1. IMPROVEMENT TOOLS
Mahendrawathi ER, Ph.D

2. Outline Classification of improvement tools Purpose of the tools
Process
Documentation
Performance
Measurement
Self assessment
& Performance
Evaluation
Improvement
Planning
Improvement
Classification of improvement tools
Purpose of the tools
Extent of change
Time and resource requirements
Source for improvement impulses
Organizational methods

3. Classification of improvement tools
Based on several criteria
Improvement focus or main purpose of the tools
The extent of change resulting from using the tools
Requirements for time and resources when using the tools
Source for improvement impulses

4. Main purpose of the tools
Grouping the tools according to what their main purpose is
Problem identification?
Purely improvement?
Some tools can contribute to more than one objective  classification is based on the most visible characteristic!

5. Improvement stages Prioritizing the Improvement effort
2. Process and problem
understanding
3. Problem analysis
4. Idea generation
5. Improvement task
generation
6. Implementation

6. Tools for prioritizing
Self assessment
Trend analysis
Spider chart
Performance matrix
Criteria testing
QFD

7. Tools for process and problem understanding
Relationship mapping
Flowchart (7 traditional tools)
Critical incident: technique for identifying problems within an area or process
Check sheet: used for collecting data about a process or problem area (7 traditional tools)
Pareto chart: to sort problems or causes according to importance (7 traditional tools)

8. Tools for problem analysis
Cause-and-effect: to identify causes to a problem (7 traditional tools)
Root cause analysis: also termed why-why chart
Scatter chart: used to see the connections between phenomena (7 traditional tools)
Histogram: to sort data about a process in a clear manner (7 traditional tools)
Relations diagram: to help find links between effects and probable cause for these
Matrix diagram: to graphically portray data and see connections and relations

9. Tools for idea generation
Brainstorming: the most basic technique to create as many idea as possible
Brainwriting/Crawford slip method: close to a written version of brainstorming
Nominal group technique: a more formalized way of generating ideas
Affinity chart: organize thoughts or ideas

10. Tools for improvement
Streamlining: tools for simplifying business processes, eliminating waste and increasing the efficiency
Idealizing: to find the ideal process when disregarding practical limitations
QFD: combined with a system diagram to design products or processes based in customer requirements
Work unit analysis: to analyze customer/supplier relationship between segments of a business process to improve the interface
Statistical process control and control chart (7 traditional tools)
Business process re-engineering
Benchmarking: to create improvements through learning from other organization

11. Tools for planning improvement implementation
Tree diagram: used for planning a project (7 new tool)
Process decision program chart: used to prevent undesirable events from occurring (7 new tool)
A T analysis: used to set ambitious targets for the improvement activity
Force field analysis: to identify forces working for and against an implementation of improvements

12. Extent of change
How dramatic changes in the process steps, organization can be expected when using a tool
Minor changes
7 traditional and
New tool
Tools for idea
Generation
Critical incident
Statistical
Process chart
Medium changes
Streamlining
Work unit analysis
QFD
Major changes
Idealizing
Business Process
Reengineering
Benchmarking

13. Time and resource requirement
How much time and how much of other resources the organization should anticipate setting aside for using a tool
Least resource
7 traditional &
New tools
Critical incident
Tools for idea
generation
Idealizing
Medium resource
Work unit analysis
Streamlining
Statistical process
Control
QFD
Major resource
Business Process
Reengineering
Benchmarking

14. Organizational Method
Methods and principles related to organizational aspects that can be useful for improvements
Cross-functional teams
Problem-solving teams
Quality circles