Problem analysis tools

Problem

analysis defines the specific nature, extent,

causes and consequences of the campaign issue so
as to determine how the campaign can best address the
issue and what can be changed.
Factual, relevant and compelling evidence lends a solid
basis to any campaign strategy, revealing the ways in
which the intended change can happen.
Without a clear, evidence-based understanding of
causes and effects of the issue, it will be difficult to
develop sound tactics and a theory of change.

Problem

solving and analysis forms an

integral part of continuous improvement
and allows the appropriate selection
of kaizen, process analyses and lean
concepts not only to solve problems but to
uncover hidden opportunities and areas
which are under performing.

There are three tools

1.fishbone diagram
2.Matrix diagram
3.Scatter plot diagram

1.fishbone diagram

The fishbone diagram is sometimes called

a "cause and effect" diagram. This tool
helps you discover the main causes of a
quality problem and identify smaller
causes that lead to the main issue. (Here
is a fishbone diagram to identify the
potential causes for a medication error.
The head of the fish represents what
needs to change, while the bones of the
fish identify the potential causes.) As you

These categories include people,

processes, equipment, environment and
management.
You can add your own categories if you'd
like.
Your job is to think about the causes of
your problem and fill in the categories with
as much detail as possible. This tool helps
you see that the problem is a system
problem involving multiple dimensions.

Use
the fishbone diagram tool to keep the team
focused on the causes of the problem, rather
than the symptoms.
Consider drawing your fish on a flip chart or
large dry erase board.
Make sure to leave enough space between
the major categories on the diagram so that
you can add minor detailed causes later.

When

you are brainstorming causes, consider

having team members write each cause on
sticky notes, going around the group asking
each person for one cause.

Continue

going through the rounds, getting

more causes, until all ideas are exhausted.

Encourage each person to participate

in the brainstorming activity and to voice
their own opinions.
To help identify the root causes from all
the ideas generated, consider a multivoting technique such as having each
team member identify the top three root
causes.

Fishbone diagram

Matrix diagram
Graphical

tool that shows the connection or correlation

between ideas or issues in the form of a table (matrix).
A relationship is indicated at each intersection of rows
and columns as present or absent.

Example
When

comparing two lists, there is

sometimes a simple one-to-one
relationship which can be easily
documented in a side-by-side table.
However, when a single item from one
list may be related toseveralitems in the
other list, then the side-by-side format
does not work.

Scatter plot diagram

Ascatter

plot(also called ascatter

graph,scatter chart,scatter gram,
orscatter diagram)is a type ofplot or
mathematical diagramusingCartesian
coordinatesto display values for typically
twovariablesfor a set of data.

prioritization matrix

The prioritization matrix, also know as the

criteria matrix, is used to compare choices
relative to criteria like price, service, ease of
use and almost any other factor desired.

The

example used in the explanation of the

matrix is from on a fictitious project to evaluate
and choose knowledge management software.
Here is a step-by-step outline of how the matrix
is used:
tep 1:Open the Excel spreadsheet. Enter each of
the criteria for judging a product or process on a
separate line in the first column of initial gray
box titled criteria weight (Figure 1), replacing
existing criteria (or criteria #) with the new
criteria. The criteria entered automatically will be
placed in all the following comparison matrices,
the summary matrix and the selection graph.

Figure

2: Values
Step 2:Compare the first criteria to each of
the others by choosing the most appropriate
value from the values chart (Figure 2) and
putting it in the matrix. (Note: Clicking on the
values window will allow it to be dragged
out of the way and repositioned to any
location on the spreadsheet.
Teams need this reference, particularly at
first, to remind them of the evaluation
description and its value.)

Step

3:Enter each of the products

or processes being evaluated on a
separate line in the first column of
the second gray box (Figure 3).
The entries automatically will be
placed in all the other comparison
matrices, the summary matrix and
the summary graph.

Step

4:Now, compare the choices to one

another considering each criteria. The team
should use the same values that were used
to compare the criteria, or characteristics,
one to another. In the example, the Micro
Log product was rated by the team as
much more value (10.00) than the EMG
product in terms oflittle need for
customization. Consequently the reciprocal
value, or 0.10, was automatically entered
for the EMG offering. Again, the team need
only put a value in the solid gray areas; the
reciprocal values automatically will be

Step

5:After all the entries are made, results can

be read in the summary matrix (Figure 4) and the
selection graph (Figure 5).

chartprocess decision program

The

process decision program chart

systematically identifies what might go wrong
in a plan under development.
Countermeasures are developed to prevent or
offset those problems.
By using PDPC, you can either revise the plan
to avoid the problems or be ready with the
best response when a problem occurs.

When to Use PDPC

Before implementing a plan, especially when
the plan is large and complex.

When

the plan must be completed on

schedule.

When

the price of failure is high.

PDPC Procedure
1.

Obtain or develop a tree diagram of the proposed plan.

