.
4. Use the percent complete symbols to show percent complete on follow-

ups.
Nest Step Next, complete the Operational Control Plan.
19 06/02/18
Section 6
POKA-YOKE Action Sheet
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Poka-yoke for the Workplace Training and Sourcebook for Poke-yoke Worksheets
Action Sheet
Date: Page of
Manager or Team Leader Area or Process Name Person Preparing This Sheet
Waste Description Action Taken/To Be Taken: Results/Expected Results:
Before (Photograph - Draw picture): After (Photograph - Draw picture):
Outputs Measured/To Be Measured To Determine Impact of Changes:
21 06/02/18
POKA-YOKE Action Sheet

Purpose To give us a visual method of describing a problem, of recommending
action(s) and listing expected results.
When To Use The POKA-YOKE Action Sheet can be used anytime during the continuous
improvement process, to address those “Plain as Day” Quick Hit items
found early in process improvement and during final analysis.
Who Should Use It The POKA-YOKE Action Sheet should be used by everyone, any time a
problem has been found.
Expected Benefits The POKA-YOKE Action Sheet is more than a suggestion sheet. It gives a
specific problem, specific action to take, expected results, and a picture of
the problem before and after improvement (if applicable). It also includes
where the problem is, who requests action, the date of the action, and who’s
responsible for follow-up.
How To Use It 1. Complete sections A, B, and C. with the necessary information.
2. Complete the problem description in specific terms. Be sure to list

the root cause and not a symptom of the problem.
3. Justify the requested action by listing the expected results. Include:

time / steps / dollars saved.
4. Draw a sketch or take a picture of the area as it is before applying

POKA-YOKE.
5. Draw a sketch or take a picture of the area after completion of the

POKA-YOKE action.
6. Keep final results of POKA-YOKE Action Sheet filed for future

reference.
7. Refer to the POKA-YOKE ”To Do” Plan, there should be a POKA-YOKE

action sheet for each major POKA-YOKE element.
Next Step Operational Control Plan
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Section 7
Operational Control Plan
23 06/02/18

Page of
Machine Number Part Name or Part Group Run on this Machine Revision Letter:
Process Name Process Description Process Engineering Approval:
Supplier/Plant Location Quality Assurance Approval:
Set-up Resources Poka-yoke Point of Origin Check Methods

Setup
Sequence
Process Operation Machine
Number
of Human Storage
Set-up Parameters
(Temp Pressure, etc).
Product/Process
Specification Measurement Sample Sample
Poka-yoke
Control 
Number Number Resources Location Key Characteristics Tolerance Technique Size Freq. Method Reaction Plan
Description Tool Sensors 100%
10
10A
20
30
40
50
* Visual Control Program *(Drawing of Machine, Equipment,

Supplies used for this Specific set-up operation.)
P ro cessM ap
D
Sequence N um be r
50
10 10A 20 30 4400 O U D
1 2/ W T nI spec t C 18 M 178 C -04 -4 S ot rage
R vi e tH ead W ash Sp rni gA ssem b yl nI spec t 004 N N

005 N
 1 -Maintenance Procedures or Standard Set-up procedures
 2 –Each Operational Control Plan may have multiple drawings on them.
24 06/02/18

Page of
Machine Number Part Name or Part Group Run on this Machine Revision Letter:
Process Name Process Description Process Engineering Approval:
Supplier/Plant Location Quality Assurance Approval:
Set-up Resources Poka-yoke Point of Origin Check Methods

Setup
Sequence Machine Number Set-up Parameters Product/Process Poka-yoke
Number Process Operation (Temp Pressure, etc). Specification
Description Number of Human Storage Measurement Sample Sample Control Reaction Plan
Tool Sensors Resources Location Key Characteristics Tolerance Technique Size100% Freq. Method
25 06/02/18
Purpose Used to as a baseline matrix identifying the standard Poka-yoke procedures and resources
requirements for a specific machine AFTER the POKA-YOKE improvements have been made.
When To Use Should be used for every machine that is a focus of POKA-YOKE improvement. Use this check
sheet “after” improvements are made. This is the Poka-yoke procedure “as a result” of the
POKA-YOKE improvements.
Who Should Use It The Operational Control Plan can be used by anyone involved in continuous process
improvement.
Expected Benefits The operational Control Plan will provide a step by step procedure for setting up a machine for
production and includes schematics/drawings of the Poka-yoke tools, supplies, and equipment.
How To Use It 1. Complete the sections at the top of the form titled” Machine Number, Process Name,
Supplier/Plant Location, Part Name, Process Description, Revision Letter, and
Engineering/Quality Approvals”.
2. List all the improved Poka-yoke processes and their respective sequence number
under the columns titled “ Process Operation Description” & “ Setup Sequence
Number”.
3. Draw a process flow diagram of the improved processes in the area provided on the
form. For each process indicate the sequence number, the process description and the poka-
yoke points.
4 Next, list the specific Poka-yoke resources required for each step in the Poka-yoke
operation under the column titled “ Poka-yoke Resources”. Subsequently, identify the
specific storage location-address of the Poka-yoke resources and list under the column
titled “ Storage location”.
5 Develop outline schematics/drawings of the critical/key Poka-yoke

resources( sensors, supplies, equipment) needed for the Poka-yoke operations. For
each of the critical Poka-yoke resources identify their key dimensions or process
parameters on the drawing (see example).
6 As applicable, for each Poka-yoke process, list any process settings such as times,
temperatures, pressures, dimensional etc. under the column titled “ Poka-yoke
Parameters”.
7 Identify the specific criteria (tolerances, measurement techniques, sample size,

sample frequency, control method etc.) that will be used to check the Poka-yoke
operations and document them under the column titled “ Point of Origin check Methods”.
8 Finally, document the reference to the “reaction plan” under the column titled” Reaction
plan”. Note: this is the plan that will be used in case there is a nonconformance in the Poka-
yoke operations or as a result of the Poka-yoke operations while the machine is running. In
other words, What do we do if we have a problem?
Next Step You are now ready to move to the next step, the Poka-yoke Status Report.
26 06/02/18
Section 8
POKA-YOKE Status
Report
27 06/02/18
Poka-yoke Status Report

Date: Page of
Manager or Team Leader Work Area or Process Name Person Preparing This Sheet
Item # Date Poka-yoke Improvement Corrective Action Person Date Due Percent Effective Rating
Started Opportunity Implemented Responsible Complete 0 1 2 3 4 5
(from To Do List)
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
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POKA-YOKE Status Report

Purpose To give us a format to compare continuous improvement efforts between a
desired target and known starting value.
When To Use The POKA-YOKE Status Report should be used any time POKA-YOKE
efforts are applied to a specific area or organization.
Who Should Use It The POKA-YOKE Status Report should be used by those involved
implementing continuous improvement efforts.
Expected Benefits The POKA-YOKE Status Report will serve as a comparison tool for
continuous improvement efforts regarding waste and defect reduction as a
result of POKA-YOKE efforts.
How To Use It 1. Complete the sections titled “ Manager or Team Leader”, “Work
Area or Process Name”, Person preparing this sheet”.
2. Record each POKA-YOKE task or associated waste, from the

POKA-YOKE ”To Do” Plan and Waste Identification Map respectively,
under the column titled “ POKA-YOKE Task or Associated Waste.
3. Use this form as an internal progress report of the POKA-YOKE

actions and waste. Upon your established review period, if you identify
any tasks that were not completed, Write “Yes” in the Corrective
Action section. If the tasks were completed write “No” in the
Corrective Action Section. If you wrote “Yes”, record what the
corrective action will be and who is responsible for the corrective
action and the due date in the respective columns.
4. Use the percent complete symbols to show percent complete on follow-

ups.
5. Finally, place an “X” under the Number column in Effective Rating

Section ( 0- there was no effect on reducing waste as result of the
POKA-YOKE task or action which was implemented, 5-indicating that
the POKA-YOKE task or action was extremely effective in reducing the
waste) which represents the level of waste improvement.
Next Step Redo the Waste Identification Map and the Waste Radar Chart
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Poka-yoke for the Workplace Training and
Sourcebook for Poka-yoke Worksheets
Section 9
30 06/02/18
WASTE IDENTIFICATION MAP

Date: Page of
Manager or Team Leader (Section A) Area or Process Name (Section B) Person Preparing This Sheet (Section C)
Over production  Delays Transportation Process Inventory Motion Defective Product Untapped Mis-used
     Resources  Resources 
Defective
31 06/02/18
9 Waste Radar Chart

