Scatter DiagramControl ChartRun (Trend) ChartFlow ChartPoliciesGoal, Memory JoggerGoal, Memory JoggerGoal, Memory JoggerSevenHelpfulCharts(Diane Ritter)Cause and Effect: “Wrong Hospital Meals”Flow Chart: “From Bed to Work”Flow Chart: “P.C. Board Flow”Board FlowA simple flow diagram: The mail order processORDERING SUPPLIESPareto Chart: “Types of Injury”Run Chart: “Emergency Room Admissions”Histogram: “Print Density”Scatter diagram: “Drive Time”Seven Helpful ChartsSevenHelpfulCharts(Diane Ritter)Cause-and-EffectScatter DiagramVariable 1Variable 2Control ChartRun (Trend) ChartFlow ChartPareto ChartHistogramMeasureTime MeasurementMeasurement TimeUCLLCLxMeasureMeasureMeasureCause and Effect: “Wrong Hospital Meals”GOAL, Memory JoggerWrongmealsserved topatients onboth shiftsEquipmentPeopleProceduresPoliciesLack of fundsOutdated“clothespin”systemFear of computersUnclear menuTrainingAntiquatedPoor set-upLack of timeUnmotivatedOverworked“Doctor’s Disease”Handwritten instructions poorLack of awarenessNo systemNo feedback to person making mistakesLack of staffLack of attention in dietaryDisciplinary policiesLack of fundsHiring policies in dietaryLack of emphasisFlow Chart: “From Bed to Work”SunriseBathroom AvailableNoNoYesStart coffeeSleep lateWaitClothes ReadyRead PaperCar AvailablePark in LotNoNoNoNoYesYesYesShowerGet DressedEat BreakfastDrive to WorkArrive at WorkIron ClothesWatch TVTake BusPark & WalkAlarm goes offYesFlow Chart: “P.C. Board Flow”Board FlowIncoming Material:ComponentsP.C. boardPost Assembly Touch-upPassPassPassPassPassShipQ.C.Q.C.Q.C.Auto TestQ.C.Q.C.Wave Solder and CleaningHand AssemblyRework/ScrapAuto InsertionVendor Repaired Use as isRework/ScrapRework/ScrapFailFailFailFailFailFailPassA simple flow diagram: The mail order processYESYESNONOBEGINFILL OUTORDER FORMRECEIVE ORDER;INSPECT ITSHIP GOODS TOCUSTOMERRECEIVE GOODS;INSPECT THEMPROCESS THECOMPLAINTCOMPLAIN TOSUPPLIERSUBMIT ORDERENDGOODS ACCEPT-ABLE?INFORMATIONCOMPLETE?RETURN ORDERFORM TOCUSTOMERMAIL ORDERSUPPLIERCUSTOMER(CLIENT)CUSTOMER(CLIENT)ORDERING SUPPLIESYesYesNoNoItem out of stockItem Delivered!Notify Sergio (Item and Quantity).Delivery varies from 4-8 weeks.Deliver Next Day.Mail to University Stores.Fill out Order Form.Procurement Issues a Purchase Order.Send to Procurement Office (RICE 501).Procurement faxes the order to vendor.Deliver next day.University Stocked Item?University Approved Vendor?Pareto Chart: “Types of Injury”Types of Injury0510152025Eyes Backs Hands# AccidentsCauses of Eye Injury05101520ClippedComponentLeadsSolderSplashDust# AccidentsRun Chart: “Emergency Room Admissions”010203040500 1 2 3 4 5 6 7 8 9 10 11 12MonthNumber of Admissions/DayGoal, Memory JoggerHistogram: “Print Density”0246810Frequency.60.80.901.101.201.301.401.50.70Black Density of PrintGoal, Memory JoggerScatter diagram: “Drive Time”-5051015202530354045507:00 7:30 8:00 8:30 9:00Time Leaving HouseTravel Time to Work (minutes)Goal, Memory JoggerSeven Helpful Chartsa. Control, b. Cause-effect, c. Scatter diagram, d. Flow, e. Pareto, f. Run (trend), g. Histogram1. There is a situation you are unhappy about. It is a complicated situation, so it is difficult to keep track of all of the variables in your head.2. You have a complicated process you would like to improve. It’s not clear that everyone would identify the same steps.3. You have identified a number of problems and want to work on the biggest problem first.4. You are often late for work and want to understand why.5. You have identified several reasons for why you are late for work and want to prioritize the list.6. A hospital speculates that it has admissions “bulges” because of holidays.7. You want to determine how frequently something occurs.8. You want to plot a relationship between two variables.9. You want to separate abnormal from normal variation10. You want to determine whether a process is stable.11. A Manufacturer wants to know if there is a correlation between shelf life and the stability of their product.12. A print shop starts to receive complaints about the density of its print. The shop workers figured the density was always the same.13. Your company submits many proposals to the federal government. They have identified a number of problems with the process and want to fix them in order of importance.14. The ordering process takes too long and you want to understand why.15. The rooms listed in the Schedule of Classes are sometimes not the rooms that courses end up meeting