This should be a high-level diagram showing the objective,
a second level of main activities and a third level of
broadly defined tasks to accomplish the main activities.

2.

For each task on the third level, brainstorm what could

go wrong.

3.

Review all the potential problems and eliminate any

that are improbable or whose consequences would be
insignificant. Show the problems as a fourth level linked to
the tasks.

4. For each potential problem, brainstorm

possible countermeasures. These might be
actions or changes to the plan that would
prevent the problem, or actions that would
remedy it once it occurred. Show the
countermeasures as a fifth level, outlined in
clouds or jagged lines.
5. Decide how practical each countermeasure
is. Use criteria such as cost, time required,
ease of implementation and effectiveness.
Mark impractical countermeasures with an X
and practical ones with an O

Here are some questions that can be used

to identify problems:
What

inputs must be present? Are there any

undesirable inputs linked to the good inputs?
o What outputs are we expecting? Might
others happen as well? o What is this
supposed to do? Is there something else that
it might do instead or in addition?

Does

this depend on actions, conditions or

events?
Are these controllable or uncontrollable?
What cannot be changed or is inflexible?
Have we allowed any margin for error?
What assumptions are we making that could
turn out to be wrong?
What has been our experience in similar
situations in the past?

How

is this different from before?

If we wanted this to fail, how could we
accomplish that?
Example
A

medical group is planning to improve the

care of patients with chronic illnesses such as
diabetes and asthma through a new chronic
illness management program (CIMP).

They

have defined four main elements and,

for each of these elements, key components.

The

information is laid out in the process

decision program chart below.
Dotted lines represent sections of the chart
that have been omitted.
Only some of the potential problems and
countermeasures identified by the planning
team are shown on this chart.

tree diagram
A

tree diagram breaks down one broad topic

into increasing levels of granularity. It is a
step-by-step process from general to specific.

When to Use a Tree Diagram

When

an issue is known or being addressed in broad

generalities and you must move to specific details, such as
when developing logical steps to achieve an objective.
When developing actions to carry out a solution or other
plan.
When analyzing processes in detail.
When probing for the root cause of a problem.
When evaluating implementation issues for several
potential solutions.
After an affinity diagram or relations diagram has uncovered
key issues.
As a communication tool, to explain details to other

Tree Diagram Example

Quality Monitoring Tools

Monitoring

Patient Decision Quality: "The

quality of a clinical decision, or its patientcenteredness, is the extent to which it
reflects the considered needs, values and
expressed preferences of a well-informed
patient and is thus implemented.

Control charts:
Monitoring

- Control ABSTRACT Control

charts(G) are line graphs in which data are
plotted over time, with the addition of two
horizontal lines, called control limits, the
upper control limit (UCL) and the lower
control limit (LCL). The vertical axis
represents a measurement and the horizontal
axis is the time scale.

Control

charts were originally developed by

Walter Stewart as a tool for monitoring and
controlling manufacturing processes .

Control

charts distinguish between two

sources of variation: common cause
variation, which is intrinsic to any process and
special cause variation, caused by a factor
extrinsic to the process .

key feature of this classification (common

versus special cause variation) is that the
actions required to address them are
different.

To

reduce common cause variation, we need

to change the underlying process in some
fundamental way and for special cause
variation.

X-chart,

showing daily systolic blood pressure

(mmHg) readings for a hypertensive patient.
The horizontal upper and lower dotted lines
represent the upper and lower three-sigma
control limits, respectively.
The middle dotted horizontal line is the
mean.
Day 6 shows evidence of low-special cause
variation.

Histogram
A

Histogram is a variation of a bar chart in

which data values are grouped together and
put into different classes.
This grouping allows you see how frequently
data in each class occur in the data set.
Higher bars represent more data values in a
class

Tools

for making quality improvements. , it

can have many uses such as,

to

display large amounts of data values in a

relatively simple chart form
to tell relative frequency of occurrence
to easily see the distribution of the data
to see if there is variation in the data
to make future predictions based on the data

Example

Radar Chart
The

radar chart is a graphical method of

displaying data in the form of a twodimensional chart of three or more variables
represented on axes starting from the same
point.
Also commonly known as spider charts, web
charts, or star plots, radar charts are
particularly useful when examining several
factors that are related to one item.

How to Use
Step

1. Identify the categories or variables

under investigation.
Step 2. Standardize categories or variable
definitions.
Step 3. Collect data that indicate the
strength or weakness of each variable.
Step 4. Plot the data values for each variable
of the appropriate spoke of the chart.
Step 5. Interpret and use data.

Example
The

six variables examined included:

Safety
Training
5S
Leadership
Standard operating procedures (SOP)
Metrics

In

the figure the results plotted on a radar

chart.
With a score of 2, training was the largest
opportunity. The 5S system was rated the
best component of the process with a score of
5 (needing no improvement).

Thank you