% of Waste Before Poka-yoke
% of Waste After Poka-yoke
T ran spo r ta toi n
P ro cess O ve r p rodu c toi n

10 0
90
80
70
60
50
40
30 U n at pped
20 R e sou rce s
10
0
D e al y s
nI ven to ry
M si -u sed M o toi n
R esou rces
D e ef c tvi e P roduc t
9 Waste
Overproduction Delays Transportation Inventory Motion Processes Defective Untapped Mis- Used
Products Resources Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
% of Waste
100
90
80
70
60
50
40
30
20
10
32 06/02/18

Purpose Used to create a visual picture of a work area to assess waste in work place organization,
office/cell layout and crewing. Shows the type of each waste in section/division of the
organization. Also utilized to indicate equipment type, size, and distances within each work
area.
When To Use The Waste Identification Map should be used after the POKA-YOKE Status Report is
completed. A map should be developed for each department or focus area of the POKA-YOKE
program. Do not attempt to develop a single Map for an entire organization, it will become too
busy to be effective.
This step is repeated at the end of the POKA-YOKE Program and is used to monitor the
overall effectiveness of the POKA-YOKE implementation.
Who Should Use It The Waste Identification Map can be used by anyone involved in continuous process
improvement.
Expected Benefits The Waste Identification Map will provide information about work waste in each department,
work sequence, equipment layout and distances. The Waste Identification Map not only
provides actual waste, but also provides a visual layout of the interrelationship of the waste.
How To Use It 1 Referring to the POKA-YOKE “To Do” Plan, identify each respective area POKA-YOKE will
be implemented. Develop a Waste Identification Map for each area or department and
complete sections A, B, C, with the necessary information. Note you may have
multiple Maps for the entire POKA-YOKE implementation program. For each work
department, fill in the equipment, access areas, storage areas, inventory locations
etc. on the Map. It is best to draw these to scale.
2 Note steps 2-5 may not have to be repeated.!
3 Next identify the processes for each area on the Map.
4 Next, list the products and services at each applicable workstation.
5 Next, identify the product/service flow through the respective processes & work
stations.
6 Establish time trials for each major activity and when completed document the time for
each major activity within the department.
7 Document the type of waste and time associated with each waste at each activity,
process, equipment, inventory, storage, and office location. Note: this is an after POKA-
YOKE activity, completed only when the POKA-YOKE program has been initially
completed.
8 For each type of waste identified, complete the waste matrix section on the bottom of the
9 Waste Radar Chart in the “before” column. Note: The y-axis list % of waste, use
whatever metric makes sense i.e. time, $, labor hours, productivity etc. Remember
that your goal is to reduce these wastes as a result of the POKA-YOKE Program.
Chart the % waste value for each type of waste on the Radar Chart. Connect each of the
values on the radar chart. This is extremely important, this is your resultant
performance metric and will be used to determine the magnitude of your improvements.
Next Step
33 06/02/18
Table of Contents-Appendix
Appendix A Effective Problem Solving 38
Appendix B INTRODUCTION
Section 1 Run Chart

S Brainstorming
Audits
Check Sheets
Histograms
Affinity Diagrams
Control Charts
Cause & Effect Diagrams
Review
Section 2 Regression Analysis 67

Experimental Design (DOE)
Failure Mode & Effects Analysis
Pareto Analysis
Process Mapping
Capability Analysis
5 Ws & 2 Hs
Prioritization Matrix
87
Review
34 06/02/18
Appendix A
Effective Problem
Solving
35 06/02/18
1.0 Scope
Problem solving is applicable to all organizations within the Thomas & Betts Corporation and
should be used to resolve all non-conformances involving received product; system, process,
and product audit findings; internal rejections, scrap, rework, and repair; PAR&Rs, etc. The
techniques can also be used to improve a process.
2.0 Purpose
 Understand what, where, when, and how problem solving techniques are used.
 Define the eight disciplines of problem solving.
 Identify the major processes and tools for the problem solving disciplines.
 Provide a structured approach for establishing both short term corrective
actions and long term
Preventative actions.
3.0 Participating Functions
All Functions involved in problem solving.
4.0 Policy
Appropriate corrective action shall be taken to correct non-conformities.

Appropriate corrective preventative actions shall be taken to prevent recurrence
of non-conformities.
5.0 Referenced Thomas & Betts Procedures
The techniques encompass control of non-conformances by identification, segregation, and

containment of the non-conformity (see 1310), corrective action, and both short and long
term (see 1410), consideration of preventative action (see 1410), and continuous
improvement. The techniques also apply to the PAR & R system (see 1411) and the Material
Review Board.
6.0 Definitions
6.1 Team Champion - The leader of the problem-solving group, responsible for
completing the Continuous Improvement Plan.
36 06/02/18
6.2 Team Members - The members of the team assigned to investigate the
problem. Each member should have the process and
product knowledge, allocated time, and
authority, to solve the problem and implement the
corrective and/or preventative actions.
6.3 Short Term Fix - This is the action that will be taken immediately to solve
the customer’s immediate problem, and to contain the
problem condition so that no other customer
experiences the problem. Part of this step should be
verifying the effectiveness of the containment.
6.4 Root Cause - Root Cause is the underlying situation that produced the
problem. Root Cause answers the question “WHY?”
6.5 Long Term Permanent - An action that will correct and eliminate the
described Corrective Action problem and have no negative
effect on related processes or products.
6.6 Long Term - An action that will preclude recurrence, and have no
Preventative Action negative effect on related processes or products.
1.7 See Paragraph 18 below for information on analysis tools.
7.0 Procedure
The problem solving process is an eight (8) step procedure designed to foster continuous
improvement of business operations. Any Associate can initiate this process.
ACTION COMMENT
7.1 Define the Problem The problem needs to be clearly defined, written, and
agreed
upon by all associates See Paragraph 8 below.
7.2 Interim Action The temporary solution and containment action, i.e. a
“quick
fix,” until permanent corrective and preventative actions
are agreed upon. See Paragraph 9 below.
7.3 Data Acquisition The compilation of data to provide factual information,

and Analysis which is analyzed to aid in the understanding of the
problem. See Paragraph 10 below.
7.4 Identify Root Cause Formal cause-effect relationships are determined; the
problem
may need to be redefined at this time. See Paragraph 11
below.
37 06/02/18
7.5 Define and Evaluate The many possible root causes are reduced to the
Solutions “vital few” and permanent solutions are determined
and
evaluated for feasibility. See Paragraph 12 below.
7.6 Implement Solution Final solutions are implemented. A corrective,

preventative
action matrix is developed. See Paragraph 13 below.
7.7 Verify Results Results are evaluated and reviewed for compliance with
action
plan to ensure continuous improvement. See Paragraph 14
below.
7.8 Standardize and The improvement is documented and integrated

Continuously Improve into normal business operating business procedures.
The success is publicized and the individuals
responsible receive recognition. See Par. 16.
8.0 STEP 1: Define the Problem in Quantifiable Terms
8.1 What is the problem?
8.2 Who is complaining?
8.3 Where was / is the problem occurring?
8.4 When did it happen?
8.5 Why was it allowed to happen?
8.6 How much and/or how many?
8.7 Some of the tools that may be helpful in defining the problem include:
 The 5 Ws and 2 Hs
 Process Mapping
 Histograms
 Run Charts
 Pareto Charts
 Capability Studies
 SMART (Specific, Measurable, Attainable, Results oriented, and Time specific}
 Brainstorming
 Control Charts
 Audits
9.0 STEP 2: Implement and Verify Interim Actions
Interim actions are those actions which
38 06/02/18
 Solve the customer’s immediate problem, such as by replacing defective product with
product
known to be good;
 Identify the actions needed to identify, segregate, and contain the non-conforming
material to
prevent it from reaching both internal and external customers;
 Identify “short-term” fixes until permanent corrective action can be implemented.
(This is not to be considered Corrective Action);
 Assess the risk associated with the problem and the potential corrective/ preventative
actions.
 Specify standards and procedures to monitor effectiveness and results.
10.0 STEP 3: Acquire and Analyze Data
10.1 As part of the data acquisition process, consider the following:

