4 Quadrant Methodology

Transcript
 Transcript – JBL-CFC-105B 4 Quadrant Methodology

Course Introduction

Module Objectives
Welcome to the 4 Quadrant Methodology module. Throughout this course, we will explore the 4 Quadrant Method in
detail; learn the basics and importance of the system, identify the method, and how to use it.

By the end of this course, you should be able to define the 4 quadrant method, describe the 4 quadrant report and
how it is employed, and explains how to read the 4 quadrant report.

Topic Selection
You may choose any portion of the module to begin by selecting from the options below. Alternatively, you may use the
buttons at the bottom to move to the first lesson, or jump straight to the assessment.

 Introduction
 4 Quadrant Method Introduction
 4 Quadrant Report in Detail

Lesson 1: Introduction

Have you ever walked into a meeting without an agenda, or with no understanding of the data presented? Or have you
sat through presentations with drastically different formats for reviewing metrics and trends?

How do you make sense of those disparate formats? How do you identify the focus areas of those metrics? How can
you be sure that follow-up is clear and concise if those formats change week to week?

Many of the critical decisions to be made from presented data, as well as the audiences’ ability to simply understand
that data, is dependent upon the format in which it is presented.

Jabil has simplified and structured the process of metrics reporting and presentation in meetings, using the 4 Quadrant
Method.

This method ensures consistency and clarity of presentations, takes the guesswork out of parsing metrics and
guarantees that, across the globe, presenters at JOS meetings are speaking the same language.

Lesson 2: 4 Quadrant Method Introduction

In JOS meetings, participants review and analyze metrics for Workcells and Operations in order to improve customer
satisfaction and business sustainability.

Just as we use a common structure for the JOS meetings in which these metrics are analyzed, Jabil also employs a
common system for presenting these metrics and doing the analysis: the 4 Quadrant Method.

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 Transcript – JBL-CFC-105B 4 Quadrant Methodology

The 4 Quadrant Method is a one-shot information source that helps drive actions with the greatest impact on a given
metric and enables simple follow-up on actions.

Essentially a comprehensive report, it provides visuals of all information regarding trends, affected groups, detractors,
and Pareto & Root Cause Analysis actions, by way of four, interrelated graphs:

 The Trend Graph

 The Pareto Chart
 The Action Tracker Chart
 The Paynter Chart

Let’s take a look at each of these graphs in the following slides.

Lesson 3: 4 Quadrant Report in Detail

4 Quadrant Report in Detail

Now that we know what the 4 Quadrant Method is, and what it consists of, let’s take a look at each quadrant in detail.
Click to learn more about a specific quadrant on the screen. Or if you have reviewed all topics, press next to continue.

Trend Graph
The first quadrant is called the Trend Graph.

Put simply, the data in this field is compared against the goal for a specific metric, as defined by the Operations
Manager or the Functional Manager.

It is used to review a targeted metric over a given time period. In general, it is required that, at minimum, 12 weeks of
data for the targeted metric in this quadrant be included, in order to gain perspective on the long-term effect of metric-
targeted actions instituted in JOS meetings. These time periods can be broken down as weeks, months, or any other
unit of time, as long as they provide the ability to see metric trending over an appropriate time period; this may change
given the metric being measured.

This quadrant can also contain additional history; the owner has the option to present this additional information.

Maintaining this graph provides the JOS team the ability to quickly review and analyze behavioral trends of the metric in
question, as well as a view of controlled or out-of-control behavior associated with it.

Trend Graph Example

Now, let’s break this graph down by element.

Title: the title should indicate the metric being discussed, and include a reference to the time period covered.

Y Axis: this portion of the graph indicates the numerical value associated with the graph – percentage, units, defects,
etc.

X Axis: the x axis represents time and should be broken down in equal units; for instance, weeks.

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 Transcript – JBL-CFC-105B 4 Quadrant Methodology

There are an additional 3 elements on this graph that provide further detail regarding the trend being reported: Goal,
Actual or First pass yield, and Average.

Shown as the red trend line on this graph, the goal values represent the targets for a given week or metric.

Shown as the green bars here, this value represents the actual, which is the specific level of accomplishment against
the stated goal.

