13 Cause & Effect Tools (Matrix)

7/27/2019 13 Cause & Effect Tools (Matrix)

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2001 ConceptFlow 1

Cause And Effect Tools


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2001 ConceptFlow 2

Objectives

By the end of this module the participant should be able to: Apply Cause and Effect tools to projects

Create and interpret a C&E matrix

Identify process steps or process inputs that critically impact the

client requirements

Pareto

Discuss linkage to other tools (Process Map, FMEA)


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2001 ConceptFlow 3

Why Use Cause And Effect Tools?

Help identify, explore and graphically display, all the possible causesrelated to a problem or condition to discover its root causes

Focus on causes, not symptoms

Focus team on content of problem

Create snapshot of teams collective knowledge

Create consensus of problem root causes

Build support for resulting solutions


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2001 ConceptFlow 4

What Are C&E Tools?

C&E Diagram helps visualizerelationships between

several inputs and a given

output

The C&E Matrix helps

identify and prioritizerelationships between

several inputs and outputs

30 - 50 Inputs

10 - 15 Xs

8 - 10 KPIVs

4-8 Key KPIVs

3-6 Key KPIVs


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2001 ConceptFlow 5

Cause And Effect Matrix


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2001 ConceptFlow 6

Top Level C&E Matrix

Top-level C&E for complex process/system Relates the process outputs or steps to the client requirements

Outputs are rated relative to client importance

Outputs are rank ordered (Pareto)

Tool to focus improvement efforts

Process maps with finer granularity to identify inputs

Process Maps are essential


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Mid-Level C&E Matrix

Mid-level C&E for less complex process/system Relates the process inputs to the process outputs

Inputs are rated relative to importance of the big Ys

Inputs are rank ordered (Pareto)

Tool to prioritize improvement efforts

The next tool, the FMEA, will be used to prioritize risks

Measurement and capability studies will be performed on the

potential key inputs



Cause And Effect Matrix Steps

1. Identify client requirements (outputs)2. Assign priority to each output using a ranking scale

3. Listall inputs

4. Correlate inputs to outputs using a ranking scale

5. Cross-multiply correlation values with output priorities

6. Add across rows for each process step or input

7. Sort inputs by highest total



C&E Matrix FormatTemplate: C&E Matrix Final.xls

Rating ofImportance to

Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

3

4

5

6

7

Cause and Effect Matrix

Process

Outputs 1

2

34

5

6



Projector Example

How would these inputs be prioritized for data collection and subsequentanalysis using a C&E Matrix?

Inputs Outputs

Projector has bright light

Projector is quiet

Correct colors

Power On

Bulb life

Instructor Training

Computer Interface

Projector

Process Map



Example: Identify Client Requirements


Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

3

4

5

6

7


Process

Outputs

BrightLig

ht

Quiet

CorrectC

olor



Example: Assign Priority To Each Output


Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

3

4

5

6

7


Process

Outputs

8 7 8

BrightLig

ht

Quiet

CorrectC

olor


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2001 ConceptFlow 13

Example: List All Inputs

BrightLig

ht

Quiet

CorrectC

olor


Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

3

4

5

6

7


Process

Outputs

8 7 8

Power on

Bulb Life

InstructorComputer

BrightLig

ht

Quiet

CorrectC

olor


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2001 ConceptFlow

Scoring Scales

You are ready to correlate client requirements to the process inputvariables

Assignment of the scoring takes the most time

To avoid this, spell out the criteria for each score (examples):