 Gather data which measures current process/product performance.
 Consider sampling frequency and size.
 Gather variable data ( measurable) over attribute (go no-go) data.
 Collect data which accurate, precise, reliable and important.
 Data collection should be as simple as possible.
10.2 Some of the tools that may be helpful in collecting data include:
 The P D C A (Plan, Do, Check, Act) Cycle
 Process Mapping (Flow Diagrams)
 SMART
 Histograms
 Pareto Charts
 F M E Analysis
 Tree Diagrams
 Cause and Effect Diagrams
 Capability Studies
 Lab evaluations
 Design of Experiments
10.3 Some of the tools that may be helpful in analyzing data include:
 Why, Why, Why, Why, Why....
 Brainstorming
 Run Charts
 Regression Analysis
 F M E Analysis
11.0 Identify the Root Cause
11.1 Identify all potential causes that could explain why the problem occurred.
39 06/02/18
11.2 Test each potential cause against the problem description and test data.
11.3 Ask the question, “Why?, Why?, Why?, Why?, Why?,”as many times as it takes to
reach the ultimate cause of the problem. Don’t be satisfied with symptoms, keep
asking “Why?” and look for connections to other problems. The root cause has been
found when further investigation cannot be made.
11.4 Account for all details of the problem description. Gather data that ensures
current process/product performance
11.5 Some of the tools which may be helpful in identifying the Root Cause(s) are:
 The 5 W’s and 2 H’s
 Brainstorming
 Run Charts
 Design of Experiments (Shanin, Taguchi, Analysis of Variance)
 Regression analysis
12.0 STEP 5: Define and Evaluate Solutions
12.1 After the root cause has been identified, a solution must be determined to
resolve the root cause and to PREVENT if from RECURRING.
12.2 A good solution

 eliminates the root cause,
 focuses on the internal and external customer,
 is permanent, and
 provides a basis for the continual improvement action plan.
12.3 Define contingency actions, if necessary, based on risk assessment.
13.0 STEP 6: Develop Action Plan and Implement Solutions
13.1 Assign responsibility for each action item.
13.2 Assign target dates for completion, this is to include milestones.
13.3 Define training that may be needed to implement and maintain the permanent
corrective action.
13.4 Identify and establish on-going controls to ensure the effectiveness of the
corrective action.
13.5 Ensure a reaction plan is developed based on the risk assessment.
13.6 Utilize the PDCA (Plan, Do, Check, Act) cycle for the implement of the plan.
13.7 Document changes in procedures, update drawings, work instructions, control

plans, etc.
13.8 Communicate changes appropriately to those affected.
40 06/02/18
14.0 STEP 7: Verify the Results
14.1 The corrective action must be verified to ensure that the permanent correction
was effectively implemented and that it prevented the root cause from recurring.
41 06/02/18
14.2 Some of the tools which may be helpful in the verification process are:
 Statistical Analysis of the results (Capability Studies, Statistical Process Control,
Histograms, Design of Experiments).
 Audits of revised specifications, part inspection plans, drawings, control plans,

flowcharts, etc.
 Dimensional Verification.
 Paynter Charts.
 FME Analysis.
15.0 STEP 8a: Standardize to Prevent Recurrence
A systematic plan must be developed, documented, and implemented to prevent recurrence

of the problem. The essence of corrective action is to ensure the problem does not recur.
Changes of design and processes must become standardized: Modify similar

processes/systems to prevent similar problems.
Deleted Section 16.0
17.0 Maintain Record of the 8-Point Continuous Improvement Plan
The following is the step-by-step procedure in completing the 8-Point Continuous

Improvement Plan Form Procedure. Attached is a sample blank copy (See Form 1440-F1 and
a sample copy that has been completed (See Exhibit 1440-E1). The following paragraph
numbers refer to the same numbers on the forms.
Responsibility
17.1 Maintain completed forms indexed by control number. Site Quality Manger
17.2 This number will be assigned by the initiator and will either be Initiator
the same number as the PAR&R Number or will be assigned a
numerically sequenced number from a logbook.
17.3 This section will be filled out by the initiator of the 8-Point. Continuous Initiator
Improvement Plan.
17.4 This section will be filled out by the Team Champion. Team Champion
17.5 The description of the problem should be as detailed as possible Initiator

and should include any supporting documents or samples.
17.6 This section will be filled out by the Team Champion. The Team Champion
description of the problem should be as detailed as possible and
should include any supporting documents or samples.
42 06/02/18
Responsibility
17.9 Prevent Recurrence - This is the document, procedure, or Team Champion

standard change that will prevent recurrence.
17.10 Verification of Correction - This section will describe the method Team Champion
to use or test to verify the corrective Action.
17.11 Where possible, reference to statistical evidence that Team Champion

substantiates the Corrective Action should be included.
17.12 The document is to be signed by the Team Champion and/or the Team Champion
Site Quality Manger and/or the initiator.
17.14 A target or effective date is required for this action to be Team Champion
considered complete.
17.15 Some situations may be of such a scope that the process should Team Champion
be referred to an EMQI team or the Corrective Action Board
Deleted Section 17.16
43 06/02/18
18.0 Analysis Tools
18.1 A PROBLEM SOLVING FLOWCHART is shown in Exhibit 1440-E2. This chart lists the
steps in the Problem Solving Procedure and gives an indication of the appropriate
analysis tools that can be used for each step.
18.2 A TASK/TOOL MATRIX is shown in Exhibit 1440-E3 This matrix also gives an
indication of the appropriate analysis tools that can be used for the various steps of
the process.
18.3 Other Comments:
18.3.1 Process Mapping and Process Flow Diagrams - Prepare a process flow diagram to
define clearly the work process and alternative paths. Team preparation of the
diagram ensures that all individuals are familiar with the process.
18.3.2 5 W’s AND 2 H’s - to enhance the problem solving process ask questions
beginning with “WHO,””WHAT,” “WHEN,” “WHERE, “WHY,” “HOW,” “HOW MANY.”
18.3.3 STRATIFICATION ANALYSIS - Describes the extent of the problem for all relevant
variation (or stratification) factors. The analysis answers questions such as:
- Is the problem the same for all shifts?
- Do all machines, spindles, and fixtures have the same problems?
18.3.4 After the problem has been defined, the task is to prepare a brief written
description of the problem. The problem description statement should be SMART:
 S - Specific
 M - Measurable
 A - Attainable
 R - Results oriented
 T - Established per a Specific Time Frame
44 06/02/18
45 06/02/18
REQUEST FOR CORRECTIVE ACTION
SOURCE: CONTROL NO.

EQMI Team
Continuous Improvement Process System, Process, Product, Audit Date initiated
Other (Cust. Request, Etc.)
PAR & R
Customer / Supplier Name: Initiator
Cat. / Part No. Part Name / Description
1.Team Champion: Team Members:
2. Describe the Problem: (WHAT, WHEN, WHERE - Include Samples if Possible)
3. Short Term Fix: (What to do immediately) Target Date:
Effective Date:
Cost of Nonconformance:
4. Root Cause of Problem:(Include Problem Solving Tools used -Pareto Charts/Cause/Effect,etc.) Target Date:
Diagram, etc),,
Effective Date:
5. Long Term Permanent Corrective Action Target Date:
Effective Date:
Assign To:
EQMI
Team
CAT
6. Prevent Recurrence:(Modify Procedures as required. Document the new procedures, remove obsolete procedures, revise standards)
7. Verification of Correction: (How well verification be made? How often? Audit, Sample, Etc.)
8.. Gather Statistical Evidence of Verification
Signed By: Date
46 06/02/18
IDENTIFY THE TEAM CHAMPION

and Team Members
DEFINITION TOOLS
5 W’s and 2 H’s
Process Mapping
STEP 1
Process Flow Diagrams
SMART DEFINE THE PROBLEM’S PARAMETERS
Histograms
What is the problem?
Run Charts
Who is complaining?
Pareto Charts
Where is / did the problem occur?
Capability Studies
When did it occur?
Brainstorming
Why was it allowed to happen?
Control Charts
How much, and / or how many?
Audits
COLLECTION TOOLS STEP 3A STEP 2

DEFINE THE PROBLEM’S PARAMETERS IMPLEMENT AND
The P D C A Cycle.
VERIFY
(Plan, do, check, act) Must measure current process / SHORT TERM FIX(es)
5 W’s and 2 H’s Product performance.
Process Mapping
Process Flow Diagrams Consider sampling frequency /sample size
SMART
Histograms Gather variable data (measurable) rather than
Pareto Charts attribute (go-no-go) data, if possible.
FME Analysis Collect data that is accurate, precise, reliable,
Tree Diagrams and applicable to the problem.
Cause & Effect Diagrams Keep the collection process as
Capability Analysis simple as possible.
DATA ANALYSIS TOOLS STEP 3B