Represented by the grey field on the data area of this graph, and presented in table form below the graph with its
corresponding time value, the average value represents the average, by week, of the actual or done value.

Pareto Chart
The second quadrant is the Pareto Chart.

It is used to identify the top 20% of causes that need to be addressed to resolve 80% of the Workcell or Organization’s
problems. These detractors should be grouped by common cause, organized by worst offender to least, and should
contain at minimum 12 weeks of data.

It shows the relative frequency of defects in order of rank, providing an opportunity to prioritize issues so that the
process improvements can be assured to be impactful and focused on the most critical areas.

Pareto Chart Example

As an example, let’s look at this Pareto of an OBA station.

In this example, the number one defect, with 180 occurrences – is the “Damaged” category, making it the first defect to
be worked on. In addition, the “Missing” and “Skewed” defects are easily apparent as the second and third most-
common defects, indicating they should be prioritized in the process improvement activities next.

In short, the Pareto chart helps identify recurrent issues – the primary, critical focus area when designing solutions to
systemic issues – and therefore helps us more efficiently and effectively develop actions which will have significant
impact on the business.

Action Plan
The third quadrant is an Action Plan.

This area is used to monitor actions and address the top items impacting a given metric following the 80/20 rule.

After analyzing the Pareto Chart, resulting actions should be determined and documented using the following tools:

 Problem Description or 5W2H Technique

 Root Cause Analysis
 Containment & Corrective Actions

Let’s take a look at each of these now.

Action Plan – 5W2H Technique

Problem Description or 5W2H Technique. 5W2H Analysis is a problem definition technique which works by asking 7
questions about a defect or any other problem:
 What: a precise description of the issue at hand.
 Who: individuals associated with the issue; who detected the issue.
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 Transcript – JBL-CFC-105B 4 Quadrant Methodology

 When: when did the issue occur - at what moment, and what frequency?
 Where: where is the issue located, and where was it detected?
 Why: explain the impact of the issue, and any known contributors.
 How: how was the issue detected; was it the mode, situation, and/or procedure of the issue?
 How many: what is the extent of the issue? What statistics do we have regarding the issue? For
instance, how many bad parts were found?

Let’s take a look at the 5W2H technique in action, following the top issue previously identified in our Pareto Chart –
Damaged Components.

Here, we see the top issue identified in the “what” field – Damaged Components; moving from here, we identify the
time frame in which these issues have been occurring – over the last 12 weeks. We also identify the location of the
issue – mainly Whirlpool, Zebra, and Emerson. Next, we note that the issue was identified via First Pass Yield Metric,
and is classified as an issue because of associated yield impact and potential scrap. We next analyze how the issue was
found, and how many occurrences there were – in this case, the damaged components themselves allowed
identification of the issue, and the issue affected 6.23% on average, of the components on these lines.

Click the icon on screen for more examples or click the next button to continue on to the next slide.

Action Plan – Root Cause Analysis

Root Cause Analysis. The next area of the Action Plan quadrant is a root cause analysis – a structure, step-by-step
problem analysis approach that focuses on determining the real, underlying cause of the problem and in developing
actions aimed at that issue, rather than the symptoms. It is designed to address problems proactively - where they
start, to avoid related issues in the future altogether.

At Jabil, we use the 5 Whys Technique for root cause analysis. It is as simple as asking the question “why” repeatedly, to
explore the cause and effect relationships underlying a particular problem, until the root cause is determined.

In the example here, regarding Damaged Components identified in a Pareto Analysis, we see how the 5 whys technique
leads to a firm understanding of the root cause of the issue. Our first question addresses why these damaged
components are occurring, at the most basic level – improper material handling. From here, we identify a lack of Metro
Cars or trays customized for storage properly in WIP. Further, we see excessive process bottle necks in WIP, due to an
excess of WIP itself in the lines. Finally, because of this line imbalance, we have an excess of SMT processes in line
compared to backend capacity.

Our root cause, then, is now identifiable. In this case, because SMT processes exceed backend capacity, there is an
excess of WIP, the origin of the bottle neck is excessive material in process and there are not enough Metro Cars to
keep this material without being damaged, causing inadequate handling.