0 = No correlation

1 = The process requirement only remotely effects the clientrequirement

4 = This input variable has a moderate effect on the client

requirement

9 = This input variable has a direct and strong effect on the client

requirement


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2001 ConceptFlow 16

Example: Cross-Multiply And Add AcrossColumns


Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

34

5

6

7


Process

Outputs

Power on

Bulb Life

InstructorComputer

4 1 1

6 1 1

1 0 04 0 9

47

63

8

104

(4x8) + (1x7) + (1x8) = 47

8 7 8

BrightLig

ht

Quiet

ColorCorrect


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2001 ConceptFlow 17

Sort Inputs By Highest Total


Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

34

5

6

7


Process

Outputs

104

63

847

Computer

Bulb Life

InstructorPower On

4 0 9

6 1 1

4 1 11 0 0

8 7 8

BrightLig

ht

Quiet

ColorCorrect


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2001 ConceptFlow 18

Prioritization Of Inputs For Analysis

Comp

uter

BulbL

ife

Powe

rOn

Others

104 63 47 8

46.8 28.4 21.2 3.6

46.8 75.2 96.4 100.0

0

100

200

0

20

40

60

80

100

Defect

CountPercentCum %

Percen

t

Count

Prioritization of Inputs

Computer Interface is the most important input variable


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2001 ConceptFlow 19

Narrowing Scope To Improving One CTQ


Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process

Inputs Total

1

2

34

5

6

7


Process

Outputs

120 14 160

(9x8) + (1x8) + (1x8) + (9x8) = 160

Computer

Bulb Life

Power OnInstructor

4 0 9

6 1 1

4 1 11 0 0

104

63

847

8 7 8

BrightLig

ht

Quiet

ColorCorrect


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2001 ConceptFlow 20

Relationship To Other Tools

Cause & Effect Diagram for Bright Light

Low BulbBrightness

Measurement People

MachineMethodsEnvironment

RoomBrightness

Instructions

Light MeterInstructor

Power On

Computer Settings

Bulb

Materials

Inputs OutputsProjector has bright lightProjector is quietColors correct

Power OnBulb lifeInstructor TrainingComputer Interface

Projector

Process MapInputs Outputs

Power OnBulb lifeInstructor TrainingComputer Interface

Projector

Process Map

Rating of

Importance to

Client

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Process Inputs Total

1

2

3

4

5

6

7


Process

Outputs

104

63

8

47

Computer

Bulb Life

Instructor

Power On

4

1

6 1 1

1

0

0

4

0

9

BrightLight

Qu

iet

ColorCorrect

8 7 8

1


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2001 ConceptFlow 21

Airline Reservation Example


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2001 ConceptFlow 22

Airline Reservation Detailed Process Map

CompleteTravel

Authorization

ContactAgency

TravelerInformationVerification

GatherCustomerBilling Info

Auth.Code?

Enter TravelInformation

Into Saber

Carrier SearchAcceptable

Arrangements?Request forReservation

PaymentProcessing

Card

ApprovedReservation

Booking

E-ticket or

PaperEmail

Verification

GenerateSaber E-ticket

ItineraryEmail Itinerary

EndCall

AddressVerification

DeliveryMethod

Selection

Print tickets &Itinerary

ConfirmArrangements

w/ Traveler

PackageForOutgoingMail

AuthorizedTravel

Auth. Code

Authorization

Form, SDomesticInternational

TravelerApprover

Website, STravel Budget CCost Estimate S

ComputerSystems,N

LocationVariation,N

Contact Service, S

Phone/WebTravel Information,STraveler/Designee, N

Agency Resourcesday time, SN

after hours, SNComputer Systems, NMeasurement

Systems, STime InQueue

TimeinVRUCall VolumePeak Hours

Agency Request

Entered

Correct Traveler

Information

Traveler Info, S

Company Info, SRestrictions if applicable, SPreferences, S (seat, class)

Agent NTraveler N

Computer Systems, NMeasurement Systems, S

Client name, S

Location, SAuth. Code, SOperator, S

Agent NTraveler N

Computer Systems, NMeasurementSystems, N

Depart City, S

DestinCity, SDates of Travel, SOperator input, S

Agent NTraveler NComputer Systems, N

Measurement Systems, N

Enter TravelPreferences

Into Saber

Frequent Flyer Programs, N

Preferencef or Carrier, NTraveler Input, S

Agent N

Traveler NComputer Systems, NMeasurement Systems, N

Service, S

Dates, STimes, NCost, N

Saber Program, SNComputer Service, SOperator input, S

Traveler input, S

Company Policy, SOperator input, S

Real time Saber system,SN

Operator input, NAgent NComputer Systems, N

Measurement Systems, N

Correct

Traveler Billing

InfoIntoSystem

Y

N

Travel Info

Entered

Into Saber

ServiceOptions

Determined

Request

EnteredIntoSaber SystemConfirmation#

ProfileMatch, SCredit Card #, S

Expir. Date, SName onCard, S

Traveler input, SComputer System SMeasurement Systems?

