1. Seven Helpful Charts
Diane Ritter

2. The Charts
Pareto Chart
Measure
Cause-and-Effect
Flow Chart
Run (Trend) Chart
Measure
Time
Histogram
Measurement
Measure
Control Chart
Measurement Time
UCL
LCL x
Measure
Scatter Diagram

3. Cause and Effect: “Wrong Hospital Meals”
Wrong meals served to patients on both shifts
Equipment
People
Procedures
Policies
Lack of funds
Outdated “clothespin” system
Fear of computers
Unclear menu
Training
Antiquated
Poor set-up
Lack of time
Unmotivated
Overworked
“Doctor’s Disease”
Handwritten instructions poor
Lack of awareness
No system
No feedback to person making mistakes
Lack of staff
Lack of attention in dietary
Disciplinary policies
Hiring policies in dietary
Lack of emphasis
GOAL, Memory Jogger

4. Flow Chart: “From Bed to Work”
Sunrise
Alarm goes off No
Sleep late
Yes
Start coffee
Bathroom Available No
Wait
Yes
Shower
Clothes Ready No
Iron Clothes
Yes
Get Dressed
Eat Breakfast
Read Paper No
Watch TV
Car Available No
Take Bus
Yes
Drive to Work
Park in Lot No
Park & Walk
Yes
Arrive at Work

5. Flow Chart 2: “P.C. Board Flow”
Incoming Material:
Components
P.C. board
Q.C.
Vendor Repaired Use as is
Fail
Pass
Auto Insertion
Q.C.
Rework/Scrap
Fail
Pass
Hand Assembly
Q.C.
Fail
Flow Chart 2: “P.C. Board Flow”
Pass
Wave Solder and Cleaning
Q.C.
Fail
Rework/Scrap
Pass
Post Assembly Touch-up
Q.C.
Fail
Pass
Auto Test
Rework/Scrap
Fail
Pass
Ship

6. Flow Chart 3: A simple flow diagram - The mail order process
BEGIN
FILL OUT
ORDER FORM
CUSTOMER (CLIENT)
SUBMIT ORDER
RECEIVE ORDER;
INSPECT IT
PROCESS THE COMPLAINT
INFORMATION
COMPLETE?
RETURN ORDER FORM TO CUSTOMER NO
MAIL ORDER SUPPLIER
Flow Chart 3: A simple flow diagram - The mail order process
YES
SHIP GOODS TO CUSTOMER
RECEIVE GOODS; INSPECT THEM
CUSTOMER (CLIENT)
GOODS ACCEPT-ABLE? NO
COMPLAIN TO SUPPLIER
YES
END

7. Flow Chart 4: Ordering Supplies
Yes No
Item out of stock
Item 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?
Flow Chart 4: Ordering Supplies

8. Pareto Chart: “Types of Injury”

9. Run (Trend) Chart: “Emergency Room Admissions”
Goal, Memory Jogger

10. Histogram: “Print Density”
Black Density of Print
Goal, Memory Jogger

11. Scatter diagram: “Drive Time”
Goal, Memory Jogger
Goal, Memory Jogger

12. Control Chart
Control Chart
Measurement Time
UCL
LCL x
Measure

13. Seven Helpful Charts Seven Helpful Charts
a. Control, b. Cause-effect, c. Scatter diagram, d. Flow, e. Pareto, f. Run (trend), g. Histogram
1. 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 variation
10. 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 in.