5 W’s and 2 H’s ANALYZE DATA
STEP 6B
Why, Why, Why, Why, Why...
Brainstorming IMPLEMENT
Cause & Effect Diagrams ACTION PLAN
STEP 4
Run Charts
Design of Experiments IDENTIFY THE ROOT CAUSE
Regression analysis Distinguish between symptoms and the true
FME Analysis STEP 7
Root Cause.
VERIFY
CORRECTIVE ACTION
STEP 5
DEFINE AND EVALUATE
STEP 8A
POSSIBLE SOLUTIONS
STANDARDIZE TO
Optimal Solutions PREVENT RECURRENCE
eliminate the root cause;
focus on the customer; Identify Key / Critical Process
VERIFICATION TOOLS
are permanent; Parameters
SPC
are lowest cost. Document FMEA
Capability Studies
Histograms Optimal Solutions Document all changes:
Design of Experiments provide a basis for the Revise drawings,
Audits Continual Improvement Action Plan. Specifications,
FME Analysis Standards,
Flow diagrams,
Control plans.
PLANNING TOOLS STEP 6A
Develop P D C A Chart
The P D C A Cycle DEVELOP ACTION PLAN
(Plan, do, check, act) Assign Responsibilities
Assign Target Dates
Identify Milestones STEP 8B
Identify Training Needs DOCUMENT
Identify Needed Controls WHAT HAPPENED
Develop Reaction Plan BY CONTROL NUMBER
47 06/02/18
48 06/02/18
Appendix B
Continual Improvement
Tools
49 06/02/18
Appendix B Section 1
INTRODUCTION
This module of the Thomas & Betts University covers CPI TOOLS. These are the tools that can be used when
implementing the T&B CPI Strategy covered in the Continual Performance Improvement module.
CPI TOOL SELECTOR

TOOL Step 1 Step 1 Step 1 Step 1 Step 1
Measure Evaluate Improve Verify Standardize
Run Charts X
Brainstorming X
Audits X
Check Sheets X
Histograms X X X X
Affinity Diagrams X
Control Charts X X X X
Cause & Effect Diagram X X
Regression Analysis X X
Experimental Design (DOE) X X X
Failure Mode & Effects Analysis X
Pareto Analysis X X
Process Mapping X
Capability Analysis X X X
5 Ws & 2 Hs X
Prioritization Matrix X
50 06/02/18
RUN CHARTS
Also known as: Line Graphs
10 19
6
3
8 18
9 23
12
14
15
5 21
MEDIAN
DATA
16
2 7
4 11 22
13
17 20
Figure 1. Typical run chart.

Brief Description
A run chart is a simple line graph used to plot data. The horizontal axis shows time periods (hours,
days, months, years) or other bases (production batch, shift) for which the data are being recorded.
The vertical axis shows the number of occurrences or some measure of the variable (percent, inches,
psi, pounds) being recorded.
Purpose
The purpose is to show how the data vary over time or from base unit to base unit. Analysis of the run
pattern is useful for determining process stability, trends and the need for improvement.
Procedure
Collect the data for the intervals or other bases and plot each point on the chart.
Plot and connect the points in the order they are recorded.
Calculate the median (List all data points in ascending order and pick the middle value. With an even
number of points, the median is halfway between the two values nearest the middle.)
Draw a horizontal line at the median value on the chart.
By observing the number of points above and below the median, the number of times the line crosses
the median and the pattern of the sequential points, conclusions can be drawn about the stability of the
process.
Note
A run chart is not a “control chart” because control limits are not established. See “Control
Charts” on Page 20.
BRAINSTORMING
51 06/02/18
Also known as Storyboarding
Brief Description
Brainstorming is a group process where individuals come up with ideas “off the top of their heads”
which relate to a particular process. All participants are equals and no idea is rejected. The ideas
generated are given further consideration (weeded out, grouped, narrowed down) by other methods.
Purpose
Brainstorming is used to determine possible causes and/or solutions to problems, to plan out the steps
of a project, or decide which problem or improvement opportunity to work on.
Procedure
In some cases, a facilitator (leader) who understands brainstorming and human behavior but is not
concerned about the outcome establishes the ground rules and guides the brainstorming session.
Someone else is assigned to record all the ideas generated on a wallboard or flip chart that all the
participants can see.
Ideas may be “shouted out” in a freewheeling session or each participant may have a turn at
suggesting an idea.
When the ideas have ceased to flow, they should be grouped according to common themes (See
“Affinity Diagrams” on Page 18.) and prioritized to help decide where to start.
GROUND RULES
* Don't edit what is said and remember not to criticiz e

ideas.
* Go for quality of ideas at this point; narrow down the list

later.
* Encourage wild or exaggerated ideas (creativity is the

key).
* Build on the ideas of others (e.g., one member might say

something that "sparks" another member's idea).
Note
Brainstorming is based on people’s opinions and assumptions so you may have to gather data after the
session to support or discount ideas suggested.
Brainstorming is also used to generate information for another problem identification tool, the “Cause
and Effect Diagram” described on Page 24.
AUDITS
Also known as Reviews, Walkthroughs, Internal Audits
52 06/02/18
Brief Description
Auditing provides feedback from departments, companies, vendors or processes. It includes

examinations of recorded information, products or procedures.
Purpose
Its goal in the T&B Continual Quality Improvement strategy is not only to determine deficiencies or
noncompliance, but to discover opportunities to improve the performance of individuals, processes and
organizations.
Procedure
The objectives and scope of the audit (who-what-when-where-why-how) are determined and an
auditor/auditing team is assigned. Proper training is needed to conduct an effective audit.
The audit team may conduct a pre-audit review of existing documentation relating to the process.
The audit is conducted, using an audit form which may resemble the one show in Figure 3.
AREA: LOCATION: AUDIT NO.
ASSESSMENT CATEGORY SUBJECT:
KEY POSITIVE OBSERVATIONS
KEY OPPORTUNITY OBSERVATIONS
RECOMMENDATIONS
AUDITORS DATE AREA

REPRESENTATIVE
RESPONSE/ACTION PLAN
AREA MANAGEMENT (SIGNATURE) DATE APPROVAL DATE
Figure 3. Typical audit form.
The findings of the audit team are reviewed with the supervisor or individuals involved and an
agreement, supported by management, is reached on the actions to be taken.
Feedback about the auditors given to management by those who were audited is also useful in
improving the audit process.
53 06/02/18
A follow-up audit is normally conducted to establish that the agreed-upon changes were made.
Like continuous improvement, auditing is continuously repeated to assure that gains are preserved and
opportunities are not missed.
Note
ISO 9000 certification is an excellent current example of auditing. It begins with an internal audit
conducted to discover and remedy shortcomings in a company’s quality process. Then, an initial audit
is conducted by an independent accredited auditor who recommends certification when all is in order.
Follow-up audits by external auditors are required to maintain ISO 9000 certification.
54 06/02/18
CHECK SHEETS
Also known as Data Sheets, Tick Sheets, Forms
COMPLAINT MON TUE WED THUR FRI SAT

TOTAL
TYPE 6/1/XX 6/2/XX 6/3/XX 6/4/XX 6/5/XX 6/6/XX
LATE
DELIVERY I I II I I II 8
RUDE
DRIVER II I III I 7
INCORRECT
BILLING IIII IIII IIII III IIII III 24
WRONG
DELIVERY III I II III III 12
TOTAL 10 8 11 8 9 5
Figure 4. Typical check sheet.