ReservationBooked

Traveler Input

Address VerifiedProfileUpdated

Courier Selected

Call time

Need ForTravel

Rationale, NViable Alternatives, N

Traveler NDestinationCustomer,N

CompleteTravel Request

Form

Request Form, SChargeNo., S

Traveler NLocation

Variation, NComputerSystems, N

Other Personnel?Form Procedure

STravelInformation N

InformationCorrect

Updated

Profile

SNAPAcceptableCost?

Company Policy, STravel Authorization S

Traverl Input N

Yes

No

Mail, SOvernight, S

Courier, SOperatorinput, S

ScreenCopy, S

Itinerary Copied

Confirm

Arrangements

Traveler Input, SEmail Address, CSInternet Connect, S

Operator input, S

Printer, CN

Ticket Machine, CN

Meter, CPackaging, SWeight, CN

Size, CNOperator or

admin, S

Lowest Cost

Saber, SButton, C

Operator input, SSaber updates, N

Flag

discrepancy

to CompanyPolicy

Saber System, SOperator, S

Credit System, SOperator, S

Agent NTraveler N

Computer SystemsMeasurement Systems

Operator, STraveler, S

Computer System N

VA: ValueAdded

BVA: Business ValueAdded

NVA: Non-ValeAdded

C: Controllable

S: Standard OperatingProcedures

N: Noise

Travel Request


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2001 ConceptFlow 23

C&E Diagram Delivery Defects

Delivery

Defects

PEOPLE

ENVIRONMENT

MATERIALS

METHODS

MEASUREMENTS

MACHINES

Maintenance

Servers

Resources/Shift

Ticket Types

Times

TrainingFreq of Updates

Experience Level

Postal Service

Co. Profiles

Traveler Profiles

Terminals

Call Volume

Zabar Volume

Phone Service

Computer Prog

PO Damage

PO Damage

Call Routings

Carrier Updates

Time Zones

Comp Downtime


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2001 ConceptFlow 24

Process Investigation: Cause & Effect Matrix

Rating of Importance to Customers 8 10 7 4 7 6 10 9 7 9 8 9

1 2 3 4 5 6 7 8 9 10 11 12

Resources

Lowes

tFares

De

livery

Time

ofTicke

t

De

liveryo

f

Itinerary

Serv

ice

Pro

fes-

siona

lism

Serv

ice:

Courteous

Time

inqueue

Trave

ler

Pro

file

Corp

Billing

Time

to

Process

(ca

ll

Ca

lls

Per

Transac

ttion

Correc

t

Ticke

t/Itinerary

Total

Process Step

5 Information Verification 5 0 9 9 6 7 6 9 7 5 0 7 521

13 Acceptable Arrangements 5 9 3 0 6 7 8 7 0 7 4 2 491

10 Travel Preferences 0 10 0 0 6 7 7 8 0 6 3 7 467

6 Information Correct 5 1 1 3 3 3 6 9 7 5 7 7 462

7 Gather Customer Information 5 1 1 1 6 7 6 3 10 5 6 6 449

20 Address Verification 7 0 8 8 6 7 2 9 1 3 0 8 435

9 Travel Information 0 0 0 0 6 7 6 0 0 5 10 10 359

14 Acceptable Cost 4 10 0 0 6 7 2 2 2 2 4 0 318

19 Type of Ticket 7 0 9 9 0 0 7 0 0 8 0 0 297

4 Contact Agency 8 0 0 0 6 7 10 0 0 5 0 0 293

11 SNAP 7 10 0 0 0 0 2 0 0 2 7 4 286

21 Delivery Method 5 0 9 9 0 0 7 0 8 1 0 0 274

22 Confirm Arrangements 4 0 0 0 6 7 3 0 0 3 0 9 254

26 Confirm Arrangements 4 0 0 0 6 7 3 0 0 3 0 9 254

24 Package for outgoing mail 2 0 9 9 0 0 5 0 0 7 0 0 228

17 Card Approved 0 0 0 0 0 0 6 2 7 6 5 0 2218 Authorization Code 0 0 0 0 0 0 7 0 10 0 9 0 212

12 Carrier Search 3 8 3 0 0 0 4 0 0 2 3 0 207

27 Email Itinerary 2 0 7 7 0 0 1 3 0 2 1 4 192

15 Request For Reservation 6 0 0 0 0 0 4 2 1 5 4 0 190

16 Payment Information 0 0 0 0 0 0 3 9 6 2 0 0 171

25 Saber e-tickets 2 0 9 9 0 0 1 3 0 2 0 0 170

23 Print tickets and itinerary 2 0 3 3 0 0 5 0 0 7 0 0 162

18 Reservation Booking 7 0 0 0 0 0 3 0 8 2 0 0 160

28 End Call 0 0 0 0 0 0 4 0 0 4 0 0 76

1 Need for travel 0 0 0 0 0 0 0 0 0 0 0 0

2 Travel Request Process 0 0 0 0 0 0 0 0 0 0 0 0 0

3 Travel Approval 0 0 0 0 0 0 0 0 0 0 0 0 0

Airline Reservation ProcessCause and Effect Matrix

Rank order

of

inputs


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2001 ConceptFlow 26

Using The C&E To Focus On Low Cost Fares

Only five process steps relate to Low Cost Fares

Step No. Process StepsCorrelation To

Low Cost Fares

10 Travel Preferences 10

11 SNAP 10

14 Acceptable Cost 10

13 Acceptable Arrangements 9

12 Carrier Search 8

6 Information Correct 1

7 Gather Client Information 1


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2001 ConceptFlow 27

Thought Process Note

Since problem statement was formed as result of client feedback, theteam decided to look at just C&E column for Low Cost Fares

Only five process steps were thought to be highly correlated with client

requirement, low cost fares

The team thought it would be prudent to start with FMEA by focusing

on these steps to start The goal of project is to resolve cost overruns to maintain one of the

largest clients and others that may follow

The team will focus on these areas but will return to general process

after cost overrun problem is taken care of


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2001 ConceptFlow 28

New Detailed Process Map

Larger process focus is narrowed to a small portion as indicated by theC&E Matrix

SNAP is the name of a button on the Travel Agency Computer System

called Saber

If SNAP is activated during the search for carrier service, Saber is

programmed to return alternative itineraries in order of lowest fares

Carrier SearchAcceptable

Arrangemen ts?

Enter Trav el

Preferences

Into Sabe r

Service, SDates, S

Times, N

Cost, N

Saber Prog ram, SN

Computer Service , S

Opera tor input, S

Traveler input, SCompany Policy, S

Opera tor input, S

Service

Options

Determined

SNAPAcceptable Cost?

Company Policy , STrave l Authorization S

Trave rl Input N

Lowest Cost

Saber , SButton, C

Operator input, S

Saber updates, N

Flag

discrepancy

to Company

Policy

Frequen t Flyer Programs, NPreference for Carr ier, N

Traveler Input, S

Agent N

Traveler N

Computer Sys tems, N

Measur ement Sys tems, N


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2001 ConceptFlow 29

Catapult C&E Matrix - Team Exercise

For the purposes of this exercise only, list the controllable inputs on thematrix

Correlate the inputs to only two client requirements, target accuracy

and variation

Remember to rate the outputs according to client importance

Cross-multiply the correlation factors against the client ratings andprioritize the highest rated inputs for investigation

Compare your team results with the other teams


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2001 ConceptFlow 30

Key Learning Points


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2001 ConceptFlow 31

Objectives Review

By the end of this module the participant should be able to:Apply cause and effect tools to projects

Create and interpret a C&E matrix

Identify process steps or process inputs that critically impact the

client requirements

Pareto Explain linkage to other tools (Process Map, FMEA)


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13 Cause & Effect Tools (Matrix)

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