For tips on working with the 5 Whys technique, click the icon on screen, or hit the next button to continue on to the
next slide.

Quick tips:

 Get the right people on board.

 Use proven root cause analysis tools.
 Think out of the box, be creative.
 Take the time needed.

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 Transcript – JBL-CFC-105B 4 Quadrant Methodology

 Focus on information that is known. Get all the facts.

 Do not think of a solution during investigation.
 Operator error is seldom a cause of a problem. The systems and processes that allow them to make errors are
the cause of the problems.

Action Plan – Containment & Corrective

Following the 5 Whys column, is the Actions area – this is the main output of the action plan, and consists of two
primary categories – containment actions and corrective and preventative actions.

Containment action is an action that is taken to stop “further bleeding” caused by the defect or problem being
discussed; it represents a temporary fix implemented to avoid further defects.

To generate containment actions, ask a fairly straightforward question: what can be done immediately to prevent
further non-conformance?

Examples of containment actions may include:

- Purge and segregation of current inventory in the stockroom and WIP.

- Sending correct parts to customers and issuing RMA numbers for the defective parts.

In addition to containment actions, we also generate corrective and preventative actions. These are based on the root
causes that were developed previously in the action plan. They establish potential solutions.

Corrective Actions are actions taken to eliminate the cause of a detected problem, preventing the problem from
recurring.

These are Reactive – they are taken after the occurrence of a defect.

Corrective actions are typically given as a result of non-conformity detected by the customer or internal non-
conformity.

Preventative Actions, on the other hand, are actions taken to eliminate the cause of a potential problem, preventing the
problem from recurring.

These are Proactive and taken before the actual occurrence of a defect.

These are typically a result of PFME or DFM.

In either case, good corrective or preventative actions often preclude operator training. Remember, training is
necessary, but it’s not a solution to the problem.

With all actions, responsibilities, due dates, and statuses are assigned to individuals or groups responsible for
determining a plan for implementation.

Paynter Chart

The fourth quadrant is the Paynter Chart.

The Paynter Chart is an extension of the Pareto Chart from quadrant 2, and provides further detail regarding the items
that make up the Pareto chart by period, and allows verification of taken actions.

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 Transcript – JBL-CFC-105B 4 Quadrant Methodology

This chart uses the same time distribution as the Trend Graph in quadrant one; 12 weeks of data is the minimum
recommended, as with the Pareto Graph.

To further the efficacy of display and provide a complete visualization of an action’s impact on a metric, a second
Paynter chart may be also included to represent customers, product lines, processes, products, or shifts.

The Paynter provides a quick, table-based overview of contributors to a given metric.

It cross-references contributors and time period, with contributors listed at the left and time periods listed on top,
metric values for each contributor is listed in the data area, and totals for each time period are at the bottom.

Paynter Chart Example

In the example provided, we see that for week 35, there were 10 occurrences of the damaged metric; for week 38, 3
occurrences of the “solder splash” metric; for week 36, there are 41 issues recorded. For the total period measured,
there are 180 instances of damaged defects.

As mentioned previously, this chart provides verification of the effectiveness of taken actions for a metric. Paynter top
contributors should decrease over the time period shown if actions are effective.

Summary

Knowledge Check
The following pages include questions to check your understanding of the material. This assessment is required to
complete this module and you must pass with a score of 80% or greater. Press Next to begin.

Module Completion
Congratulations! You have completed this course! Throughout this module, we have explored the 4 Quadrant Method
in detail – a common structure for presenting and analyzing data via the JOS system of meetings, to determine root
causes, and effective solutions at the systemic level.

We have learned the basics and importance of the system, identify the method, and how to use it.

By now, you should be able to:

 Define the 4 Quadrant Method,

 Describe the 4 Quadrant report, and how it is employed and
 Explain how to read the 4 Quadrant report

Module Evaluation
Thank you for taking the time to complete this course.

Jabil EMS Learning and Development is always working to improve your learning experience. Please take a moment to
evaluate this course content by clicking the link on your screen. For technical issues, please visit the Jabil Learning &
Development site.

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