Brief Description
Check sheets are data collection forms.
Purpose
Check sheets simplify data gathering by providing a well organized format, usually divided into rows
and columns, that has specific places to record data from a certain time period or other base for the
attribute or characteristic being monitored.
It often facilitates totaling of data for further analysis and is a basic data gathering document for other
statistical analysis procedures.
Procedure
Determine what you are measuring and the time period or other base for the measurement.
Design and title a form that is easy to use. See Figure 4. Try it out to make sure it is functional. If the
data gathering requires making “tick marks” or “hash marks,” be sure the boxes are large enough and
easily located by the operator. A well-designed check sheet allows the user to spend no more than
three to five seconds recording what happened.
Regularly review the form, the recording process and how the data gathered is used to be sure it
accurately pictures what is happening in the process.
55 06/02/18
Note
A check “sheet” is different than a check “list.” The checklist contains a predetermined list of items to
review or follow. It is a guide or reminder to perform specific operations. The user may check off items
as they are considered or accomplished. This will verify that these operations have been performed as
work is transferred from one operator to the next.
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HISTOGRAMS
Also known as Bar Charts
Brief Description
A histogram is a graphic (picture) display of groups of raw data that fall within some specified range of
values. Data gathered on a check sheet are often presented on a histogram.
Purpose
The histogram provides the viewer with a sense of the relationship between groups of data, both how
they are distributed (where they occurred) and their relative magnitude (size).
Procedure
Gather and tabulate the data on a check sheet or other record. Plan how to fit the data on the paper
(or let your computer graphics program do it for you.)
To do it yourself, figure out the length of the longest bar (the largest value you will show) and the
number of bars you will need to show all your observations. Usually six to 12 bars work best.
If you have too many observations to show each one as a bar, group them by intervals. See Figure 5.
NUMBER OF
INTERVAL
OBSERVATIONS
1-2 IIII
2-3 IIII
3-4 IIII I
4-5 IIII IIII
5-6 IIII I
6-7 III
7-8 III
8-9 I
9 - 10 II
10 - 11 IIII
Figure 5. Observations grouped by intervals.
57 06/02/18
Layout the scale (or let your computer program do it for you) and plot the data. See Figure 6.
10
1 2 3 4 5 6 7 8 9 10 11
Figure 6. Typical histogram.
Analyze the histogram to see if your data represent a normal distribution (bell-shaped curve - See
Figure
RIGHT-SKEWED DISTRIBUTION
Figure 7.
58 06/02/18
7), skewed distribution (off-center - See Figure 8) or a multi-modal distribution (clusters - See Figure 9).
Figure 8.
BIMODAL DISTRIBUTION
NORMAL DISTRIBUTION
Figure 9.
Note
While grouping data into intervals simplifies presentation, it may also hide unusual data points that
should be investigated and it does not disclose the variation of data over time (trends).
59 06/02/18
AFFINITY DIAGRAM
Also known as Grouping Ideas
DATA
PROCEDURES SERVICE DISTRIBUTION MISCELLANEOUS
PROCESSING
IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA IDEA
IDEA IDEA IDEA IDEA IDEA IDEA IDEA
IDEA IDEA IDEA
Figure 10. Typical affinity diagram.
Brief Description
An affinity diagram is a mechanical procedure for grouping individually generated but related ideas
concerning a specified issue (such as how to improve a particular process). These ideas may result
from processes such as brainstorming. (See Brainstorming.) This is normally a team activity.
Purpose
Affinity diagramming adds structure to large or complicated issues and discloses “sub-issues” which
may require individual consideration. It is also useful for gaining agreement on an issue because each
team member has an equal voice in suggesting and categorizing ideas.
Procedure
Each participant is requested to generate ideas about the subject and write each one on an index card
or sticky note. All the ideas are collected and laid out randomly on a large table or stuck up on a wall or
flip chart. The participants are then requested to silently arrange them into related groups. (This
eliminates verbal discussions, persuasions and disagreements.)
If someone disagrees with a grouping, the person may change it. Some ideas may not fit into groups
and are left alone. When the team is generally satisfied with the groupings, the team should then
agree on a title, theme or heading for each group that best describes
it. In this process, some smaller groups may be combined under broader headings.
When the affinity diagram is completed, it is “typed up” and team members may be assigned to
communicate or circulate the diagram to others for comments and additional ideas.
Note
Affinity diagramming is similar to cause-and-effect diagramming. (See Cause and Effect Diagrams
Figure12)
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CONTROL CHARTS
Also known as Shewart Charts, Attributes Charts, Variables Charts
Figure 11. Typical control chart.
UCL = 32.4
30
20
10
6.17
-10
-20
LCL = -20.0
-30
Brief Description
Control charts are line graphs, which plot process variables or attributes (data) and include horizontal
lines representing the mean or average value and the upper and lower “limits” of the process. There
are various types of measurements and control charts.
CONTROL CHARTS FOR COUNT DATA
c Charts plot errors, non-conformances, or occurrences per constant sample or subgroup (number of
defects per piece)
u Charts plot averages of errors, non-conformances, or occurrences per variable sample of count data
(average number of defects per piece in a batch)
p Charts plot fractions or percentages of activities, processes or documents that are wrong, defective or
unacceptable (percentage of pieces in a sample with defects)
np Charts plot fractions or percentages of activities, processes or documents that are wrong, defective
or unacceptable when every unit can be observed (100% inspection).
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CONTROL CHARTS FOR VARIABLE DATA
X-bar Charts plot average or mean values of a sample of data points, also known as the “central
tendency.”
R Charts plot the range or dispersion of a sample of data points (difference between the highest and
lowest values), also know as the “spread.”
(X-Bar and R Charts commonly appear on the same sheet since evaluation of both plots is needed to
determine if the process is stable.)
X and Moving Range Charts plot the differences between consecutive X values (from day to day, batch-
to-batch, etc.)
Purpose
A control chart provides a graphical means of determining whether a process or process random
variable is performing within acceptable limits. Analysis of the points determines whether the process is
stable and in control. Comparing the limits of the process (sometimes referred to as the Voice of the
Process) to the target value and tolerance (sometimes referred to as the Voice of the Customer)
establishes the level of quality.
Procedure
Determine what to measure and collect the data (at least 20 samples).
Plot the data on a suitable chart. (See Figure 11.)
UCL = 32.4
30
20
10
6.17
-10
-20
LCL = -20.0
-30
Figure 11. Typical control chart.
62 06/02/18
UCL = 32.4
30
20
10
6.17
-10
-20
LCL = -20.0
-30
Calculate the average or mean value by adding all of the values and dividing by the number of samples
taken. Draw this as a horizontal line on the chart.
Calculate the upper and lower control limits using a suitable equation, table of factors or a software
program. Draw these limits on the chart.
Look at the relationship of the plotted points, the mean and the control limits. If all the points fall within
the limits and are relatively evenly distributed above and below the mean, the process is “in control.”
If a point falls outside the limits, if a large number of consecutive points is above or below the mean, or
if a long run of consecutive points moves in the same direction, the process is “out of control.” This
indicates that a special cause of variability is at work and should be investigated. Specific tests for
establishing whether a process is “in” or “out” of control can be found in standard statistical texts.
63 06/02/18
CAUSE AND EFFECT DIAGRAM

Also known as Fishbone Diagram, Ishikawa Diagram, Enumeration Diagram
MATERIALS/MACHINES METHOD/PROCESS MONEY
CASE TOOLS CHANGE CONTROL COSTOF SOFTWARE

ENVIRONMENT
NETWORKING DOCUMENTATION
CONFIGURATION CONTROL STRUCTURED DESIGN COSTOFTRAINING

WORKSTATIONS TIME ALLOCATIONS
SUPPORTSOFTWARE USER INVOLVEMENT COSTOF PERSONNEL
IMPROVED
KNOWLEDGE OF PROCESS COMPETENCY SOFTWARE
QUALITY
QUALITY FOCUS
RESOURCE COMMITMENT TEAMWORK

INTEREST
KNOWLEDGE OF TRAINING
QUALITY EMPHASIS
SOFTWARE PROCESS INVOLVEMENTIN MULTIPLE
STAGES OF DEVELOPMENT
MANAGEMENT MANPOWER
Figure 12. Cause and Effect Diagram.
Brief Description
Cause and Effect (CE) diagrams provide a graphical representation of causes and factors (inputs)
which have an effect on an output. Because of the way they are drawn, these diagrams look like a fish
skeleton.
Purpose
CE diagrams organize causes or factors into major cause categories and minor or sub-cause
categories. Major categories often involve the “6 Ms”: Money, Machines, Material, Methods, Manpower,
and Management.
CE diagrams are another useful tool to organize the ideas created by brainstorming. They can also help
to identify problems early in data collection and analysis.
64 06/02/18
Procedure
Identify the problem or process condition you are trying to change and place it as the “head” of the
fishbone.
Identify major causes (like the 6 Ms) that branch directly off the horizontal “spine” and indicate them on
the diagram.
Identify minor causes and attach them to the appropriate “ribs.”
When the “fish is finished,” analyze the causes and select those “root” causes which may lead to the
greatest potential improvement in the process.
Assign participants to gather data to prove or disprove the most probable causes.
65 06/02/18
Review
Which of the following tools can be used to show how data are distributed and then sized?
1 Check Sheet
2 Run Chart
3 Histogram
4 Audit
Which of the following tools can be used to show how data vary over time?
1 Run Chart
2 Control Chart
3 Affinity Diagram
4 Audit
Which of the following tools can be used to gather data for analysis?
1 Histogram
2 Check Sheet
3 Control Chart
4 Brainstorming
Which of the following tools can be used to determine whether a process is performing within
acceptable limits?
1 Run Chart
2 Histogram
3 Control Chart
4 Cause & Effect Diagram
66 06/02/18
Review (((continued)
Which of the following tools can be used to discover opportunities to improve performance?
1 Control Chart
2 Audit
3 Check Sheet
4 Run Chart
Which of the following tools can be used to disclose sub-issues that may require consideration?
1 Affinity Diagram
3 Audit
4 Check Sheet
Which of the following tools can be used to determine possible causes and/or solutions to a
problem?
1 Histogram
2 Control Chart
3 Check Sheet
4 Brainstorming
Which of the following tools can be used to organize factors into major and minor categories?
1 Run Chart
3 Audit
4 Affinity Diagram
67 06/02/18
Appendix A- Section 2
68 06/02/18
REGRESSION ANALYSIS
Also known as Scatter Diagram Analysis
Brief Description
Regression analysis is a statistical technique for data analysis which uncovers linear relationships (the
more I produce, the more it costs) between causes and effects. It also estimates the strength of the
relationship.
Purpose
It is useful in forecasting the effect on some output of the change in some process input. If a strong
linear relationship (good correlation) exists between two variables (x and y) and adequate data are
available, it is possible to mathematically calculate what will happen to the one (y) if the other one (x) is
changed.
The algebraic formula for such a straight-line relationship is

y = m*x + b
y = the value of one variable (the dependent one)

x = the value of the other variable (the independent one)
m = the slope of the line (up or down, positive or negative)
b = a constant (also known as the y intercept or the place where the line crosses the y axis)
It is also possible to graphically estimate what will happen by plotting the data on a “scatter diagram”
and observing the pattern which results. Six common patterns are shown in Figure 13.
69 06/02/18
A B C
Y Y Y
INVERSE RELATIONSHIP DIRECT RELATIONSHIP NO CORRELATION
X X X
D E F
Y Y Y
NONLINEAR RELATIONSHIP STRONG RELATIONSHIP WEAK RELATIONSHIP
X X X
Figure 13. Common scatter diagram patterns
A is an inverse linear relationship; when one variable goes up, the other goes down. B is a positive
linear relationship: they both go up at the same time. C shows no relationship; the change in one does
not affect the other. D shows a relationship but it is a curve, not a straight line and our formula doesn't
apply. E shows a strong relationship; the points fall very close to a line drawn through the pattern. F
shows a weak relationship; while there is a relationship, the points are scattered above and below the
line.
If the scatter diagram of your data looks like E (it could be positive or negative), you can get an
accurate estimate of the effect on the dependent variable by changing the independent variable. If it
looks more like F, your estimate is not as accurate.
Procedure
Regression analysis and correlation studies can be conducted mathematically by someone experienced
in statistical analysis. They can also be more easily conducted graphically, although with less accuracy.
70 06/02/18
FOR THE GRAPHIC METHOD
Plot your data on a scatter diagram and draw a straight line through the center of the path that results.
If your path looks like C or D in Figure 13, there is no linear relationship between the variables (at least
in the range you have observed).
If your path looks like any of the others, you can use the scatter diagram to predict the effect a change
in one variable has on the other.
71 06/02/18
EXAMPLE
Assume there is a good correlation between units of production and total cost as suggested by the path
line in Figure 14
100
80
60
TOTAL COST ($THOUSANDS)
40
20
0 200 400 600 800 1000 1200
UNITS OF PRODUCTION
Figure 14.
Let's say you want to estimate what it will cost to produce 600 units.
1. Draw a perpendicular line from 600 on the Units of Production line to the path line. (Figure 15)
100
80
60
40
20
0 200 400 600 800 1000 1200
UNITS OF PRODUCTION
Figure 15.
72 06/02/18
2. From that point on the path line, draw a line to the Total Cost line
which is perpendicular to the Total Cost Line. (Figure 16)
100
80
60
40
20
0 200 400 600 800 1000 1200
UNITS OF PRODUCTION
Figure 16.
3. The cost of producing 600 units will be about $50,000.
Note
This graphic method is only useful for making rough estimates (unless all your points fall on a straight
line and you draw carefully).
73 06/02/18
EXPERIMENTAL DESIGN
Also know as Design of Experiments (DOE), Analysis of Experiments, Taguchi Method
Brief Description
Experimental design is a systematic way of planning and conducting experiments to determine the
effect that changing one factor or several factors may have on a product or process.
Purpose
Experiments must be designed so that the effect of changing a factor can be measured and
distinguished from the effects that other factors have. Not only can various factors be changed, but
they can be adjusted to various levels. Experimental design involves identifying the objective of the
experiment, selecting the factors and levels to be tested, and selecting the most appropriate design for
the experiment.
As the number of factors and levels increases, so does the complexity and cost of the experiment. For
example, testing two factors at two levels requires four runs. Testing five factors at two levels would
require 32 runs.
A design matrix that tests every possible combination of factors and levels is a “full factorial” design. A
matrix that tests only a portion of all the possible combinations is a “fractional factorial” design.
Figure 17 shows a design matrix for a solenoid study on pull-in voltage which involves four factors:
length of the armature, spring load, bobbin depth and length of the tube. Each factor was tested at two
levels (- and +). Testing these four factors at two levels required 16 runs.
Figure 17. Design matrix for a solenoid study.
PULL-IN VOLTAGE
RUN STANDARD
TEST ORDER A S B T AVERAGE DEVIATION
1 1 --- --- --- --- 5.66 0.26

2 12 + --- --- --- 5.77 0.15
3 14 --- + --- --- 7.96 0.21
4 10 + + --- --- 8.18 0.52
5 8 --- --- + --- 7.33 0.18
6 7 + --- + --- 6.92 0.15
7 13 --- + + --- 10.79 0.39
8 3 + + + --- 10.30 0.54
9 15 --- --- --- + 5.50 0.22
10 9 + --- --- + 6.19 0.56
11 5 --- + --- + 8.27 0.44
12 4 + + --- + 8.42 0.11
13 6 --- --- + + 8.83 0.22
14 16 + --- + + 6.93 0.11
15 11 --- + + + 10.57 0.42
16 2 + + + + 10.42 0.20
74 06/02/18
Procedure:
Define the purpose and scope of the experiment. The scope should provide enough coverage to
resemble a realistic production operation.
Determine the variables. There are primary variables which are to be evaluated directly. Variables can interact
with one another and it may not be known until after the experiment if factors interact. Background variables are
those which cannot be (or have not been chosen to be) held constant. Properly mixing background variables may
cancel out their effects. A “random environment” may be required to overcome background variables. Constant
variables, those which are deliberately held constant, may vary under actual factory conditions.
Select the levels of each variable (factor) being tested and select the correct matrix. Conduct the necessary trials.
Calculate the main effects. Simple averages may be taken, but more sophisticated analyses of variance (ANOVA,
multiple regression analysis) can also be performed.
Select the parameters to optimize and re-examine the variables after a few trials for interactions.
Notes
The assistance of trained statisticians is vital to the successful and efficient conduct of experiments.
FAILURE MODE AND EFFECTS ANALYSIS (FMEA)

Also known as Failure Mode, Effects and Criticality Analysis (FMECA)
REVISED RATINGS FURTHER

FAILURE EFFECTS OF FAILURE F S D RISK ACTION REQUIRED DONE
F S D RISK ACTION NEEDED
Rear wiring harness Wires may getcut during use: 8 6 10 480 Change design of
gets pinched in -electrical systemshorts wire path to inside X
muffler assembly -rear lights won'twork of the seat well --- --- --- --- NO
-turn signals won't work
-brake lights won't work
Safety switch under Mower wil not start when someone 4 8 7 224 Change connector
seatwired backwards is seated; wil start without anyone design to only fit one X --- --- --- --- NO
on the seat way
Tires misaligned Excessive tire wear 7 4 1 28 No

in rear Reduced gas mileage
Loose ignition Dificulty in starting the mower 10 7 7 490 Worked with supplier
switch to lengthen thread X 2 7 7 98 NO
Figure 18. Typical FMEA.
Brief Description
FMEA gathers information about possible product or process failure modes (how they fail) and assigns a risk rating
to each mode. Those with the highest ratings are studied for ways to prevent them.
Purpose
FMEA is a prevention step, rather than a remedy step. By detecting possible failures early in the design or
production process, action can be taken to prevent them. Benefits include increased customer satisfaction, fewer
engineering and process changes, less scrap, less time spent troubleshooting and reduction of the time between
design and market introduction.
75 06/02/18
Procedure
Identify failure modes, working from the bottom up (identify component failures first, then assembly failures, then
system failures).
Collect data regarding the effect of such failures.
Assign a risk rating to each mode based on its Frequency (F), Severity (S) and likelihood of Detection (D). Each
of these factors is given a ranking of 1-10 (1 = Unlikely, not severe; 10 = very likely, very severe).
The risk rating is calculated by multiplying the three factor rankings together. Figure 18 shows how factor rankings
(F,S,D) have been multiplied together to establish a RISK level.
REVISED RATINGS FURTHER

FAILURE EFFECTS OF FAILURE F S D RISK ACTION REQUIRED DONE
F S D RISK ACTION NEEDED
Rear wiring harness Wires may getcut during use: 8 6 10 480 Change design of
gets pinched in -electrical systemshorts wire path to inside X
muffler assembly -rear lights won'twork of the seat well --- --- --- --- NO
-turn signals won't work
-brake lights won't work
Safety switch under Mower wil not start when someone 4 8 7 224 Change connector
seatwired backwards is seated; wil start without anyone design to only fit one X --- --- --- --- NO
on the seat way
Tires misaligned Excessive tire wear 7 4 1 28 No

in rear Reduced gas mileage
Loose ignition Dificulty in starting the mower 10 7 7 490 Worked with supplier
switch to lengthen thread X 2 7 7 98 NO
Figure 18
Failure modes with the highest risk ratings are then evaluated for possible causes and action is taken to remedy
them.
After action is taken, the failure mode is re-evaluated to see if it has been eliminated or reduced to an acceptable
risk level (based on the cost to eliminate it completely).
Note
A design FMEA seeks to identify and eliminate failures which result from inadequate product design. A process
FMEA seeks to identify and eliminate failures, which result from process variables.
76 06/02/18
PARETO ANALYSIS
Also known as 80-20 Rule; Vital Few, Trivial Many; “Hit Parade”
100%
PERCENTAGE OF TOTAL
80
30
60
FREQUENCY OF OCCURANCE
20 (44%)
20
12 (27%) 40
7 (16%)
10 5 (11%)
1 (2%) 20
0 0
BEHIN D WRONG IN CORRECT LATETO RUDE
SCHEDULE DELIVERIES CHARGES P.O. CLERKS
ERROR CATEGORY
Figure 19. Typical Pareto diagram.
Brief Description
Pareto Analysis seeks to isolate the vital factors (causes, problems, variables) from the insignificant factors. It
utilizes a graphical display (combination bar chart and line graph) to emphasize its conclusions.
Purpose
Pareto diagramming and analysis allows focusing remedial efforts on the few causes that contribute to the bulk of
the problem. As a graphical representation, it provides greater emphasis than columns of statistics. Pareto
analysis involves peeling back sub causes layer by layer until the root causes are found. The chart includes a
vertical bar graph representation of the individual frequencies of occurrence from greatest to fewest (left vertical
axis) and a line graph which plots the cumulative frequency of occurrence (right vertical axis). Figure 19 shows
how the two graphs work together.
77 06/02/18
Procedure
Decide what to analyze, collect the data and plot the chart (bars and line).
Interpret the diagram. Be sure to correlate your conclusions with other evaluation methods. While the
graphical devices can create strong impressions, they can also be misleading regarding root causes.
Also, Pareto analysis does not consider whether data observed during a given period can be expected
to be typical of a longer period. The longer the period, the more accurate the analysis can be.
Decide what causes to attack. Cost should also be considered. The most frequent problems are not always the
most costly to the process.
Note
Alfredo Pareto was a 19th-century economist who observed that an extremely large portion of the Italian national
income was going to approximately 10 percent of the population. This resulted in his principle of the “vital few”
and the “trivial many” that states that 20% of the causes are responsible for 80% of the effect.
78 06/02/18
PROCESS MAPPING
Also known as Flowcharting. Related to Work Flow and Data Flow Diagrams
START
SYMBOLS:
STATUS NO
START/END LIGHT RED?
YES
PROCESS CLEAR PAPER

PATH
NO
STILL RED?
DECISION
RESTART
MACHINE
NO
STILL RED?
CALL
REPAIRMAN
END
Figure 20. Typical process map.
79 06/02/18
Brief Description
A process map or flowchart is a diagram of the steps of a process. It shows where the process begins and ends,
the exact number and sequence of steps it involves, and where key decisions must be made. It includes the “if,
ands and buts” of the process. It may also show where related processes interact. An established set of symbols
is often used to draw it.
Purpose
Mapping or charting of a process discloses duplicated activities which can be eliminated, bottlenecks which can be
opened, “value-added” operations that contribute to meeting or exceeding outcome goals (customer requirements)
and “non-value-added” operations that only increase the cycle time and cost of a process. It is also useful for
standardizing an existing process.
Procedure
Agree on the major tasks or steps in the process and assign the appropriate symbol (See Figure 21) to the step.
80 06/02/18
SYMBOL/NAME EXPLANATION
ELONGATED Shows the startin g and endin g points of a Process Flo w

CIRCLE Chart.
Any process task. Each box should contain a short

descrip tio n of the task being performed.
BOX
Any decisio n poin t. Each dia mond should contain a

DIAMOND questio n that can be answered YES or NO.
A small circle with a le tter is used to connect one task of a

A CONNECTOR flow chart to another.
DOCUMENT A transfer ( or output ) of a hard copy document.
ZIGZAG
Shows an ele ctronic data transfer.
ARROW
STRAIGHT Shows directio n of process flo w.

ARROW
Figure 21. Process mapping symbols.
81 06/02/18
Draw the process flowchart. Model the normal sequence of events first.
Revise the chart to include secondary tasks which are currently contributing time and cost to the process and add
other tasks which may be required to handle exceptions.
When all participants agree that the map or chart is complete, analyze it for the situations mentioned above under
“Purpose.”
Where areas for process improvement are discovered, create a vision for a new process. Eliminate or modify
current steps or design and test a new procedure.
NOTE
Hierarchical mapping (from the “big picture to the smallest process”) may include a “Structure Flowchart” which
provides a visual check of the systems that link together to form an operational structure. The next level down is a
“System Flowchart” that maps out sequential processes and shows how they are interlinked. Finally, the “Process
Flowchart” or map described above is the lowest level.
82 06/02/18
CAPABILITY ANALYSIS
Also known as Gap Analysis, Voice of the Process
HAS PROCESS NO NO
PLACE DATA ON
DISPLAYED STATISTICAL WELL-DEFINED
CONTROL CHART
CONTROL IN THE PAST? CAPABILITY
YES
PLOT HISTOGRAM FOR MAY EVALUATE

INDIVIDUAL VALUES VERSUS HYPOTHETICAL
SPECIFICATION LIMITS CAPABILITY
COMPUTE
COMPUTE WORK ON GETTING
DISTANCE TO NEAREST
NATURALPROCESS LIMITS : PROCESS INTO
SPECIFICATION
THE VOICE OF THE PROCESS STATISTICAL CONTROL
IN SIGMA UNITS
ARE THERE NO PROCESS IS CAPABLE

IS DNS YES
TWO SPECIFICATION OF MEETING
GREATER THAN 3?
LIMITS? SPECIFICATIONS
YES NO
PROCESS MAY BE
COMPUTE WORK ON
NOT CAPABLE
SPECIFIED TOLERANCE SETTING PROCESS AIM
OF MEETING
IN SIGMA UNITS CORRECTLY
SPECIFICATIONS
IS YES
SPECIFIED TOLERANCE
GREATER THAN 6? WORK ON REDUCING
VARIATION OF PROCESS
PROCESS MAY BE WHILE
NOT CAPABLE SETTING PROCESS AIM
NO OF MEETING SPECIFICATIONS TO MINIMIZE
NONCONFORMING
PRODUCT
Figure 22. Typical capability analysis.
83 06/02/18
Brief Description
Capability analysis is a statistical evaluation of a process to determine whether it is stable and the ability of a
process to maintain a variable within “Natural Process Limits.”
Purpose
Capability analysis establishes Upper and Lower Control Limits for a process. By comparing these limits to the
target value (customer specification) and allowable tolerance, the capability of the process to produce outputs
which meet specifications is determined.
Capability analysis also determines what percentage of the output will (probably) meet the specifications.
Procedure
(Refer to Step 2 of the CQI Strategy and to Control Charts on Page 20 of this module for the procedure needed to
determine process capability.) Figure 22 is a flowchart which outlines the steps in assessing a capable process.
Note
Process capability is designated by a “Cp” ratio. There is another process capability index, Cpk, which
characterizes the process centering relative to the specification. As the process begins to “drift” toward one
specification limit or the other, the Cpk will go down.
Cpk = Distance to Nearest Specification

3
In both cases, “bigger is better” and in a Cp = 2 process, both numbers will be greater than 1.
5 Ws & 2 Hs
Also known as Who? What? When? Where? Why? How? How Much?, Problem Statement
Brief Description
This is a useful tool for evaluating problems. These same questions can be answered to discover and organize
ideas for improvement.
Purpose
Considering and answering these questions establishes the elements and the limits of a problem and lays the
groundwork for a thorough investigation.
84 06/02/18
When a problem is being defined, the “Why” question is not considered. The answers should avoid statements
that contain the phrase “lack of.” Such statements imply a solution. Answers should stick to what is wrong, not
why it is wrong and should avoid opinions. A problem statement worksheet similar to Figure 23 is often used.
PROBLEM STATEMENT
STEP1. WRITE A PRELIMINARYPROBLEM STATEMENT.
STEP2. BRAINSTORM AND RECORD THE ANSWERS TO THE FOLLOWING QUESTIONS.

SOME QUESTIONS MAY NOT APPLY.
WHAT ARE THE SYMPTOMS? (LISTTHEM)
WHAT
PROCEDURES ARE INVOLVED?
ARE THE INPUT AND OUTPUTS?
PROCESSES ARE INVOLVED?
EQUIPMENT/SUPPLIES ARE INVOLVED?
ARE THE SHORT TERM IMPACTS?
ARE THE LONG TERM IMPACTS?
WHO ARE THE

AFFECTED STAKEHOLDERS?
AFFECTED CLIENTS?
INVOLVED CONSULTANTS?
INVOLVED CLIENTS?
WHEN
DO THE SYMPTOMS APPEAR?
DURING WHICH INTERACTIONS?
DURING WHICH TRANSACTIONS?
DURING WHICH PHASE?
WHERE
DO THE SYMPTOMS APPEAR?
HOW
MUCH IS IT COSTING US?
WIDESPREAD IS IT?
MUCH HAS IT INCREASED?
STEP3. IF NECESSARY, RESTATETHE PROBLEM.
Figure 23. Typical problem statement worksheet.
85 06/02/18
Procedure
Each participant writes the problem as he or she sees it, then write down a list of symptoms that connect to each
question.
Participants share their lists and the group agrees on a final statement.
To use this technique to discover solutions, the “Why” question is asked and answered. Normally the answer to the
first “Why?” will lead you to ask a second, a third, a fourth and a fifth “Why?” until you reach the root cause which
will suggest the solution.
Note
This tool is helpful any time process inputs and outputs are being considered. It involves the five basic
inputs/outputs of every process: People, Material, Equipment, Methods and Environment.
PRIORITIZATION MATRIX
Also known as Matrix Diagram, Relationship Chart, Interlocking Action Matrix
RESPONSIBILITY
SUE
JOHN
MARY
HELEN
DAVE
PRINTER
H.R. DEPT.
TASK
WRITING S P C
PROOFREADING S+ S C P
EDITING P S C
RESEARCHING P S+ S
BINDING C P
COPYING C P
TRAINING S P
DISTRIBUTION C P
Figure 24. Typical prioritization matrix.
86 06/02/18
Brief Description
A prioritization matrix is a grid that lists tasks and responsibilities (persons, functions), shows the relationship and
rates the strength of that relationship.
Purpose
The relationship matrix is used to assign responsibilities for action to specific persons or functions. A notation at
the intersection of a row and column indicates that the person or function has some responsibility or involvement
with the task.
Various notations indicate whether the responsibility or priority is Primary (P), Secondary (S),
Communication/Need to Know (C), No responsibility (Blank). A Plus (+) symbol at an intersection indicates extra
emphasis.
Procedure
Prepare the matrix listing the tasks and the participating persons or functions.
Assign the tasks and determine who or which function has primary, secondary or “need to know” responsibility.
Place the proper symbol at the appropriate intersection and schedule the completion of the tasks.
87 06/02/18
Review
Which of the following tools can be used to forecast the effect of a change on an output?
1 Pareto Analysis
2 Regression Analysis
3 5 Ws & 2 Hs
4 Process Mapping
Which of the following tools can be used to isolate vital factors from insignificant factors?
1 Prioritizing Matrix
2 Pareto Analysis
4 Experimental Design
Which of the following tools can be used to disclose duplicate activities that can be eliminated?
1 Process Mapping
2 Capability Analysis
4 Pareto Analysis
Which of the following tools can be used to measure the effect of changing a factor from other factors?
1 Failure Mode & Effect Analysis
2 Process Mapping
3 Pareto Analysis
88 06/02/18
Review (continued)
Which of the following tools can be used to assign responsibilities for action to specific persons?
1 5 Ws & 2 Hs
2 Prioritization Matrix
3 Process Mapping
Which of the following tools can be used to establish limits of a problem?
3 5 Ws & 2 Hs
4 Pareto Analysis
Which of the following tools can be used to determine what percentage of output will meet specifications?
1 Capability Analysis
2 Process Mapping
3 Prioritization Matrix
Which of the following tools can be used to detect possible failures early in the design process?
1 Process Mapping
3 Pareto Analysis
4 Failure Mode & Effect Analysis
89 06/02/18

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Poka-yoke for the

How to Use This Manual

The continuous improvement tools that are presented in Sections 1-10 of

Remember to focus on the elimination of waste. Strive to

Perhaps the most important point to remember is that we must

By using these tools, we will all share a common and

“The problems that exist in the world today

Section 3 Waste Identification Map: Identification of the 9 wastes associated with

Section 4 Poka-yoke Conversion Matrix: A matrix identifying the methodology for

Section 6 Poka-yoke Action Sheet: Establishing baseline key performance metrics in

Section 8 Poka-yoke Status Report: Provides a format to compare improvement efforts

Section 9 Waste Identification Map: Identification of the 9 wastes associated with

Poka-yoke “To Do” Plan

2.Sub-element of the Poka-yoke 4 Phases. (Specific action.)

Poka-yoke “To Do” Plan

2. Identify the specific POKA-YOKE elements that need to be performed.

3. Establish the start dates of each of the POKA-YOKE elements and

4. Use this document as a tracking document-as each reasonable time

5. Use this document as an ongoing management review of the current

Poka-yoke Process Map

SETUP PROCESS MAP

Poka-yoke Process Map

How To Use It 1. Complete the sections titled” Manager/Team Leader”,

Waste Identification Map

WASTE IDENTIFICATION MAP

9 Waste Radar Chart

% of Waste After Poka-yoke

T ran spo r ta toi n

P ro cess O ve r p rodu c toi n

Waste Identification Map

2. For each work department, fill in the equipment, access areas,

3. Next identify the processes for each area on the Map.

4. Next, list the products and services at each applicable workstation.

5. Next, identify the product/service flow through the respective

POKA-YOKE CONVERSION MATRIX

CURRENT PROCESS CURRENT DEFECT IMPROVEMENT PROPOSED IMPACT

Current Total: Improved Total

Contact Counting Motion - Sequence

Poka-yoke Conversion Matrix

How To Use It 1. Complete the sections titled “ Area/Department,

2. List all the specific Process tasks/steps in sequential order (can

4. Complete the column titled” Poka-yoke improvement method””

4. Next complete the column titled “Proposed Impact” by listing the

Poka-yoke Conversion “To Do” List

Improvement Poka-yoke Person Target Date Percent Corrective Action Required

Contact Counting Motion-Sequence

POKA-YOKE Conversion “To-do” List

When To Use Used on a daily basis as part of the implementation of POKA-YOKE:

How To Use It 1. Complete the sections titled “ Manager or Team Leader”,

2. For each improvement activity identified on the Poka-yoke Conversion

4. Use the percent complete symbols to show percent complete on follow-

Nest Step Next, complete the Operational Control Plan.

POKA-YOKE Action Sheet

Waste Description Action Taken/To Be Taken: Results/Expected Results:

Before (Photograph - Draw picture): After (Photograph - Draw picture):

Outputs Measured/To Be Measured To Determine Impact of Changes:

POKA-YOKE Action Sheet

How To Use It 1. Complete sections A, B, and C. with the necessary information.

2. Complete the problem description in specific terms. Be sure to list

3. Justify the requested action by listing the expected results. Include:

4. Draw a sketch or take a picture of the area as it is before applying

5. Draw a sketch or take a picture of the area after completion of the

6. Keep final results of POKA-YOKE Action Sheet filed for future